Digital Buisness 1 - November 2025

ISSUE 2 | July 2026

THE VOICE OF DIGITAL BUSINESS

WWW.DIGITALAUSTRALIA.AU

HOLOGRAM EXCURSIONS THE KIDS GET THE MOBILE EXPERIENCE

AI VS AGENTS | PSYCHOLOGY OF DECEPTION | WHAT’S DRANING MY MOBILE

Issue 2 | July 2026

contents

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AI FRIEND OF FOE Breaking down the benefits and boundaries on AI.

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AI and RESPONSIBILITY What do we mean by responsibility?

AI’s responsibility gap and the messages of DUNE.

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CYBER SECURITY The Psychology in Deception in Cyber Security.

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UNIVERSITIES Revealing the role of universities in entrepreneurship.

ISSUE 1 | November 2025

RESOURCES 12 HUMAN Three emerging trends in human resources.

13 WORKPLACE AU wants to run our

meetings. Should we let it?

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TECH 15 LOYALYTY OneTap launches in UK

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NEWS Survey shows drivers fear distraction with in-car technology.

CONSULTANT PUBLISHER Allan Ryan

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18 ACCOUNTING 11 CHANGE CEO’s insights on Addressing complexity through a collective impact approach.

SALES AND PARTNERSHIPS connect@digitalaustralia.aua MAGAZINE DESIGN TEAM CBN Design CONNECT

LinkedIn: /www.linkedin.com/ company/digitalaustralia/ Facebook: www.facebook.com/ digitalaus/

crypto tax advice.

Web: www.digitalaustralia.au

Our Contributors David Schmidtchen

David is the Professor of Practice in Public Sector Management at UNSW Canberra. He has over 30 years of experience through careers in the Australian Army, consulting, and government. He has practical experience partnering with government leaders to design and deliver transformation through professional education, organisational design focusing, behaviour change, and compelling communication.

Andrew Pope

Andrew is Director, Modern Work Consultant at Designing Collaboration. He’s helped UK and Australian government departments and global organisations design hybrid and digital working strategies and has coached teams in essential skills in Microsoft 365 to thrive in today’s workplace.

Louise Durak

Louise is an award-winning specialist writer in the health technology and medical fields. She has held media management roles at leading Australian universities and is widely published. She has managed the communications strategies for Grifith University and related entities, promoting research and student/staff profiles through mainstream and niche media.

Dr James Carlopio

Dr James Carlopio is Executive Director at Cultural Cyber Security.

He has worked on cultural and technology transformation projects for numerous Australian, European and US-based organisations. He as worked with organisations such as the United Nations (ACT/EMP) in Geneva and Zurich Switzerland, with Origin. and has published over three-dozen articles and five books on various socio-technical issues.

Linda Kurti

Linda supports not-for-profit organisations to improve service quality, equity and outcomes, applying her experience in research, management, consulting and leadership roles. She has worked in health system policy and service development, community and international development and founded Stillpoint in 2021 to optimise performance in the provision of health and social services.

Jason Portelli

Jason has been working in the HR tech space for over 10 years, and has had the opportunity to engage with businesses across Australia to help support and grow their business through better use of technology. He is also a podcaster, motivator, and technology futurist who takes any opportunity to learn and to share my knowledge and experience.

connect@digitalaustralia.au

EXECUTIVE ASSISTANT Rebecca Swaleh

to corporate acclaim.

EMERGING TECHNOLOGY Linking police with the community.

PUBLISHER/ EDITOR-IN-CHIEF Michael Walls

The Wonder World truck and a keen fan.

ISSUE 1 | November 2025

FLOW Conversation Cue Cards Because conversations at work don’t always flow easily

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"Change your team from being passively managed to be actively participating."

- Agile Leader

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ISSUE 2 | July 2026

AI’s false revolution

Study buddy or smoke and mirrors?

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illions spent, minds dulled, and little to show for it – we need to keep control of our thinking in the age of artificial intelligence, writes CQUniversity’s Head of Educational Neuroscience, Professor Ken Purnell.

BILLIONS of dollars are being poured into artificial intelligence systems that promise to change how we learn and work. Yet, according to one major 2025 MIT study, 95 per cent of corporate AI investments have so far generated zero return.

This sobering statistic reveals an uncomfortable truth: the AI revolution isn’t delivering the transformation many expected. Instead, we’re witnessing a widening gap between the dream of a tireless digital study buddy – one that helps us think, write and solve problems – and the reality of fragile, energy-hungry technology that often costs more than it contributes.

BRAINS ON AUTOPILOT In education, AI’s potential is both exciting and perilous. Imagine a world where everyone has a personal study companion – endlessly patient, lightning-fast and always available. Today’s most advanced large language models can already explain complex ideas, edit essays and offer creative inspiration.

But neuroscience tells a different story. When people outsource their thinking to AI, brain connectivity and learning capacity weaken. Genuine learning depends on active engagement: questioning, refining and extending what AI suggests.

As I often remind students, you must lead the thinking – AI can only follow.

The real power comes from collaboration, not delegation. Don’t outsource your brain.

MIRAGE OF RETURNS In the corporate world, the “AI revolution” looks much the same.

Most projects stall before showing measurable results. Only a small fraction – roughly five per cent – achieve lasting impact, and those are the ones that embed AI strategically and focus on targeted, solvable problems.

The rest find themselves caught in what I call the “prestige loop”: investing in AI for status, not strategy. In too many cases, “AI” becomes a convenient scapegoat for layoffs or underperformance. But technology isn’t making these decisions – leaders are. It’s time to question the mantra that “AI did it”.

THE HIDDEN ENVIRONMENTAL BILL Meanwhile, hidden environmental costs are mounting. Every AI prompt draws on vast, energy-hungry data centres that consume staggering amounts of electricity and water.

By the late 2020s, AI-specific electricity use could rival a quarter of household power consumption in developed nations, and in some regions, pushing data centres toward 15 per cent of national energy loads. The convenience of instant answers comes with real-world costs and these – costs we no longer can afford to ignore.

Professor Ken Purnell

Continued on page 5

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In education, AI’s potential is both exciting and perilous. Imagine a world where everyone has a personal study companion – endlessly patient, lightning-fast and always available.

Today’s most advanced large language models can already explain complex ideas, edit essays and offer creative inspiration.

From the page 4 A FRAGILE PARTNERSHIP The most valuable AI isn’t one that runs on autopilot. It’s one used critically as a partner that challenges our thinking, reveals blind spots, and helps us see problems differently. It isn’t about automation – it’s augmentation.

The danger lies in passivity. Overreliance on AI breeds cognitive laziness and dulls expertise.

When people accept AI’s output uncritically, they lose the opportunity to think deeply or creatively themselves.

As institutions chase the next big thing, success will belong to those who pair human judgment with technological capability, not those who surrender one to the other. The best outcomes happen when we stay in the driver’s seat – not when we hand over the wheel.

COUNTING THE REAL COSTS Whether in classrooms or boardrooms, the myth

of effortless AI progress has collided with hard reality. Real returns are rare, sustainability costs are rising, and unchecked reliance threatens the very skills society needs most: creativity, critical thinking and ethical judgment.

If AI is to be truly revolutionary, it must remain under human command – a critical friend rather than a replacement.

The true measure of progress won’t be how intelligent our machines become, but whether we stay smarter than the tools we create.

So, don’t outsource your brain – lead, question and use AI critically.

Find a local business that comes to you in person or remotely. From dentists to your door, removalists, trades, telehealth, food and more

www.bizfind.com.au

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ISSUE 2 | July 2026

AI versus real estate agents...

This property disruptor startup believes there’s a place for both LOUISE DURACK

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HERE’s no doubt that the new wave of artificial intelligence is reshaping the landscape and offering new and radical ways of operating business. And while many business sectors in Australia may have got on

COVER STORY

WAUVE founder Andy Dunn.

board with successful implementation of AI strategies and are on the way to leveraging it to strategic advantage, there are some sectors still lagging.

AI adoption in property is up, but not everyone is on board. This was the sentiment from the recent Yardi/Property Council of Australia technology survey which found that around a third of Australia’s real estate professionals believe AI will have a ‘revolutionary impact’ on the industry. A third of

survey respondents, however, had not implemented AI and an additional 28 per cent were uncertain about their next course of action.

Enter Wavie, a real estate platform which aims to revolutionise the property sales sector by allowing sellers to sell their properties without the associated high agent fees. The company is aiming to buck the trend in the Australian real estate sector, by taking things a step further with an AI agent.

However, although AI is at the core of Wavie’s business model, founder of Wavie, Andy Dunn is adamant that the technology will not necessarily totally get rid of agents, nor is that necessarily a good thing.

Started up in April this year with three permanent staff, Wavie is aiming to empower sellers to do their own home selling by giving them the tools to do it with, says Dunn.

Still in the early testing stages, the company is building an AI agent that will assist with customer enquires and negotiations regarding listings.

“She’s called Jess and sounds like a typical Aussie girl,” he says. “She can ask questions and will soon be able to speak to them on the phone, answering their questions, taking all their details and simultaneously relaying all this back to the vendor as required,” says Dunn.

Dunn says Wavie is initially targeting itself towards the mums and dads end of the market who may be selling for around the million-dollar mark and want to save a few thousand on fees.

“We’re using AI to streamline and improve the process for clients as much as we can as the technology continues to evolve,” he says.

With limited numbers of Aussie real estate businesses out there currently (and successfully) using AI, Dunn maintains a cautious approach to implementation but believes AI will eventually take a widespread hold.

“The thing is a lot of real estate agents’ time is traditionally taken up with phone calls and admin and this is what AI is especially good at covering.

“We are building our own technology which incorporates different components including AI voice using large language models like ChatGPT, meaning the AI learns from the data that we input into it.

“We have a lot of data from all the properties in our CRM systems and our AI is linked to this so that people can call and ask about any details of properties and get the information they need immediately.

“We’re basically a digital agent, just not in person, but currently just seeing if the model can work.”

Dunn is circumspect about the Australian demise of UK business Purple Bricks, a fellow real estate market disrupter which aimed to combine end-to-end customer facing technology with agents and a fixed-fee structure, rather than a commission, to make property buying and selling more efficient. The business closed in Australia in 2019 but is still operating in the UK. Continued on page 7

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Purple Bricks in Australia was just based on human agents who were subcontractors to the business, and that model didn’t really work in this market. “Perfecting the platform and the education around it is more challenging than perfecting the AI itself.

From the page 6 “Purple Bricks in Australia was just based on human agents who were subcontractors to the business, and that model didn’t really work in this market,” says Dunn.

“This time, with Wavie, we’re for the first time in the real estate business, using AI to enhance the overall process and we’re confident we’re going to get it right. It’s certainly not yet a perfect model which explains why we still have a lot of human interaction in the backend of the business.

“Admittedly, we’re not yet able to turn AI on,

leave it and let it go, but we see no problem in getting to this stage. It just needs that human touch right now until the AI can be just as good if not better than a human, and then we’re seeing if we can get it to the stage of a full-on real estate agent.”

He says perfecting the platform and the education around it is more challenging than perfecting the AI itself.

“It’s about educating sellers that there is a different way of doing things, if you want to. The challenges with this are not really about the AI -

this can be gradually built and can be adapted for evolving needs.

“Its more about changing people’s mindsets about the business model and overcoming the general distrust in real estate agents. But if we can make a slight difference and help people do it for themselves, then that will be a bonus.

“There are lots of property technology out there with AI automations to create your own listing descriptions and AI chat bots. But nobody is doing a voice model such as this.”

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ISSUE 2 | July 2026

loved ones through social media channels.

Key objectives of the program include: • Improving digital literacy by giving older people the basic tools to use a computer, laptop or smartphone.

• Closing the digital gap, acknowledging that many people find technology intimidating and require support to become more comfortable users • Bringing communities closer together – the digital platform is an essential tool to increase engagement with families, close friends and community groups.

Seniors learning new tech skills.

Backing seniors to navigate technology with confidence

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HE NSW Government has delivered $500,000 in grant funding to equip older people from diverse backgrounds with the skills required to navigate a rapidly evolving digital world.

This year, the popular Tech Savvy Seniors program will support over 70 community colleges and libraries across the state to deliver free or low-cost

training sessions for seniors.

More than 156,000 participants have been involved in Tech Savvy Seniors since the program was launched 12 years ago.

The program has a strong track record of supporting seniors to gain confidence with technology in terms of accessing online services, developing scammer awareness, and connecting with

Training is available across all skill levels and various languages including Mandarin, Arabic, Vietnamese, Korean and Ukrainian. This ensures the program is inclusive and responsive to the needs of the state’s diverse ageing population.

Tech Savvy Seniors supports a key focus area of the NSW Government’s Ageing Well in NSW Seniors Strategy 2021–2031, which aims to help older people stay informed, safe, and connected in a rapidly changing digital world.

The Tech Savvy Seniors program is delivered in partnership with Telstra. For further information on Tech Savvy Seniors and where to access training, please go to nsw.gov.au/community-services/seniors-card/tech-savvy-seniors Minister for Seniors Jodie Harrison said: “Seniors grew up in a very different time and can encounter challenges with digital tasks like online banking, appointments and staying in touch with loved ones.

“Tech Savvy Seniors empowers older people to overcome the technology gap and become better connected to their social network and community.

“The Minns Labor Government is ensuring everyone has an equal opportunity to participate in their communities no matter when or where they were born.”

Ku-ring-gai Mayor, Cr Christine Kay, said: “We are proud to be able to offer the Ku-ring-gai community pathways to safely and confidently participate in the online world.

“Running Tech Savvy Seniors in English and other languages helps us make sure more in our community can access the support they need.”

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ISSUE 2 | July 2026

“Australians are rapidly embracing AI as a savvy shopping companion – one that makes finding the right product faster, easier and more personal. From surfacing the best deals to tailoring recommendations to your style and needs, AI is turning online shopping into a smarter, more intuitive experience,” says Cathy Jamieson, Head of Consumer Research at PayPal Australia.

SMART TOOLS, REAL BENEFITS… STILL EVOLVING While AI offers many benefits, it’s still an emerging technology. Almost 6-in-10 Australians (59%) say they’ve received online shopping results from AI that were unexpected, or downright laughable. This is especially true for younger generations, with 81% of Gen Z and 69% of Millennials experiencing odd recommendations, compared to 50% of Gen X and 36% of Baby Boomers.

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Click smarter, not harder

How AI is transforming shopping habits

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ROM bagging a bargain to tracking prices or matching the perfect lipstick to your skin tone, Aussies are turning to artificial intelligence (AI) as their new online shopping companion.

New research from PayPal Australia reveals nearly half of Australians (48%) are already using AI for online product search – rising to 66% for those under 45.

Additionally, 78% of Australians expect AI shopping tools will become a mainstream part of online shopping in the future.

Many Australians see practical benefits and potential savings from using AI-powered shopping assistants. Price tracking and deal alerts are the most appealing features (38%), followed by summaries of reviews or user opinions (35%), order tracking (33%), and product comparisons (30%).

Features like AI-generated product summaries (24%), visual search (29%), augmented reality tryons (26%), and virtual walk-throughs for real estate or holidays (26%) are also gaining interest, particularly among younger Australians.

However, despite this, 3-in-5 Australians (61%) say they’d trust AI to make product recommendations and over half of Australians (53%) say they plan to use AI tools for online shopping within the next 12 months.

“The technology is still evolving and many of us are figuring out how to get the most out of it.

The real power of AI lies in how you use it – clear, specific prompts can make a big difference.

When used well, AI is a powerful way to save money, time and effort when you shop online. It’s about leaning to guide the AI, sticking to trusted platforms, and being prepared to refine your questions when the responses go a bit off track,” says Cathy.

Another area where Australians are engaging with AI in online shopping is through customer service and sales chatbots. Interestingly, 66% of Australians feel that when AI tries too hard to “be human”, it can come off as inauthentic or insincere.

PRIVACY AND SECURITY MATTER AI is becoming so seamlessly integrated into the shopping experience that 65% of Australians believe they’ve probably interacted with AI without knowing it.

That said, privacy and security are key concerns. 92% of Australians have at least one concern about using AI in online shopping, with the privacy and security of personal information being the top concern (64%).

Despite this, 57% of Australians say they are willing to share online shopping habits and preferences to better personalise AI shopping recommendations and reap the benefits of AI shopping assistance. However, 30% say they’d only engage with AI shopping solutions from brands or platforms they trust.

As AI becomes further embedded in the online shopping experience, Australians are embracing its potential while prioritising security and the importance of safeguarding personal privacy.

ABOUT THE RESEARCH Produced by PayPal Australia, based on an online study conducted by YouGov with n=1044 sample size. The consumer research consisted of a sample audience of Australians aged 18-75, and was weighted by age, gender and location to ensure data was nationally representative. Quotas and samples were set on turnover and location. The research was fielded from 14 –16 May 2025.

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ISSUE 2 | July 2026

MOBILE PHONES

Top batterydraining apps

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TECHNOLOGY expert has identified social media applications as the biggest culprits behind smartphone battery drain, offering several practical fixes to extend device life.

Thomas Davy, CEO and co-founder of optimizing cloud performance site CloudExMachina.io, says Facebook tops the list of power-hungry apps due to its constant background activity and location tracking features. The good news is users can make simple adjustments to their settings without losing core functionality.

1.

FACEBOOK

Facebook and its partner app Instagram drain batteries faster than almost any other apps. These platforms constantly update content, check notifications, and track location even when you’re not using them.

“Social media apps like Facebook and Instagram consume battery by constantly refreshing in the background,” Davy said. “They download new content, videos, and advertisements regardless of whether you’re actively using the app.”

How to stop Facebook from draining your phone’s battery? Stop background refresh to save power.

The expert recommends turning off background app refresh in your phone settings. “This small change can extend your battery life by even two hours per day in some cases without affecting your social media experience when you actually open the app,” he told users.

Another tip is to disable location services for these apps. “Facebook doesn’t need to know where you are 24 hours a day. Location tracking is a massive battery drain.” Davy added.

Which other apps drain your phone battery?

2.

What’s eating your phone power NAVIGATION APPS

GPS apps rank second on the battery-draining list due to their heavy use of location services.

Map apps like Google Maps and Waze use GPS, mobile data, and screen brightness simultaneously, creating a perfect storm for battery consumption,” Davy said.

How to stop map apps from draining your phone’s battery? Limit map apps to active journeys only.

He suggests downloading offline maps when possible and closing navigation apps completely after reaching your destination. “Many people leave these apps running in the background, which continues to drain power.”

3.

VIDEO STREAMING APPS

Netflix, YouTube, and TikTok place high demands on both processors and network connections.

“Streaming video at high resolution forces your phone to work harder and use more data, both of which deplete your battery even if a lower quality video works fine,” Davy explained.

How to stop video streaming apps from draining your phone’s battery? Lower video quality settings on mobile data.

His recommendation is simple: “Reduce video quality to standard definition when on mobile data. Most phone screens can’t display the full quality of 4K video anyway, so you’re wasting battery for no visible benefit.”

Speaking further on battery saving tactics, Davy said.

“Simple changes to app settings can significantly extend battery life without sacrificing the functions people rely on. Most users can gain significantly more battery life by optimising just their top five most-used applications. It is important to stress that you don’t need to completely uninstall problematic apps. The goal isn’t to stop using these services, but to use them more efficiently.”

These insights were provided by CloudExMachina, which maps your environment, attributes cost without tags, and delivers high-impact optimizations directly into developer workflows, from infrastructure tweaks to commitment planning.

Visit: www.cloudexmachina.io

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ISSUE 2 | July 2026

CYBER SECURITY

The Psychology of Deception in Cyber Security How cybercriminals manipulate our emotions and perceptual biases JAMES CARLOPIO

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YBER security is not only a technical challenge, but also a human one. Cybercriminals use many forms of deception to trick people into revealing sensitive information, clicking on malicious links, or transferring money to a criminal’s account. These deceptive techniques exploit our emotions, our instincts, and our habits of thinking and behaving, as well as our cognitive and perceptual biases and weaknesses. Understanding the psychology of deception can help us protect ourselves from cyber security threats.

Deception is the intentional manipulation of someone’s beliefs, emotions, or actions for illicit purposes and personal gain.

Deception relies on exploiting human vulnerabilities, such as our emotions. Emotions are subjective feelings that influence our judgments, decisions, and behaviours. Scammers try to manipulate our emotions by creating a sense of urgency or scarcity; they pose as trusted authorities to get us to comply; or they appeal to our empathy, curiosity, or greed. For example, a phishing email may claim that our account has been compromised and we need to act quickly, or that we have won a lottery, and we need to claim our prize. Often scams appeal to our wiliness to help (altruism). Hundreds of thousands of dollars have been lost when people thought they were helping to start an orphanage or help someone in need receive urgent medical care. These emotional hooks can override our rational thinking and make us more susceptible to deception.

Instincts are often overlooked in our modern world, or they are attributed only to “lesser animals”. However, the human animal is regularly subjected to powerful instincts that often go unnoticed. For example, our instincts to procreate, provide, and protect are potent forces driving many of our everyday behaviours, attitudes and beliefs.

They also make us vulnerable to cybercrimes.

The parent, grandparent or “Hi Mum” scams prey on our instincts to provide for and protect our children, family and friends. When we think our loved ones may be in trouble or need our help, we will do anything we can to provide for them and keep them safe. Cyber criminals exploit these instincts and get us to turn over money and information.

Our procreation instincts are exploited in romance scams. Our needs for companionship, social connection, and love are so strong, that they can completely override any rational thoughts. People who have been the victim of romance scams, even after being confronted by law enforcement officials with the evidence of the scam, still sometimes do not believe what is plain for everyone else to see, as they say, “Oh no, they would ever do that to me.”

Our habits of thinking and behaving also can make us vulnerable to deception. When the phone rings, we answer it. We open an email, scan it quickly, click on the link provided … and we are in trouble before we ever really think about it as we are acting on automatic pilot out of habit. This is a significant contributor to why phishing mails are still the number one ‘threat vector’ and are involved in most cybercrimes and scams. We are deceived by our habitual ways of thinking and behaving.

Cognitive biases are systematic errors in our thinking that affect how we perceive and interpret information. Cyber criminals deceive us and exploit our cognitive biases by presenting information that confirms our existing beliefs, anchors our expectations, and/or influences our behaviours. For example, a scam website may display fake testimonials, reviews, or badges to create an illusion of credibility, trust, or popularity.

Deep fake audios and videos often use well known people (e.g., celebrities or political figures), or people in positions of authority within our organisations (e.g., they impersonate our CEO, CIO, or bosses), to try and convince us to transfer money or reveal personal and private information. These factors can influence our thinking, judgement, and decision making and make us more susceptible to deception.

Finally, our perceptual weaknesses make us vulnerable to deception as we sometimes In the illusion to the left, we often see one thing to start, and another soon after.

We can see both a chalice/cup and/or a pair of faces. Our attention can switch from one to the other or we may see both.

In this next illusion, we see white dots that turn grey or seem to ‘blink’.

Our eyes are misperceiving reality, as the dots are not changing colour or ‘doing’ anything.

In this illusion, we often see a simple cube to start.

After closer inspection, we may see an “impossible” object.

Finally, in one of my favourite illusions, we again misperceive reality.

All the white and black squares are the same size, and all the horizontal lines are perfectly ‘straight’ and parallel with each other. However, we usually to not perceive them that way! simply mis-perceive things because we do not see the world the way it “really” is. We are all vulnerable to illusions. Take a look at the following examples: Cyber criminals create the illusion of trust, connection, scarcity, legitimacy, authority, urgency, love, and reciprocity. They exploit us mercilessly. They have no scruples. They will steal from our children and from our grandparents with no remorse. They will identify any weakness and will try any tactic to steal our money and information.

Be mindful when online, on your phones, and on social media. “Fore warned, is forarmed” is an old saying that is appropriate when discussing how cybercriminals try to manipulate our emotions, instincts, habits, and our cognitive and perceptual biases. Protect yourselves, your personal and financial information, as well as your loved ones by talking about these issues and keeping them in mind when necessary.

Dr James Carlopio is Executive Director at Cultural Cyber Security. Visit: www.culturalcybersecurity.com

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ISSUE 2 | July 2026

UNIVERSITIES

Report underlines the role of Our universities in entrepreneurship

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HE scope of the contribution by universities to the startup ecosystem in NSW has been revealed with the release of the latest report of the NSW Innovation and Productivity Council.

Authored by a University of Technology Sydney research team, Accelerating NSW: Insights from startups and startup support organisations analyses data from the 2023 Startup Muster survey to derive recommendations to enhance the impact of coworking spaces, accelerators, incubators, and startup hubs (CAISH entities) in NSW. The report makes a number of observations from the Startup Muster data, chiefly that CAISH-supported startups are significant contributors to job creation, revenue generation and investment within the NSW economy.

UNSW in Sydney, Australia.

The role of universities in that story is significant according to the report, with most founders having a university education and many of the startup support organisations that have lasted more than ten years being university-run. Universities are also the second highest-ranked type of collaboration partner.

Vice-Chancellor Andrew Parfitt said UTS was dedicated to the role of higher education in developing an innovative and sustainable economy in Australia, generating positive, real-world outcomes for economy, environment and society.

“More than eight years ago we acted on the results of a survey in which 39 per cent of UTS students reported wanting to start or join a startup,” Professor Parfitt said. “The consequent establishment of what is now UTS Startups resulted in the

largest community of startups in Australia and the largest program to inspire new tech entrepreneurs in schools, the community and at UTS. “Now the Accelerating NSW report has confirmed an enduring contribution by universities to the sector via the startup support organisations they have established and the fact that the vast majority of founders have a university education. In NSW 30 per cent of founders have a masters and 20 per cent a PhD, indicating the importance of research commercialisation as a driver.

“There is still more to be done that universities are best placed to lead, such as making the ecosystem more inclusive, with particular reference to supporting Indigenous founders.”

The Accelerating NSW report has confirmed an enduring contribution by universities to the sector via the startup support organisations they have established and the fact that the vast majority of founders have a university education.

Investment NSW Deputy Secretary Katie Knight said while the report reveals that the NSW CAISH ecosystem is maturing and scaling, it highlights the need for further collaboration between government and industry and further effort to rigorously measure impact.

“We know that NSW CAISH entities are maturing, evidenced by the fact that the number of entities with more than five years’ experience has doubled since 2018, and half of NSW CAISH entities actively collaborate with Vice-Chancellor other CAISH entities and Andrew Parfitt. startups,” Ms Knight said.

“While this is great news for our ecosystem, we know there is still a lot of work to be done to boost the growth of entrepreneurs, startups and scaleups, and better measure the impact of programs and services designed to support them.”

The UTS project team for the Accelerating NSW report was led by Dr Jarrod Ormiston of the UTS TD School. He was supported by Associate Professor Martin Bliemel (TD School), Luke Ashton (IPPG), Dr Mariana Gonzalez Lago (TD School), Associate Professor Dilek Cetindamar Kozanoglu (FEIT), Associate Professor Jochen Schweitzer (Business) and Dr Chad Renando (Startup Status).

Accelerating NSW: Insights from startups and startup support organisations was launched during an Educators and Industry Forum held as part of the 2024 Australian Centre for Entrepreneurship Research Exchange (ACERE) Conference, this year hosted by UTS. The report launch and forum were sponsored by the NSW Office of Chief Scientist & Engineer.

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CHANGE Mental ill health among young people is not a problem that can be solved by one intervention or even one sector, such as the health system. each organisation brings its own resources to the work but does not invest in a central structure to support the partnership.

DOES IT WORK?

Addressing complexity through a collective impact approach LINDA KURTI PhD

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HERE is a lot of talk about the complexity of our world today. It has always been thus, the difference in the 21st century being the pace of change and the expansion of our consciousness from our village or neighbourhood to the entire Earth and its population (both human and non-human). These paradigm shifts bring benefits while creating new challenges to be addressed.

The digital age has initiated powerful new ways of fostering human connection while at the same time increased screen time is disrupting patterns essential for health and ageing such as sleep, social engagement and physical activity.[1] A good example of a challenge arising from this digital age is the rate at which mental ill health in young people has increased over the past 20 years, attributed to many factors including the rapid pace of social and technological change and heightened awareness of global problems such as climate change.

A recent report on youth mental health noted that, in Australia, mental disorders have increased by 50% since 2007 among young people (aged 1624), with a prevalence of nearly 50% among young women of that age cohort.[2] Numerous studies have concluded that social media has increased the exposure of young people to content related to suicidal ideation, body dissatisfaction and selfharm; in the US, 64% of adolescents have reported exposure to content that is hate-filled, while cyberbullying has been shown consistently to have increased depression in young people.[3] Mental ill health among young people is not a problem that can be solved by one intervention or even one sector, such as the health system. Complex or ‘wicked’ problems such as youth mental health – and others including changing climate patterns, ageing population, or global economic instability - require multi-faceted and integrated solutions. Improving the health and wellbeing of our young people requires concerted effort and investment from governments, families and neighbours, schools and universities, social and entertainment venues, and many other actors.

‘Collective impact’ has been defined as “the commitment of a group of important actors from

different sectors to a common agenda for solving a specific social problem”.[4] The collective impact approach provides a conceptual structure for collaboration to address complex and systemic challenges.

Collective impact initiatives bring together organisations or individuals who might otherwise compete or seek to address challenges on their own, based on the theory that working together creates synergies for greater impact than is achievable by working individually. Kania and Kramer, in their seminal 2011 article from which the above definition is taken, outline five conditions for successful collective impact: 1. A common agenda: choosing to work together on common goals 2. Shared measurement systems: agreeing common indicators and applying consistent data systems to measure progress across all member organisations 3. Mutually reinforcing activities: aligning member actions to address shared goals 4. Continuous communication: developing collaborative and trusting relationships 5. Backbone support organisations: dedicated structures and staff to build and reinforce a cohesive partnership.[5] Collective impact requires not just that organisations work together but that they create these mechanisms to support the collective itself. It is this foundation of the five elements that differentiates this methodology from collaboration, in which

Collective impact is still a relatively new concept and while it has been implemented successfully in the United States [6] there are fewer examples in Australia of its operation or effectiveness [7]. That may be because creating a collective impact organisation is not easy. It requires diverse organisations to come together and set aside their own ways of doing things to contribute their expertise in a new way.

Current systems of government tendering can create a climate of competition amongst agencies all seeking to access funding for their own solutions to a problem. A collective impact initiative instead brings together various actors to solve a long-standing, complex and intractable problem, with each partner organisation committing to contribute to a solution that is greater than the sum of the parts.

Performance measurement and accountability are crucial components of any effective organisation, and this is no less true for a collective impact initiative [8]. A hallmark of any collective impact endeavour is the extent to which a wide range of organisational (public and private) and community actors are included to ensure a wholistic and systemic perspective is gained for the development and implementation of strategy.

To demonstrate the outcomes of the collective impact itself, an evaluation methodology must focus not solely on the outputs of the collective but on its organisational dynamics and operations.

Change manifests not just through the outputs of the collective but the way in which the process itself increases local engagement, builds relationships, and improves outcomes.

An evaluation of collective impact in 15 communities seeking to improve educational outcomes in the United States concluded that investing in civic infrastructure – the pillars supporting collective efforts – leads to positive change. Furthermore: The ability to measure civic infrastructure provides an opportunity to identify, address, and improve how individuals and organizations work and work together to improve outcomes for children and youth.[9] Our world faces many intractable and long-standing challenges. The only way to solve them is to work together. Collective impact offers one way to create positive change for a better future.

1. Office of the U.S. Surgeon General (2023). Social Media and Youth Mental Health: The U.S. Surgeon General’s Advisory. Available at: https://www.hhs.gov/sites/ default/files/sg-youth-mental-health-social-media-advisory.pdf 2. McGorry, P.D. et al (2024). The Lancet Psychiatry Commission on youth mental health. Lancet Psychiatry 11:731-774. Available at: https://www.thelancet.com/action/ showPdf? pii=S2215-0366%2824%2900163-9 3. Office of the U.S.Surgeon General (2023).

4. Kania, J. and Kramer, M (2011). Collective Impact. Stanford Social Innovation Review, Winter: p. 36. Available at: https://ssir.org/articles/entry/collective_impact# 5. Kania and Kramer (2011).

6. Equal Measure (2019). Strive Together Evaluation Report. Available at: https:// www.strivetogether.org/wp-content/uploads/2020/05/ST-Evaluation-Executive-Summary_Final-for-Discussion_14June19.pdf 7. Smart, J (2017). Collective impact: evidence and implications for practice.

Melbourne: Australian Institute of Family Studies. Available at: https://aifs.gov.au/ resources/practice-guides/collective-impact-evidence-and-implications-practice 8. Preskill, H., Parkhurst, M., Juster, J. (2014). Guide to Evaluating Collective Impact: learning and evaluation in the collective impact context. Collective Impact Forum. Available at: https://collectiveimpactforum.org/resource/guide-to-evaluating-collective-impact/.

9. Equal Measure (2019).

14

AI ISSUE 2 | July 2026

HUMAN RESOURCES

3 Emerging trends for AI in HR JASON PORTELLI

T

HE rapid rise of Generative AI has reshaped the focus of software companies globally, as they rush to harness its growing capabilities.

Now that the dust has settled on any quick wins that companies have been able to achieve by shoehorning AI into their existing tech (Using AI to generate job ads, position descriptions, or dashboard posts and content are the ones that come to mind), we are now starting to see an influx of new and future capability that will have a far greater impact on the way we manage and engage with the people in our organisation.

The trickle-down nature of tech means that it won’t be long before the standards for all businesses will increase, and as much as a rising tide lifts all boats, early adopters and innovators will succeed in the long run. Let’s take a look at some of the key trends worth thinking about for your business.

HYPER-PERSONALISATION OF THE EMPLOYEE EXPERIENCE

One of the clearest applications of AI in HR is its ability to enhance personalisation. The ability to utilise the information we know about our people to provide a more tailored approach to how we engage, teach and optimise the effectiveness of the individual is by no means a new concept.

The benefits of a more personal approach to engagement are easily seen in the marketing and social media world, where personalisation under the watchful eye of ‘big brother’ can be a convenient way for you to be introduced to new products that match your interest. The data points that have been collected on your behaviour inside apps and stores paints a picture of the things you like - providing a more tailored shopping experience.

Taking a personalised approach to how we educate and engage with our people has similar benefits, improving engagement, productivity and job satisfaction. What AI brings to the table is the ability to do this effectively at scale, and in a consistent way that ensures a greater chance of success.

We are most commonly seeing this capability being used to drive better recruitment, onboarding and learning of employees, with broader employee experience platforms also taking the leap in using the increased thinking power of an AI engine.

A practical example of this sort of feature is managing employee communication timing when you have a workforce working disparate hours being able to engage with people during their work hours and avoiding doing so when they are off the clock will give you a far better chance of staying within the guard rails of the new ‘Right to Disconnect’ legislation. It’s important to keep an eye on data privacy and employee rights when we look at implementing this sort of tech to ensure that the benefit isn’t outweighed by the harm.

BETTER DATA AT THE RIGHT TIME

Ever needed information from your current systems and struggled to extract the report you need?

How about trying to build a dashboard for better visibility across the organisation? It seems that more and more of what we do in the workplace can now me measured, captured and sent into a database or reporting tool. The difficulty lies with extracting this in ways that make sense, and help us to see the trends that shape our decision making going forward.

There are a number of larger players looking at how to better render the reporting data in a way that reduces the time, effort and skills required to create them currently. Think of it as if you were sitting at the table with a data analyst, speaking plain English to them and having them create the report

There are a number of larger players looking at how to better render the reporting data in a way that reduces the time, effort and skills required to create them currently.

you just described to them. Now have it done in seconds, and adjustments being made on the fly.

This is one of the use cases for AI that really has the potential to shake up the business world. At larger organisations, the vast amount of data that is being collected can more easily be accessed and rendered in visual formats to help with storytelling and strategic planning.

On the smaller end of the scale, a democratisation of data analytic capability will give business owners a cost-effective way to interpret and utilise the data on a day to day basis. Think about the information you are capturing now, and what information you will want to draw on in the future to get ready for this capability to filter into everyday systems.

TOO MUCH OF A GOOD THING?

The promise of greater productivity has been a big driver in selling the benefit of AI to business owners. The estimates have varied from 30 - 70% increases in employee effectiveness, and the direct impact of all this additional capacity will be the shift in required skills in the workplace of the future.

There are two clear groups of skills that are going to need developing; the new skills needed for new roles and evolution of existing roles, and the human skills that the AI can't do.

Upskilling and reskilling have always been a staple in successful businesses, the difference now lies in the growing importance of traditional soft skills in creating an effective and safe workplace for our people. The push to digital has been marching along for decades now, but coupled with a post pandemic world with less connection and human engagement, and an AI landscape full of tools that can answer questions and solve problems at my desk instead of in a lunchroom or near the water cooler, this push is driving down our collective soft skills capabilities.

There are a countless tech solutions that support employee training and upskilling, but the effectiveness has always been limited by the need for constant human intervention. Prioritising skills over the next few years will pay dividends in the future, improving staff retention, engagement and fulfilment (which in turn impacts your bottom line).

WHERE TO BEGIN?

Knowing where to start, and what is going to have the greatest impact, can be tough for business owners. We know that if we don't get on the right AI train, it's only a matter of time before our competitors gain the edge. The first step to any tech transformation is looking inwards - a simple audit of your process, systems and strategy could unlock the main challenges you need to address.

The approach I take with my clients is to ask what problems you are trying to solve, and then to see IF an AI tool is the best solution. Combine this with an eye on employee rights and employer responsibilities, and you are able to explore the possibilities of AI for your people management needs.

Jason Portelli is founder at Tech Pathfinder.

AI ISSUE 2 | July 2026

15

WORKPLACE

AI wants to run our meetings.

Should we let it?

ANDREW POPE

“C

an’t talk now, am back-to-back all day”. In today’s workplace, where meetings have become a de facto measure of productivity, this phrase has become a badge of honour. Busy and important trumps focused work.

Since the pandemic, we’ve relied on moving traditional working habits into a digital setting.

Meetings are a prime example of this. We know how they work; moving meetings into a virtual format is less demanding than trying to get our people posting and commenting asynchronously in Teams channels or in Slack.

Recognising the rise of virtual meetings, we’re seeing more technology solutions to help us manage these demands without having to miss a thing!

Microsoft recently announced the ability to ‘follow’ a meeting, to enable those who can’t attend to receive notes, actions and follow-ups. And soon, Microsoft are also launching Team copilot.

Team copilot is your team assistant, an AI tool that will summarise meetings, track tasks, moderate your meetings, respond to questions and project manage your activities.

Leaving aside the risks of leaving project management to AI, where it is helpfully hallucinating new deliverables and assigning tasks to the poor sod who forgot to update their calendar – now suddenly finding their free time has been filled

with random tasks, what does this mean for those back-to-backers? And what does this mean for how we run meetings?

The ability to summarise meetings for those who couldn’t make it can be seen as a blessing.

We get the key outcomes, the actions relevant to us and literally any other summary that we can think of to ask Copilot to supply. Want to know who asked the most questions, who didn’t ask anything, who blinked the most times? Copilot will tell you.

Fewer meetings to attend, no fear of missing out. Productivity boosted!

But is it? And what is productivity in meetings?

The Collins dictionary definition of a meeting is “… an event in which a group of people come together to discuss things or make decisions”. This means that a meeting is largely about conversations and outcomes. Which we already knew.

Humans are brilliant at using conversations to learn, apply and decide. That’s why we attend meetings: we’re there to contribute, to steer, to experience, to ask, to think.

So, what happens when we don’t attend a meeting, sending our Copilot on our behalf?

For simple, repeating meetings – such as status updates – this is not so much of a problem. Though arguably, this shouldn’t be a synchronous meeting in the first place. But what about proper meetings that require input, not passive interest?

There’s a risk that we lose sight of the importance of a conversation. That meetings become about being as efficient as possible, with AI helping us to discover outcomes - or to move towards

The problem of meetings is not too many meetings; it’s being in the wrong meetings.

AI assisted summaries and suggestions are genuinely helpful. them – with less human input.

Which takes us back to the start: what is the purpose of the meeting? Who do we need to attend to meet its objectives? Why do we need to have it all?

We risk forgetting why we need to get people together, why we need to have a conversation. Human relationships don’t develop when we rely upon AI to tell us about our colleagues.

They develop from deeper interactions – conversations, questions, physical gestures.

Similarly, problems don’t get solved, opportunities don’t arise, if we just don’t turn up.

The problem of meetings is not too many meetings; it’s being in the wrong meetings. AI assisted summaries and suggestions are genuinely helpful.

But they are no replacement for the power of a human conversation. A conversation where, with our colleagues, we shape new outcomes. Not simply just communicating them.

We just need to accept the meetings where we’re invited to a discussion and decline the ones where we’re only passive participants.

Andrew Pope is partner and consultant at www.designingcollab.com

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ISSUE 2 | July 2026

LOYALTY TECH

OneTap launches in UK to corporate SUPPORT

Carly Neubauer.

Brian Dunne.

Debbie Ghillino

NEW company, OneTap Group Ltd, has been launched in the UK to roll out the Australian tech to international markets Multinational companies have already signed up to adopt the technology OneTap Loyalty was designed and developed by two Australian retail loyalty entrepreneurs, Carly Neubauer and Jodie Wilson.

The groundbreaking technology enables retailers to adopt the platform providing customers with the ability to link their payment card to the loyalty programs thus ensuring that every time a customer shops and taps their payment card, they are automatically rewarded for their shop.

OneTap Loyalty enables shoppers and retailers to benefit from the convenience of being able to link payment cards to loyalty programs. The clever technology gives members of loyalty programs the ability to allow their programs to recognise their payment card ensuring that regardless of whether a shopper has their loyalty card on them when they shop, they will still receive their loyalty benefits at the point of sale. The new technology works with any loyalty program and works no matter where or when a customer shops.

Global retail industry giants, Brian Dunne, based in the UK, and Debbie Ghillino, based in South Africa, were so impressed with the value proposition and the potential of the technology created by the Australian duo’s company, Elevate Loyalty Pty Ltd, they invested and joined forces with them to form a new company, called OneTap Group Ltd. OneTap Group Ltd is strategically based in the UK to access global markets.

“We are blown away by the brilliant proposition that OneTap Loyalty offers and are excited to be

part of this very clever loyalty solution on a global scale,” South African based, The Incentive Company, CEO, Debbie Ghillino, enthusiastically said.

Brian Dunne added that it is not often that a technology solution in a single country is taken up by other parties and invested in however this is what has happened with OneTap Loyalty.

Dunne is renowned for his decades of experience in the payments industry, including One4All, SVM, Target and many other major retailers.

“With OneTap Loyalty technology, we are the first to market with a truly global offer and the new company gives a grounding for serious growth which is tremendously exciting,” Dunne said.

With the recent exodus of Bink in the UK, which had a similar proposition, there is now a gap in the UK market for this business solution.

“One of the best things about first launching in Australia was the solid foundation to develop our solution and we are now taking it to take to a global market with an offering that clients can trust,” OneTap Group Ltd and Elevate Loyalty Pty Ltd, managing director, Carly Neubauer said.

OneTap Loyalty turns any payment card into a loyalty card, thereby streamlining the shopping experience by merging payment and loyalty functionalities into a single simple function.

“Customers can now make quick and secure payments while effortlessly accruing points, rewards and benefits through their store’s loyalty program—all with just one tap,” Neubauer added.

Neubauer and Wilson partnered with PokitPal and Fidel API to incorporate cutting edge technology and capability to equip the platform to provide seamless, scalable solutions that meet the evolving needs of a global audience.

“Loyalty programs have become an important tool the world over in the management of the household budget as families desperately try to make ends meet. We wanted to ensure that not only was OneTap Loyalty the best, it was also the most adaptive and robust,” Neubauer added.

To provide further advantage to clients, particularly in the retail sector, OneTap Group Ltd has partnered with Lexer, a leading customer data platform (CDXP) across Australia, the US and Southeast Asia.

Providing clients a single customer view and rich data insights, the partnership enables retail clients to access OneTap Loyalty technology directly via the Lexer system to close the loop with connecting online and offline data for omnichannel retailers. This is particularly important as retailers search for new ways to gain data from customer transactions and OneTap Loyalty provides this.

A

ABOUT ONETAP LOYALTY OneTap Loyalty is an innovative digital payment solution that turns any payment card into a loyalty card. It is designed to streamline the shopping experience by merging payment and loyalty functionalities into a single function ensuring that customers receive their points and benefits every time they shop regardless of whether they use their loyalty card or not. The platform also offers retailers the ability to access rich data insights into customer behaviour and closes the loop with connecting online and offline data for omnichannel retailers.

18

ISSUE 2 | July 2026

Emerging technology

Cutting-edge technology links police and the community

T

HE NSW Government is launching a groundbreaking platform statewide, called BluLink, that gives police instant access to unfolding emergencie BluLink allows Triple Zero callers to share video, GPS coordinates and other information to help police assess and respond to emergency situations faster and more effectively than ever before.

When a member of the public calls Triple Zero, depending on the situation, the police dispatcher may send a BluLink request to the caller’s phone, or the phone of the person in need of assistance By clicking that link, they can share vital information with police dispatchers.

Capabilities include instant GPS coordinates to pinpoint the exact location of a caller, livestream footage of an unfolding emergency and capabilities to upload digital media to help police to triage an incident and collect evidence.

A text message tool can be used in situations where voice calls are challenging and translates into 150 languages.

Police can also gather witness statements and send messages and digital victim cards via the platform.

BluLink HQ

A 12-month trial has been conducted across select Metropolitan and Regional areas which saw: More than 8,300 locations obtained; More than 100 High Risk Missing Person locations obtained; The locations of more than 62 missing bushwalkers obtained; More than 700 videos live streamed; More than 8,000 digital media files uploaded; More than 78,000 Digital Victims Cards sent; More than 1,500 chat messages initiated.

BluLink is the first step in the NSW Police Force’s Digital Policing Roadmap that will deliver new, cutting-edge technology capabilities to help officers to fight crime and keep the community safe.

It is powered by GoodSAM technology which is already used by emergency services in Australia and the UK. Minister for Police and Counter-terrorism Yasmin Catley said: “BluLink further strengthens the capability of our police and emergency dispatchers by giving them instant, real-time access to unfolding emergencies.

“Police rely on members of the community to accurately describe an incident so they know what they’re dealing with and what they need to respond; BluLink gives them unrivalled access to a scene before they’re even arrived.

“On average, police receive more than 1,500 emergency calls for assistance every day; this technology will help triage and respond to incidents more effectively than ever before.”

Commander of Technology and Communication Services Command, Assistant Commissioner Stacey Maloney, said: “We know that members of the community are our eyes and ears and BluLink is an innovative way in which further information can be provided to us during a Triple Zero call which assists us in enhancing our policing response.

“BluLink is expected to better assist the public and save time and resources across every police command for both front line and specialist areas.

“You never know when you might be in an emergency, or need to call Triple Zero (000), and BluLink could help if something were to happen.”

Uber tech trial from SYDNEY International Terminal

P

The Urber station at Sydney Airport.

ASSENGERS arriving at Sydney Airport’s T1 International terminal will have faster and smoother journeys when Uber PIN technology launches on 24 September.

The new feature comes as Sydney Airport is set to introduce a dedicated kerbside Uber pick-up zone closer to the international terminal exit to reduce wait times, relieve congestion and improve pedestrian safety ahead of the school holidays.

Uber PIN allows passengers arriving at Sydney Airport’s T1 International terminal to request an Uber X by generating a code on their smartphone, heading to the new Uber pick-up zone and getting right in, rather than having to request, wait and locate their driver. While the current pick-up area is up to 200 metres from the terminal doors, the new spot will be located less than 20 metres away.

The upgrade puts Sydney Airport in line with other global airports, including Melbourne Airport, where the technology has been found to slash wait times in half for Uber customers, reduce crowding and enhance passenger and driver satisfaction.

Journeys from the airport in rideshare vehicles have surged by more than 10 per cent in the last

year alone, now representing around half of all pick-ups.

To allow the 12-month trial to go ahead, the NSW Government has listened to key stakeholders calling for the change, putting in place an exemption to existing point to point transport regulation.

The Point to Point Transport Commissioner is requiring a number of controls to keep people safe, including new signage and barriers, a traffic supervisor, and clear reporting of trial outcomes.

Based on data and modelling, Sydney Airport is confident the new pick-up zone and PIN technology will result in better traffic flow and more organised pick-ups. The changes also mean Uber drivers have a dedicated area to wait for passengers, which is expected to reduce congestion and parking in local roads and streets.

Existing rideshare arrangements at domestic terminals will remain the same. If the trial is successful, the government will consider amending the regulation on an ongoing basis, with the option to roll out Uber PIN and dedicated pick-up zones at other terminals.

Taxi ranks, other rideshare operators and private vehicle areas will continue to operate as normal.

19

ISSUE 2 | July 2026

NEWS

Survey shows Aussie drivers fear distraction with car technology

A

SURVEY of more than 1,000 Australian car owners by insurance provider Budget Direct found three-quarters of respondents (75%) believe that car technology can be distracting.

The most distracting car technologies included touchscreens, hands-free mobile phones and speech-to-text systems.

Of bigger concern is that over 1 in 10 (16%) reported having either an accident or a close call due to these technological distractions.

The survey also showed that not all Aussie drivers are ready for the hands-free driving revolution just yet. Two in five (41%) remain skeptical about fully trusting automatic systems like lane correction or pedestrian protection.

Budget Direct’s Chief Growth Officer, Jonathan Kerr, said new, advanced technologies are becoming more available in midand lower-range cars.

“Once luxury features like adaptive cruise control and massaging seats are now enjoyed by increasing numbers of Aussies,” he said.

The public’s fear of car technology changes, however, when Australians think about technological features that make cars safer.

“Innovative safety features such as automatic braking and blind spot warnings are more often becoming standard.

Drivers fear car technology.

“The number of cars in Australia has nearly doubled in the last 30 years. Busier roads could be one factor explaining why the latest safety and driver assistance technology are high priority,” Mr Kerr said.

It seems drivers agree with nearly two-thirds (64%) saying the latest safety and driver assistance tech is either very or extremely important to them.

The top five must-haves are rearview cameras and/or parking sensors (68%), blind-spot warning systems (61%), collision warning and avoidance systems (49%), auto emergency braking (46%) and lane departure warning and correction systems (38%).

“Interestingly, attitudes across different segments differed quite a lot,” Mr Kerr said.

“Perhaps because it is more familiar to them, it was our younger car owners who emphasized safety tech. Nearly

three-quarters (71%) of Gen Y or younger told us it was important compared to 63% of Gen X and 58% of Baby Boomers.”

It was a similar story when it came to the convenience and entertainment side of car ownership. Exactly half of Gen Y or younger said it was important versus 40% of Gen X and just 28% of Baby Boomers.

When it came to gender differences more men (45%) than women (37%) rated the latest convenience and entertainment tech as must-haves.

Female car owners were more cautious about technology both in terms of trust and as a distraction. A little over half (53%) of women were prepared to fully trust their safety tech compared to nearly two-thirds (65%) of men. It was a similar story with the issue of distraction; 79% of women thought it was a problem but 70% of men thought so.

NSW leading on driverless safety tech innovation

S

ELF-driving robotic vehicles are communicating with traffic lights on the streets of Sydney, as part of an intelligent transport trial that positions NSW as a global leader in road safety innovation.

The vehicle-to-infrastructure technology under development aims to save lives by feeding data about pedestrians, cyclists, other motorists and traffic light signal changes to driverless vehicles, as well as manually operated vehicles.

Two self-driving vehicles will drive in live traffic on the streets of Chippendale using wireless connectivity to interact with traffic lights equipped with Transport for NSW’s Sydney Coordinated Adaptive Traffic System (SCATS).

As the automated vehicles approach the traffic lights, the software under development - Cit-e, sends messages about the intersection’s layout, right of way, timing of signal changes and warnings of imminent hazards including vulnerable road users.

A receiver in the vehicle uses the information in conjunction with the vehicle’s position, direction and velocity to gauge whether it is likely to commit a red-light violation or endanger other road users.

The self-driving vehicles used in the live traffic trial are designed by University of Sydney’s Australian Centre for Robotics and have undergone rigorous safety testing at Transport’s Future Mobility Testing and Research Centre in Cudal.

The Cit-e software could be launched commercially as early as next year by SCATS, and can be retrofitted to standard vehicles and traffic infrastructure meaning it could be in use long before the arrival of driverless vehicles.

The trial will be showcased at the Intelligent Transport Systems Summit in Sydney from 13-15 August – and delegates from around the world will get to experience the integrated solution on the Chippendale circuit which is a collaboration between Transport, iMOVE Cooperative Research Centre and Sydney University.

Visit: nsw.gov.au

More regional councils join Asset AI program

T

WO additional regional New South Wales councils and a Sydney-based Transport for NSW team have joined an innovative artificial intelligence project, which seeks to revolutionise road asset maintenance and operations.

The Asset AI® project uses a combination of dash-mounted cameras on council vehicles and sensors to detect, log - and eventually predict - critical road defect issues like damaged signs, faded line markings, potholes and rutting, and escalate them based on severity and safety risk, to council asset maintenance teams.

Shoalhaven City and Warren Shire councils have just joined the project and are now feeding data into the platform and receiving updates through the system.

The Transport for NSW asset inspection team that carries out quality assurance monitoring of state roads across Sydney will also trial three vehicles fitted with dash-mounted cameras.

Asset AI® is a Transport for NSW-led project, in partnership with the Institute of Public Works Engineering Australasia (IPWEA) NSW and ACT Division and City of Canterbury Bankstown.

The platform uses the IPWEA NSW and ACT risk-based defect priority scoring system to help maintenance crews ensure they address the most critical defects first, reducing the overall risk to road users and the community.

Canterbury-Bankstown and Griffith councils were the first councils to trial the Australian-first technology with data from Asset AI® cameras on vehicles

Assett AI at Canterbury Bankstown Council.

including street sweepers and utes feeding near-real time road condition updates into the platform.

The application allows councils to easily see the location of each issue detected by Asset AI®, pull up images and severity ratings for defects, and receive an overall rating of the condition of the road network.

Councils ready to be onboarded in 2024 include Liverpool Plains Shire and Mid Coast. Another 48 local councils across NSW have also expressed an interest in joining the project.

Asset AI® received a $2.9M funding co-contribution through the NSW Government’s Smart Places Acceleration Program, a special reservation under the Digital Restart Fund.

Visit: transport.nsw.gov.au/assetai

20

ISSUE 2 | July 2026

ACCOUNTING

Accounting for crypto: CEO warns on crypto tax advice

R

ECENT research shows that Australia currently boasts the highest rate of crypto ownership of 23 percent among developed nations surpassing both the UK and US. According to Coco Hou, CEO of Platinum Accounting Australia, the number of people seeking accountants with knowledge in crypto is increasing.

“Unfortunately, the number of accountants with crypto expertise is still below where it needs to be.

With such high ownership of crypto in Australia this figure is only going to increase and the ATO is developing more sophisticated systems and means to track ownership and transactions across centralised and decentralised exchanges and peer to peer," Hou said.

"Taxpayers need to understand their obligations and the tax implications of their actions, and they need informed advice from an accountant with an understanding of the implications of owning and transacting in crypto."

As cryptocurrency ownership grows in popularity in Australia, accountants need to be well-versed in crypto

CEO Coco Hou

TAX IMPLICATIONS

REGULATORY COMPLIANCE

TECHNOLOGY INTEGRATION

Cryptocurrencies are considered taxable assets in Australia. Accountants must understand how to report cryptocurrency transactions accurately to comply with the Australian Taxation Office (ATO) requirements.

"Crypto transactions, including buying, selling and trading, can trigger capital gains events. Accountants need to calculate CGT and advise clients on potential tax liabilities.

Advising clients on maintaining detailed records of all crypto transactions is essential for accurate tax reporting and audits.

"Cryptocurrencies can pose risks related to money laundering and terrorism financing. Accountants must ensure compliance with relevant AML and CTF regulations.”

"Integrating cryptocurrency tracking and reporting features into accounting software ensures accurate and efficient management of crypto transactions," Hou said.

"Understanding the underlying technology can help accountants identify potential applications and benefits for clients beyond just investments, such as smart contracts and decentralised finance (DeFi) opportunities."

FINANCIAL PLANNING AND ADVICE "Accountants can provide informed advice on the financial implications of investing in cryptocurrencies, including risk management and portfolio diversification. Understanding the impact of crypto investments on clients' long-term financial goals and retirement planning is crucial," Hou said.

REGULATORY UPDATES "Staying informed about the evolving regulatory landscape surrounding cryptocurrencies helps accountants guide clients in adhering to new laws and guidelines.”

RISK MANAGEMENT Cryptocurrencies are known for their price volatility. Accountants need to help clients understand and manage the financial risks associated with crypto investments. Advising on best practices for securing digital assets, such as using reputable exchanges and wallets, is crucial for protecting clients' investments," Hou said.

CLIENT DEMAND "As more clients invest in cryptocurrencies, they will seek knowledgeable professionals to help manage their finances and tax obligations," Hou said. "Accountants who are well-versed in crypto can attract and retain clients interested in digital assets, giving them a competitive advantage in the market."

ETHICAL CONSIDERATIONS "Advising clients on the ethical implications and legal responsibilities of crypto investments helps maintain trust and transparency. Providing balanced and informed advice on the potential benefits and risks of cryptocurrency investments aligns with the ethical standards of the accounting profession."

Hou said that as cryptocurrency adoption increases, accountants in Australia must be equipped with the knowledge and skills to navigate the complexities of crypto assets.

This includes understanding tax implications, regulatory compliance, risk management and technological integration. By staying informed and proactive, accountants can provide valuable guidance to their clients, ensuring they make informed decisions and remain compliant with all relevant regulations.

Visit: www.platinumaccg.com.au

ISSUE 1 | November 2025

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ISSUE 2 | July 2026

HOLOGRM EXPREIENCE

Mobile technology meets early learning

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HRIVE Early Learning has partnered with Australian tech company Axiom to launch Wonder World, a first-of-its-kind mobile hologram experience designed to bring immersive, cross-disciplinary learning to pre-schoolers.

The travelling installation, mounted on a bus, will tour Thrive centres across NSW and Victoria, offering three-minute interactive walkthroughs.

Using stereoscopic glasses similar to those used for 3D or VR entertain-

ment, children will be able to “travel” to environments otherwise out of reach - diving beneath the ocean to see whales and coral reefs, standing alongside African wildlife such as rhinos and elephants, wandering through a rainforest canopy, or encountering a life-size dinosaur.

Thrive General Manager Craig Talberg said the initiative adds a new dimension to early learning, letting children engage with science, art and history in ways traditional classroom teaching can’t replicate.

He said the three-dimensional visuals make abstract concepts more tangible and accessible for young learners.

Thrive’s Head of Education and Quality, Natasha Stabler, a 30-year early education veteran, said the technology will be woven into the existing pre-school curriculum rather than replacing it.

She said immersive holograms are effective because they capture children’s attention and spark curiosity, key ingredients for active learning.

According to Stabler, the experience supports the inquiry-based framework already used at Thrive, encouraging children to ask deeper

questions after each session; for example, exploring Australian wildlife habitats up close before returning to class with new questions to investigate.

Stabler added that exposure to different cultures, ecosystems and historical settings through the technology is also expected to build children’s global awareness and empathy.

Thrive Early Learning is a family-owned childcare provider operating centres across NSW and Victoria, with the Wonder World program marking its latest investment in innovative early-years education.

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ISSUE 2 | July 2026

DROWNING DETECTION

AI adds extra layer of safety at Sydney Pool

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IFEGUARDS at Liverpool Council, in southwest Sydney are getting an extra set of “eyes” on the water, with new artificial intelligence technology introduced at Whitlam Leisure Centre to help detect swimmers who may be in distress.

The Lynxight drowning detection system uses cameras and AI to monitor swimmers in real time, analysing movement patterns and alerting lifeguards when potentially dangerous behaviour is detected.

Introduced and funded by Belgravia Leisure in partnership with Liverpool City Council, the technolo-

gy is designed to complement rather than replace trained lifeguards.

Liverpool Mayor Ned Mannoun said the system provided another important layer of protection.

“This is about giving our lifeguards another set of eyes, not replacing the people who are watching the pool and are trained to respond when something goes wrong,” Mayor Mannoun said.

“Drowning can happen in seconds, so having technology that can alert our lifeguards to a potential problem gives them another tool when every second counts.”

When the system identifies un-

usual swimmer behaviour, an alert is sent to lifeguards through a smartwatch, including a map showing the area of concern. Lifeguards then assess the situation and determine whether intervention is required.

Mayor Mannoun said water safety was particularly important in Liverpool, where many residents come from countries where learning to swim may not traditionally be part of childhood.

Belgravia Leisure Area Manager NSW Rob Tomasums said the investment reinforced the organisation’s commitment to community safety.

“We are proud to have intro-

Rob Tomasums, Belgravia Leisure Area Manager NSW and Liverpool Mayor Ned Mannoun at Whitlam Leisure Centre.

duced this technology as it gives our team another layer of support,” he said.

The technology can be configured for pools of different shapes and dimensions, making it suitable for a range of aquatic facilities.

Liverpool City Council plans to extend the system to Michael Wenden Aquatic Leisure Centre, Holsworthy and the new aquatic centre planned for Carnes Hill.

The AI technology operates continuously in the background while lifeguards maintain their normal supervision of swimmers.

ISSUE 1 | November 2025

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