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Innovative dental care opens

AN innovative new dental care clinic has opened in Western Sydney. The first SwiftQ Dental Care clinic has opened to provide affordable quality dental services without the hidden costs. Their five services model delivers services at a rate $200 to $400 below the average market price. The clinic offers five common dental services for $99 each - check-up and cleaning, fillings, basic tooth extractions, pain relief and take-home whitening. One third of Western Sydney residents avoid or delay visits to the dentist due to price. Those living in low income areas are impacted the most with around 60 per cent not visiting a dentist in the past year. SwiftQ research suggests. Full article page 18.


Simply tired of commuting

COMMUTING time in Western Sydney is up by 17% on average and it is leading people to consider quitting their jobs, according to a new survey. The time taken to get to work depends on the type of job you have, with workers in some jobs having almost double the proportion of lengthy commutes Western Sydney workers now spend on average 4.5 hours a week getting to and from work, a rise of 17% since 2002. Full article page 7.



PROUD Westie, Amanda Rose, has been selected by TEDx Parramatta to deliver a special presentation in September. Amanda says: “I am a proud Western Sydney girl born and raised. I absolutely love where I am, what I do and the impact it has on my community. And on September 21 I have the absolute privilege to represent my community at TEDx Parramatta. It is very common occurrence that growing up as a ‘Westie’ was seen as a stain on your career, business opportunities and pretty much life.“ Amanda’s article page 19.


2019 Tall Poppies named

A RESEARCHER who studies human skeletons and mummies from as along as 10,000 years ago and another whose studies reduces the fungus responsible for the decline and extinction of frog populations and species, have been named 2019 Tall Poppies. Associate Professor Ronika Power, one of Australia’s foremost experts in bioarcheology studying human skeletons and mummies), and Dr Simon Clulow, a conservation biologist who works on “de-extinction” (resurrecting extinct species) are two of four Macquarie University scientists awarded Tall Poppy accolades for excellence in scientific research and science communication. Full article



EVERY day across Western Sydney, the compassion, empathy and expertise of thousands of social workers and counsellors helps people from all walks of life come to terms with personal trauma. A new study by The Australian Alliance for Social Enterprise and Centacare Catholic Family Services, identifies key measures to help community service workers minimize the effects of vicarious trauma, compassion fatigue and burnout. Seven key indicators community service institutions can use to recognise and respond to compassion-based stress have been identified. Full article


Family business dynamics

WORKING closely with your nearest and dearest is part of the appeal of a family business, but it also makes it very easy to get into the habit of talking shop at home. Swapping stories over dinner isn’t necessarily a bad thing – in fact, a survey by the KPMG Enterprise and Family Business Australia (FBA) found that families who openly share information are better equipped to address difficult issues as they arise. However, there’s one thing it’s important to get out on the table first and that is how disputes will be resolved. Differences of opinion are to be expected when younger generations of the same family start getting involved in business. Full article page 38.

Winning defence work

PRECISION Metal Group (PMG) is leading the Australian welding industry, recently winning work with German technology group Rheinmetall Defence. In an Australian-first, Western Sydney based PMG will undertake welding on armoured defence vehicles for the government of the Commonwealth of Australia. CEO Jason Elias said his company has successfully started the first parts for the Defence supply components to the Land 400 phase 2 project. Full article


Author Eamon Donnelly has spent a good part of his adult life photographing and recording this disappearing world of milk bars.

Seven key indicators






Importance of partnerships

But it's getting easier

New book captures region




SEPTEMBER 2019 Western Sydney Business Access (WSBA) ACCESS NEWS AUSTRALIA PTY LTD ABN 39 600 436 799 Publisher/editor: Michael Walls M: 0407 783 413. E: Journalists: Red Dwyer, Iliana Stillitano, Terry Collins. Photographer: Sebastian Giunta Associate Editor: Dallas Sherringham Account Managers: Julie Jackson: 0447 291 780; Graham Maughan: 0431 557 791 Contributors: David Pring, Geoff Lee MP, Binh Rey. Printer: Spotpress Design: Design2Pro, PSD Brand Design. Website: General enquiries: Phone: 02 4572 2336 Fax: 02 4572 2340


DISCLAIMER: The publisher, authors and contributors reserve their rights in respect of the copyright of their work. No part of this work may be reproduced or copied in any form without the written consent of the publisher. No person or organisation should in any way act on the information and content of Western Sydney Business Access or www. without first seeking professional advice. The publisher, contributors and agents accept no responsibility for any actions that may arise from the contents of this newspaper or website The opinions and views expressed by contributors are not necessarily those of the publisher. Advertisements are published in accordance with WSBA terms and conditions published in the media kit downloadable at Advertisers agree to indemnify the publisher and his agents for any actions that may arise as a result of published advertisements or contributions. Advertisers agree to abide by the terms of trade outlined by the publisher.



Wrap-up of key messages

Inquiry too restrictive

Connect with us HOW to get ACCESS WSBA is available free at 270 strategic distribution points and online at See website for distribution locations. WESTERN SYDNEY BUSINESS ACCESS SEPTEMBER 2019

Regional Round-Up

SWITCH ON Gow Street, Padstow, from Dulux, at gross rental of $100 a square metre for three years.

SMP Group leases

SMP Group, a road transport and earthmoving industries supplier has leased 3300 square metres of industrial space, at 511 Victoria Street, Wetherill Park, for $110 per square metres, fir five years with a five-year option.

Online retailer leases

Fine Steel leases

CONTRACT Resources has leased to Fine Steel a freehold 6907-square-metre industrial property, at271 Edgar Street, Condell Park, for $600,000 gross for 10 years., an online tech retailer, has more than doubled the size of the retailer’s previous premises by leasing for 10 years a new 5730-square-metre Lidcombe Business Park, for a rent understood to be between $140-$160 a square metre net.

NORTH WEST Knauf leases centre

GERMAN building materials company, Knauf, has leased a 4764-square-metre warehouse and distribution centre, at 11 Distribution Drive, Erskine Park, for $135 a square metre, from Altis Property Partners.

Viven leases

VIVEN Pty Ltd has expanded its operations by leasing a 713-square-metre property comprising a warehouse and office space, from Kezelos, a private investor, for four years at $85,000 gross annually, in Blacktown.

CENTRAL WEST DMD leases unit

DMD Foods Pty Ltd, has leased a unit for seven years a 1029-square-metre office and warehouse, in Slough Business Park, Silverwater, at $156 a square metre gross

Pike Street lease

Tyrolit buys

TYROLIT Australia, a supplier of concreting equipment, has purchased a 2052-square-metre industrial facility, at 1162 Prospect Highway, from a private investor, for $4.9 million.

Hotel rebranded

THE Novotel Norwest has been rebranded as a Rydges under new owners Mere Capital, which has plans for a “major upgrade. The hotel was previously managed by Accor Group.

Lot 22 leased

FIFE Capital has leased an 11,020-squaremetre site at Lot 22, Eastern Creek Drive,

Eastern Creek, to Vermeer, for $178 a square metre net, for 10 years.

Wipro leases space

SOUTH WEST Four-year lease

NEWTOWN Dyers & Bleachers has leased an 11,191-square-metre warehouse, at 2 Percival Road, Smithfield, to RRE Logistics for four years at an annual rental of $1.19 million plus GST

Freight firm leases

DIRECT Developments Pty Ltd has leased a 1337-square-metre freestanding industrial facility, at 18 pike Street, Rydalmere, to AusReseller Pty Ltd for three years at $146 a square metre.

RPM Freight and Logistics has leased a 7010-square-metre industrial facility, at 15

Wipro, an international IT corporation, has leased the whole 948-square-metre firth floor, at 87 Marsden Street, in the Parramatta CBD, at $515 per square metre net, for five years, from MHPHA Marsden Street Pty Ltd.

North Rocks lease

Ee Bono has leased a 171-square-metre site comprising a new warehouse and office, at 30/2 Richard Close, North Rocks, from private group, Pearce, for an annual rental of $26,650.

Don’t let the end of your marriage be the end of your business.





Wet n Wild now Raging Waters „„ RED DWYER


NE of the world's leading attractions operators has renamed the former financially stressed Wet'n'Wild Sydney waterpark, at Prospect, in readiness for a “great” the summer season. Parques Reunidos hopes to bring this about with the installation of the “first-of-itskind” 206-metre waterslide giving speeds up to 25 kilometres an hour from November. The company, a Spanish visitor attractions group making its first foray into the Australian market, has rebranded the waterpark as Raging Waters Sydney. The theme park group purchased the waterpark from Village Roadshow for the “knockdown price” of $40M last year, Village Roadshow, which reportedly invested $125-130M in building the water park when it opened in 2013, decided to off-load it as an underperforming asset. SBS News reported that Wild’n’Wet Sydney’s earnings had dropped 66 per cent to $3.1M in the year to June 30, 1917, from $9M in the preceding year due to a fall in season pass sales and attendance levels. “Parques will be able to add value and enhance Wet‘n’Wild Sydney’s performance over the coming years,” a Village spokesperson said on the sale last year. The Spanish group has installed a new management team, and introduced new features including Whirlwind the “first-ofits-kind” 206-metre waterslide and other facilities. Whirlwind, manufactured and supplied by global company, WhiteWater, enables visitors to experience travelling up to 25 kilometres per hour down the water slide when it opens in November.

Professor Pru Goward joins WSU

F Wet n Wild is niow Raging Waters.

“We are committed to investing in the future of the park through new attractions, infrastructure and services,” said Jose Diaz, CEO, of Parques Reunidos. “We are looking forward to a great season,” said Tony Brancazio, general manager, of Raging Waters Sydney. Parques Reunidos, is one of the world's leading attractions operators, owning and managing over 60 attractions in 15 countries including theme parks, waterparks, animal parks and family entertainment centres.

ORMER NSW Minister for Family and Community Services and former Australian Sex Discrimination Commissioner, Pru Goward (pictured) has joined Western Sydney University as Professor of Social Interventions and Policy. Dedicating more than a decade to state politics, Professor Goward’s public service tenure centred upon complex social issues and families. Professor Goward was the first NSW minister for the prevention of domestic violence and sexual assault. Western Sydney University ViceChancellor Professor Barney Glover AO noted Professor Goward’s outstanding public service career and her dedication to addressing disadvantage. At Western Sydney University, Professor Goward will provide regional, national and international leadership in research on social policy and evaluation. She will also lead the development of a unique vision, original program of research and act as an advisor, providing high level advice on new programs.

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Hills Business Chamber certified global


HE Sydney Hills Business Chamber has become the only Australian business chamber to certify for ISO 9001, the internationally recognised management standard. SHBC Chair Nigel Rayner said the Chamber achieved certification on its first attempt. “We are always striving to be innovative so we can deliver what our members want in a thorough and consistent manner,” Mr Rayner said. “International recognition like this confirms we are well on the way to achieving this.” Organisations awarded ISO 9001 certification have proved they consis-

tently provide products and services that meet customer and regulatory requirements. The standard dictates Quality Management Principles, including customer focus, decision-making and leadership. SHBC was assisted in its certification process by management consultancy and Chamber Gold Support Partner Quality. “Partnerships are important to the Chamber, and I would like to thank the team at for their support,” Mr Rayner said. “In addition, I invite businesses to come along and participate in SHBC events, networking and workshops. We

aim to use our management expertise to help local businesses thrive.”

About the Sydney Hills Business Chamber

Sydney Hills Business Chamber is the largest business chamber in the Sydney metropolitan area. Its mission is to support local businesses by providing business networking, learning and development opportunities, and to give businesses of all sizes a powerful voice. For further information contact Richard Holland on (02) 9659 3366 or

Sydney Hills Business Chamber Chairman, Nigel Rayner.

Special late-night delivery


DELICATE night-time operation has been carried out at Penrith to deliver a 180-tonne concrete beam. Minister for Transport and Roads Andrew Constance said a second beam was delivered as part of the $105M Mulgoa Road upgrade. “These beams are more than 35 metres long and two metres wide so precision driving is required,” Minister Constance said.


The 180-tonne beam is delivered.

“The beams needed to be fabricated off-site by a local Newcastle business. Given the size NSW Police and Transport for NSW assisted crews with the first delivery during the long trip from Redhead to Penrith and will provided the same support for their delivery.” Member for Penrith Stuart Ayres said the beams will be used in a new rail bridge as part of the upgrade. “The existing rail underpass will be widened to provide

three lanes in each direction on Castlereagh Road, helping to ease congestion for Western Sydney drivers.” A 350-tonne crane was on site on Saturday night to lift the beam and place it in the temporary storage area on site. The upgrade will support the growing traffic demands in Western Sydney now and into the future. The NSW and Federal Governments are jointly funding the Mulgoa Road upgrade which is expected to open to traffic in late 2020.




Commuting times getting longer „„ DALLAS SHERRINGHAM


Key points

OMMUTING time in Western Sydney is up by 17% on average and it is leading people to consider quitting their jobs, according to a new survey. The time taken to get to work depends on the type of job you have, with workers in some jobs having almost double the proportion of lengthy commutes Western Sydney workers now spend on average 4.5 hours a week getting to and from work — a rise of 17% since 2002 — but this can jump even higher depending on where someone lives and even what job they have. The data has been compiled in the latest annual Household, Income and Labor Dynamics in Australia (HILDA) survey, which has been running for almost two decades. Sydneysiders have always fared the worst, closely followed by Melbourne, but both are now being closely pursued by Brisbane, which has blown out by almost 50% this century. Everything from population booms, to rising house prices and a lack of investment in public transport is being blamed for the trend. Mr Todd Denham from RMIT's Centre

• Of those with a long commute, 19% had looked for a job in the past month, compared with 15% doing short trips and 17% with a medium one. • Technicians and trades workers were the most likely to experience long commutes, well ahead of sales workers at the other end of the scale.

• There's predominantly two waves of traffic each day and from 5am to 7am it is predominately trades vehicles. And then from 7am to 9am it is the office and sales workers. for Urban Research said infrastructure was not keeping up with population growth, particularly in the outskirts of major cities. And he told the media this had been associated with a range of personal issues. "People have poorer health because they spend more time commuting," he said. “You are also away from your family for longer periods of time. And research connects time spent commuting to higher rates of divorce and lower rates of participation in community volunteering." Mr Denham advocated greater funding for public transport, adding many major projects he saw going ahead were still focused on cars. The latest HILDA report includes all work-

ers aged 15 years and older, including those who work from home and have a commuter time of zero. It found a correlation between longer commute times and a desire to switch jobs, with everything from satisfaction around pay, flexibility and working hours all lower for those who travelled for longer.

Who fares worse?

Of those with a long commute, 19% had looked for a job in the past month, compared with 15% doing short trips and 17% with a medium one. But it is not just clogged roads and more people that are leading to a rise in travel times.

House prices have surged across the western suburbs in the past decade, pushing many workers into the outer suburbs and beyond as they searched for affordable homes. Many workers also embrace the “Australian dream” of owning their new own free-standing home on a block with a garden and privacy. This means simple distance needed to get from home to work has increased and with it the time spent commuting. So who fares worse in the survey? Statistically speaking, a male tradie with two dependent kids is the most likely to have a lengthy commute. The HILDA survey found technicians and trades workers were the most likely to experience long commutes, well ahead of sales workers at the other end of the scale. And the problem will only get worse for tradies with their own work vehicle. While better public transport might help office workers, it was not the answer for tradies. And the thinking that more people taking trains would ease congestion on the roads did not always stack up. There's predominantly two waves of traffic each day and from 5am to 7am it is predominately trades vehicles. And then from 7am to 9am it is the office and sales workers.

Improving walkability is a strategy


MPROVING the Shire’s walkability and active transport links is a focus of The Hills Shire Council’s Draft Local Strategic Planning Statement (LSPS). The LSPS proposes to improve connectivity between local centres, the public transport network and communities, as well as completing gaps in the regional and local trail network. “A network of pedestrian and cycle paths that link waterways, bushland and centres, is crucial to encouraging active

and healthy lifestyles,” Mayor of The Hills Shire, Dr Michelle Byrne said. “The addition of appropriate links throughout our open space network connects residents with their local environment, as well as providing them with a choice to either walk or cycle to their jobs, services and for recreational opportunities. “Our trails are incredibly popular and that is why this Council is focusing its attention to connecting the missing links. “

Mayor Michelle Byrne walking in the Hills.

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Small business is tough, but improving „„ DALLAS SHERRINGHAM

Hurdles for not hiring


MALL businesses will grow but the growth potential is being hampered by employment barriers according to a new report from Westpac. The latest Westpac Small Business Report in collaboration with Deloitte said sentiment was starting to improve amongst small businesses with many looking ahead to revenue growth in next 12 months It found two-thirds of small businesses wanted to hire extra help but faced many challenges like different state-based policies One third of small businesses are employing fewer people today than 12 months ago and the same proportion have a second job to support income. The report said small businesses were saying that despite recent tough conditions, they were looking forward to growth in the next 12 months, off the back of improved economic and political certainty, however many were reluctant to grow by hiring staff due to too many policies and procedures. “Although small businesses are matching the wider economy in growth terms, they are falling behind in increasing their employee headcount, with one third of respondents employing fewer people today than 12 months ago,” the report said The most common hurdles to hiring are financial 38%, only needing help occasionally 28% and wages and penalty rates 24% - suggesting more support is needed across industry and government to help businesses break down employment barriers. General Manager of SME Banking at Westpac Mr Ganesh Chandrasekkar said many small businesses faced tough conditions during the last six months with a slowing


Financial 38%, only needing help occasionally 28% and wages and penalty rates 24% - suggesting more support is needed across industry and government to help businesses break down employment barriers.

economy and tightening margin pressure, however there was some light at the end of the tunnel which could help boost employment.

Employment barriers

“Given recent RBA interest rate cuts, a boost in infrastructure spending and a betterlooking housing market, many small businesses say they are optimistic about the coming 12 months,” he said. “One way to boost confidence back into the market is to remove the complexities and challenges small businesses face when

it comes to hiring. If every employing small business took on one additional staff member, that is 900,000 jobs. Even if we could create a fraction of that amount by removing employment barriers, it would make a big difference,” Mr Chandrasekkar said. To supplement household income, one third of small businesses have taken on a second job or ‘side hustle’, revealing their most common fear is having no financial security. This is particularly common amongst nonemploying businesses at 41%, female small

business owners at 40% compared to 25% of males and industries feeling more exposed in the current environment such as agriculture 52% and arts 45%. Many small businesses are taking advantage of the gig economy to embrace on-demand solutions that provide flexibility and easier access to casual employees, and it’s growing quickly – increasing 68% in revenue terms in one year in NSW. However, one in five or 20% small business owners have no income outside their business and 15% would lose equity in their home if their business were to fail. The average small business household gets 63% income from the business. “This places an extraordinary amount of pressure on business owners, their families and employees, for the business to perform. With over half of Australian small business owners using their personal savings to establish their business, this can have a deep impact on their mental and financial wellbeing,”. Mr Chandrasekkar said Westpac is expanding its unsecured lending offer from the beginning of 2020, to help more small businesses access funds to manage growth. It’s estimated an extra $10B will be available in unsecured, conditionally approved limits, without the need to put up other assets as security.





Delivering 22nd century technology



HE Western City and Aerotropolis Authority will transform the physical, economic and business landscape of Western Sydney, bringing 22nd century technologies, jobs, education and innovations to the region It’s an exciting first for Australia - an opportunity to create a metropolis from the ground up: a vibrant hub for high-skill jobs, research, education and advanced industries The Western City and Aerotropolis Authority will work with community, investors, local and global businesses to ensure that everyone has the opportunity to define their place in this new city Through a process of master planning, place making and precinct activation, we will deliver the infrastructure, technology and services to support 200,000 new jobs and a Western Sydney population that is expected to grow to over 1.5 million by 2036

In August, we commenced the curation process with the foundation partners to determine the nature, scope and requirements for the Aerotropolis.” – Sam Sangster.

Success keys

Being co-located with the new 24-hour international airport presents a once- in- a-generation opportunity to drive trade, promote economic growth and modernise lifestyles. The city will be globally renowned for its advanced manufacturing, aerospace and defence industries; sustainable agribusiness; freight and logistics; health and medtech and innovative tourism Key to its success will be world-class higher education institutions and industry-led training facilities to enable a highly skilled and capable workforce. We are fortunate to have partnerships with the NUW Alliance (comprising University of NSW, University of Wollongong and Univer-


Artist impression of the technology environment at the Western Sydney Aerotropolis.

sity of Newcastle) and the Western Sydney University. We will also work with the universities and our industry partners to bring innovative new approaches to vocational education and training The Aerotropolis is a global collaboration in our own backyard. In August, the Premier Ms Gladys Berejiklian and Minister Mr Stuart Ayres announced MOUs with BAE Systems Australia, DB Schenker and the University of Sheffield’s Advanced Manufacturing Research

Centre. They join the likes of Hitachi Ltd, Northrop Grumman, Mitsubishi Heavy Industries and Sydney Markets to bring the total number of foundation partners to 17: a clear indication of the international confidence in our local potential. In August, we commenced the curation process with the foundation partners to determine the nature, scope and requirements for the Aerotropolis. This will enable us to map the opportunities available for additional local and

international businesses. We plan to broaden the scope of this market sounding process in 2020. Local businesses are hopefully excited by the potential opportunities to modernise and thrive. A state-of-the-art freight and logistics hub, for example, will allow fresh produce from NSW to be transported from local paddocks to international plates using a highly controlled chilled (rather than frozen) supply chain. It will be a real competitive advantage for Western Sydney, accessing more than three billion mouths in the IndoPacific region within a night’s flight from the curfew-free Nancy-Bird Walton Airport. Sam Sangster is CEO Western City and Aerotropolis Authority.




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The Dialogue


Focusing on Sydney’s “middle child” „„ ADAM LETO


AST month the Western Sydney Leadership Dialogue was joined by NSW Minister for Planning and Public Spaces, Rob Stokes, to launch our Discussion Paper, Stuck in the Middle, which looks at how we can unlock the potential of Sydney’s Central City. This area, first defined by the Greater Sydney Commission as part of its three-city model, in broad terms stretches from the Hills in the north-west, through Parramatta, Sydney Olympic Park, Westmead and Cumberland down to Bankstown in the south. Its significance can be underlined by the fact that it is currently home to 1.5million people, some of the city’s major employment centres like Parramatta, Macquarie Park and Norwest as well as a pipeline of major transport, property and infrastructure projects that are expected to leave a lasting mark. The Central City might not have the presence or prestige of our Harbour City (few places do), it doesn’t have the vast open space and greenfield opportunities of the Western Parkland City, but it is very much Sydney’s quiet achiever. It’s also been described as Sydney’s middle-child – and like most middle children it is demanding our attention. This corridor, if you look at most economic or social measures, is currently doing the majority of Sydney’s heavy lifting, and while we need to continue to keep an eye how we plan and shape our future growth areas to the west, in places like Campbelltown, Camden and Penrith, we can’t lose sight of the existing assets that are right in front of us. One crucial point to make is that our paper is not about debating which part of Syd-


Minister Rob Stokes.

ney and Western Sydney is more important, or more deserving of investment or support. The fact is that all elements of the Greater Sydney Commission’s three-city model need to be complementary and connected, for Sydney to work. There is little doubt that Western Sydney, in particular, now is a competitive environment, and likely will remain that way for years to come. But one of the key drivers of our discussion paper is how we can fuel collaboration, not competition in the region. We’ve seen first-hand how Western Sydney’s City Deal can unite and open the lines of communication across all three levels of government, bring a co-ordinated approach to planning and investment, and deliver major infrastructure projects. Importantly, it’s brought communities along for the journey and provided confidence, and clarity when it comes to decision making.

Best of the West publication.

The power of partnerships has worked, and is continuing to work, in the Western City and we want to see this same approach applied to the Central City, the core of Sydney, the growth corridor that links both east and west.


It’s been a busy month for the Dialogue, and in case you missed it, we also launched, for the first time, Best of the West – An Insider’s Guide to Western Sydney – at a special dinner at West HQ, with Minister for Western Sydney, Stuart Ayres. This book has been pulled together with the help of a number of councils and stakeholders across Western Sydney as a way of focussing attention on the people, projects

and places that help make the region a great place to live and visit. Along the way we’ve also uncovered some hidden gems (who knew that Revesby had a beach?) and our aim is to use this platform –you can add your own favourite experience or place via or viaTwiter - @ WSLDialogue and Instagram #bestofhewest – to help continue to shine a light on the many positive stories that are taking place across the region. See the publication here: au/best-of-the-west Adam Leto is Executive Director of the Western Sydney Leadership Dialogue.




State of the Region 2019


State of our Region


HE 2019 State of The Region event held at the William Inglis Hotel attracted hundreds of business leaders to hear Premier Gladys Berejiklian, Western Sydney Business Connection general manager Amanda Brisot and Liverpool Mayor, Wendy Waller discuss the state of our region. The room: State of the Region 2019.

Local jobs needs to be our focus

%$60billion + infrastructure investment that is underway



OCAL jobs for local people are vital to creating a strong and healthy community in Western Sydney Beyond just reducing congestion and improving our performance at work, the impact is much more far reaching Take my family as an example. As residents of Western Sydney both my husband and I worked in the city prior to securing jobs locally. Our commute was roughly 1.5 hours each – each way. That’s six hours a day that just disappears. Since securing jobs locally we have more time to spend helping our kids with homework, taking them to sport, preparing fresh and healthy meals; really helping us to prepare the next generation of young people for bright and positive future. Beyond just our own home, we also now have more time to make a meaningful contribution to our local community by volunteering at our local footy club and helping with the school fete and so on. Multiply that by the 200,000 plus people that leave Western Sydney for work every day and it really drives home the benefit of local jobs for local people in supporting a strong and healthy community in our region.

Indigenous Business

WSBC general Manager, Amanda Brisot.

Big investment vs local content

The government understands that just getting big investment into the region isn’t enough. It is the linkages that the incoming business makes with local firms and people that will determine whether the local economy benefits

Studies published by the Harvard Business Review show that developing small local business is more effective at creating employment than chasing down big business. This makes sense given that local business is more likely to use a local law firm or accounting firm for example than say a Northrop Grumman or Mitsubish. The objective here should be to ensure that every single dollar that enters the Western Sydney Economy works as hard as possible by passing through as many Western Sydney hands as possible before leaving. Therefore me and the team at WSBC talk

Premier Gladys Berijiklian.

The Premier taking audience questions.


so much about local content and the importance of engaging with a local supply chain. Local businesses can circulate 100% more of its revenue locally which can lead to 80-100% increase in jobs per million dollars spent. The numbers really speak for themselves It seems to me that engaging with a local supply chain is a major strategic tool at the disposal of government that should not go unused In fact, we are looking to o a piece of research in partnership with Deloitte where we will look at the social and economic impact of engaging with a local supply chain for the

Indigenous people make up 3% of Australia’s population and they represent 0.5% of total business owners. As Western Sydney is home to Australia largest Urban Indigenous population, I feel it is incumbent upon everyone in this room as Western Sydney Business leaders to do what we can to support the local Indigenous business community to win more work, employ more people and grow Many of you may know of the Yarpa Indigenous Business Hub launched late last year. They have also recently announced that they will be setting up their NSW Head Office right here at Liverpool. The Hub is doing some excellent work to build capacity and capability within the Indigenous Business Community and if you would like to know more please reach out to the Yarpa team who are here today or check their website WSBC is partnering with Yarpa to deliver an Indigenous Business Matching Program at the end of October. If you are keen to participate as a procurer or to take part in Cultural Capability training please get in touch.

WSBC Visitor Strategy

Attracting and retaining talent in Western Sydney is challenging, particularly the young guns as they are drawn by the bright lights and big jobs in the city. Many of our town centres still lack the urban amenity to appeal to the young, innovative talent The crux of WSBCs visitor strategy is about developing the local visitor economy to ensure not only that we are airport ready but ready to maximise the opportunity when that first plane load of tourists lands but also positioning western Sydney a place where people want to live, study, work and invest The visitor strategy has also led us and the Western Sydney Business Chamber to securing an initial $500K from DNSW for a major event in western Sydney. It looks as though we will be able to secure and additional $500K from other sources to deliver a $1M major event in western Sydney in 2020 These kinds of initiatives alongside government investment and inward private investment are vital to securing the long-term success of the region

Continued on page 15


State of the Region 2019


The changing face of Liverpool

Calls for office space



ood afternoon everyone and welcome to Liverpool. For those of you who are returning there are many changes to be seen. As Sydney’s third CBD and the gateway city to the Western Sydney International Airport, this is a city of opportunities, with $20 billion being invested in the Airport and Aerotropolis. We are an anchor point for the new airport and it all starts in our CBD, which is what I will be focusing on today. But first, I’d like to illustrate the journey our city has been on – from the periphery of Sydney to where we are today. Generations of my family have lived here for more than 60 years. We’ve always had a tight-knit community. Growing up and attending high school in Liverpool, university seemed like a faint possibility. The opportunities that we are creating for our children and grandchildren today simply were not there in the past. In today’s Liverpool, three universities have put down roots in our CBD.

Commercial use only

Even in the past three years, the opportunities – to study law, policing or nursing just to name a few are now right on our doorstep. Students no longer have to trek across the city for their education. A child growing up in Liverpool can afford to dream bigger and better. Liverpool deserves a CBD that matches the aspirations of its people. Over the next 5-10 years, we’ll be taking our beautiful Hoddle Grid – based on the same principles of Melbourne’s street layout – and creating an 18 hour walkable liveable city. We are a city with rich history and great heart. We’re going to keep these elements as we grow. There are a billion dollars’ worth of major projects under assessment or under way and this will change the face of our CBD to better reflect who we are – ambitious and vibrant. The city centre of Liverpool was previously zoned for commercial use only. This limited our potential, so we’ve rezoned 25 hectares of the CBD. Under the amended Local Environmental Plan, new buildings can accommodate a mix of uses. Imagine a cosmopolitan city centre where

Liverpool Mayor, Wendy Waller.

residents are close to jobs, transport, schools, universities and entertainment options. Surround that emerging city with attractive recreational spaces along the Georges River. Council’s vision is to unlock access to the River and provide a continuous network of paths along its banks. We’re also beginning a Master Plan for Woodward Place, another 26 hectares on the western edge of the CBD. The resident population of the Liverpool City Centre is set to double to 30,000 people and Woodward Place will be their playground with quality open space, sport and recreation facilities. We are getting the balance right between nature, recreation and development.

Residents will still be within walking distance of the best our city has to offer. You will hear a lot today about the ambition to create 200,000 new jobs in the Western Parkland city. very one of our residents who makes the long haul into the centre of Sydney to work knows how much commuter stress affects the quality of their lives. The CBD we are creating will cut down the soul-crushing commute. There’ll be 10,000 new homes and more than 22,000 jobs will be created to build a thriving new commercial and residential hub. Developers will be able to get the mix right. When there is demand for homes, they will increase the number of floors taken up by residential.

If the market calls for office space, they will respond to that as well. Council’s proposed mixed-use Civic Place development will anchor and activate the southern end of our CBD with new public spaces, community facilities and job opportunities. Located at 52 Scott Street, Liverpool, the $400 million development will include: • New Council offices and Chambers; • A new central Liverpool City Library and community hub; • A child care centre; • A new Civic Plaza; and • Public parking. Rezoning and re-invigorating Liverpool’s city centre goes hand in hand with planning for the arrival of Western Sydney International Airport and the opportunities there. Council is working hard to make sure our zoning is appropriate, that we protect our industrial land and that we work collaboratively with universities, TAFEs and schools to skill up the workers of the future. The Liverpool Innovation Precinct, a point of collaboration between us and our health, research and education partners, will be a key jobs driver. The number of workers in health and research industries is expected to double to 30 000 by 2036. The Liverpool Innovation Precinct Committee helped secure a $740 million commitment from the NSW Government (thank you Premier) to transform Liverpool Hospital into a world-leading health and academic precinct. In late October, we will be launching The Liverpool Innovation Precinct Masterplan and Land Use Plan. This is the blueprint to leverage the South West Sydney Clinic School, Liverpool Hospital, the Ingham Institute for Applied Medical Research and Liverpool’s three Universities to attract private sector investment in Liverpool. very bit of change is ensuring that Liverpool will achieve its vision. Jobs close to home, opportunities to study, a strong community and great recreational spaces. In my lifetime, I’ve gone from a little girl growing in what were then unpaved streets in Green Valley to being a Mayor standing in front of you talking proudly about the city that will be Sydney’s third CBD – a place of opportunity. To the Premier, can I say we’re glad to have you here again and I hope you enjoy your visit to Liverpool. Wendy Waller is Mayor of Liverpool.

Continued from page 14

WSBC Member Task Force

The visitor strategy is a great example of what can be achieved when the businesses in this room, the WSBC members come together with a common goal and purpose in mind. If we work together we have the power to influence policy and shift the dial on the economic condition of the region. I am extremely excited to announce the launch of the WSBC member Task Force. This is a call to arms for businesses in this room to work together to identify key issues affecting business in the region and formulate plans and project to address those. If this sounds like something you might be interested in please get in touch with me following the event. We want to ensure your voice is not lost Amanda Brisot is general manager of the Western Sydney Business Connection. Visit WESTERN SYDNEY BUSINESS ACCESS SEPTEMBER 2019


Technology Success


Migrating data to Microsoft 365 apps

content. For example, finance produces a budget and publishes it on the intranet for general viewing.



HEN migrating files to Microsoft 365 and Office 365, an unplanned approach results in confusion and poor outcomes. Files go missing, end up in the wrong directories or are mysteriously renamed! The secret of success is to have a migration plan for moving your data into several collaborative Microsoft 365 apps. Migration can seem so complex that a ‘lump and dump’ approach often prevails. Masses of unfiltered data ends up in one location; for example, the contents of an entire server dropped into a single document library in SharePoint. You can avoid these data migration challenges by breaking the process down into six easy steps.

Step 1: Preparing for data migration

Firstly, identify your source, such as a drive on a file server. Then identify the collaboration apps in Microsoft 365 that will receive the data, for example OneDrive, Teams and SharePoint. Now edit the information, deleting out-of-date files, duplicates and those that seem to have no reason for being in existence! You now have much less data to move. But because you have looked carefully at the source, you are also clear about what it contains: data

Step 6: Navigating your data apps

Now that you have data across several Microsoft 365 apps, you need a consistent way to navigate it. This is where SharePoint Hub Sites come in. It’s logical and structured yet has the flexibility to be reconfigured at any point, with changes automatically applied across the hub.

Result: A different conception of data

that needs archiving, user-specific data, common data ect.

Step 2: Moving personal data

Start by moving users’ personal data to their OneDrive. Ask them to do this themselves; it helps them filter out what they don’t need and familiarises them with the new storage system too.

Step 3: Moving common data

Now identify common data by function or location and move it to a Microsoft Team. In a typical on-premises file server, this data is stored in folders like ‘F:\Finance’ and ‘F:\Administration’.

These top-level shares will most likely be the name of the Team, with sub levels being channels inside that Team.

Step 4: Moving common data to a SharePoint stand-alone team

The next data to migrate is common data that belongs to a dedicated SharePoint Team site. Data that goes into stand-alone SharePoint is data that does not require chat and conversations around it (that type of data should be in Teams). The best example of this is probably archive data: historical reference docs that won’t need updating. A major advantage of

moving archive data to SharePoint is that it's searchable using tools in Microsoft 365. Another example of a SharePoint Team site is an extranet for external parties to download data from. Having a dedicated stand-alone SharePoint Team site makes it easy to manage remote access security.

Step 5: Moving company data to a SharePoint Communication Site

The remaining data is typically company-wide data: policies, procedures, manuals. This is moved into an intranet using a SharePoint Communication Site. This intranet is used by all staff and Microsoft Teams to add new

Great technology needs to engage with staff. They have to understand it and feel comfortable using it. Microsoft 365 apps can appear confronting to the uninitiated. In addition, some migrations are done as quickly as possible so IT can ‘close the ticket’ and start the next chore. This rushed approach can result in staff frustration and a system no one understands or cares about. Moving to Microsoft’s world of data collaboration from a passive data server model is a transformation in thinking about data and related work practices. Keeping staff engaged requires a systemic approach to data migration, a blueprint for success - as outlined in these six steps! Darryl McAllister is managing director at Netcare. Visit

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Innovative dental care opens


HE first SwiftQ Dental Care clinic has opened in Western Sydney providing affordable quality dental services without the hidden costs. SwiftQ Dental Care hosted its official opening at the new clinic and employees, practitioners and community members were joined by Shadow Federal Health Minister Mr Chris Bowen. The unique five services model delivers services at a rate $200 to $400 below the average market price. The clinic offers five common dental services for $99 each - check-up and cleaning, fillings, basic tooth extractions, pain relief and take-home whitening. The opening comes as one third of Western Sydney residents are avoiding or delaying visits to the dentist due to price. Those living in low income areas are impacted the most with around 60 per cent not visiting a dentist in the past year, SwiftQ research suggests. SwiftQ Dental sits under the Primary Dental umbrella as a new innovative offering. CEO Primary Dental Ms Michelle Aquilina, believes it will address a significant community and nationwide need for affordable dental services. “We developed SwiftQ Dental Care to reduce the greatest barrier stopping people from going to the dentist, which is out-ofpocket cost. Australia spends $10.2 billion on dental care annually, with patients paying 58% of dental care costs out-of-pocket,” Michelle said. “Many people are getting left behind in our current dental care industry with hundreds of thousands on public waiting lists, little Government funding for dental care and a lack of innovation. By offering only five common services for $99 each, we ensure transpar-

ent prices while not compromising on quality of care and patient service.” “Two million adults who needed dental care in the past year delayed or avoided it because of cost. It’s important that we are having a national conversation about dental affordability,” Mr Bowen said. “Poor oral health has a large health and financial burden on our society and the economy. Breaking down barriers preventing people from visiting the dentist will have a lasting impact. We hope clinic models such as this will help reduce the dental disease burden facing Australian communities, starting with Western Sydney,” he said. Located at Fairfield Chase Medical and Dental Centre, the new clinic offers appointments with experienced and friendly dentists and dental assistants. SwiftQ Dental Care will be looking to expand its model to areas of need across the country in the near future.

For more information or to book an appointment visit

Michelle Aquilina and Chris Bowen.

Western Sydney players dominate Lotto


ESTERN Sydney players dominated a recent weekend’s Saturday Lotto draw with two division one wins landing in the region. The New South Wales entries were two of the nine division one winning entries in Saturday Lotto draw 3969 with each entry taking home a division one prize of $446,898.09. However, how the winners plan to spend their Saturday Lotto prizes will

forever be a mystery as they have both chosen to remain completely anonymous and celebrate in private. The weekend’s Saturday Lotto division one winning entries were sold at Werrington County Newsagency, Shop 9A Werrington Shopping Village, 511 Dunheved Road, Werrington and Mitchum News, Shop 27 Dutton Lane Shoppoint Centre, 2 Dutton Lane, Cabramatta. Werrington County Newsagency

owner Darren Nguyen said it was the third division one winning entry the store had sold. “We’re incredibly excited and happy for our customer and we hope this winning trend continues for us and our loyal regulars,” he said. Mitchum News owner Anne Huang said she froze when she discovered her outlet had sold one of the division one winning entries.


Business Engagement | Advocacy | Training & Development | Western Sydney Visitor Marketing





Power to create is in our hands „„ AMANDA ROSE


ROUD Westie, Amanda Rose, has been selected by TEDx Parramatta to deliver a special presentation in September. Here she gives some background to her success. I am a proud Western Sydney girl born and raised. I absolutely love where I am, what I do and the impact it has on my community. And on September 21 I have the absolute privilege to represent my community at TEDx Parramatta. It is very common occurrence that growing up as a ‘Westie’ was seen as a stain on your career, business opportunities and pretty much life. I am first in my family to attend university and now have three degrees across Business, Communications and Educational Leadership. Still, this didn’t counteract people’s attitudes towards me being from Western Sydney. It wasn’t until I built my own company, Shoshanna Group Pty Ltd — which included Amanda Rose - Strategic Connector and global website Business Woman Media — that people started paying attention. Especially when I was mentioned on by Time magazine, CNN, Huffington Post and others as an internet winning blogger. But it was my personal journey and battle against the ‘Westie’ stigma over the past 20 years that inspired me to develop two very important organisations: Western Sydney Advisory, the only business that represents the voice of the community to big business and Government; and Western Sydney Women, the only organisation to advocate for all women who live in or work across the inner west, greater west, north west and south west of Sydney.

Founding principles

One of the principles of Western Sydney Women organisations is that our women don’t have to pay a single dollar to participate, because we do not want to have even the smallest financial barrier to our the goal of having all 1.5 million women in the region become economically independent and confident. Being the voice of the people is important more so now than ever before, especially with the infrastructure, development and interest in all things Western Sydney on the rise. The us vs them mentality needs to change. Over the past five years with all the investment being made across GWS, there has been a shift in attitudes, mainly because we are now seen as a gold mine of opportunity and everyone outside the West is suddenly hungry to have a piece of the financial pie.

GWS is a global centre for trade, innovation and learning; with the third largest economy in Australia behind the Sydney CBD and Melbourne. Its population is the fastest growing in Australia This growth is great, of course. But it can put our community and small business community at risk if we don’t ensure our voices are being heard. It is our responsibility to speak up. To ask questions, to listen to each other, and to work together in order to ensure our needs are being met and our future is being secured. The multicultural community of GWS is one of the most diverse in the world with over 100 nationalities calling GWS home. We are varied financially and demographically. But we do have one thing in common. We love where we come from and where we live. We, the GWS people, have more power than we realise.

The us vs them mentality needs to change. Over the past five years with all the investment being made across GWS, there has been a shift in attitudes, mainly because we are now seen as a gold mine of opportunity and everyone outside the West is suddenly hungry to have a piece of the financial pie.” – Amanda Rose. And this is what my TEDx talk will be about. The power shift that can occur if we, the people of Greater Western Sydney participate, collaborate and get hands on to design a future we deserve. Amanda Rose is Managing Director, Western Sydney Advisory, Founding Director, Western Sydney Women, Publisher, Business Woman Media and a noted Strategic Connector. Visit:


View and download all editions online 24/7 WESTERN SYDNEY BUSINESS ACCESS SEPTEMBER 2019

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Cover Story


Disappearing tradition of milk bars A BIG part of growing up in Western Sydney was the local milk bar, café or corner store where the community gathered to pass the time of day before there was Facebook, Youtube or Instagram. „„ DALLAS SHERRINGHAM


t was a time of thickshakes, donuts and homemade ice blocks, all served with a smile by the owner, his wife, his kids or his cousins. Often they were migrant families –Greeks and Italians mostly – and they worked horrendous hours seven days a week to keep the place going with love and devotion. Many of the nation's milk bars were attached to homes in which the owner and their family would live. Most of us shake our heads in disappointment and the loss of our lives when these ‘mum and dad’ businesses shut their doors for the last time and we all moved on. But not Eamon Donnelly. He has spent a good part of his adult life photographing and recording this disappearing world that was so much a colorful and vibrant hallmark of typical suburban life and country town society. Now he has turned it into a blockbuster coffee table book which has become a runaway success story. It seems many Australians still cherish the milk bar part of their life and the book was successfully crowd funded on Kickstarter in 2018. The 424 page glossy hard cover The Milk Bars Book was printed in Australia and even has its own eye dazzling web site (see below). Eamon loved his local corner milk bar; the milkshakes, the memories, friends and the mixed lollies.

Corner store love

Quoting the web site: “Chock-a-bloc, richly nostalgic and colorfully illustrated, The Milk Bars Book will take you back to those hot summer afternoons when you met your mates at the milk bar and spent your hard-earned pocket money on a bag of mixed lollies, an ice cream or a milkshake, the place of childhood dreams. “Documenting these sweet and colorful family run institutions, author and photographer Eamon Donnelly has dedicated over a decade to capturing the faded facades, sun-kissed signage and inviting interiors of milk bars and corner shops from all over Australia.” It is a trip down memory lane to the days where there was a friendly milk bar on every corner. A time when families would flock to the closest milk bar or deli, depending on where you are in Australia, to buy a packet of Craven A, lollies, ice creams, fresh milk and bread, or to pick up a copy of the daily newspaper. But those days are all but over — supermarkets, petrol stations and on-demand Smartphone apps have well and truly turfed out the local convenience store. "The milk bar really hasn't just shut up shop overnight, it’s been happening for at least 40 years, but now it's pretty rapid," Eamon said in an ABC feature. "I see real estate listings for old milk bars on a weekly basis now.

Author Eamon Donnelly.

"They just can't sustain the business — the rents are huge and if you don't have that traffic and customer base then it's really difficult to see it surviving." Take a walk in any well-established neighborhood in Western Sydney and you're bound to find a building that was once a milk bar. Many of those shops have been converted to homes or cafes, but a great deal of them sit empty, rusting away in the same communities they once proudly served. Some delis have managed to buck the trend and remain open without stretching too far from their roots.

Part of growing up

Mr Donnelly said for himself and millions of others, a trip to the corner store was a part of growing up in Australia. "Milk bars were a treasure trove or an Aladdin's cave of lollies, sweets and ice creams and color — that's the thing everyone remembers," he recalled. "It was that first taste of independence, it was the first place many people bought something of their own. "It's such a vivid Australian memory, going up to the milk bar on a Saturday with your friends and getting a couple of ice creams and just hanging out for hours and hours, before social media and before phones." Greek entrepreneur Mick Adams of Sydney is credited with bringing the first incarnation of the milk bar to Australia. In the 1930's, Mr Adams opened a shop in Martin Place based on the American diner concept. "Instead of selling sodas he'd sell milkshakes and hence why he called the business a milk bar — they'd sell milkshakes and you're served on a bar," Mr Donnelly said. "It was very Hollywood style, it was really glamorous. Then all these little corner stores in the suburbs thought, 'we'll sell milkshakes as well and we'll put "milk bar" on the business'.

But most of that income was raised by convenience stores attached to petrol stations owned by multinational oil and gas companies.

Milk bars were a treasure trove or an Aladdin's cave of lollies, sweets and ice creams and color — that's the thing everyone remembers. It was that first taste of independence; it was the first place many people bought something of their own.” - Eamon Donnelly "Seventy years later, milk bar is just part of the vernacular now — we still call that little shop a milk bar even though you can't get a milkshake anywhere. "A lot of people think that the milk bar was named after the place where you just go and get your milk." Mr Donnelly said the milk bar was something uniquely Australian. "Every country has their own version — New Zealand has their dairies, the USA has their Mom and Pop stores, in New York they have bodegas. But in terms of milk bars, it's something that is really just 100% we can call our own." Mr Donnelly said milk bars had always had strong ties to immigrant communities. "It was real way to get that migrant food culture into Australia," he said. "Before milk bars, the Greeks used to buy olive oil from the chemist — it was medicinal. Despite the downward trend, the convenience industry is still a massive money maker in Australia, raking in $8.6B last year.

Reinventing the model

"We've seen the large oil companies take the lead in terms of reinventing convenience,", CEO of the Australasian Association of Convenience Stores Mr Jeff Rogut said. "They've continued to reinvent the model, continued to upgrade stores and importantly upgrade facilities and the products offered inside stores." Mr Rogut said independent convenience store owners had to continually adapt to fast-changing consumer habits, as well as fend off competition from big business. "We've seen a demise nationally of the true community corner store," he said. "Many kept doing all the things they've been doing all the years, with stores that had not been upgraded, front windows plastered with phone card posters, dusty-styled dingy-type outlets, not opening extended hours. "They really had to become smarter, they had to become more professional retailers — they couldn't really rely on the old method of standing behind the counter and hoping people would cross their doorstop.” Mr Rogut said a recent challenge had come from the rocketing popularity of online on-demand services such as Uber Eats. "We have anecdotes of people who at 10 or 11 o'clock at night will be ordering through Uber Eats a packet or two of Tim Tam biscuits," he said. "They'd pay for that plus they'd pay a delivery fee, but for some reason they've got to have the Tim Tam now so they're happy to pay the charge. "The milk bars may support a community and they'll support potentially a family running the business, but they're not going to be a major chain and it's not something that you're going to make a million dollars out of. "But there's no taking away from getting a good deli or a good true grocer, the whole experience is what it's about." SOURCES:- Eamon Donnelly the Milkbar Book Interview with ABC News

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Above from left: Sue Coleman, Executive Officer, Local Government, Western Sydney City Deal; Scott Lyall, Rail Transport Sector Lead, TSA Management; Sam Sangster, Chief Executive Officer, Western City Aerotropolis Authority; Matthew Faddy; Head of Office and Logistics, The GPT Group; Ross Grove, Western Sydney Regional Director, Property Council of Australia; Kay Salvair-Smith, Infrastructure Consulting, Minter Ellison.

Property Council event attracts 300


HE Property Council of Australia’s Building the Western City breakfast has brought more than 300 leaders in the property industry to Parramatta’s Bankwest Stadium to discuss emerging trends around the Western Sydney Airport precinct. Attendees heard from Sam Sangster, Chief Executive Officer of the Western City Aerotropolis Authority who outlined his organisation’s role in Western Sydney Bankwest Stadium. and the partnerships with the private sector to facilitate the greater economic development of the region. Since its creation in November last year, the Western City Aerotropolis Authority has entered into more than a dozen Memorandums of Understanding with global leaders in the fields of aerospace, defence, advanced manufacturing, education and agribusiness. On a recent trade mission to the United Kingdom, NSW Premier Gladys Berejiklian and Minister for Western Sydney Stuart Ayres signed a Memorandum of Understanding with multinational defence company BAE Systems. The MoU is enables BAE Systems to assist in

the delivery of space research and development facility within the aerotropolis. The expert panellists at the event were challenged by questions around surrounding governance, infrastructure and industry investment decisions within the precinct. Sue Coleman, Executive Director for the Western Sydney City Deal updated attendees on the structures put in place through the City Deal, a joint agreement between federal, state and local government to enable better coordination of infrastructure and planning outcomes across the region. Newly appointed Western Sydney Regional Director for the Property Council Ross Grove said this event was just the beginning of the Property Council’s expanded engagement across Western Sydney. “We are in the process of finalising a list of foundation members for our Western Sydney Taskforce. Our industry contributes to one in ten jobs provided across the region – we are very much at the heart of building the Western Sydney of the future.” Mr Grove said.

BHH executive joins taskforce

B Artist impression of one of Sekisui House's south-west projects.

Looking at south-west hotspots


OUTH Western Sydney’s future infrastructure hotspots such as the Aerotropolis, Western Sydney International Airport, Camden Medical Campus and Sydney Science Park are proving to be catalysts for investors in the region, says Sekisui House. This multi-billion-dollar funding injection towards infrastructure projects in the South West is laying solid foundations for the future growth and prosperity of Sydney. Growing greenfield suburbs such as Gledswood Hills, Oran Park, Gregory Hills and Leppington are all within a 10 to 20-kilometre radius of the infrastructure hotspots and are already benefiting from this massive funding boost. Craig Barnes, Sales and Marketing Manager at Sekisui House, said: “The South West is igniting Sydney’s future growth. Investment dollars being poured into the region solidifies its future growth, particularly in suburbs located near key infrastructure hot spots. “It is anticipated that much of Sydney’s growth activity within the next 10 years will be concentrated in the Western Sydney region, particularly greenfield developments with land

availability. They are fast becoming destinations of choice for Sydney home buyers. “A broad range of affordable investment opportunities currently offer investors an attractive buying proposition within these developing suburbs prior to them becoming established.” According to Ernst and Young research, construction of Western Sydney International Airport alone is expected to generate an additional $1.9B in value-add for the Western Sydney economy. The airport will be a catalyst for employment in the region, with 11,346 jobs needed during the construction phase. By 2031, almost 28,000 jobs will be needed at the airport and in the surrounding area. Professionals Narrellan manages property for investors in several of the South West’s infrastructure hot spot regions. Michelle Nash, Executive Property Manager said: “Expected job creation will further drive demand for homes in the region. Market prices and rental vacancies are already very low when compared to like product in the North West growth areas.


According to population experts. id, the South West is expected to be the fastest growth region in Sydney, with large population increases in a number of local government areas. The largest increases in this region are expected in Liverpool, Camden and Wollondilly as shown below.* The latest statistics from ANZ Bank forecasts Sydney property prices to return to positive territory with around four per cent growth in 2020. Source: .id, .id Small Area Forecast information (SAFi), 2016; ABS, Regional Population Growth

About Sekisui House

Sekisui House one of Australia’s leading residential property developers, with a track-record in delivering master planned communities covering residential land, homes and apartments. In 2019, Sekisui House celebrates its ten-year anniversary in Australia, while also marking the milestone of delivering 10,000 properties to Australian families. Including future pipeline, Sekisui House Australia’s total projects are valued at over A$18B. www.sekisuihouse.

OYAN Holdings Limited (ASX:BHL) has announced the appointment of Senior Executive Caroline Shen to the Property Council of Australia’s (‘PCA’) Western Sydney Taskforce. The Taskforce, comprised of all sectors of the property industry, as well as representatives from local, state and federal government bodies, will identify and advocate on key issues including jobs, investment and growth, to help shape the future of Western Sydney. Caroline Shen. Ms Shen, the Associate Director of BHL’s Capital Finance team, has over 10 years’ experience in finance, property and real estate, with responsibilities for BHL’s capital finance transactions. She previously held various roles for leading real estate financial institutions, including National Australia Bank and Commonwealth Bank of Australia. Ms Shen said: “I am delighted to have been appointed to sit on the PCA’s inaugural Western Sydney Taskforce. “With BHL a major stakeholder in the local property development industry, I am pleased to have this opportunity to work with the new Taskforce and its Members, so we can achieve poisitive outcomes on important issues impacting the fast-growing Western Sydney Region.” The PCA’s Western Sydney Regional Director, Ross Grove, added: “Taskforce members identified infrastructure, connectivity, land release and taxation as issues that should be progressed. “Members are at the heart of everything the Property Council does. I look forward to working with the Taskforce as we strive to make our region one of the most attractive destinations for our industry.”

About BHL

Boyuan Holdings Limited is an ASX-listed property development company (ASX: BHL). In addition to its assets and operations in the lifestyle living sector, BHL is committed to creating communities and is focused on developing residential sites at Pokolbin and Austral and residential/commercial sites at Bringelly and Marsden Park.


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LAND Greenlands Estate

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We can learn from Telsa start-up INNOVATION

By Jack Shan

Patent Attorney Davies Collison Cave


ELSA Motors is barely a decade old and enjoys a worldwide reputation and financial success. It started from scratch with a bright idea, like most start-ups and small businesses, and much can be gleaned from the way Tesla has managed its ideas. Pre-orders for the latest Tesla Motors “Model 3” have exceeded US$14 billion in future sales and are testimony to the transformational effect it is having on the automotive industry. Intellectual capital, in the form of intellectual property (IP) rights, has helped steer the company from engineers in a garage to success on the commercial highway. Here are three examples of how Tesla Motors was able to use IP rights to fuel its growth (without ever having to enforce them!).

1. Start up phase: attracting investment

To date, Tesla owns approximately 900 patents worldwide. But during early stages, Tesla focused only on protecting a few key solutions to problems faced by electric vehicles. Owning these IP rights, however, enabled Tesla to approach the likes of angel and venture capital investors to attract the necessary funding for developing the Roadster model with British car manufacturer Lotus, and growing the business. In exchange for providing the money to build and market your products, investors

want to know that your point of difference cannot be easily replicated, and that the business has legal assets to protect it, in the hope that these will grow in value with the success of the firm.

2. Gaining momentum: protection is leverage

The Tesla Roadster was launched in 2008 with a string of IP rights behind its proprietary technology. The battery life was extended to a range of 394 km and for the first time, electric cars became more feasible and attractive to a commercial market. A small business with a well-protected idea or brand is in a much stronger position to negotiate with a large corporate - even more so if their idea has proven commercial market interest.

Most competitors and organisations are all too eager to avoid the threat of infringement, which carries real legal, financial and reputational risks, in favour of either doing a deal with the rights owner or staying out of the market completely.

3. Reinventing the wheel: brand enhancement

When Tesla launched the Model S in 2012, with sales exceeding 50,000 vehicles on the road, it entered a more mature era of production. This level of success spurred Tesla Motors to continue using its IP rights to further growth. Tesla’s CEO, Elon Musk, used the company’s early success from its patent rights to increase the value of its goodwill and trade

mark rights (brand). In 2014, he made an unprecedented announcement that anyone could use Tesla’s portfolio of patent rights. By supporting the development of the technology to help grow the mainstream market size for electric vehicles, Musk cemented Tesla’s reputation amongst buyers as an innovator in the field of electric vehicles. The ultimate end-goal for many businesses is to build a powerful and valuable brand that can be used as a competitive edge to distinguish present and future products and services in the market. By protecting your ideas – your intellectual property rights – you have powerful tools at disposal that can be utilised in different ways according to the needs of each business stage.



Despite falling sales, Jaguar XE remains a core pillar • Connect with local business people – clients, referrers, suppliers, colleagues, friends • Attend workshops and utilise business resources to help you run your business


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HE long-term of the Jaguar XE as we know it remains unclear, as slowing demand in a shrinking segment globally prompts a rethink as to what will replace the series once production of the existing generation ceases by about 2023. However, despite the relentless proliferation of SUVs, a sedan-silhouetted successor remains likely as key Asian and European markets still prefer their premium vehicles that way, while their advantages in terms of heightened efficiency and dynamics, and lower consumption are also said to better align with fundamental Jaguar brand values. Speaking to the Australian media at the launch of the X760-series XE facelift in Byron Bay recently, Jaguar Land Rover ( JLR) overseas region regional director Martin Limpert said that although JLR is in the business of achieving growth and profitability, it is listening very carefully to what all consumers want moving forward in order to ensure this goal happens. “Yes… the XE is a core product,” he said. “We obviously try to develop the right products for the markets, and looking into those segments, where do we see growth, profitable growth? We don’t want to be playing in segments where there is no profit for the business. “But, quite frankly for the moment, there are no plans to further reduce. We are at 13 nameplates at the moment. With Defender, we’ll be at 14 and there will be more development in the pipeline. “It is also a worldwide question marketby-market to look into. We have markets like South Korea and the Western European coun-


tries where sedans in the premium segment still represent 60 to 70 per cent of the overall automotive segments.


Images of the Jaguar XE.

Large SUVs picking up

“So, in other markets, yes, the decline is stronger and the mid and large SUVs are picking up, but on a worldwide scale, we have to make sure we are competing in the right segments and in the right markets.” JLR Australia managing director Mark Cameron echoed Mr Limpert’s remarks, explaining exactly why the XE and its ilk remain vital to the brand and even his expectation that the sales erosion will stabilise and perhaps even recover – but only if the brand moves with the times and offers something uniquely Jaguar. “Sedans are still going to be around,” he said. “If you look at the rates of decline in Continued on page 27 WESTERN SYDNEY BUSINESS ACCESS SEPTEMBER 2019



We can learn from Telsa start-up

Slashed from 14 models to just two late last year with a last-minute reshuffling of the outgoing Series 1 range, the XE facelift forgoes the Australian market over the last 10 years, INNOVATION the modern Ingenium turbo-diesel and (old it’s gone from roughly 60 per cent to 30 per Ford-sourced) V6 engine choices for a single, cent By Jackover Shan that time, but I think it’s going to Patent Attorney Davies Collison Cave high-performance four-cylinder turbo-petrol plateau. ELSA is barely a decade old the sedan is still the powertrain, offered in SE and HSE variants, “ForMotors many customers, and enjoys a worldwide reputation and with both wearing the striking R-Dynamic best car. Yes, people love SUVs and the benfinancial success. It started frombut scratch with a bright sports package. efits of SUVs, (things like) the aerodynamidea, like most start-ups and small busiics aren’t as can good and from the the driving experience Dubbed Ingenium P300, the 2.0-litre nesses, and much be gleaned way Tesla hascases managedisn’t its ideas. in Pre-orders many as good. So, we’re certainly unit delivers 221kW of power at 5500rpm for the latest Tesla Motors “Model 3” have exceededsegments. US$14 billion not abandoning and 400Nm of torque between 1500in future sales and are testimony to the “But weeffhave doonthings differently and 4500rpm. transformational ect it isto having the automotive industry. notIntellectual follow others. ” Driving the rear wheels via a ZF-sourced capital, in the form of intelof(IP) therights, hotly developments eight-speed torque-converter automatic translectualOne property has speculated helped steer company from engineers a ga- 2023 reinvention thattothemight theinhighway. XE’s mission (as before), the XE hits 100km/h rage success onreshape the commercial Here are three examples of how Tesla is that Jaguar’s BMW 3 Series competitor is from standstill in 5.9 seconds while on the Motors was able to use IP rights to fuel its expected toever grow sotoitenforce also actswant as the replaceto a top speed of 250km/h in European growth (without having to know that your pointway of difference Most competitors and organisations are all mark rights (brand). In 2014, he made an them!). cannotXF be easily replicated, and that the too eager to avoid the threat of infringement, unprecedented announcement that anyone spec. ment for the larger but slow-selling range, business has legal assets to protect it, in the which carries real legal, financial and reputacould use Tesla’s portfolio of patent rights. 1. Start up phase:the two models into consolidating a single, hope that these will grow in value with the tional risks, in favour of either doing a deal By supporting the development of the attracting investment success of the firm. with the rights owner or staying out of the technology to help grow the mainstream Modernisation moves sports-luxury five-seater market completely. market size for electric vehicles, Musk ceTo date, Tesla owns approximatelyproposition. 900 2. Gaining momentum: mented Tesla’s reputation amongst buyers as patentsItworldwide. But duringthat early stages, is understood this second-generaConversely, the EDC2 fuel consumption protection is leverage 3. Reinventing the wheel: in the field of electric vehicles. Tesla focused only on protecting a few key figure calculated Jaguar’s own World- an innovator tion model mayfaced even eschew the Th classic four- was launched brand from enhancement The ultimate end-goal for many busisolutions to problems by electric e Tesla Roadster in 2008 nesses is to build powerful and valuable vehicles. with a string of IP rights behind its proprietary When Tesla launched the Model S in door sedan format for a possible liftback look wide harmonised Light vehicle Test Proce-brand that can beaused as a competitive edge Owning these IP rights, however, technology. The battery life was extended to a 2012, with sales exceeding 50,000 vehicles presentand and future products enabled Teslathe to approach likes of S angel of 394 km and for the first time, electric on the road, it entered a morelitres matureper era 100to distinguish used by Tesla the Model and range others. Article images courtesy of dure (WLTP) numbers is 6.9 and services in the market. and venture capital investors to attract the cars became more feasible and attractive to a of production. This level of success spurred Additionally, and speaking of electric kilometres, while carbon dioxide By protecting your ideas – your intelnecessary funding for developing the Road- commercial market. Tesla Motors to continue using itsemissions IP rights lectual property rights – you have powerster model with car manufacturer A small business with a well-protected to further growth. vehicles, allBritish future JLR powertrains will move are 157ideagrams per kilometre. ful tools at disposal that can be utilised in Lotus, and growing the business. or brand is in a much stronger position to negoTesla’s CEO, Elon Musk, used the comtoInsome form of electrification, from moves for theto XEdiffinerent ways according to the needs of each exchange for providing the money to tiate with ainternallarge corporate - even moreOther so if their modernisation pany’s early success from its patent rights business stage. build and market your products,featuring investors idea hasand provenplugcommercial market interest. increase the valuewith of its goodwill and trade combustion engines mild clude new sports seats contrast stitching, in hybrid assistance to full EVs. while the redesigned steering wheel and JagThis includes recently announced powuar’s Touch Pro Duo infotainment system in the higher-spec HSE (featuring two integrated ertrainBOOK partner BMW providing at least some of their ICE engines alongside JLR’s Ingenium touchscreen displays offering Apple CarPlay/ Android Auto connectivity) are poached from four-cylinder and inline six-cylinder units. ON LINE the I-Pace EV SUV. XE’s replacement The SE includes power-adjustable leather seats, front and rear parking sensors, lane-keep However, with the XE’s replacement still JOIN THE GREATER BLACKTOWN BUSINESS CHAMBER TODAY assist and 18-inch alloys, while the HSE brings up to four years away, a refresh is now here inch-larger wheels, blind-spot monitoring, to help stoke demand for the current sedan adaptive cruise control, autonomous emerunveiled in September 2014 and launched in Australia the following August. gency braking (AEB), further • Connect with localfront businessseat peoplead– clients, referrers, suppliers, colleagues,column friends As revealed at the Geneva motor show justability, a power-operated steering • Attend workshops and utilise business back in early March, the Series II facelift was and an audio upgrade. resources to help you run your business about providing some much-needed upgradAlso available •is Promote JLR’syour innovative ‘Clearbusiness – to those who AFTER 5@FASHION SPREE JUNE ing of the interior (including the abolition of 16 - 5pm-8pm View’ camera-basedneed rearview mirror system, your products and services locally Liverpool Chamber Members their Guests are invited todial the Chamberas tourwell of as a quintet• of the trademark rising and rotary transmission option packs includSpeak as one voice – together we can build Liverpool’s newest shopping outlet. FASHION has over 50 of your ing favourite the Blacktown economy and we all win! for a conventional gear level withSPREE accompanyDynamics Handling, Cold Climate and Brand name outlets all under the one roof. Book on line: • Monthly networking events hosted by Technology, with the latter bringing updated ing paddle-shifters), instrumentation, multimembers in an atmosphere of fun and items like a head-upfriendship display, digitised dials and media system, heater and ventilation controls wireless and equipment levels. BUSINESS EVENT OF THE YEARsmartphone charging. In a segment that was down 22 per cent Material quality is said to JULY have risen sub20 - 6PM year-on-year, XE sales slid by a worrying 33 stantially, and the front door cards have been per cent last year, to just 524 registrations, completely redesigned for improved ergoJoin the Liverpool Chamber Table at the Business Event of the Year. Keynote Speaker; to the bestselling Mercedes-Benz compared nomics – addressing a long-time XE bugbear. Kieren Perkins OAM and Angus Kennard. MC Sarah Ryan Win a trip for 2 to London. MEMBERSHIP STARTS C-Class’ 5055 sales, though that was down 41AT ONLY $199.00 F-Type sportscar-evoking slimline headBook on line: per cent over theMAKING 2017GBBC results. lights featuring LEDs, larger lower-bumper ONE OF THE BEST VALUE BUSINESS NETWORKS IN SYDNEY In contrast, at 247 units, the Jaguar’s grille openings, redesigned tail-lights, revised alloys and an assortment of other refreshed de- year-to-date tally to July is only 4.6 per cent tailing betray the newcomer’s visual alterations. off, while the C-Class has enjoyed an 18.3 per cent rise in popularity to reach the 4170 mark. Keeping the iQ AI (D7a) platform that underpins the XF, F-Pace and Range Rover Phone 8880 6513 | | 2019 Jaguar XE pricing* Velar, the British-built XE’s body retains its 41 WESTERN SYDNEY BUSINESS ACCESS AUGUST 2016 riveted aluminium structure construction, R-Dynamic SE (a) $65,670 with the double-wishbone front and integral R-Dynamic HSE (a) $71,940 link independent rear suspension systems also carrying over as before. *Excludes on-road costs Continued from page 26








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Why Airbnb reviews are too tactful to be trusted Users are reluctant to be a digital whinger in the collaborative space


ISRUPTIVE businesses such as Airbnb and Uber are becoming so successful that, in some jurisdictions, governments and traditional businesses are pushing for ways to restrict how they operate. New research from Emma McDaid in the school of accounting at UNSW Business School, along with colleagues Christina Boedker and Clinton Free, has found the system of user-generated reviews at the heart of all these platforms may have more to them than meets the eye. The research looks specifically at homesharing site Airbnb, which operates a blind review process – where both guests and hosts post a review of their experience, without the benefit of seeing what the other person is saying. Reviews are hugely significant, as they impact on the ability of both hosts and guests to successfully use the site in the future. The intention of the process is a good one, as it prevents users from gaming the system, such as by agreeing to give mutually positive reviews when they are not deserved.

There’s a big difference in response volume and quality if a business requests reviews, rather than just making it possible”. - MICHAEL LAPS 30

But what the researchers have discovered is that reviewers appear to be using a number of strategies to avoid revealing the full story of their experience, essentially skewing reviews towards the positive. Strategies include using private reviewing channels, creating tactful reviews, or avoiding leaving reviews at all. Consequently, the trustworthiness of these reviews calls into question their usefulness to third parties, in deciding whether to engage with individuals as either guests or hosts. “Our research suggests that in a scenario where online ratings and reviews are reciprocal, a concern for the other’s reputation can compel users to write positively in a review, even in an instance where they have had a negative experience,” says McDaid.

Social cooling

“The premise of the shared economy is collaborative consumption, and so the reviewing process is an essential part of what makes it work,” says McDaid. “Platform owners such as Airbnb and Uber talk about self-regulation, with frequent references to online ratings and reviews. This is how they guarantee transparency.” But does facilitating guests staying in the actual homes of their hosts make Airbnb somewhat unique in the sharing economy? “There is something about the intimacy,” says McDaid. “I interviewed people who didn’t want to say anything negative about someone’s home, which was different from staying in a serviced apartment that was not someone’s home. “And in the shared economy more generally, there seems to be a disinclination to ‘bad mouth’ someone.” McDaid’s research connects with the idea of ‘social cooling’, where online users are reluctant to post anything negative on any platform, for fear of developing a digital reputation as someone who does this. But if reviews are skewed, how does a user get value out of them? “I still look at online reviews, but I also ask for supplementary information and

make decisions based on this. We found our interviewees actually did the same thing,” says McDaid. “For businesses in this space, it’s important to build a platform that provides users with as much information as possible to allow them to make decisions. Online reviews, by themselves, are not sufficient for this purpose.”


Can’t be undone

Oliver Lee is the managing director of short-term residential rental management company Hostmybnb, which manages properties on behalf of owners on sites such as Airbnb. “Airbnb is not the first short-term rental marketplace, but it has been one of the big drivers of using reviews,” says Lee. “The key issue for them was building trust. How do we get someone to be comfortable with letting someone in their home? The answer was the review process.” Noting that an Airbnb review can’t be undone, even if it’s posted in error, Lee’s business tries to intervene in the process before someone posts a review, by constantly communicating with both guests and hosts. “We give guests the chance to give feedback before the reviews,” he says, “to sort out any problems before they might lead to a bad review. This is the added value we bring to the business.” Lee notes this early intervention is especially useful in instances where guests were unhappy about, say, noise levels in a property, but where this was actually explained in the information (not everyone reads the information thoroughly). And if there really is a significant problem that affects a guest’s stay, Lee likes to “compensate time for time”, by, for example, giving the guests a free Uber ride to the airport on departure. “These days, if you’re not using peer-topeer review metrics in your business, you can be sure your competitors will be,” he says.

Most people are lazy

In the shared economy more generally, there seems to be a disinclination to ‘bad mouth’ someone”.

“Reviews are a part of the sales funnel – an essential part of how we browse, assess and decide on the products and services we purchase,” says Michael Laps, director of digital marketing agency Yoghurt Digital.

The phenomenon of self-censored reviews is something that many in the industry are aware of. But for Laps, this is really a variation on fake reviews – that is, of not being transparent. And crucially, all reviews are a function of the customer experience. “Most people are lazy and don’t leave reviews, so if they do happen to leave one, it’s usually because they either had a great experience or a terrible experience. And it’s usually the latter,” he says. “So if customers put a significant amount of work into their positive reviews, it shows that the business is doing something right.” And where a lot of businesses fall down is that they simply don’t ask people to leave reviews. “There’s a big difference in response volume and quality if a business requests reviews, rather than just making it possible,” he says. Laps gives the example of US fashion retailer Modcloth, to show where the world of reviews may be heading. Modcloth has built up an entire online community around reviews – especially with customers posting details of their body size and shape, which informs other customers about best buys. “Reviews are not going away,” says Laps. “You have to embrace them, not shun them. If you’re afraid of receiving a consistent flow of negative reviews, maybe you should be asking yourself why that’s the case. What are you doing that’s causing that to happen? “At the other end of the spectrum, if you have a constant and unrelenting focus on customer experience, then the reviews will take care of themselves,” Laps says. This article was first published in Business Think, the online journal of UNSW Business School.






2018 2019


eConveyancing Sydney were honoured and delighted to win the most outstanding sole trader of 2019.


eConveyancing Sydney, led by Nicole Armitage a solicitor for 19 years, is honoured and delighted to win the Most Outstanding Sole Trader of 2019.

The award-winning team at Carmen Drive Pharmacy.

Pharmacy has the personal touch


WARD winning Carmen Drive Pharmacy offers a range of products and services for residents These include free local deliveries, free blood pressure checks, stroke and diabetes risk assessments, webster packs/ dose administration aid packs, prescription filing service, wheelchairs, crutches, and nebulisers, national diabetes services scheme (NDSS)/diabetes supplies and Flu vaccination service. With Asthma Week upon us the pharmacy also offers 5-minute asthma checks. Did you know that 1 in 10 Australians have asthma? Of

these, around 80% suffer from allergies such as hayfever. Training and education is an important part of a pharmacy’s role because there is always new research about our health and medications. Since this week is the start of Spring and Asthma week, The CDOP team has undergone training on reducing asthma symptoms for people with both asthma and allergies and also about hayfever in general. CDP is located at 4 Carmen Drive, Carlingford. Ph . E: carmendrivepharmacy@

eConveyancing Sydney turns stressed out home buyers into happy home owners with our a one-of-a-kind 9 step program to get you to your home sooner and with less hassle – our game-changing online system easily steps both buyers and sellers through the process of conveyancing with the least amount of worry. Get your quote on our website at & download our free guide #5 Mistakes Made by First Home Buyers or, give Nicole a call on 02 8812 5459.

Visit us on our website at to get a quote & download our free guide to find out the TOP #5 Mistakes Made by First Home Buyers or give Nicole a call on 02 8812 5459.

Thank you for helping us achieve this award. We truly appreciate your continual support. Susan and Yvonn 4 Carmen Drive, Carlingford 2118 Ph. (02) 9871 3848 | Fax. (02) 9873 2461


Providing personalised healthcare and advice to build a better life and a healthier community. WESTERN SYDNEY BUSINESS ACCESS SEPTEMBER 2019



Inquiry too restrictive, says Council „„ RED DWYER


ARRAMATTA believes the NSW government’s inquiry into the Sydney CBD‘s night time activities is too restrictive and wants to have the city’s billion dollar night time economy included Council documents note that the focus of the inquiry should be on Greater Metropolitan Sydney rather than just Sydney CBD. The scope of a Parliamentary inquiry is to examine matters relevant to the management and growth of Sydney’s Night Time Economy, particularly the Sydney Entertainment Precinct, according to council documents.

“The Parliamentary Inquiry into Sydney’s Night Time Economy is a peak opportunity for [Parramatta] to advocate on behalf of the community its aspirations and challenges in continuing to develop its night time economy. “The night-time economy is an incredibly important part of the city’s broader economy, accounting directly for over $1.1B in turnover in 2018 and employing over 8000 people in the core night time industries of food, beverage and entertainment. (Elsewhere, a report tabled at the recent Council of Capital City Lord Mayors noted over the course of 2016 to 2017, the number of establishments in the food, beverage and entertainment sectors grew

in Parramatta in the number of establishments, employment and turnover.) Councils’ submission continued: “Cumulative economic benefits to the broader supply chain supporting our core night-time industries produce an additional $4B annually to our local economy.” The City of Parramatta’s feedback to the inquiry notes, in part, that the community and stakeholders seek council and government agencies make it easier to do business at night and diversify the offer. “The regularity environment that we, alongside with many councils across Greater Sydney, operate in presents challenges to planning for a rapidly changing Parramatta

CBD that will need to transition to function to 24 hours like Sydney CBD in the medium term.”.

New CEO for Parramatta city

C Incoming CEO, Brett Newman.

ITY of Parramatta Council has appointed Brett Newman as its new Chief Executive Officer (CEO). Lord Mayor Cr Andrew Wilson said after a thorough and comprehensive search, Council has elected to bring Mr Newman on board as CEO. “I am pleased to welcome Mr Newman to Council and I look forward to working with him and continuing to deliver first-class services and projects for the community,” Cr Wilson said.

“With an extensive work history in both public and private sectors, and substantial experience as a CEO, I am confident that he is well equipped to take the reins.” Most recently Mr Newman has held the position of CEO at Property NSW, and has been involved in numerous key projects in and around Parramatta, such as the decade of decentralisation project which involved the relocation of key public sector functions to Parramatta Square,

participation in the housing affordability taskforce, the relocation of the Powerhouse Museum, and the North Parramatta Urban Renewal Project. Mr Newman, scheduled to start on September 16, said he was honoured to take on the role and serve the community of Parramatta. “I am thrilled to be offered this incredible opportunity with the City of Parramatta, particularly during this exciting time of transformation and growth.”

“The City of Parramatta strongly recommends that the terms of reference and scope of the re-constituted [taskforce] to have a broader voice for local government on the body “Delivery of a night time economic strategy for Greater Sydney should be done in collaboration with councils and key stakeholders with a focus on Greater Metropolitan Sydney rather than just Sydney CBD “To this end, council strongly advocates for the City of Parramatta’s inclusion on the reconstituted taskforce.” The NSW Parliament established the Joint Select Committee on Sydney’s Night Time Economy in May this year, seeking submissions from local councils – the committee replaces the Night Time Economy Taskforce set up in December 2016.

Western Sydney’s best online viewing

Produced locally viewed globally 32


“Creative solutions for distressed situations” At Condon Associates we are a dynamic and committed group of professionals dedicated to the provision of quality advice and guidance in the fields of Forensic Accounting, Insolvency and Turnaround Management (FIT). Condon Associates offers its clients the benefit of more than 140 years cumulative experience involved in business rescue, dissolution, insolvency, turnaround management, forensic accounting, special investigations and valuations. We will focus on turning them around and chartering them on a safe course for their future, whether it’s by guiding them in the right direction, or forensically analysing their situation. When a constructive alternative cannot be found, rest assured that they will be supported through the difficult times and guided to a more constructive future. There are of course occasions in this profession where it is necessary to deal with difficult circumstances. You can therefore be confident that we will seek to get the situation under control as quickly as possible, ensuring that all assets are located, and protected for the benefit of those who rightly deserve them. We look forward to assisting you and your clients in any of our key professional service areas. "Our firm has been associated with Condon Associates and its principal Schon Condon for many years. WE have always found the advice proffered to distressed clients relevant and meaningful. Condon Associates are capable of dealing with complex matters and have a highly trained and motivated team of professionals.

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Level 6, 87 Marsden Street, Parramatta NSW 2150 T +61 2 9893 9499 | F +61 2 9891 1833 | E | We Weoffer offeraafree freeinitial initialconsultation. consultation. weare are not notable ableto tohelp helpyou youwith withyour yoursituation; situation;we wewill willassist assistwith withpointing pointingyou youininthe the rightdirection. direction. IfIf we right




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Family Business

With David Pring

Welcome How to STOP family business disputes from following you home

Welcome to KPMG Family Business feature articles. If you would like to discuss these articles or how KPMG can help with your business please feel free to contact me on 9455 9996 or


ORKING closely with your nearest and dearest is part of the appeal of a family business, but it also makes it very easy to get into the habit of ‘talking shop’ at home. Swapping stories over dinner isn’t necessarily a bad thing – in fact, a survey by the KPMG Enterprise and Family Business Australia (FBA) found that families who openly share information are better equipped to address difficult issues as they arise. However, there’s one thing it’s important to get out on the table first and that is how disputes will be resolved. United in business, divided in opinion Differences of opinion are only to be expected when younger generations of the same family start getting involved in business operations – just ask Alex Burrell, who started Tentworld with his father, Rex, in 1968, took over around 1990, and is now Managing Director with his son, Jon, the General Manager. “My father and I were good friends and good business partners,” Burrell says, “we only ever disagreed over current business issues and we could discuss them, agree or disagree, and move on. “And it’s the same with my son – we can have some strong arguments at times, but we stick to the issues involved, we deal with them and we move on.” Good communication and even healthy conflict are key components of socioemotional wealth (SEW), a measure of the non-financial ‘value’ of a family enterprise. Without SEW, there is a greater likelihood that a business will be bought out by non-family members or forced to close. But what happens when one or more family members can’t “move on”?

Agreeing how to disagree

Where disputes can’t be avoided or settled between the people involved, Judy Choate, Director at KPMG Law, says businesses that don’t have a dispute resolution framework in place can often skip right past independent mediation or arbitration and head straight for court, which can be costly, time-consuming, and potentially damaging to their relationships. “Some businesses use family councils, advisory boards, or family constitutions to facilitate conflict-free planning and decisionmaking,” adds KPMG Enterprise Partner Kerri Reynolds, who is leading a master class with Choate on the implementation of gover-

nance structures to support growth in family business. The structures you choose can be more or less formal depending on your business’s unique situation – for example, as the Financial Controller of Tentworld, Alex Burrell’s wife Barbara has a casting vote to settle particularly challenging issues.

A fair hearing

Choate says conflict generally stems from people having unrealistic expectations or being disappointed in some way, or from the fact they simply don’t feel heard. The last might explain why communication style is the leading cause of conflict for over one-fifth (21.8 percent) of future family

business leaders – a much bigger issue than financial stress, which was a source of conflict for only 7.3 per cent of future leaders. Interestingly, incumbents said balancing the needs of the family and business is their

main source of conflict at 17.3 per cent, compared to financial stress at only 11.5 per cent. Good governance supports SEW by facilitating transparent communication around different family members’ roles and responsibilities, and by providing some basic tools and procedures for conflict-free planning and decision-making. Reynolds, who knows from personal experience how family business discussions can spill out over the dinner table, says it’s about “raising issues and making decisions for the family in a structured and orderly way, so you’re not having those conversations over your Sunday roast.” Article first published by Smart Company.

Business of Family Master Classes How can you grow your family business, while balancing the needs of the business and the family?

Find out more at

Share your vision, develop your plan!

© 2019 KPMG, an Australian partnership. All rights reserved. 282160950ENT.



Family Business


The inf luencer strikes back

In the past six months, almost 60 percent of people have purchased a product after a recommendation by an influencer.” – Andrew Baxter.



NE of the oldest adages in marketing is that word of mouth is the most effective way of communicating with your customers. Everyone can recall asking a good friend or a family member for a recommendation on a product or service they’re thinking of buying: a car; a washing machine; a holiday; a pair of shoes; someone to do your tax. A study by Nielsen earlier this decade found 92 percent of people believed in wordof-mouth recommendations above all other forms of advertising. Marketers have long tried to find ways to have these advocates tell more of their friends about their brand. Social media offered a new weapon to do this. Suddenly there were brand advocates on social media with thousands, tens of thousands and hundreds of thousands of consumers following them. And the consumers had chosen to follow them because they liked the images and comments they were posting. They were interested in what they had to say and almost two-thirds of them believed what they were saying about brands. These brand advocates soon came to be termed influencers, and the influencer marketing industry took off, rising in popularity. Big chunks of marketing budgets were diverted to this new channel. But while most marketers were convinced of its effectiveness, many CEOs and boards have been less convinced, their measure of marketing investment’s success being sales, not likes. While research shows the best marketing comes from using 10 channels on average in a campaign, there is growing evidence of the return on investment of influencer marketing.

The challenge until recently has been the ability of the major social media channels to provide data attributing its use by consumers to their purchase of a product or service. In the western world, Instagram quickly became the preferred choice of social media channel for brands and influencers. The data that was available showed that it drove the most engagement per post compared to any other social network. In fact, 10 times more than Facebook, 54 times more than Pinterest and 84 times more than Twitter, according to a Forrester report in 2015. But there was little information on who specifically was engaging with those posts in terms of gender, age and where they were from, let alone the link to sales. Instagram moved toward providing more clarity when it launched an update in 2017 allowing brands to be tagged in posts. And with new functionality launched in June 2019, brands can now see audience demographics of those engaging with the posts and can boost those influencer posts that are working for the intended audience.

But the sales attribution was still unclear. One of the issues with Instagram in this regard had been that there wasn’t an ability to embed links on the image or video to direct people to buy the product online. This was only possible down in the caption area. But in March this year Instagram was updated and consumers can now click on the image and buy the product directly without leaving Instagram, closing the loop on the attribution of social influencer marketing to sales. It effectively also turns Instagram into another e-commerce platform. The commercialisation of Instagram may not sit too well with those who just love sharing pictures and short videos, but it will with marketers. In the past six months, almost 60 percent of people have purchased a product after a recommendation by an influencer. Online platforms and marketplaces like TRIBE, and Scrunch, that have been launched over the past five years to match brands with these influencers, and automate much of the process involved, con-

tinue to grow. Australian brand YouFoodz recently utilised one of them to work with more than 1000 influencers to create almost 6000 pieces of content. In doing so they reached 26 million customers, and the sales resulted in a 12-times return on their investment. A recent poll of marketing professionals by Tomoson in the US found businesses make $6.50 for every $1 spent on influencer marketing. And Edelman is on record as saying that the US influencer marketing industry will be worth $10B in 2019, and the Chinese influencer economy is worth more than $100B. For marketers, the promise and popularity of influencer marketing is now being backed up with proven returns when used well. To learn more about KPMG’s Customer Brand and Marketing Advisory practice, please contact David Pring on 9455 9996 or Article first published by Andrew Baxter, Senior Adviser, KPMG Customer, Brand and Marketing Advisory in The Australian.

Logistics is not an industry: it’s the function of movement itself „„ BRENDEN RICHARDS


S I have often stated, logistics is not an industry – it’s actually the function of movement itself. Understanding that, and developing a logistics mindset, can help businesses discover tremendous opportunities and sometimes those opportunities are the simplest of things. UPS had its beginnings in 1907 as the American Messenger Company in Seattle, Washington. In 1919, the company expanded to Oakland, California and changed its name to United Parcel Service, or the UPS we know today. It now employs over 450,000 people and has revenues of around USD66,000 million. It’s impressive. But even more impressive is some of the thinking that got them there. One decision that, since the 1970’s, has saved the company millions of gallons of fuel each year and avoided emissions equivalent to over 20,000 passenger cars per annum.


What is it? UPS don’t turn left. That’s right, they don’t turn left. It’s a system managed by software that figures out the most efficient route for each of their trucks but it actually started decades ago – long before GPS and computers were around to figure it out. UPS just had some smart people who, with a logistics mindset, had an epiphany. The US drives on the right-hand side of the road. Every time an American turns left they are turning against the flow of the traffic. Not only is that dangerous because it makes collisions far more likely, it also wastes time and fuel. Your car idles longer while it waits to turn against the flow of traffic and that chews up both the clock and the petrol tank. So, in the 1970’s, UPS started avoiding left-hand turns with a simple method called ‘loop dispatch’. Basically, they just worked out deliveries based on a right-turning loop and starting with one side of the street first. By

2008, they had routing software calculating the best possible route for each vehicle while favouring right-hand turns. Last year, that software managed to shave off 20.4 million miles off their routes while UPS delivered 350,000 more packages. Now, of course, they haven’t banned righthand turns. They just try to avoid them unless they are necessary. Here in Australia, it’s the opposite. We drive on the left-hand side of the road, so UPS would want to avoid turning right. It’s a simple idea that would probably save every transport company in Australia time, fuel and money not to mention lessen the likelihood of accidents. To put that last bit in perspective for you, a study by the US National Highway Traffic Safety Association found that turning left was one of the ‘critical pre-crash events’ in almost 25 percent of all accidents and were three times more likely to kill pedestrians than turning right.

UPS take it so seriously that they have even developed their own maps that are more accurate than the commercially available ones. After all, Google Maps will only show you the most direct route to your destination. It has no concept of avoiding a left-hand turn. When I talk about having a logistics mindset, this is exactly the kind of thing I am referring to. While UPS may benefit from being able to use GPS and software to maximise their route planning now, we all need to remember that the idea first came from people who understood that thinking about the function of movement is the key to unlocking opportunity. Please contact David Pring davidpring@ to be connected to KPMG’s Transport & Logistics experts. First published by Brendan Richards, National Sector Leader, Transport & Logistics, KPMG Australia on KPMG Newsroom.


Business of Family Master Classes It’s time to hone your family business skills to prepare you for an exciting future of growth! Join our new series of tailored master classes, all led by an expert KPMG Enterprise family business adviser. To find out more and register your interest visit

Š 2019 KPMG, an Australian partnership. All rights reserved. 282160950ENT.



Cumberland Business SWITCH ON

New way of reporting

COMMITTED TO INNOVATION AND GROWTH Cumberland Business Chamber (CBC), member owned and operated organisation is committed to the development of innovation and business growth. Strong advocates for the Australian manufacturing industry, we are a solutions-focused group who support new ideas and business relationships. With connections across Greater Western Sydney, the Cumberland Business Chamber believes that innovation and real leadership can transform the Australian business landscape. We welcome new members! Discover how CBC can workwith your business, go to:


HIS month the Cumberland Business Chamber would like to highlight to business owners that Single Touch Payroll is the new way of reporting tax and superannuation information to the Australian Taxation Office (ATO). Business owners will have to report their employees' payroll information, such as salaries and wages, pay as you go (PAYG) withholding and super information to the ATO as you pay your employees. • Small employers with 19 or less employees – need to report through STP any time before 30 September 2019. • Micro employers with less than four employees have additional options including using low cost or no cost products, or quarterly reporting

Did you know?


if you don't have any through another fund or insurer and you have a need for it (e.g. you have children or other dependants or work in a high-risk job). For more information go to: www.

Cumberland Business Chamber September After 5 is held at the ABC Paper and Paper Mills Pty Ltd factory ( better known as ABC Tissue ) in Wetherill Park. At this after 5, our members and visitors will be shown how paper is made at this facility. However you have to be quick to book as the numbers are capped at 35 tickets! We will learn the company history of ABC Tissue Products and ABC Paper and Paper Mills Pty Ltd, and there will be a chance for our members to ask questions after the tour of the Paper Mill. About ABC Tissue: ABC Tissue Products Pty Ltd was established by the Late Mr Henry Ngai OAM in 1986 here in Wetherill. Unlike its competitors, this is a family owned company that is Australian owned and Australian based. Australian’s have turned to ABC Tissue Products for more than three decades as a necessary part of life. The company behind well-known and trusted brands of toilet tissue, facial tissue, kitchen towels and napkins, ABC Tissue Products is one of the leading tissue paper product suppliers in Australia. They are behind the brand such as Quilton, Naturale, Symphony and Earthcare. ABC Tissue Products has been able to achieve this by operating manufacturing facilities across the country and has almost 700 employees throughout Australia. The company has received several awards over the years including the federal governments Ethnic business Awards and the Champion of Champions Ethnic business Award. The company owners are also well known for their incredible charity work here in Australia and overseas. Don't miss this opportunity to see how the products are made at ABC Tissue factory.

through their registered tax or BAS agent. • Large employers with 20 or more employees – should already be reporting through STP. Instead of reporting annually to the ATO, businesses now are required to send the information after each pay day, submitted digitally using a specific format (Standard Business Reporting- SBR). There will be no more annual payment summary or employee payment summary on annual because you will be updating the ATO at each payroll run. No-cost and low-cost solutions for Single Touch Payroll information is available on the ATO website or the link below: or www.

Superannuation news:

If you have not contributed to your Superannuation fund for more than 16 months, the insurance you had within the superannuation is automatically cancelled, this came into effect on 1 July 2019. Your fund is required to contact you if your insurance is about to end (however do not rely on that- be proactive and ring them). If you want to keep the insurance, you must tell your super fund or contribute to that account. You may want to keep your insurance

This is my last newsletter column as VP of Marketing for Cumberland Business Chamber as my term on the Board is coming to an end. It’s been a pleasure to write for this column each month. CumBinh Rey berland Business Chamber annual AGM and elections for new board members will be held in October 2019. Date and venue to be advised next month. I’ve been on the Board for two years and it’s been a great experience to be part of this chamber. I personally would encourage members to put their hands for roles.

Cumberland Business Chamber August After 5 in review


hank you to Peter Groeneveld from Computer Network Integration(CNI) for being the keynote speaker on Cyber Security at the August After 5 event. It was a very informative evening with business owners being able to take way some practical precautions for their IT security within their businesses.

TAFE Wetherill Park was demonstrating their F1 in Schools program, the attendees where able to demonstrate their ability to race each other on the track. It was fun for all. F1 in School Programs encourages students to get involved in STEM (Science Technology Engineering and Maths) programs.

They have kindly opened up their manufacturing facility to Cumberland Business Chamber members and visitors. The following restrictions apply for this event: - All attendees are to wear closed shoes. - Only 35 tickets to be sold - Strictly NO PHOTOGRAPHY permitted. - Attendees need to show printed tickets for admission and have to wait at the warehouse entrance for the host. - No parking onsite.

Event details Date: Tuesday, 24 September 2019 Time: 5:30am – 7:30 pm Venue: 63 65 Redfern Street, Wetherill Park, NSW 2164 Book at:





Something extra for your wedding


AVING a wedding at The Fiddler has become more enticing since the opening of the Mercure Sydney Rouse Hill, adjacent to the iconic hotel. Now bridal parties and guests can choose to stay at the four-and-a-half-star hotel, either before or after the wedding celebration - or both, making the event less stressful and more enjoyable. The bridal party can spend the night before the wedding, preparing for the big day in a relaxed atmosphere, not having far to go for a ceremony and reception virtually next door - or perhaps just travelling a short distance to a church nearby for those wanting a religious service. Then there is the night of the ceremony; what could be more convenient than the bride, groom, their bridal party and guests being able to stay that night in the comfort of the Mercure, especially if they have travelled from afar, and enjoying a relaxing yummy breakfast together? The Mercure has 78 comfortable suites with full dining facilities. Weddings have been a success at The Fiddler for decades, but the Mercure next door now adds that extra dimension. The Glasshouse is The Fiddler’s well-appointed wedding reception venue, with floor to ceiling glass, beautifully lit cascading foliage and outdoor lounge areas. The Glasshouse can host up to 250 guests. For garden ceremonies, there is a landscaped lawn housing a stunning full-size 20-year-old African boab tree, able to cater for 150 guests. Steve and Sue Abra are one happy couple who were married at The Fiddler recently, taking advantage of the Mercure accommodation. “Everything was amazing, from the coordinating in the months leading up to our wedding, right through to the beautiful ceremony and reception,” Sue said.

“The events team were so attentive, and the food exceeded all expectations. Everything was just so easy, not to mention having the accommodation just metres away from our reception, which was so handy for last minute touch-ups for the bridesmaids.” Sue and Steve also appreciated the greenery of The Glasshouse and the rustic feel of the Irish bar, providing the “perfect backdrops” for their bridal photos. Wedding guests receive a special rate for staying at the Mercure. The Fiddler is on the corner of Commercial and Windsor Rds Rouse Hill. Phone 9629 4811. Visit:

Scenes from a wedding at The Fiddler.

The adjacent Mercure Sydney Rouse Hill can be contacted on 8806 3969.





Challenge yourself with a 3 Sisters Adventure Trek „„ JENNIFER DOHERTY


OOKING for a challenge in retirement, then start training for a trekking adventure in Nepal and join one of the many treks offered by the 3 Sisters Adventure Trekking Company. At the same time you will be helping to empower the girls and women of Nepal to a better life. 3 Sisters Adventure Trekking was set up in 1998 by the Chhetri Sisters – Lucky, Dicky & Nicky who are now seeing the benefits of training and empowering a new generation of strong, confident women of Nepal who can contribute to the future of their country. Soon after setting up the trekking company they set up the NGO, Empowering the Women of Nepal (EWN) to work in partnership to train and encourage more Nepalese women to become self-supportive, independent, decision-makers. Once trekking operations in Nepal were only led by men, but the very capable, welltrained and experienced guides of 3 Sisters Adventure Trekking truly can make your trek a very special experience. With our guide Sita Rai, we took on the challenge of the 10 day Annapurna Base Camp (ABC) trek and soon learned many things from her, how to climb up steps and not be breathless (and in Nepal there are endless stone steps leading up and down the mountains), how to stay motivated when times get tough and how to succeed in your challenge to make it to base camp and feel that great sense of achievement when you do.

Sunrise Annapurna

Jenny on the right.

For first time trekkers like us who are reasonably fit and walk a lot we suddenly realized that trekking in the Himalayas is much different stamina wise to a bush-walk in the Blue Mountains. It’s the challenge of walking day on day for ten days that requires more than just physical strength. The ten day Annapurna Base Camp (ABC) trek takes you through some of the most spectacular mountain scenery you could imagine. We trekked in the month of April which is Springtime in Nepal and the spectacular rhododendron forests were in full bloom and the mountains were swathed in pink & red foliage.

Walking every day is different and exciting, sometimes through farmland, bamboo groves, lush rainforest and then alpine scenery once you reach Macchapuchhre Base Camp (MBC) and finally Annapurna Base Camp (ABC) about two hours further up.

Base Camp

Along the way you can enjoy the beautiful trees and foliage, and pretty wildflowers that bloom right up to Annapurna Base Camp. And you can see beautiful birds you’ve never seen before in your life and hear beautiful birdsong every moment of your trek along

Annapurna Base Camp.

the Modi Khola river gorge which leads up to Annapurna Sanctuary & Base Camp. Continued on page 43

Christmas Day Rydges Norwest Sydney

Wednesday 25th December 12pm – 3pm Package Inclusive of: Sumptuous buffet 3 hour beverage package Complimentary car parking Santa will provide gifts for children 12 years & under $160 Adult $100 Teenager (13-17 yrs) $50 Children (4-12 yrs) For bookings call: 02 9634 9634 or Email:

Rydges Norwest Sydney 1 Columbia Court, Baulkham Hills NSW 2153




3 Sisters Guides.

The Sanctuary.

Continued from page 42

daypack with water, protein bars and chocolates for some high energy snacks along the way. Along the route there are amazing views of the Himalayas right from the third day at Ghorepani where you can trek up Poon Hill to see the sunrise. The balcony of our lodges at Tadapani and Chomrong provided sensational views of the Himalayas

We were delighted to see a brilliant turquoise and black Grandala on the track to Annapurna Base Camp as well as the little fork tail, spotted fork tail, barbets, bush chats as well as a woodpecker and a cuckoo in the birch forest. As we called back to the cuckoo it moved from tree to tree following us for more than twenty minutes. We were told by our guide Sita who is an avid birdwatcher that there are 883 species of birds in Nepal. We were also very lucky to see the silver grey black faced langur monkeys who live in the rainforest jumping from tree to tree above our heads. Trekkers have encountered them sometimes on the track in the forest in a surprise encounter. The villages along the way where you stay each night are basically a number of lodges and restaurants that cater well to the trekkers passing through. Most of these have a main dining room where you eat your meals and meet trekkers from all over the world. The diet is mostly good trekker’s food with lots of carbs like pasta, pizza, rice and curry as well as the Nepalese staple dal bhat which consists of curry, vegetables, lentil soup and rice. 3 Sisters Adventure Trekking provide the backpacks and limit them to 10kg for their staff to carry, and then you just need to carry your


Fewa Lake. Pokhara.

Amazing Views

But of course the best views are stupendous when you reach the end of the river gorge and enter the Annapurna Sanctuary and Base Camp where you have 360c views of the Himalayas including Annapurna South (7,219m), the world’s tenth highest peak Annapurna 1 (8,091m), Annapurna 3 (7,555m), Machhapuchhre (6,997m) which is well known as Fish Tail mountain, and the Mardi Himal (5,553m). The massive Annapurna South Glacier carves its way to the edge of base camp which we were told might have to be moved sometime in the future. Most treks usually include one night only at Annapurna Base Camp because of limited accommodation, there are four lodges and restaurants based there, but if nothing is available at ABC trekkers stay at Machhapuchhre Base Camp (MBC) and do the 4.30am trek up to Annapurna Base Camp for the sunrise. Now, to say the Annapurna Base Camp is as easy as ABC would be stretching it, it takes

Arthritis NSW Inaugural PATCH OF BLUE Golf Day


You’re invited to Arthritis NSW’s inaugural Patch of Blue

Golf Day. You will be the beneficiaries of the day and have the opportunity to network with individuals and companies while learning more and supporting Arthritis NSW. Join us at the exceptional Castle Hill Country Club! Bring your colleagues and friends for a day filled with fun, and enjoy a sensational round of golf and fully catered lunch. To receive details of the day and your personal invitation to secure your place, please contact Joanne Boik, Business Development Manager:

T: (02) 9857 3300 M: 0412 510 102 E:

Base Camp.

Trek guide Sita Rai.

a lot of effort, sometimes up to eight hours a day walking up and down those stone steps but the reward when you reach the Annapurna Sanctuary with the incredible views of the Himalayas are truly spectacular and worth the effort. For recovery you can spend a few days in the relaxing surrounds of lakeside Pokhara where you can enjoy boating on the beautiful Phewa Lake, have a massage to ease the muscle pains at the wonderful Middle Path

Spa and refuel at top restaurants like Rosemary’s Kitchen and OR2K. For detailed information on all the treks being offered by 3 Sisters Adventure Trekking visit the website: You can even donate or volunteer your time or skills with the NGO, Empowering Women of Nepal – Website: Words and images: Jennifer Doherty Feature supplied by:

Sales Manager An elite event management company is looking for a sales manager to join the team. The successful candidate must have proven sales ability both over the phone and in meeting environments. All experience is accepted including retail, we judge on ability not previous job titles. In your cover letter please detail any sales statistics you have, such as average sale value, and percentage of potential customers who you closed in your previous or current role. Please provide references that can back up these statistics. Successful employees in this organisation receive generous bonuses on frequent occasions, in addition to their wages. Likewise, well performing candidates can potentially receive expedited promotions to management positions in a short time period, no matter previous job titles or experience. High performing current employees sometimes can earn up to $500 an hour, based of the commissions they receive (this is not the hourly rate we pay however, these results are based on the ability of each employee to take advantage of the radially available opportunities). Any new employees who perform their sales duties well can potentially expect to receive similar amounts as current employees. The job roles, involves; 1. Assisting with onboarding new clients for the firm through phone conversations. 2. Assisting with on boarding clients and sponsorships through in person meetings.

3. Attending business networking events in order to meet with potential new clients, sponsors, and businesses in need of PR. 4. Will be required to organize meeting times for other staff in the organization. The successful applicant must be; 1. Charismatic and have proven interpersonal skills. 2. Has experience and proven ability on phone and in person sales. 3. Has a general understanding of how to conduct sales. 4. Is enthusiastic and a hard worker. 5. Is trustworthy. 6. Organized and notices details. 7. Is punctual, and has the ability to recall important details. 8. Has an understanding of business terminology or is willing to learn business terminology. 9. Is open to learning and open conversation in relation to all tasks 10. Is driven and a hard worker. Desirable qualities (not required but encouraged in job candidates); 1. Has experience working in the events, and or charity sectors. 2. Has graduated or is currently studying to get a university degree, preferably in business, commerce, marketing, psychology, law etc. 3. Is well connected with high net worth individuals, and understands what is required to work in high value sales areas.







The Sapphires to shine at Riverside


HE multi award-winning musical play inspired by the remarkable true story of writer Tony Briggs’ mother, The Sapphires, is heading to Riverside Theatres for a limited season this September as part of a national eight-month tour. The Sapphires features a talented young ensemble of first nation performers in all the Indigenous Australian roles, and sees Tony Briggs direct his play for the first time and head a highly credentialed Indigenous Australian directing and design team. Set in the heady days of the late 1960s, a quartet of talented young singers from a remote Aboriginal mission are discovered and guided by a kind-hearted, soul-loving manager. Plucked from obscurity, the four spirited women with powerhouse voices, called The Sapphires, are given the opportu-

nity to entertain American troops in Vietnam. Catapulted onto the world stage as Australia’s answer to The Supremes, their journey of discovery offers them not only the chance to show off their musical skills, but also to find love and togetherness and experience loss and grow as women. One of Australia’s best-loved stories, The Sapphires is an uplifting classic, full of comedy, heart and romance, and backed by an incredible soundtrack of soul music. The Sapphires theatre production has enjoyed triumphant sell-out seasons in both Sydney and Melbourne, winning two Helpmann Awards for Best New Australian Work and Best Play in 2005. Tony Briggs received two AWGIE Awards for the Most Outstanding Script of 2012 and Best Feature Film Adaptation.


Writer and Director Tony Briggs; Musical Director Nathaniel Andrew; Set & LX Designer Mark Howett; Choreographer Leonard Mickelo. Cast Mindy Kwanten, Jade Lomas-Ronan, Matilda Brown, Lorinda Merrypor, Mike Smith, Wem Etuknwa, Leeroy Tipiloura and Anthony Lim. What: The Sapphires. When: 24th to 28th September. Where: Riverside Theatres - corner of Church and Market Sts, Parramatta. Tickets: Adult $59 Concession $54. Available or from the Box Office (02) 8839 3399. Discounts available for Riverside Theatres’ Members. Transaction fees: phone $4.60, web $3.60 and counter $2.60.




Childcare: grandparents the least stressful option for mum and dad „„ BRENDAN CHURCHILL „„ LYN CRAIG


S any mother or father will tell you, being a parent is hard. Being successful at it is highly dependent on the personal and material resources of parents, and the emotional, mental and physical needs of children. There is a culture of expectation around parents, especially mothers, to be “good” parents, regardless of their chidren’s needs or challenges. Some people find parenting very stressful, which can cause a form of psychological strain known as parenting stress.

What is parenting stress?

Parenting stress can involve feeling overwhelmed by responsibilities, feeling trapped and exhausted, finding parenthood more work than pleasure, and experiencing difficulties in your relationship with your child. Parenting stress can affect children as well. Children of parents with higher levels of parenting stress have poorer developmental outcomes, are more likely to experience behavioural problems and have strained relationships with them.

What reduces parenting stress?

Much of the research has focused on maternal parenting stress. This is because mothers are more likely to be primary caregivers, even though fathers have become more active in childcare. Research on fathers and parenting stress

tends not be on their parenting stress, but on their role in alleviating the mother’s parenting stress. Fathers who spend more time with their children, engaging in shared activities,

such as reading and playing, have partners with lower levels of maternal parenting stress. And when fathers take on child-related chores, such as caring for children while their

partners are busy, mothers are found to report lower levels of stress. Continued on page 47

Your future is awaiting you! COMMENCE YOUR STUDIES THIS APRIL SCHOOL HOLIDAYS! Certificate III in Early Childhood Education and Care - for High School Students - Study through your holidays! We are very pleased to announce A-GRADE Pre-Uni Education and Training will be offering Certificate III in Early Childhood, to be followed by a Diploma in Early Childhood to all Year 10 and 11 students respectively.

Grow Your Career! If you love Children and are interested in their Educational and Social Development, we can give you the skills and knowledge to provide care, giving you the skills to plan engaging and educational activities, enabling you to maximise their development. Learn how to create individual profiles and work with Families to provide appropriate Education and Care. From Family Day Care Provider to Pre-school Assistant or an "Educator" for Before and After School Care - it's the perfect course for your future needs! All this can be done so simply during your School Holidays.

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Continued from page 46

In short, mothers’ parenting stress is lessened when their burden of care is reduced through fathers’ active participation in parenting. This is what sociologists call “role delegation”: strain can be reduced when social roles or aspects of them can be delegated to someone else.

Can the use of nonparental care reduce parenting stress?

Our research, which uses data from the Household, Income and Labour Dynamics in Australia survey, looks at whether the use of non-parental care might reduce parenting stress for mothers and fathers in the same way. It is possible that non-parental care might increase, rather than reduce, parental stress, because of the associated time demands of organising childcare. Childcare can be unpredictable and unstable, which can affect work-family schedules, creating stress. So, using nonparental care might lead parents to feel pressed for time, which can lead to poorer mental health. Also, parents are likely to worry about their children’s health and well-being even when they are in care. The use of childcare services can add to stress financially with childcare fees costing up to $30,000 a year for some parents. Our research also looks at whether different types of childcare are associated with more or less stress. Australian childcare varies by type, covering formal day care and informal arrangements, such as the use of family and friends. Families also vary in the packages or patterns of usage. For example, some households may use formal-only or a mix of informal and formal childcare. Grandparent care is by far the most common form of informal care, and around 40% of grandparents look after their grandchildren at least once a week.

More time spent in childcare is more stressful for parents

Our findings show the more time children spend in non-parental care, the greater level of parenting stress experienced by mothers and fathers. This finding is true of both mothers and fathers, which is surprising, given that mothers are often responsible for managing childcare. We argue that while a father can assume the role of primary carer, relieving mothers of full parenting responsibility, replacement care does not relieve parents of role responsibility in the same way. We found that mothers and fathers who used informal and family care had lower parenting stress scores, indicating less stress, than parents who used other childcare packages.


Most of the informal and family care provided in our sample was undertaken by grandparents. Previous research has found informal and family care arrangements, especially grandparent care, has advantages over other childcare packages. It is more flexible and considerably cheaper than formal childcare. The use of informal and family care may lower levels of parenting stress because using one’s own family members, such as a grandparent, is similar to co-parenting, as it involves sharing practical and emotional aspects of parenting.


Childcare is critical to mothers’ workforce participation, especially impoverished women in developing economies. Yet governments struggle to provide adequate childcare support for parents. Formal care is the most common childcare package used in Australia, yet there are numerous issues including quality, cost, and fit. And as our research shows, it does not relieve parents of the stress that informal and family care does. However, formal childcare is beneficial to children. Research has shown that quality early childhood education is linked to better student learning outcomes at later ages. It is also linked to a better start at school: children who attended early childcare education programs have better language, reading, numeracy and social skills. Our results may also explain why many grandmothers provide childcare for their families. While for some grandparents, caring for their grandchildren is rewarding, is not without its challenges, and grandparents often need a balance between their own lives and care commitments. Importantly, grandparents are now eligible for a childcare benefit. Grandparent care is not always available, especially as governments try to increase older female workforce participation. If both younger and older women need to increase their workforce participation, there will be increased pressure to use care outside the family. Thus, governments need to acknowledge the stresses involved and ensure that families can access affordable, conveniently-located care. They must also ensure policies regarding labour force participation are complemented by a supportive and flexible high-quality childcare. This article was first published at Brendan Churchill is Research Fellow in Sociology, University of Melbourne. Lyn Craig is Professor of Sociology and Social Policy, University of Melbourne.

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Tips for candidate reference checks „„ MARGOT GALLAGHER


IRING people can be a real challenge for businesses today. As an employer, you not only have to assess a person’s skills and experience in a fairly short period of time, you also have to assess their “fit” with your team - business, their desire to work for you (in this job versus any old job) and even their future potential. Getting it wrong can be a costly and time-consuming exercise. Once you’ve been through all the hard work of advertising, shortlisting and interviewing it can be tempting to move straight to the “when can you start?” question with your preferred candidate. However, the final stages in the process – making quite sure you’ve chosen wisely – are just as important as the earlier phases. One of the key components of this phase is reference checking. Often underrated, reference checks allow you to validate the experience and qualifications – as well as the performance - of your preferred candidate with people who used to work with them. And don’t fall into the trap of thinking reference checks are worthless because no one will provide the details of a referee who will give them a bad report. They sometimes do and, in any case, effective reference checks can help you extract and sort the real, useful comments from any waffle and fluff.

Some tips:

• Advise the candidate that you will be conducting reference checks so that they can let people who will act as referees know to expect your call. • Complete at least two reference checks to obtain a more rounded

• •

• •

view of the candidate. Two reference checks will help you see patterns and consistency of performance and behaviour. Speak with referees yourself, don’t • rely entirely on written references. Respect that the referee is likely to be busy, so tell them upfront how long you anticipate the call will take, and – if necessary – schedule the call for a more convenient time. Contact: If possible, speak with people that the candidate used to report to, rather • than colleagues or clients. Speak with people that the candidate has worked with recently (i.e. no more than five years ago). People can Note: • change a lot and a report from longer

ago may not be accurate, nor is the candidate. Read between the lines, referee likely to remember much take note of awkward pauses, and if detail about the candidate’s perforthe answer is unclear, probe for more information. mance. • Finish with that all-important-quesHave a series of open-ended questions planned (“describe / comment tion: “Would you hire them again, on / tell me about”), particularly given an opportunity in the future?” around any items you may not be Is there hesitation? be a HR Success WSBA Advertisement sketchThis – could September 100% certain on after the interview. telling sign. Ask questions specifically relevant to Working methodically through the referkey aspects/requirements ence checking process can help you validate Greg Mitchell of the job the candidate has applied for. your gut feel and we can help! We can manage Don’t panic if the referee says someyour recruitment for you from go to whoa, or simply assist with key steps throughout the thing negative. It may – or may not mob.0423 365in326 process. Call us on 1300 783 211 for more in– be relevant or important the context of the job you are looking to fill. formation or check out It’s as much what referees don’t Redabout is R/G/B - 227/6/19 say as what they do say about the Margot Gallagher is an executive with, HR Success.


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W H AT THEY SA ID... "People have poorer health because they spend more time commuting. You are also away from your family for longer periods of time. And research connects time spent commuting to higher rates of divorce and lower rates of participation in community volunteering." - Todd Denham from RMIT's Centre for Urban Research on a recent study on commuting. "The milk bar really hasn't just shut up shop overnight, it’s been happening for at least 40 years, but now it's pretty rapid. I see real estate listings for old milk bars on a weekly basis now.” - Eamon Donnelly, author of a new book on milk bars. “Two million adults who needed dental care in the past year delayed or avoided it because of cost. It’s important that we are having a national conversation about dental affordability.” - MP Chris Bowen on the opening of SwiftQ Dental Care. “We are committed to investing in the future of the park through new attractions, infrastructure and services.” – Jose Diaz, CEO, of Parques Reunidos, which has purchased and renamed Wet’n’Wild theme park as Raging Waters. “The role has never been easy, but along with my colleagues on council and dedicated staff, we have achieved so much.” – Wendy Waller, Liverpool mayor, on winning the Elected Official category at the NSW Women in Local Government Awards. “Liverpool Quarter will set the standard for the best premium office space and public open space in this amazing emerging city.” – Mark Gurzon, director, architectural firm, Fender Katsaalidis, on approval of the $106M precinct opposite Liverpool train station. “This is a watershed moment. We are telling people we are open for business.” – George Brticevic, Campbelltown Mayor, on the launch of the city’s new identity.

WWW.WSBA.COM.AU SWITCH ON “I believe [it] will take our city to a whole new level of excellence.” – Andrew Wilson, Mayor of the City of Parramatta on a $130M proposal for a six-floor civic and community centre in the Parramatta Square precinct. “We have a unique chance here to establish the Western Parklands City [of which the aerotropolis is the focus] internationally as a shining example of a more circular and integrated approach to resource management.” – Justin Frank, SUEZ director marketing, communications and national key accounts, on the signing of a MOU between the Frenchbased firm and the NSW government. “Smart design will be the cornerstone of our vision to create an airport that passengers love using and that offers airlines an efficient, reliable product.” – Graham Millett, CEO, Western Sydney Airport, when announcing the shortlist to design the passenger terminal at the airport. “I am thrilled to be offered this incredible opportunity with the City of Parramatta, particularly during this exciting time of transformation and growth.” – Brett Newman, on his appointment as CEO of the organisation. He was formerly CEO at Property NSW.


“The Parliamentary Inquiry into Sydney’s Night-time Economy is a peak opportunity for [Parramatta] to advocate on behalf of the community its aspirations and challenges in continuing to develop its night-time economy.” – Report into the Parramatta Nighttime Economy. “With an extensive work history in both public and private sectors, and substantial experience as a CEO, I am confident that he is well equipped to take the reins.” – Parramatta Lord Mayor, Andrew Wilson on the appointment of Brett Newman as its new Chief Executive Officer (CEO).

“The Dialogue team has worked tirelessly, for many months, to produce a document that makes the region proud.” – Adam Leto, executive director, Western Sydney Leadership Dialogue, on the launch of the 151-page Best of the West publication promoted as an insider’s guide to Greater Western Sydney.

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Western Sydney Business Access September 2019  

Western Sydney Business Access September 2019