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SOUTHERN CROSS CLUB Wins Large Club of the Year Award

SUPERANNUATION PLANNING RSM Bird Cameron discusses strategies

IS YOUR DEPARTMENT ON THE MOVE? Relocation Laws may provide just the service you need JUNE 2013

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Criminal law

not all sex, drugs & cops on the take

BUSINESS LAW Elringtons discuss PSMI's and TSI's on the PPSR

CORPORATE GOVERNANCE

DOCUMENT MANAGEMENT

AICD discusses the importance of succession planning

RICOH explains why cutting hidden costs makes a difference

HEALTH Healthy Identity advocates university educated health professionals

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CONTENTS B2B EDITORIAL

It's the stupid economy ... Political strategist, James Carville, famously posted the words 'The economy, stupid' on the wall of Bill Clinton's campaign TIM BENSON headquarters in 1992. Editor He did this to reinforce one of their three political messages, the other two being: 'Change vs. more of the same' and 'Don't forget health care', for Clinton's campaign workers. The message was 'throw the other guy our because the economy wasn't going so well' - and it worked. But can this be applied to the Gillard Government and the Australian economy in the lead up to the Australian Federal election this September. I'm no economist, but most seem to be saying we are in a pretty good way, with low unemployment, comparatively low deficit, strong export markets etc. If, when, the Government does change it will be interesting to see if so do the arguments - will the Coalition be talking up the economy and the Labor opposition talking it down (I am way too cynical)? Whilst I'm on my horse, on behalf of businesses in Canberra, I'd like to point out that we are being beaten around the head by both sides of Federal Parliament at the moment. First, the Gillard Labor Government has called an eight month political campaign - leading to a slow down in government spending and uncertainty in policy direction - and secondly, if the government does change, then the Coalition is promising 10,000 plus public service jobs will be cut - hitting local businesses the Canberra economy in a big way. I'll hold my breath for the $100 million plus Geelong/Ford styled support

package for Canberra (it is reported that 1200 jobs will be cut from the Ford and that the combined support package for workers and Geelong will be around $50 million). We also welcome back Ben Aulich & Associates to B2B with their cover story 'Criminal Law - Not all sex, drugs & cops on the take'. Criminal law is a serious matter and Ben Aulich and his new Partner Peter Woodhouse have established this boutique law firm as the first port of call for any involvement in a criminal matter. They have also taken the decision to widen their professional interests by establishing Aulich Civil Law. Read the article and find out why. Send all comments to editorial@b2bincanberra.com.au

21 COVeR STORY

BEN AULICH & ASSOCIATES

your gateway to business support Visit our website for a full list of events, latest news and more!

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CONTENTS OPINION

34 HEALTH Do things right the first time: health professionals By Healthy Identity

10 "Yes we were..." "No we weren't..." When are you in a relationship? Farrar Gesini & Dunn explains

RECRUITMENT Understanding learning styles the key to training new starters By PCA People

FEATURES 10 How to make your website work

14

– a free video series

36 RISK MANAGEMENT The importance of control assessment in effective risk management By Paladin Risk Management Services

10 Southern Cross Club wins large club of the year 14 The key to SMB success? OPC I.T. explains how it is all about quality

16 End of year looms for superannuation tax planning

WEBSITES Your business & digital economy! By Synapse Worldwide

– a reminder from RSM Bird Cameron

18 Relocation Laws – the relocation management specialists

18

A2B: ASSOCIATIONS TO BUSINESS

COVER STORY 21 Ben Aulich & Associates:

37 MINISTERS MESSAGE: Time to reflect on our first 100 years

Criminal law – not all sex, drugs & cops on the take

38 CANBEERA BUSINESS COUNCIL: Federal Budget – no good news for ACT

27 ADVICE FROM THE EXPERTS 28 ACCOUNTING Home business tax deductions By RSM Bird Cameron

39 ACT EXPORTERS: Canberra building business in Indonesia

BUSINESS LAW PMSI’s and Transitional Security Interests on the PPSR By Elringtons Lawyers

34

30 BUSINESS RELOCATION Confidence in us gives you piece of mind By Allied Pickford's Business Relocations CORPORATE GOVERNANCE Succession Planning By Australian Institute of Company Directors

37

32 DOCUMENT MANAGEMENT Cutting hidden costs makes a visible difference By Ricoh

40 ACT & REGION CHAMBER OF COMMERCE & INDUSTRY: Small business: too big to ignore BUSINESS NETWORKING 06 B2B @ May issue 82 launch 07 B2B @ ELSTON partners office launch 08 B2B @ Federal budget breakfast 43 PROPERTY 44 BRINDABELLA BUSINESS BROKERS If you want a strong business expect to pay a fair price for it

ESTATE PLANNING Superannuation: the devil is in the detail By Certus Law

PUBLISHER I EDITOR

Tim Benson editorial@b2bincanberra.com.au 0402 900 402 02 6161 2751

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F E AT U R E

FREE VIDEO SERIES HOW TO MAKE YOUR WEBSITE WORK

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lmost every business today has a website, but for many this online presence is simply not generating new leads, enquiries, sales and more importantly profit for their owners. Web Based Marketing has just released a FREE videos series ($197 value) called “7 Steps To Generating More Leads & Enquiries From Your Website & Online Marketing” that teaches you the tools you need to improve your results. “Whether you want drive more new business, create more value in what you offer or simply re-engage your current client database for repeat business - this video series will help,” Jordon Mullen, Managing Director Web Based Marketing, explained. “Driving traffic to your website is one thing but converting that traffic into new business is another.” The 7 part video series is strongly focused on how to use your website to help your

prospective customers understand what makes your business and offering unique. “When customers know the value you offer the cheapest price stops being their main concern,” Jordan said. “Everybody is raving on about Facebook and social media but does it actually work for your type of business? Content is king! To your target market the number of updates and tweets you post is far less important than the quality, usefulness and relevance of the content.” This video series explores how content marketing can help you build trust and credibility with potential customers visiting your website. “With the right strategy you can turn a stranger into a friend,” Jordan stated. Web Based Marketing manages the online marketing for businesses across a wide variety of industries around Australia. They are results driven and utilise web based tracking systems

to track calls, leads and email enquiries for their clients so you can see the results for yourself every month. Find out why the Web Based Marketing strategy works by visit their website today or give Managing Director, Jordan Mullen a call for a free no obligation consultation. Web Based Marketing 1300 855 012 www.webbasedmarketing.com.au

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Southern Cross Club wins Large Club of the Year Award

T

he Southern Cross Club Woden won the prestigious Large Club of the Year Award at the recent ClubsACT Awards for Excellence Awards. This award capped off an incredibly successful night for the Canberra Southern 10

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Cross Club – winning six industry awards and its outstanding Tuggeranong Club employee, Ryan Spiteri being recognised as the Young Achiever of the Year. The Club’s swag of awards also included Community Assistance (Woden); Best Conference & Event Centre (Woden); Member Services (Woden); Responsible Gaming & Gaming Facility (Tuggeranong); and Outstanding Club Governance (Jamison). “We’re absolutely delighted to have been recognised as the Large Club of the Year infront of other ACT clubs,” Canberra Southern Cross Club President, John Lewis said. “Canberrans do have a great selection of clubs to choose from and we’re extremely proud that the Southern Cross Club Woden has taken out the top industry award in 2013.” Mr Lewis said that the Awards belonged to the Southern Cross Club’s members who patronise its venues and without whom the Club’s success would not be possible.

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“These Awards also showcase the exceptional commitment of our staff to providing great member service at our venues,” Mr Lewis said. “It is the eleventh year that the Club has won the Member Services Award which is an incredible feat.” The Southern Cross Club Woden also won the Best Conference and Event Award for the second year running for its stunning state-ofthe-art event centre facilities. “Finally, the Canberra Southern Cross Club is so proud of the achievements of Ryan Spiteri who is a Supervisor at our Tuggeranong Club, former Club Management Trainee, and 2012 WorldSkills winner. Ryan is a shining example of the career heights which can be achieved by young people within the club industry.” For more information, visit cscc.com.au


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OPINION

“Yes we were …” “No we weren’t …” When are you in a relationship? By Ann Northcote, Director, Farrar Gesini Dunn

L

ast month’s article discussed the difficult question that can arise as to the duration of a relationship, as duration is significant with respect to property settlement and spousal maintenance. This month, however, we look at what is an even more difficult question that needs to be resolved. This issue is whether or not there ever was a relationship. In matters relating to children, the jurisdiction of the Family Court is not limited by whether or not the parents were in a relationship. The Family Court can make orders with respect to children whether their parents were married, never married, lived together, never lived together, etc. The only children for whom the Family Court cannot exercise jurisdiction are those who at the time are subject to State welfare laws. However, the property and spouse maintenance jurisdiction of the Court can only be invoked if you have been married or in a defacto relationship (heterosexual or same sex). The English language is still yet to have the perfect words to describe each and every relationship that exists in modern society. “Husband”, “Wife”, and “Marriage” are easy, but for years our language has struggled to provide a word that best describes the parties to a defacto relationship. I do not think that many people would say, when being introduced, “Hello. I am Jane and this is my defacto husband John”. Other titles are ambiguous: • Boyfriend/girlfriend – they might be just “dating” or “going out” or they could have been living together for the last 10 years 12

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with three children. • Significant other – the less said the better. • Lover – this one has way too many connotations that you are engaged in an affair. • Partner – this one is very risky for those in business together. The law has provided indicators as to whether or not parties are in a defacto relationship, as opposed to a “relationship”. There are four very important indicators of a defacto relationship. The first, of course, is that you are not married; the second is that you are not related by family (and there is a specific definition as to what this is); the third is, having regard to all the circumstances of their relationship, they have a relationship as a couple living together on a genuine domestic basis; and the fourth, that you can be in a defacto relationship even if one of the parties is either: 1. Legally married to somebody else; or 2. In another defacto relationship. You can, therefore, be in two relationships at once. The law then looks at what those circumstances might be and they include duration; the nature and extent of their common residence; whether there is a sexual relationship; whether there was financial dependence, interdependence, or arrangements for financial support; the ownership, use and acquisition of their property; the degree of mutual commitment to a shared life; whether you had registered your relationship under the various State or Territory laws; care and support of children; and the reputation and public aspects of the relationship.

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The law is also clear that these circumstances do not have to be given equal weight, nor indeed do they all have to be ticked off. A couple, for example, may not be having a sexual relationship due to age, ill-health or infirmity. Couples may “go out” or “date” for years without having any of the other circumstances and would never have regarded themselves as likely to be in a defacto relationship. The nature and extent of their common residence is an important one. You do not have to have lived exclusively together in the one home to be found to be in a defacto relationship. In relation to reputation and public aspects of the relationship, there are the old stories of the travelling salesman with one family in Sydney and one family in Perth who kept everything silent between the two. He would be regarded as having been in a defacto relationship with both of the them despite the fact that much of each relationship was hidden from public view. In the last few years a new phrase has appeared - “friends with benefits”. Are friends with benefits in a defacto relationship? Only time will tell. For family law advice, contact Farrar Gesini Dunn. For Family Law Advice contact Farrar Gesini Dunn Level 5, Colonial , Mutual Building 17-21 University Avenue, Canberra City ACT P (02) 6257 6477 | F (02) 6257 4382 E fgd@fgd.com.au | www.fgd.com.au


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F E AT U R E photo by Andrew Sikorski

Brett Norton (Managing Director, OPC), Kathy Ruston (General Manager, Morgans Group) & Damien Murphy (Director, Morgans Group)

THE KEY TO SMB SUCCESS? IT’S ALL ABOUT QUALITY!

T

he Morgans Group was established in 1978 with the aim of providing the highest quality cleaning service in the Canberra region. They provide a full range of services including Carpet, Windows, Tiles and General Cleaning! Thirty five years in the cleaning business is testimony to their commitment to excellence. Similarly, OPC opened its doors in 1985 to provide quality IT services supporting professional organisations like Morgans with end-to-end ‘best of breed’ technology solutions. For over 10 years OPC has provided them with all their IT requirements and strategic advice via a comprehensive Managed Service Solution. Both OPC and Morgans continue to understand the importance of instilling confidence in their clients by having fully trained and accredited staff. In the unregulated carpet cleaning industry, anyone can operate as a carpet cleaner without any training or skills at all. Morgans offers certified Australian Carpet Cleaning Institute (ACCI) trained carpet cleaning technicians that meet the Australian standard AS/NZS: 3733-1995. Similarly, OPC technical personnel maintain fully accredited certifications across the broad spectrum of technologies including Dell, 14

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Microsoft, IBM, Lenovo HP, VMware, Novell and many more.

As Morgans Group General Manager, Kathy Ruston, says ‘We need to partner with like minded local companies with the same commitment to professionalism that we pride ourselves on and OPC has been able to deliver that to us. ‘

Morgans has a domestic and commercial carpet cleaning and general office cleaning customer data base of over 51,000 sites in Canberra and surrounding districts, servicing private homes and commercial premises on a daily, weekly and or yearly basis. Their business offers 24 hours per day, 7 days per week, 365 days per year emergency response to their clients and they depend on OPC IT for their support.

‘Businesses today must be able to rely on the stability and integrity of their IT infrastructure and to do this it must be proactively and professionally managed’, says Brett Norton, Managing Director OPC IT.

By incorporating all facets of ICT, OPC can provide a single end-to-end fully managed IT solution, reliably and consistently. Clients have complete peace of mind that they really can

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simply ‘leave IT to us’ • Fully Managed IT Services • Virtual Desktop Infrastructure (VDI) • VMware Server & Desktop Virtualisation • Helpdesk & Service Desk Support • Business Continuity & Disaster Recovery • Procurement Services all major vendors • Dell Server & Storage Solutions • Desktop, Laptop and Mobile devices • Website Design & Development • Custom Drupal CMS Development • Website Hosting and Monitoring • WCAG W3C Accessibility Testing OPC IT Pty Limited. 31-37 Townshend Street, Phillip ACT 2606 P: 02 6162 8300 F: 02 6282 6558 www.opc.com.au


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F E AT U R E

end of year looms for superannuation

tax planning

With the end of the financial year looming, now is a good time to be thinking about your end of year superannuation strategies. it may also help you to avoid some common traps and tax penalties.

off-MArKet

trAnSferS Of particular interest this year is the Government’s proposed banning of off-market transfers which is due to take effect from 1 July 2013. This means this will be the last financial year during which SMSF members will be able to transfer a listed share they, or a related party, owns into their SMSF by way of an “off market” transfer. Transfers done after 30 June 2013 will need to be done “on-market” which may mean brokerage and other costs are incurred. Therefore, if you have been contemplating making an off-market transfer of listed securities you or a related party owns into your SMSF, it may pay to act before the end of the financial year. However, if you are transferring the shares as an in specie (non-cash) contribution, be careful not to exceed your contribution caps and ensure the acquisition of the listed securities is consistent with your fund’s investment strategy. You should also ensure your off-market transfer form is forwarded to the relevant share registry well before 30 June so the transaction can be completed prior to the completion of the financial year.

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You should also ensure your off-market transfer form is forwarded to the relevant share registry well before 30 June ...”


F E AT U R E

reduCed

ConCeSSionAL

ContriButionS

CAP

The reduction in the concessional contribution for individuals over 50 to $25,000, which took effect from 1 July 2012, may mean you need to take action before the end of the financial year to make sure the cap is not exceeded so you won’t incur excess contributions tax.

GovernMent Co-ContriBution Take advantage of the Government co-contribution by making a non-concessional (after tax) super contribution before the end of the financial year. For every dollar of eligible contributions, the Government contributes 50 cents to your superannuation up to a maximum government co-contribution of $500. For 2012/13, the maximum government co-contribution is payable for individuals on incomes at or below $31,920 and reduces by 3.33 cents for each dollar above this, cutting out completely once an individual’s total income for the year exceeds $46,920.

For more information, please do not hesitate to contact one of our advisers. (02) 6217 0300

rsmi.com.au

CLAiMinG A tAX deduCtion for Your PerSonAL SuPerAnnuAtion

ContriButionS

If you are intending to claim a tax deduction for your superannuation contributions make sure you are eligible to claim the tax deduction and pro-actively seek advice if unsure. Also ensure you keep all relevant paperwork to save stress when it is time to claim a benefit or a deduction.

BeWAre

of eXCeSS ContriButionS

tAX

Investors who want to make large superannuation contributions should exercise extreme care regarding the amount and type of contribution they make to avoid excess contributions penalties. For example, any type of contribution made during the two preceding financial years may impact on the contributions that can be made this financial year. For members in the pension phase, ensure that you have received the required minimum pension amount by 30 June otherwise the investment income derived from the assets supporting that pension may no longer be exempt from tax. For SMSF members in the accumulation phase, fund deductions are usually not significant, but it’s important to ensure expenses are actually incurred or paid before 30 June in order to be deductible in that year.


F E AT U R E

N

O I s t T s i l ia A c e C p s t n O e m L S e g E a R AWn man L locatio re

photo by Andrew Sikorski


F E AT U R E

01 20 E C SIN Y, T N G IN PA MEN T M A GE ER CO OP UE ANA IQ M EN E BE OUT N AG N S O R I B A T IG O L H ST DES T CA FU LTD ESS ELO NT, EN . ND R E C TY S P SUC ESS GEM NT A RNM ARS W LY YE VE SIN NA ME LA E M BU MA URE -GO R 12 N E IO N C TR ED ER VE AT EX ALIS D RO NO R O C P N I LO AN EC TE RE ND FO RE IS TU T A LLY SP ING I D G D RN EN NA AN DIN LU , FU I C IO NM OV S, IN ICES VER NAT R P E V IC G O ND ER RV G S O AA T E S RR NT TIN DI EME NBE U A CA AG N N I A S M e have built our ES N I success based S BU on a strong

W

delivery process extending beyond the traditional ‘building completion’ approach,” Nicole Laws, Relocation Laws Founder and CEO, said proudly. “At Relocation Laws, our team of specialists strongly believe the success of any relocation, fit out, and staff reorganisation is staff acceptance of their new accommodation, and the need for early consultation and co-ordination with user groups.” The key indicator for a successful relocation project is efficiency and creating minimal disruption for staff. By providing a high level service, Relocation Laws is able to assist with staff gaining initial acceptance of their new environment. “Relocating into new or refurbished tenancies is not simply shifting boxes, but involves a complete range of needs determination, planning, staff liaison, service provider liaison (IT, communications, and office equipment), logistics planning, and coordination with fit out designers and the construction team to ensure that nothing is left to chance or missed in the process,” Nicole explained. Part of the success of the relocation process is also about providing storage analysis of current workplaces and working with the designers to ensure staff have the appropriate storage in the new tenancy in order for them to do their jobs to maximum efficiency. In addition to client briefing skills, Relocation Laws also has extensive experience in the preparation of tender documentation and contract administration for various contracts associated with relocations and project management, including: implementation plans and programs and also experienced in undertaking furniture and storage surveys and room data sheets, and working closely with subcontractors from the design stage to fit out completion. “Relocation Laws is not a removalist company. Our team seeks to provide a transparent and value-for-money service by obtaining quotes or tendering for removalist services, always ensuring best value for money for our clients and a competitiveness in the market place,” Nicole stated.

Relocation Laws provides high level consultation with user groups to identify needs and requirements which are included in the tender or quoting process. This enables a tailored and organisation specific process.Relocation Laws head office is based in Canberra with another office in Brisbane and a national presence. RECENT SUCCESSFUL PROJECTS Relocation Laws has provided Business Relocation Management services to many government agencies across Canberra and nationally including: most recently completing; • Australian Federal Police (AFP) • Attorney-Generals Department (AG’s) • •Department of Education, Employment and Workplace Relations (DEEWR) • •Department of Innovation, Industry, Climate Change, Science, Research and Tertiary Education (DIICCSRTE) RELOCATION SYNOPSIS In 2012 the DEEWR and DIICCSRTE were merged under a Machinery of Government. Relocation Laws were contracted to manage the relocation of 1500 staff from one Department to another, across 5 buildings in a process that took 6 weeks from the date of engagement to final completion. In this time, Relocation Laws collected a scope of works, ran a full tender process including a written report and recommendation, contracted a removalist, managed the delivery of 9000 crates and supervised 4 weeks of relocations. The success of this project hinged greatly on Relocation Laws vast experience in logistical planning, by providing a detailed relocation schedule that suited both Departments. Our notable success on this project: • Relocation of 600 people, in one weekend and over 3 different buildings. This required staging parts of the relocation on trucks as well as managing 5 different destination locations. • All moves had to be completed commencing at COB Friday with multiple shifts of staff as well as interstate crews. RELOCATION SYNOPSIS In December 2012, Relocation Laws was appointed by Department of Industry, Innovation, Climate Change, Science, Research and Tertiary Education (DIICCSRTE) to provide Business Relocation Consulting services for a major relocation of 2000 staff into several buildings across Canberra’s CBD within a very short timeframe. Relocation Laws was appointed just 13 days prior to the relocation and were involved in the coordination, management and execution of the entire relocation. Overall Relocation Laws managed an extremely successful relocation of 2200 staff over 4 weeks and 6 buildings. Our notable successes for this project include: • Altogether there were 28 separate locations across 6 buildings which meant a tight and detailed schedule • Relocation supervision and management and scheduling around building restructuring works • Move 1 entailed a 30 hour shift to achieve the relocation • Full IT and Telephony was required for this relocation, which meant Relocation Laws had to manage and supervise several relocation crews.

Relocation Laws Unit 7, 29 Bentham Street, Yarralumla 2600, ACT m 0419631644 e nicole@relocationlaws.com.au www.relocationlaws.com.au B 2 b M A G A Z I NE   J u n e 2 0 13

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COVER STORY

Criminal law Not all sex, drugs & cops on the take

“

On a typically fresh, Canberra autumn morning, B2B sat down with Ben Aulich and newly appointed Partner Peter Woodhouse of Ben Aulich & Associates for a candid chat about the often misperceived world of criminal law and the passion and drive that has seeded the growth of their specialist firm.


COVER STORY

H

ow can you be a criminal defence lawyer? It’s the predictable question that Aulich has heard countless times. “I think for some there’s an element of judgement but, for most, they are intrigued,” he says. But with over a decade of experience in criminal law, it isn’t a question that Aulich is fazed by, or one he expects to stop having to answer any time soon. Fuelled by what is portrayed in the mainstream media – television shows like Underbelly, Law & Order, and The Sopranos – Aulich believes there is not only a curiosity and intrigue that accompanies crime and criminal law, but also a lot of misconceptions about what the firm does and who it deals with. “People watch TV shows, read about high profile criminal cases, and develop a misinformed view of what we do,” he says. “Most of our clients haven’t stepped straight off the set of a scene from Underbelly. A lot of people arrive at our first meeting accompanied by family members. They’re stressed and often embarrassed. In most instances there’s a feeling of uncertainty, which is partly due to wrong perceptions people have about criminal law.” This understanding of the client’s mindset has spawned the culture and approach that the firm has become renowned for. It is a culture that resonates well with clients, especially those who may be embarrassed about the situation that they are in, according to Woodhouse. “Very quickly, clients realise we approach their situation like any other serious legal matter,” he says. “Their case is handled professionally, confidentially, and sensitively. They leave the first meeting feeling a lot more at ease and confident they have the right legal representation.” That sentiment is echoed throughout the firm. “We have a strong reputation for our professionalism, dedication, and willingness to fight for our clients, and they respond well to this,” Aulich says. Having grown to over ten staff since the firm was established in 2008, the culture is paying dividends and the growth has been the catalyst for some key changes over the past 12 months. In April 2012 the team moved into a new office in Hobart Place, Canberra City, and in January of this year Woodhouse was appointed as a Partner. Aulich believes both milestones are indicative of the growth and success of the firm, and important stepping stones as they look to consolidate their position as Canberra’s premier criminal law firm.

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“We wanted an office that would reflect who we are and the way that we approach our work, as well as be a space that clients feel comfortable in,” Aulich says. “Having been in the new office for 12 months it feels like home and is something that we’re proud of.” And as for the decision to appoint Woodhouse as a Partner, “He blackmailed me,” Aulich jokes. “I’ve always respected Peter’s expertise and his input is invaluable to the success of the firm,” he continues. “Having him as a Partner will go a long way to ensuring that our success continues.”

WE HAVE A STRONG REPUTATION FOR OUR PROFESSIONALISM, DEDICATION, AND WILLINGNESS TO FIGHT FOR OUR CLIENTS, AND THEY RESPOND WELL TO THIS. BEN AULICH After a busy and eventful 12 months, Aulich is confident that his newest venture, Aulich Civil Law, will enjoy the same success as Ben Aulich & Associates, even though it is something that wasn’t always on the cards. “It is something that has developed organically,” he says. “We didn’t plan to broaden our focus, but found a lot of clients asked us to help them with other disputes they were involved in.” Aulich Civil Law is a boutique civil litigation firm for clients who wish to take a ‘gloves off’ approach to litigation. “The touchy feely ideas of alternative dispute resolution and mediation just aren’t for everyone and we wanted to offer our clients an alternative – aggressive litigation,” Aulich says. While establishing the new firm has been an exciting endeavour, maintaining the criminal focus of Ben Aulich & Associates was imperative. “Setting up Aulich Civil Law as a completely separate entity was important,” Aulich says. “Ben Aulich & Associates was established as a specialist criminal law firm and the specialist focus is something that we never want to dilute.”


COVER STORY Ben Aulich


COVER STORY Peter Woodhouse

AT AULICH CIVIL LAW, CLIENTS RECEIVE PROFESSIONAL AND DIRECT ADVICE...AS A BOUTIQUE FIRM WE HAVE A COMPETITIVE EDGE, YOU’RE NOT JUST A NUMBER. PETER WOODHOUSE Woodhouse points out that the two firms share the culture and approach that Ben Aulich & Associates was built on. “At Aulich Civil Law, clients receive professional and direct advice,” he says. “As a boutique firm we have a competitive edge, you’re not just a number. Coming from a criminal law background, we embrace the litigation side of civil matters.” Aulich says, tongue in cheek, that Aulich Civil Law is the place to go when a “civil matter is no longer civil”. With an eventful 12 months behind them, the two Partners are looking forward to what lies ahead. “We’re looking forward to both firms growing,” Aulich says. “Fighting hard for our clients is what drives us and we’ll continue to do so, whether it be criminal or civil litigation.”

If facing a criminal matter, the right representation is important. The team at Ben Aulich & Associates is experienced in protecting the rights of clients in matters involving both police and non-police prosecutions. Specific areas of expertise: • Non-police prosecutions such as prosecutions involving the Australian Securities and Investment Commission, Australian Taxation Office, WorkCover and Centrelink • White collar crimes such as fraud, theft, deception • Drug offences including conspiracy and importation • Sexual offences • Assault • Protection and Domestic Violence Orders • Drink driving Phone: 6279 4222 Fax: 6279 4233 Email: info@benaulich.com.au If in custody or if your query is urgent, please call the 24 hour advice line: 1800 080 212 Ground Floor, 3 Hobart Place, Canberra City ACT

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Identify your key market 5 steps in reducing waste How to influence customers 4 ways to grow a business Customer lifetime value The workshop culminates in the use of the one page plan to document your goals.

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ADVICE 28 28

ACCOUNTING

30

BUSINESS RELOCATIONS

30 32 32

CORPORATE GOVERNANCE

34

HEALTH

34 36 36

RECRUITMENT

Home business tax deductions by Dominica Rossi, RSM Bird Cameron

BUSINESS LAW PMSI’s and Transitional Security Interests on the PPSR by Darren Carden, Elringtons Lawyers

Confidence in us gives you piece of mind By Gary Green, Allied Pickfords Business Relocations

Succession planning By Phil Butler, Australian Institute of Company Directors

DOCUMENT MANAGEMENT Cutting hidden costs makes a visible difference By Iain Heddle, Ricoh

ESTATE PLANNING Superannuation: the devil is in the detail By Stephen Bourke, Certus Law

Do things right the first time: health professionals By Robbie Manzano, Healthy Identity

Understanding learning styles - the key to training new starters By Allison Guy-Ritchie, PCA People

RISK MANAGEMENT The importance of control assessment in effective risk management By Rod Farrar, Paladin Risk Management Services

WEBSITES Your business & digital economyBy Sam Gupta, Synapse Worldwide

B 2 b M A G A Z I NE   J u n e 2 0 13

27


ACCOUNTING

BUSINESS LAW

Home business tax deductions

By Dominica Rossi

With so many businesses now being run from home, the ATO is eager to ensure that those claiming tax deductions do so correctly. Understanding the rules. A home-based business may use the home as the principal place of business (such as a hairdresser, a doctor or a dentist), with clients coming to the home. Alternatively, the business can comprise of a home work area, such as a study or lounge which is set aside exclusively for business activities. If neither applies, a home based business can still claim some deductions if there is at least some business activity conducted at home. The responsibility for keeping invoices and records for a home office is the same as that for any other business expenses you are claiming. Invoices for these expenses must be retained. Occupancy expenses. Business owners that are conducting their business at home may be entitled to claim a portion of their rates, house insurance and mortgage interest for income tax purposes. The amount of these deductions is generally calculated and based upon the percentage of the home area that is used for business purposes, but there are some special circumstances. Interest costs can generally be deducted for income tax purposes where the interest costs are directly attributed to a place of business. Whilst this may depend on particular circumstances, specific indicators include that the place is clearly identifiable as a place of business; it is unsuitable for private purposes; it is used exclusively or almost exclusively as a place of business and is used regularly by clients. Taxpayers who satisfy the interest deductibility test may have to pay capital gains tax on part of any capital gain that is made when the house is sold. Running expenses. Running expenses are the increased costs of running facilities within a home as a result of running a business. These expenses include electricity, cooling, telephone and cleaning costs. Taxpayers may claim the additional expenses incurred from running a business from home, however the method to work out these additional expenses must be able to prove that the claim is reasonable and not of a personal or private in nature. Business owners of home based businesses may claim depreciation for the decline in value of depreciating assets. These include items such as computers, photocopiers, furnishings and tools. Assets used for both business and personal activities must have the deduction reduced for non-business purposes.

by Darren Carden

Since 30 January 2012 if goods are supplied to a business (grantor) on credit, or financed, the supplier/financier must register their interest on the Personal Property Securities Register (PPSR). A common form of registration on the PPSR is a Purchase Money Security Interest (PMSI). A supplier can register a PMSI on the PPSR when a supplier: • finances the acquisition of new assets; or • provides goods on credit for the business to sell.

Incorrect or out-of-time registrations will be fatal to the supplier’s claim. If registered correctly, a PMSI gains priority status in a competition between creditors of an insolvent grantor business. The timing of a PMSI registration is critical for it to be valid. The registration must also specify whether the goods financed or supplied are inventory or non-inventory. Incorrect or out-of-time registrations will be fatal to the supplier’s claim. Where a security agreement for the supply of goods on credit was entered into prior to 30 January 2012 (RCT) a supplier or creditor will have a transitional security interest. A transitional security interest will protect the supplier/creditor for a period of 24 months from RCT. Where a PMSI for ongoing supplies of inventory is registered as a transitional security interest, it is arguable that only the goods supplied prior to RCT are truly transitional. If correct, goods supplied after RCT will be the subject of a security agreement that post-dates RCT and will not be transitional. If registered as transitional, this will be an incorrect registration that is flawed: the security interest will therefore not be perfected and will fail against a perfected security interest. However a supplier trading with a grantor business under a security agreement that involves the supply of inventory from time to time can argue that the continued supply of inventory is covered by the original agreement which pre-dated RCT. Hence each supply is transitional and if registered as transitional, this will be a perfected security interest taking priority over unperfected interests as well as the liquidator’s interests. There is no case law (yet) on whether a registered PMSI for ongoing supplies of inventory requires a separate registration each time goods are supplied or whether each supply is covered by the original agreement that pre-dated the RCT subject to the transitional provisions – suppliers should seek professional advice to protect themselves. Suppliers can also be caught out where they rely on a supply agreement prior to RCT as a transitional security interest, however, after RCT they then renegotiate their terms or enter into a new supply agreement. All new agreements must be the subject of a new PMSI, which must be correctly registered on the PPSR.

Bird Cameron

Chartered Accountants

For more information, please contact Dominica Rossi, Manager at RSM Bird Cameron, on 6217 0321 or dominica.rossi@rsmi.com.au.

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PMSI’s and Transitional Security Interests on the PPSR

Darren Carden Contact Elringtons T: (02) 6206 1300, Level 7, 221 London Circuit, Canberra City visit: elringtons.com.au


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BUSINESS RELOCATIONS

Confidence in us gives you piece of mind

by Gary Green

Is your business relocating or downsizing? Do you have excess furniture and equipment? Allied Pickfords has a solution for you- Safe and Secure offsite storage. Storage is an integral part of Allied Pickfords service offering. We are able to store items for your business on a long term, seasonal or short term basis, providing you with a cost effective and efficient service. All manner of items are able to be stored at our new warehouse facility in Hume ACT including general office furniture , IT Equipment, Machinery Items, Workstations and Palletised Stock just to name a few.

No matter the nature, either large or small of your commercial storage requirements, Allied Pickfords Business Relocations has a solution for your organisation. Goods are stored in our specialist “Business Packs” to ensure the security and integrity of your goods whilst in our custody. “Business Packs” are individual storage modules with a capacity of approximately 7 cubic metres constructed of timber which allows the contents to breathe whilst the goods remain free of dirt and dust. Upon entering our storage facility all items are placed on an inventory and the condition of individual items is detailed. All furniture items are wrapped in furniture pads for the duration of the storage term, another way we provide you with piece of mind. In addition to our standard storage solutions Allied Pickfords Business Relocations is now able to offer clients our Electronic Inventory Management System which enables clients to view their storage online via a designated intranet site complete with photographs, size, colour, style and condition of each item. The system also allows clients to place delivery requests for the return to site or disposal of assets held in storage. As each item is barcoded with its own unique barcode upon entry into storage, the Electronic Inventory Management System is able to track all movements in and out of storage and hence an up to date storage inventory is available at all times. For Furniture, Fittings and Equipment (FF&E) projects Allied Pickfords Business Relocations is able to tailor a solution to cover the inventory/ asset control via our Electronic Inventory Management System, a complete storage solution prior to delivery to site, quality and quantity checks upon arrival at storage to identify any damages and a scheduled delivery service to site as items are required for installation. No matter the nature, either large or small of your commercial storage requirements, Allied Pickfords Business Relocations has a solution for your organisation.

Gary Green can be contacted at Allied Pickfords Business Relocations on 0423806702. visit: www.alliedpickfords.com.au

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CORPORATE GOVERNANCE

by Phil Butler

Succession planning

A fascinating interview with Jac Nasser in this month’s Company Director magazine explored the world of succession planning. A quote that stood out was on how they approach succession planning for the board and senior executive team “we look out 10 years and project the skills and experiences the board will need and identify the gaps”. For many small businesses, it is difficult to forecast what the business will look like in 10 months, let alone 10 years, however the principle remains the same. You need to be continually planning for the appropriate talent to take on key roles in your organization ( whether they be director or executive roles).

It is critically important to remember that your people are the lifeblood of your business and that attracting and developing the best staff must be one of your highest priorities. It was interesting in the BHP Billiton example, that they had at least 4 strong internal candidates to take on the role of CEO with the retirement of Marius Kloppers. Of course most small business will not have the luxury of such a strong executive team to choose from, but perhaps there are some things we can learn from this. While it is imperative that you look outside of your organization for the right talent, don’t forget that there may be some excellent candidates in your current organization and they often “come up to speed’ quicker than external candidates. An internal candidate is also more likely to understand the culture and values of the organization. In the same edition of the magazine, a feature article looked at the potential upturn in business post –September and that there may be more competition for good staff in the next financial year. With this in mind, organisations need to make sure that they are positioned for this change. As one respondent commented, “ don’t wait until the economy heats up because it could be too late”. We are all aware that different generations may have very different expectations of employers, and the monetary remuneration may only be a small motivator. Therefore you need to consider what will make your organization an attractive proposition to the right talent. It is critically important to remember that your people are the lifeblood of your business and that attracting and developing the best staff must be one of your highest priorities.

Phil Butler is Manager - NFP, Public Sector & ACT at the Australian Institute of Company Directors. For more information about AICD ‘s course programs and events, T: 02 6248 5954.


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DOCUMENT MANAGEMENT

By Iain Heddle

Cutting hidden costs makes a visible difference

With tax time approaching, many executives are putting their business through the wringer to find ways of cutting costs. Good news is that there is at least one easy way to cut hidden costs – while boosting productivity and even your environmental credentials – sitting right under your coffee cup. That is, examining the broader costs – beyond the price of hardware, ink and toner – of your document and information flows. Doesn’t sound compelling? Consider this: companies who streamline their document workflows can cut these costs by an average of around 25 per cent . In fact, in a recent study, leading executives concluded that such measures could add as much as five per cent to their bottom line . How? While the specific solutions vary, the common thread is leveraging service providers’ leading-edge technology, specialist teams and deep knowledge of processes. At Ricoh we offer this as a scalable service delivering real and quantifiable business process improvements. For example, in a project with one of Australia’s largest banking groups, Westpac, Ricoh Australia conducted a review of the group’s printer fleet service and supply agreements, infrastructure bottlenecks, total cost of ownership and growth trajectory. We then developed a solution which included shifting operations onto a Ricoh Managed Document Services platform. This solution has – quarter-on-quarter delivered exciting cost, productivity and environmental improvements. Among them is that the bank estimates it saves 5,000 reams of paper every year: a bottom-line boost of thousands, and around 16,000 kg of CO2 (the equivalent of 221 trees ) saved each year for the planet. There are options available that can be scaled for businesses as small as five employees and up to large enterprise-sized organisations. Solutions that can help unlock the potential of your organisation’s digital and paper-based information. There’s a lot more out there than just printing software; you can manage your fleet online, scan, store and convert documents, print a document from your handheld device; audit and track devices, automate file conversion and collaboration. As document management grows more complex, the right workflow solutions can help your business work better, faster and more efficiently. More specifically, customisable solutions allow paper documents to be simply scanned and transformed into usable electronic files that can improve workflow. Security can be increased and waste significantly reduced by adding a print-on-demand solution that allows staff the flexibility to print at any networked printer by using a proxy card or user login, eliminating uncollected printouts. Your storeroom full of preprinted stationary can be eliminated with form creation software. Another idea is to introduce Remote Fleet Management technology which saves time and money by monitoring your network. As well as automated toner replenishment and meter reading, it delivers very detailed reporting including precise energy and CO2 outputs from Ricoh’s printing fleet. You get the idea. There are a growing number of solutions that can be integrated into your existing business systems.

Iain Heddle, Branch Manager – ACT 10/161 Gladstone St, Fyshwick T: (02) 6123 1888 E: iheddle@ricoh.com.au

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ESTATE PLANNING

by Stephen Bourke

Superannuation: the devil is in the detail

Superannuation law has what is called a “sole purpose test”. That means that you have to keep the savings for your retirement. However, how the retirement benefit is provided varies enormously from fund to fund. We are often asked “what is this superannuation worth?” When you order a meal you like to know whether you are getting the fish, lamb or vegetarian - not just 'a meal'. This is why most people when they go to a restaurant consider the menu before ordering. In superannuation, we call this considering the nature, form and characteristics of the interest. Some superannuation funds provide ancillary benefits such as insurance or a reversion so that your children or your spouse are looked after in the event of your untimely demise. Other superannuation funds provide a type of income replacement in the event you lose the capacity to work. The retail or industry fund superannuation is different to the defined benefit superannuation interest (such as a public service or military fund). And the SMSF sector is the biggest sector in superannuation. Investments can be of the “vanilla investment” variety such as managed funds while other funds may invest in more “exotic investments” such as property trusts (we recently saw the equity in an accounting partnership as an investment). Then there are fees. Some funds charge no fees, some funds charge a small fee, some funds charge large fees. Some will considerable savings and some will have little (especially women with broken work patterns). The variety of funds that are out there is enormous which is why it is important to get good advice about the fund when making important decisions about your retirement, estate planning or resolving family law or family provision disputes. Not all funds are the same so they should not be treated that way. For example, an accumulation fund and a defined benefit fund may both be valued at $400,000 (the defined benefit fund would be actuarially valued). On the face of it, they have the same value however the nature of the superannuation interests, the form in which they are paid and the inherent characteristics may be quite different. The accumulation fund is subject to the ebb and flow of the market and the pension payment is set at a minimum amount each year. However the member could choose to take the whole amount as a lump sum at any time if they needed to. The defined benefit fund on the other hand may be guaranteed for life and not subject to market forces. But the member can only be paid a non-commutable indexed pension, no lump sum. The defined benefit interest might be taxed (although concessionally) while the accumulation fund will now be tax free. If you have an SMSF it becomes even more complicated as particular care needs to be taken to consider the types of investments the fund has as well as the strict compliance regime for trustees.Difficulties often arise when it comes to death benefits. The public sector defined benefit funds have fixed rules and the spouse of a long marriage may find there is no death benefit in the event of a late in life separation. And the accumulation funds rely on the nomination of the member which, if not properly made, can result in the death benefit being a contest with the trustee. Know your superannuation.

Certus Law specialises in superannuation, trusts and estate planning. Visit Certus Law at Level 5, 28 University Avenue, T: 6268 9090, www.certuslaw.com.au

B 2 b M A G A Z I NE


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Capital Health Care preventative health tests: $43 per person. Undiagnosed diabetes can cost over $3000 per person, per year in sick days and lost productivity. Workplace health problems associated with obesity, RSI, back problems and flu can double or even triple that loss to your organisation. Act NOW to reduce unexpected health claims by utilising Capital Health Care’s workplace health checks. Workplace health checks offer cost efficient preventive measures to keep your staff healthy, happy and productive.

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HEALTH

By Robbie Manzano

RECRUITMENT

Do things right the first time: health professionals

At present the health and fitness industry is in a position to take advantage of the rise in obesity. As our social and physical environment moves towards a habitat of convenience, habitual everyday health practices such as walking to the corner shops or cooking a home meal are getting closer and closer to the brink of extinction.

Once you've decided to take that step and invest in your own health today, doing things right the first time will help you save financially and help you reach your health goals much faster. From a public health professionals perspective, due to the exposure of reality television shows such as the 'biggest loser' we see a 'figure of health' as someone that exercises regularly, eats healthy and slim enough to receive a few compliments about their figure every now and then. Although, I may not agree with fast weight loss and some of the strategies 'weight loss shows' advocate, I fully support the message of getting those that have health risk factors to change their lifestyle to greater health.I still believe prevention is the best cure and waiting for our health to deteriorate before we act is not the ideal approach for improving health on a community scale. For that reason, I urge you to invest in your health now regardless whether you think you need it or not. Once you've decided to take that step and invest in your own health today, doing things right the first time will help you save financially and help you reach your health goals much faster. So you ask, in regards to my health how do I do things right the first time?Seek advice from the right health professional. Fortunately, there are many institutes that support health. Unfortunately there are many institutes that hand out accreditations and qualifications after a 10-week crash course in one particular discipline. Although this increases the number of health professionals in our community, my advice to you is to seek a health professional that has completed a university health degree. Those that have completed a university health degree have the insight and tools to adapt to your health needs. Like any other profession, university health graduates have dedicated years (rather than weeks) into building their knowledge in multiple disciplines of health to ensure you receive the right information in regards to your health. Health Identity has services and programs developed by a number health professionals with a qualifications beyond a university bachelor degree. Whether you need to eat healthier, exercise more or have a lifestyle make-over Healthy Identity has the team to make this happen. So make that step towards healthier tomorrow's today and see one of our healthy coaches now. Robbie Manzano is founder and managing director of Healthy Identity. Robbie has degrees in Human Nutrition and Coaching Science from the University of Canberra and has completed a Graduate Certificate Public Health from Curtin University. robbie.manzano@healthyidentity.com.au 0423 366 014

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Understanding learning styles - the key to training new starters

By Allison Guy-Ritchie

When you introduce a new member to your team, more often than not there is an initial training and learning period. To make the most of this time, both for the employer and new employee, it is important that Learning Styles are determined and understood. The Learning Style of the Trainer may be very different to the Learning Style of the Trainee. This may result in the Teaching Style of the Trainer ‘missing the mark’ with the newest member of the team. The outcome can be frustration, inefficiency, loss of confidence, misunderstandings and errors to name a few.

By doing so, the initial training period can become fulfilling, efficient, confidence building and generally a more positive experience for both the Trainer and the new starter. A common Learning Style model is the VAK model, where VAK is the acronym for Visual, Auditory and Kinaesthetic. Trainees with a Visual Learning Style prefer to see things such as picture, diagrams and presentations. They like to be shown how to do new tasks and learn by watching others. They like lists, written directions and instructions. Trainees with an Auditory Learning Style prefer to listen. They like to hear instructions and talk things over to consolidate what they are taught. Auditory learners remember words and names. New recruits with a Kinaesthetic Learning Style have a preference for ‘doing’, are ‘hands on’ and practical. They want to try and ‘do’ in order to learn. They often experiment and learn as they go. The language people use is an indicator of their Learning Style preferences. Visual learners use phrases such as, “show me” and “let’s have a look at it”. Auditory learners say, “tell me” and “let’s talk” while Kinaesthetic learners say, “let me try”. Most people have a dominant or main Learning Style but also a mix of the remaining two Styles. Some Trainees may have one very dominant Style while others may have a more moderate mix of Styles. It is beneficial for a Trainee to be aware of their own Learning Style and to share this with their Trainer. It is also very helpful for Trainers to understand the Learning Styles of their newest team members. By doing so, the initial training period can become fulfilling, efficient, confidence building and generally a more positive experience for both the Trainer and the new starter. For more information contact Amanda McBroom on 02 6257 1010 or amanda.mcbroom@pcapeople.com

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RISK MANAGEMENT

The importance of control assessment in effective risk management

by Rod Farrar

Most issues or events that impact on an organisation’s objectives occur due to the absence of, or ineffectiveness of controls – so it follows that ensuring the current controls that are in place are effective is fundamental to reducing an organisation’s risk exposure.

The bottom line – if controls are not being measured it is impossible to determine whether or not they are effective. If you can’t establish control effectiveness you can’t make a reasonable determination of risk level and the organisation may have a higher exposure to risk than it believes to be the case. ISO AS/NZS 31000 defines a control as a “measure that is modifying risk”. Controls include any process, policy, device, practice, or other actions which modify risks. There is a direct correlation between the effectiveness of current controls and the Likelihood and/or Consequences of the identified risk i.e. the more effective the controls the lower the Likelihood of the risk occurring or the lesser the consequences if the event does occur. It needs to be remembered that an absence of an incident/event is not necessarily an indicator of control effectiveness – it is simply an indicator that all of the pre-conditions required for that incident to occur have not been present i.e. it may have been more through good luck than good management that the incident has not occurred. So what do we do to improve assessment of effectiveness? The most effective method is to identify the risks with the highest consequences within the organisation. For each of these risks, identify the controls currently in place to reduce the Likelihood of the risk occurring. Once this is completed ensure that performance indicators are in place for each of the controls, and that the performance is being monitored through the organisation’s internal audit program. The bottom line – if controls are not being measured it is impossible to determine whether or not they are effective. If you can’t establish control effectiveness you can’t make a reasonable determination of risk level and the organisation may have a higher exposure to risk than it believes to be the case.

WEBSITES

by Sam Gupta

The way we did business 25 years ago is very different to today, and to what it will be in the next 25 years. The world and the economic landscapes are changing fast. Many of the traditional ways are no longer applicable. To put it simply, digital economy is based on the online trades and consumption of goods and services over internet. Let us analyse a few numbers on this. About 94% of Australians have access to internet and about 10 million Australians purchased something online last year. Australian eCommerce could reach about $39 billion this year. It comes to around $3500 per person online every year, which is only a fraction of our yearly earnings. This number is only going to grow as infrastructures improve. The question is, how is it affecting your business today and what is your strategy for the future?

The key is to have a well thought through strategy in place. Don’t do it because you have to, do it because it is the best way forward for your business. It doesn’t matter what your business is, you can take advantage of technologies to grow your business online. There is no reason why you can’t sell your goods or services online. Nearly 80% of Australia’s GDP comes from services sector. And, it’s not all about selling something online. The way customers are communicating is also changing dramatically. As the internet infrastructure improves, audio-visual communication will probably become a part of our day-to-day lives. Although, it will be challenge for the government to calculate the true value of digital economy, in many ways it will affect your business. Nearly every small business can embrace the technology to their advantage. You can save money, improve customer engagements and increase productivity in your business. Streamlining and automating your business processes can lead to happy customers, happy staff and happy bank accounts. The key is to have a well thought through strategy in place. Don’t do it because you have to, do it because it is the best way forward for your business. Think simple. Think out of the box. Don’t let technological convenience define your eStrategy; instead let your eStrategy dictate the technologies your business is going to use. Possibilities are limitless online; be a part of these exciting times! I would love to discuss your business’s online strategy. We offer free one hour consultation on how you can take advantage of the new digital economy. Please call 1300 785 230 or drop me an email on admin@ synapseworldwide.com.

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PO Box 359, MITCHELL ACT 2911 Australia T 0400 666 142 | F 02 8208 7398 E rod@paladinrisk.com.au W: www.paladinrisk.com.au

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Sam Gupta is the managing director of Synapse Worldwide. Sam would love to hear your thoughts on this advice column. Please contact him on 1300 785 230 or admin@synapseworldwide.com R

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MINISTER’S MESSAGE

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Time to reflect on our first 100 years

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he Centenary is a great time to reflect on just how far Canberra has come in its first 100 years. The Territory economy has grown to around 2 per cent of the Australian economy. Our community is, on average, the best paid, best educated and healthiest in the country. We have the opportunity to further increase economic growth through a focus on exports. The ACT Government is committed to supporting local businesses to operate on the world stage and export their goods and services around the globe.

That’s why the 2013-14 ACT Budget contained extra funding for the Global Connect program. Global Connect consists of a range of programs to raise awareness about exporting, promote collaboration among local exporters, increase the number of local exporters and helps them tap into new markets. That’s why the 2013-14 ACT Budget contained extra funding for the Global Connect program. Global Connect consists of a range of programs to raise awareness about exporting, promote collaboration among local exporters, increase the number of local exporters and helps them tap into new markets. Among the Global Connect programs are: The Trade Connect Program a competitive grants program providing funding to emerging ACT exporters to support trade development activities. Grants are provided on a dollar-for-dollar basis to a maximum of $15,000 per grant. The ACT Exporters’ Network provides a unique forum for new and experienced exporting companies to network, share knowledge and to expand and develop export markets. It operates under the umbrella of the Canberra Business Council, supported by the ACT Government.

The Trade Mission Program delivered in partnership with program partners like Austrade, the program involves annual outbound ministerial trade missions supporting local companies. The ACT Chief Minister’s Export Awards part of a national program to recognise excellence in export performance across a number of categories. The Centre for Exporting Government Solutions provides resources and expert mentoring to SMEs with a demonstrated capability of delivering innovative solutions to the Australian public sector to access international markets. The Centre builds on the success of the ACT Exporting Government Solutions Pilot Program that prepared nine ACT companies to develop capability to win contracts in the US public sector market. The ACT International Student Ambassador Program a niche initiative that aims to leverage the international student experience of Canberra as both an international education marketing tool and as a skills network that can link to the ACT economy. Despite the continuing strength of the Australia dollar, the Business Development Strategy commits the ACT Government to maintaining the healthy rate of growth in ACT exports Consultation between the Economic Development Directorate and local businesses showed strong support for the current trade development business programs and activities, noting both their direct and indirect impacts. For example, trade development programs that connect businesses to other players in the export market are often just as important as grants or funding – collaboration and networking is often described as the invisible glue that makes successful regional enterprise development systems work. The ACT Government is proud to be doing its bit to help Territory businesses reach out to the world – for information about the assistance and funding available please see www.business.act.gov.au

ANDREW BARR

ACT DEPUTY CHIEF MINISTER TREASURER MINISTER FOR ECONOMIC DEVELOPMENT

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A S S O C I AT I O N S T O B U S I N E S S

Federal Budget no good news for ACT

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CHRIS FA u L K S

CEO CANBERRA BUSINESS COUNCIL

CANBE RR A BUSINESS COUNCIL AFFILIATED WITH

UPCOMING EVENTS Wednesday 5 June 2013 ACT Budget Breakfast TIME: 7.00am -9.00am VENUE: National Press Club Wednesday 26 June 2013 Luncheon with Gail Kelly TIME: 12.00pm – 2.30pm VENUE: Hyatt Hotel

Thursday 26 September 2013 ACT CHIEF MINISTER’S EXPORT AWARDS TIME: 12.30pm – 2.00pm VENUE: Hyatt Hotel For registration go to www.canberrabusinesscouncil.com.au

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oes anyone else regard it as strangely incongruent that the Federal Government and Opposition recently rushed (quite rightly) to provide structural adjustment funding and transition support to the communities in Victoria that will lose 1200 jobs when Ford closes its manufacturing plants in Victoria in 2016 but are silent when it comes to supporting the ACT community and private sector as thousands of jobs are shed from the Australian Public Service (APS) - effectively the “Ford” factory of the national capital? Like Ford employees in Geelong, Commonwealth Public Sector Employees account for a large percentage (39%) of the total employment in the ACT so any cuts to the APS have a disproportionately large impact on the local economy compared to other states and territories. This is exacerbated in this years Budget because the efficiencies are being targeted at the Executive (EL) and Senior Executive Service (SES) levels of the APS, of which 62% and 77% respectively are based in Canberra.The Treasurer opened his Budget speech on14 May this year by saying that the 2013-14 Budget is about supporting jobs and growth in an uncertain world. The reality is that there was very little in the 2013 Federal Budget to support jobs and growth in Canberra. On the contrary, the Budget flagged further cuts to the Australian Public Service (APS) of 1200 jobs (on top of the 3000 that have already gone) and, if there is a change of Government after 14 September this year, there will be thousands more. Like Geelong and Broadmeadow, it is not just the job losses and cutbacks in procurement that are significant, it is the flow-on effect to the businesses that are in the supply chain. These are not car component manufacturers in Canberra but the many industries and hundreds of small businesses that supply goods and services to the public service or are reliant on customers who work in the APS – consultants, retailers, restaurants, printers, IT and software companies to name only a few. The Treasurer was right when he said that we live in uncertain times. Over recent years businesses based in Canberra have not only had to deal with all of the general uncertainties - constant reports of global economic volatility; political leadership instability; the persistently high Australian dollar; more taxes and increasing regulation. They have also been affected by peculiarly Canberra factors such as the indecision within the bureaucracy that flows from tight budgets and a seven-month “claytons” election campaign and the constant B 2 b M A G A Z I NE

speculation about the magnitude of likely cuts to the public service and the impact that will have on the Canberra economy. Despite these challenges the reality is that, compared to almost every other advanced economy in the world, the economic fundamentals in Australia and in the ACT are strong and we are doing well. Add to this Canberra’s history of adjusting to the peaks and troughs of the APS employment and each time emerging with a stronger, more vibrant and diverse private sector and economy and we have every reason to be optimistic about the future. In the current economic climate, ACT businesses were hoping to see in the Federal Budget greater economic and fiscal certainty for the future, stability of policy settings, increased support for jobs and growth in the private sector in Canberra as the public sector shrinks, and a credible plan to return the Federal Budget to surplus over a reasonable period of time so that businesses would have the confidence to invest and employ. What they got was more ambiguity. It was only in last year’s Budget speech, that the Treasurer proclaimed that “the deficit years of the Global Recession are behind us, the surplus years are here, now”. Just 12 months later that promised $1.5 billion surplus has turned into a $19.4 billion deficit for 2013-14, $18 billion in 2014-15 and the Federal Budget now won’t return to surplus until 2015-16. Apart from the serious credibility issue that this poses for the current Federal Government and its Budget forecasts, it generates a great deal of insecurity for business. No one questions the fact that, with a deficit of $19.4b, there is a need for fiscal restraint and measures to drive efficiencies. The problem with the 2013 Federal Budget is that there was no offsetting investment in industry development or infrastructure in Canberra and the region to minimise the impact of the APS cutbacks in the short term and nothing to assist Canberra to optimise the opportunities to diversify its economy in the medium to long term. The rhetoric of the Government and Opposition in relation to cuts to the APS reflects a lack of understanding of the synergistic relationship between the public and private sectors in Canberra and the magnitude of the impact that the proposed cuts will have on the economy here. Like Geelong, there needs to be a strategic and well-considered plan to support staff transitioning out of the APS; to assist small business to survive; and to encourage industry development, infrastructure, jobs and growth in Canberra and the surrounding region.


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Canberra building business in Indonesia

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ecently 16 ACT companies and education providers returned from a Trade Mission to Jakarta, Indonesia. Indonesia is geographically close to Australia and provides a wealth of opportunities. Importantly there is a large and growing consumer middle class. In the Asia Pacific the middle class is currently 525M people, and this is forecast to grow to 3228M by the year 2030. Adam Smith, from Datapod said “The trade mission schedule met our commercial needs. In Jakarta there was a range of first class speakers from a variety of organisations that gave us a wealth of insightful data and opinion on the local market. For a relative newbie to Indonesia it was a great and comprehensive introduction. I am left in no doubt as to the potential for Australian-Indonesian trade to grow substantially if the right efforts are made now. “ On this Trade Mission in addition to the four education providers: ACU, ANU, UC and CIT, there was also 12 innovative knowledge intensive companies with world class offerings. I take this opportunity to showcase these 12 companies: AC&A Architects Pty Ltd, is part of a network of professional architects and engineers involved in planning, design, documentation, project management and superintendence, that provides a factory based construction system utilising a patented prefabricated modular system. AMSAT INTERNATIONAL manages international projects, provides technical capacity building services and provides access to Australian education and training. The Citadel Group Limited (CGL) is one of Australia’s leading professional and managed service providers with over 200 staff nationwide, and a $54 million annual turnover. Datapod is a leading engineer and solution provider of energy efficient data centre infrastructure products, professional services and technical support in Australia and internationally. Gamma Vaccines is a vaccine development company founded in 2009 to develop a novel broadspectrum “universal” flu vaccine suitable for human and veterinary markets. Intelledox Pty Ltd is a leading provider of worldclass software technology that challenges traditional approaches to document output management by removing unrewarded complexity from document

assembly; streamline cumbersome and often labour intensive processes and providing fit for purpose solutions to create significant business advantage for customers. JCE Positive Outcomes is a registered training organisation which has been in operation since 1999. It specialises in Hospitality and Management, Commercial Cookery, Training & Assessments. JP International is a vocational training provider specialising in hospitality, business and management. Lipotek is an Australian clinical-phase biotechnology company with a focus on the development of novel vaccines and immunotherapies. P J Dawson & Associates has worked in Indonesia since 1993 on projects concerning SME development, export, investment, commercialisation of government agencies and regional development for World Bank agencies and AusAID. Random Computing is an award winning Australian ICT company est. in 1991, specializing in developing and supporting its own Diary Resource Management (DRM) system for Executives and Government (mobileX), e-Government Parliamentary Workflow System (ExecCorro) and Exchange and Domino Synchronisation (Sync-ED). XP Solution’s comprehensive product range is specifically designed for hydrology modelling, runoff routing, dynamic and steady state hydraulics as well as many other engineering related applications. Have you entered the ACT Chief Minister’s Export Awards yet? Applications close on 15 August, 2013 so make sure you get your application in on time! http:// exportawards.eawards.com.au/act/intro.php If you are involved with exporting and international business, then please consider the advantages that being involved with the ACT Exporters’ Network provides. To find out more information about membership of the ACT Exporters’ Network and to take advantage of the benefits please contact Ellen Pope on 02 6247 4199, or Email: ellen.pope@canberrabusinesscouncil.com.au Canberra Business Council on behalf of the ACT Exporters’ Network welcomes the support the ACT Government provides this Network, as part of the Global Connect Initiative.

ELLEN POPe

EXPORTERS NETWORK MANAGER

The ACT Exporters’ Network works with exporters from the Canberra region, to build opportunities in overseas markets. If you require assistance, would like to be involved in our events, or find out more about the Network, please visit our website (www.actexportersnetwork.com.au) or contact Ellen Pope, ellen.pope@ canberrabusinesscouncil.com.au or 02) 6247 4199

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A S S O C I AT I O N S T O B U S I N E S S

TOM HuGHeS

MARKETING AND COMMUNICATIONS OFFICER

Corporate Sponsors ACTEWAGL, 104.7 / Mix 106.3, Prime TV, The Canberra Times, The Good Guys Tuggeranong, Duesburys Nexia, Synapse Worldwide, B2B in Canberra. Associates and Affiliates Retail Traders Association, Australian Industry Defence Network Foundation Member Australian Chamber of Commerce & Industry

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he input of small and medium business into the Australian economy can no longer be ignored by government. The ACT & Region Chamber of Commerce and Industry (ACT Chamber) is therefore supporting the national “Small Business. Too Big to Ignore” campaign led by the Australian Chamber of Commerce and Industry (ACCI). There are 2 million small businesses in Australia, employing 7 million people according to ACCI’s figures1. Small business employs over 60 per cent of the total workforce. This figure shows the positive effect small business has on our economy and society in general, as it provides income and employment to millions of Australian families. Without the efforts of people in small business the country would be in trouble, yet the needs of small and medium business are often overlooked by governments that persist in increasing taxes and bureaucratic restrictions affecting businesses. Government and the community need to be aware that these pressures are detrimental to the ability of small businesses to provide products and services but also to their ability to offer employment. In some cases this pressure can determine if a business survives. It is in the national interest to support small business, and people need to know. This is what the “Small Business. Too Big to Ignore” campaign aims to achieve. The campaign will provide a voice to small business people across the country whose hard work and commitment support our economy. As anyone who runs a small business will know, a successful business requires a lot of time, risk and dedication. Many of the business people I know work long hours and spend a lot of their home time making sure their business is in order and trying to keep up with bureaucratic regulations and taxation. Often their business is their lives as well as their livelihood. Most will not have time to engage in complex, and sometimes fruitless, political debate. They are too busy getting on with the business of running a business.

They can however rely on organisations like the ACT Chamber and ACCI to ensure their views are still heard. It is the responsibility of these groups to stand up for small business people who do not have the time or resources to do it themselves. The ACT Chamber is dedicated to meeting the needs of our members and we will continue to do so for the benefit of the business community. The ACT campaign was officially launched in conjunction with the ACT Chamber Federal Budget Breakfast on Wednesday, 15 May. ACCI Chief Executive Peter Anderson spoke at the launch, which was attended by local businesspeople, politicians and media. He noted that in the five short weeks the campaign had been running nationally more than 12,000 business people had shown their support on the “Small Business. Too Big to Ignore” website. At the time this article was written the figure had jumped to over 13,000. It is still climbing. This level of interest demonstrates the strength of this grassroots campaign. This campaign provides a united voice for small business. The ACT Chamber encourages its members and others in the region to take part in this campaign to ensure government, regardless of the political party in power, gives small business the support and recognition it deserves. Peter Anderson said it best when describing the input of small business at the Budget Breakfast. “You are not just an interest group,” he said. “You are the economy. You are too big to ignore.” He is right. Small business in this country gives so much. It deserves to be heard. If you would like further information with regard to Chamber services, please contact Business Development Manager Jo Madsen on (02) 6283 5232 or jo.madsen@actchamber.com.au If you have an interest in obtaining a copy of the campaign Partnership Prospectus please contact Jo, as above. To add your voice to the campaign please visit www.toobigtoignore.org.au

1 Media Toolkit, “Key Facts and Figures” on the “Small Business. Too Big to Ignore” website, available at http:// toobigtoignore.org.au/media-toolkit, last accessed 15 May 2013.

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ne of Warren Buffet’s sayings is “It’s far better to buy a wonderful company at a fair price than a fair company at a wonderful price”. A good example of this is when you go to the supermarket to buy some steak. The budget steak is $10/kg and the good steak is $35/kg. You buy the budget steak, cook it up and it is hard to chew, has plenty of fat on it and you start to question was it really worth saving $25/kg. However the big question is, did you actually save $25 or did you pay for what you received. This is the same for businesses, from a seller’s and buyer’s perspective. Good strong businesses will always sell for good prices. These are businesses with strong financials for a number of years; a strong lease; well trained staff; fit out/assets in good condition and the business showing strong signs that it will continue to trade strong into the future. Let’s use the example of two cafes for sale. One cafe is run under management- consistent coffee sales each week, new strong lease, fit out in good condition and financials show excellent profits. The

second cafe is run by two owners- the fit out is tired and financials show losses. Obviously the prices for each of these will differ significantly, but from a buyer’s perspective it makes sense you would pay a fair price for the strong cafe. You know that after you buy it you will be making good money and you will have a strong asset if you were to sell in the future. The second cafe will also sell but it needs to be to a buyer who has a strong business formula to insert and is confident it will work. As a broker we receive good interest for the example of a strong cafe but buyers often expect it will come at a wonderful price instead of a fair price. They are trying to pay $10/kg for a steak that is worth $35/kg. Just as you would not go into your butcher and say you want to buy the $35/kg steak but will only pay $10/kg, it is the same with businesses. If you are a buyer, these wonderful businesses are not as common as you may think. If one comes up for sale, move quickly! And part of moving quickly is securing the sale of the business with a fair price.

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BEAUTY SALON NORTHSIDE This run under management beauty salon has a like brand new fit out and revenues are continuing to grow. Specialises in waxing and tanning. For the period 1 July 2012 to 31 December 2012 showing profit to the owner of $73,000. Why would you set up a salon when this business will pay itself back very quickly. Owner lives in Sydney.

$115,000 + SAV

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You know that after you buy it you will be making good money and you will have a strong asset if you were to sell in the future.

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B2B June issue 83 2013