www.aussiepaintersnetwork.com.au
From the
Editor
CONTRIBUTORS
Hey Everyone,
• Bricklyn Priebe
Welcome to the 162nd issue of the Aussie Painting Contractor Magazine.
• Caroline Miall
I am very proud to share that I was recently named the Metropolitan VET Teacher or Trainer of the Year at the Queensland Training Awards for the second year in a row. Receiving this recognition again is an incredible honour. Training has always been about helping apprentices build careers, supporting employers and strengthening our industry. I could not do what I do without Caroline, our team, the employers who invest in apprentices and the apprentices who allow me to be part of their journey. In this month’s edition, we look at practical ways contractors can improve their businesses, from strengthening marketing and converting more enquiries to motivating employees and protecting the business from legal risks. We also explore why young apprentices and their future employers can benefit from using LinkedIn. Helping apprentices showcase their skills, attitude and progress can create new opportunities while connecting employers with the next generation entering our industry. Our industry continues to change, and we all have a responsibility to keep learning and adapting. Whether you are an apprentice, an experienced painter or a business owner, there is always an opportunity to improve your skills, systems and the way you support those around you. As always, I encourage you to take at least one useful idea from this edition and apply it within your business. Small, consistent improvements can make a significant difference over time.
Til next month, Happy Painting!! Nigel Gorman
nigel@aussiepaintersnetwork.com.au
07 3555 8010
• Larissa Christensen • Leo Babauta • Nigel Gorman • Oliver Kay • Robert Bauman • Sandra Price • Vivi Tan
EDITOR Nigel Gorman
GRAPHIC DESIGNER J. Anne Delgado
Advertise with us... 1800 355 344 07 3555 8010 info@aussiepaintersnetwork.com.au www.aussiepaintingcontractor.com
Contents 06 How to Tune Up Your
30 Complaints about online platforms
HACKS 08 GROWTH for your small business
33 Legal Troubles for Tradies
Solitude Taught Me 10 What That Productivity Never Could
More Clients 36 Convert with a Powerful Call to Action
Business Marketing
often go nowhere. AI could actually be part of the solution
to have a 42 HABITS Baseline of Happiness
44 Five Undesirable Customer Types STAFF 14 MOTIVATING Tips on Keeping Them Enthusiastic Over the Long Term
18 24
Why Young Apprentices — and Their Future Employers Benefit From Getting on LinkedIn Early Commercial Lawyers in Australia: A Friendly Guide to Protecting Your Business
48
The emerging threat of violent, exploitative digital ‘com networks’: what do we need to know?
49 Industry Idiots 48 Important Contacts
Opinions and viewpoints expressed in the Aussie Painting Contractor Magazine do not necessarily represent those of the editor, staff or publisher or any Aussie Painters Network’s staff or related parties. The publisher, Aussie Painters Network and Aussie Painting Contractor Magazine personnel are not liable for any mistake, misprint or omission. Information contained in the Aussie Painting Contractor Magazine is intended to inform and illustrate and should not be taken as financial, legal or accounting advice. You should seek professional advice before making business related decisions. We are not liable for any losses you September incur directly or indirectly as a result of reading Aussie Painting Contractor Magazine. Reproduction of any material or contents of the magazine without written permission from the publisher is strictly prohibited.
How to Tune Up Your
Business Marketing In this article we’ll be looking at business sales and marketing strategies, one of the three legs that any business stands on, the other two being Production and Finance. We’ve talked at length about the importance of keeping all three legs in balance. Many of my clients shirk back when I use the term ‘marketing’. They may have had negative experiences with marketers they’ve engaged in the past and think of it as an expense that didn’t yield any increase in turnover, and therefore start to neglect this area. Marketing is also more than putting an ad in the local paper. It is rather a comprehensive business development strategy that includes many different facets, like referral programs, promotions, online visibility and giving away high value, free information to your prospective target market. I’m going to make a bold statement here: Marketing is an investment in your business, not an expense. This is an important shift in your thinking. When you approach marketing as an investment in your business, you’ll also need to think about Return on Investment (ROI). The key to a successful marketing program is ‘test and measure’! Once you’ve decided on the marketing strategy you want to use, it is important to set marketing
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goals. For example, if you are implementing a referral program, you’ll need to put a mechanism in place that will help you evaluate the outcomes, ie how many referrals have been made to your business by who, and did the referral become a client etc. Let’s stay with this example and consider what you’ll need to do, before you set up your referral program. You’ll need to ask yourself a few questions including: • Who in my business community is best placed to make referrals to my business? • How can I incentivise the making of referrals, ie how will you reward the people who refer business to you? • How can I engage with business owners to let them know what’s in it for them when they make referrals to your business? • How do I administer the referral program? • How do I get the data to evaluate how good the program works?
Whether it’s a referral program or any other marketing strategy you have decided on, it is important to calculate your ROI. In essence, you’ll need to think of it in terms of cost vs revenue. Consider the following example: • Tesla Motors was giving away $1,000 as a referral reward. • The most successful advocate, wei70644, made 188 referrals, costing Tesla $376,000 in referral rewards. • Tesla made $15,980,000 in revenue from the referred sales. That’s a 40x return on investment, and in anyone’s book it’s an impressive result. So when you create your marketing program, you’ll need to get into the nitty gritty of costing the marketing strategy first, ie setting up a marketing budget. Then you can set off the costs against the increase in turnover. When your ROI is higher than the cost of your marketing program and meets your marketing goals, you know you’ve got it nailed.
In summary, the corner stones of any marketing program are: • Your target market focus. Who are you trying to attract? • What are you trying to sell. What is your offer? • Where you are going to promote (eg print advertising, online, business networks)? • Documenting your program step-by-step. • Creating a budget for your marketing strategies. • Calculating ROI, including evaluation of program effectiveness through KPIs. Once you are clear on that and have kicked off your marketing strategy you’ll need to schedule regular reviews for each individual marketing strategy or promotion to see if it works. Above all, don’t be discouraged if you’re not achieving the desired ROI at first. You have to test the market with your chosen marketing strategy
to find out if it works. It’s a bit like the old saying ‘If you want to make an omelette, you’ll have to break some eggs.’ Look at what is working after each marketing strategy implementation or promotion. Examine why particular aspects of your marketing is not working and change your approach. Factors like timing, market trends and the perceived value of your offer all play a part in whether your marketing strategy is successful. Sometimes a different headline in an advertisement can completely change the results. Testing and measuring is absolutely critical to find out what works best
for your business. You definitely need to put some numbers to each strategy to see if works. Remember, the only way to know for sure is to test and measure. Once you find an idea that works, continue to use it until you’re no longer getting the result. I hope this article has inspired you to get out there and grab the market share you are looking for. If you have any questions on how to set up a simple and effective marketing strategy to increase your profits, feel free to book a call with me straight from my Home page at www.straighttalkat.com.au. Copyright © 2026 Robert Bauman.
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2026 September Issue | 7
GROWTH HACKS
for your small business Deciding on an online marketing plan can be overwhelming for small business owners looking for affordable ways to nurture steady, sustainable growth. With time in short supply, the key is to find one or two growth strategies that will get results at minimal cost. These proven growth hacks offer business owners a few simple, cost-effective ideas for attracting new customers, increasing brand awareness, and ultimately, getting more sales.
Build your email list
Recent research shows that e-mail marketing works; in fact, it’s been shown to promote a 17% greater conversion rate than social media marketing. Permission-based marketing is based on a friendly exchange – your customer’s email address for a promise to provide value. As you nurture a positive relationship via your newsletter, with special offers, useful or inspiring content and discounts, over time your customers will be more inclined to buy from you. Incentivize new customers to sign up with contests, giveaways, referral bonuses and webinars. The bigger your list, the greater the return when you have a new product to promote – so if you decide to launch a company e-newsletter, be sure you make a consistent effort to attract new subscribers.
Offer social proof
One of the biggest challenges for small business owners is converting online leads into paying customers. It comes down to convincing people you’ve never met that you deserve their trust – which is why social proof is so important. Adding testimonials to your website is a simple way to convince potential customers they won’t regret buying from you. In fact, it’s been shown that this simple form of social proof can increase conversions by 34%. Let your customers know you’d like their feedback, and ask for permission to include their positive comments on your company website.
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Other kinds of social proof you can use to win over customers online include: • Case studies • Media mentions • Customers logos • Accreditations and certifications.
Create partnerships
This simple growth hack is effective both on and offline. Initiating a partnership with a company that provides complementary products or services can quickly increase each of your email lists – give your sales figures a big boost. There are many ways a business partnership could work – you might negotiate a joint venture, host an event where you promote each other’s products, run a giveaway together or launch a combined product or service.
Final Tip
As you try out some new ways to market your business, be sure to set actionable and achievable goals. For instance, you might make 1,000 newsletter sign ups over the next quarter one of your priorities – or increasing your blog traffic by 50% by end of the year. Make it a habit to review your metrics on a regular basis to see how well your strategies are working. Then use that data to set new goals to keep winning over customers and expanding your business. ------------------------------------------------------------------------------------------
Sandra Price
www.tradiebookkeepingsolutions.com.au
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2026 September Issue | 9
What Solitude Taught Me That Productivity Never Could
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If I could go back in time to talk to myself when I was in my 20s … the biggest piece of advice I’d give myself is to learn to sit with myself without distractions.
drugs, drink and more. We’ll start to see the urges and cravings. We don’t need to judge them, just notice, like we’re noticing how things work.
It’s the most underrated skill of your 20s, and technology is training it out of us. Hear me out!
Then, in the silence and solitude, we can just sit with the urges and cravings, and any other feelings we notice. Just sit and let ourselves feel them, without needing them to go away.
For much of my life, I’ve wanted to be super productive, come up with the perfect system and set of tools, and optimize everything. This turned out to be a never-ending game that can be exhausting and lead to meaninglessness as you never get to done and never get to perfect. Don’t get me wrong — I do think there’s use to being productive, if you have meaningful goals and don’t just churn out tasks for productivity’s sake. I’m not knocking being able to focus and get things done.
But in today’s world, we’re facing some tough challenges: • • • • •
We’re always online, constantly distracted Social media has perfected the algorithm to get us addicted We shop for things and eat super-palatable foods to fill the void we’re feeling The world is increasingly feeling chaotic and hostile We’re feeling powerless, and often unhappy with ourselves
This isn’t easy stuff to deal with. Productivity won’t address any of that.
If you can do this, it’ll be a game-changer. I wish I had learned this in my 20s.
Here are a few other things I learned through this solitude practice: • How to regulate my emotions when I was feeling lonely, sad, dissatisfied with myself, upset, anxious or overwhelmed. • How to start to appreciate myself — who I am even when I’m not being productive or making other people happy. My inner qualities, which are always there. This self-appreciation is the antidote to self-dissatisfaction. • How to appreciate the present moment, without extra bells and whistles. We turn to online distractions, social media, food and substances, because we think there’s something wrong with our present-moment experiences without that. But if we can appreciate the amazing moments as they are, we don’t need the other stuff.
In the midst of the chaos, distraction, addictions, and powerlessness … we have the opportunity to learn and grow in powerful ways.
• How to use the challenging moments and emotions to open. Usually these challenging moments and difficult emotions close us down — but we can practice opening when they come to us. That means relaxing the body and nervous system, and learning to find the opportunity in the challenging moment, the appreciation and love.
One of the most powerful ways is to shut it all off, and to learn to be alone in silence. Not always alone, and not always disconnected … but for intentional periods.
These are very powerful lessons that I encourage everyone, young or old, to sit with. Alone, and in wonderful silence.
Enter solitude. Let’s talk about it.
How Solitude Teach Us Deeper Lessons
For example, take a daily walk for an hour without any devices or music. Or sit in meditation for brief periods sprinkled through the day. Or eat meals in silence without technology or distractions. What this will start to do is to have us notice our tendency to reach for technology, distractions, food,
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Leo Babauta
ZEN HABITS
2026 September Issue | 13
MOTIVATING STAFF Tips on Keeping Them Enthusiastic Over the Long Term Keeping employees motivated is about far more than offering financial rewards. Today’s workforce increasingly values purpose, autonomy, recognition, meaningful relationships, opportunities to grow, flexibility and a genuine sense of belonging. If you want your team to remain enthusiastic over the long term, focus on creating an environment where people feel trusted, valued and connected to something meaningful.
When your employees feel valued and understand how their work contributes to the organisation’s success, you create a more unified, positive and resilient team.
1. Create a great team culture
2. Give employees ownership and encourage responsible risk-taking
A strong team culture helps employees feel that they belong and that their contribution matters. When people have positive relationships with colleagues and feel respected by their leaders, they are more likely to be engaged and committed to the organisation.
People are more motivated when they have control over their work and can see the results of their decisions. Instead of controlling every detail, give your employees clear outcomes to achieve and the freedom to decide how they will achieve them.
Create regular opportunities for your team to connect, whether through team meetings, social activities, celebrations, shared projects or informal conversations. You do not need elaborate events; consistency and authenticity matter more than expensive perks.
Delegation should involve genuine ownership, not simply handing over tasks. Give employees the authority, information and resources they need to make decisions. When appropriate, encourage them to experiment, test new ideas and take calculated risks.
A healthy culture should also promote psychological safety. Your employees should feel comfortable asking questions, sharing ideas, admitting mistakes and raising concerns without fear of being embarrassed or punished.
Not every experiment will succeed, and that is okay. What matters is creating a learning environment where sensible mistakes become opportunities to improve rather than reasons to avoid taking initiative.
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Trust builds confidence, and confidence encourages people to contribute beyond the minimum requirements of their roles. 3. Use performance-related incentives thoughtfully Recognition and rewards can reinforce strong performance, but money should not be your only motivational tool. Financial incentives can encourage specific behaviours or recognise exceptional results, but they rarely compensate for poor management, limited growth opportunities or an unhealthy workplace culture. Use incentives alongside meaningful recognition, career development, autonomy and a positive team environment. Make reward systems transparent and ensure that targets are realistic and within employees’ ability to influence. Also recognise behaviours and contributions that may not immediately appear on a financial performance report, such as mentoring colleagues, improving processes, helping customers or contributing new ideas.
2026 September Issue | 15
4. Make employees feel seen as individuals Your employees are people first, not simply positions on an organisational chart. Take time to understand their interests, strengths, aspirations and challenges. Regular one-to-one conversations are particularly valuable. Do not make every conversation about performance metrics or problems. Ask employees what they are enjoying, what is frustrating them, what they would like to learn and where they would like their careers to go. Formal performance reviews can support this process, but meaningful feedback should not be limited to an annual appraisal. Frequent, specific and constructive feedback helps employees understand what they are doing well and where they can improve. 5. Support personal goals as well as business goals Your employees have ambitions outside the immediate objectives of your organisation. Some may want to develop leadership skills, others may want greater responsibility, learn a new skill, achieve better work-life balance or prepare for a future career opportunity. When you understand these aspirations, look for ways to connect them with opportunities within the business. This could involve mentoring, training, stretch assignments, project leadership or exposure to different areas of the organisation.
You cannot be responsible for achieving every personal goal your employees have, but you can create an environment that helps them progress. When employees can see a future for themselves within the organisation, they are more likely to invest energy in its future as well. 6. Communicate the vision and connect it to everyday work People are more motivated when they understand why their work matters. Clearly communicate your organisation’s purpose, direction and ambitions, but avoid treating the vision as something that only belongs to senior leadership. Show employees how their individual roles contribute to the bigger picture. Instead of simply announcing company targets, explain why those targets matter and what achieving them will mean for customers, employees and the organisation. Keep the conversation going. Revisit the vision regularly, celebrate progress and acknowledge the contribution different people make along the way. A compelling vision gives employees something to work toward, but a clear connection between purpose and everyday work is what makes that vision meaningful.
2026 September Issue | 17
A thank-you can be effective when it is genuine and specific. Explain what the employee did, why it mattered and what difference it made. Recognition can also come from peers. Encourage employees to acknowledge one another’s contributions and celebrate team successes rather than focusing exclusively on individual performance. 10. Build trust through consistency
7. Create opportunities for growth and development Long-term motivation is difficult to sustain when employees feel that they are standing still. Provide opportunities to learn, develop new skills and take on greater responsibility. Development does not always have to mean expensive external courses. Coaching, mentoring, job rotation, peer learning, project work and access to new responsibilities can all help employees grow. Discuss development regularly and give employees some ownership over their learning. When people can see that their organisation is investing in their future, they are more likely to feel invested in the organisation. 8. Protect sustainable performance Enthusiasm cannot be maintained indefinitely through constant pressure. If you want motivated
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employees over the long term, pay attention to workload, recovery time and flexibility.
Ultimately, motivation is closely connected to trust. Employees are more likely to remain engaged when leaders do what they say, communicate openly, apply standards fairly and take responsibility for their decisions.
Watch for signs of chronic overwork and make sure managers are not unintentionally rewarding burnout by celebrating excessive hours or constant availability.
If you want employees to take ownership, you must demonstrate that you trust them. If you want them to communicate openly, you must listen when they do. If you want them to embrace the organisation’s vision, you must consistently demonstrate that the vision influences your own decisions.
Sustainable performance is not about asking employees to work less; it is about creating conditions in which they can consistently do their best work without exhausting themselves.
The most motivated teams are rarely created by one motivational program. They are built through everyday leadership practices that make people feel respected, trusted, supported and purposeful.
9. Recognise progress, not just major achievements
When you combine a strong culture with autonomy, meaningful recognition, personal development, clear communication and sustainable expectations, you give your employees more than a reason to perform—you give them reasons to care about the work they do and the future they are helping to build.
High-performing teams still need reasonable expectations, adequate resources and time to recharge.
Do not wait for a major milestone before recognising good work. Timely, specific recognition can reinforce positive behaviours and help employees understand that their contributions are noticed.
Why Young Apprentices — and Their Future Employers
Benefit From Getting on LinkedIn Early
In the painting and decorating trade, most of us didn’t grow up thinking about online profiles or digital networking. We built our reputations on job sites, not websites. But the next generation of apprentices is coming through schools and programs where digital identity matters — and the industry can gain a lot by meeting them where they already are. Across School-to-Work Transitions Programs, we see high school students stepping into the trade with genuine interest. They show up to Try-a-Trade sessions, ask smart questions, and get excited about the idea of becoming painters. They meet contractors, trainers, and business owners who give them advice or encouragement. But once the event ends, those connections often disappear. LinkedIn is one of the easiest ways to keep those early connections going — not just for the students, but for the tradies who might end up hiring them down
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the track. It’s basically the professional version of facebook/social media, which means the tone is completely different: people are positive, supportive, and focused on work, collaboration and opportunities. None of the usual drama you see on regular platforms. It’s a clean, simple space where young people can show they’re keen, and where tradies can spot the ones worth keeping an eye on. When a young person creates a LinkedIn profile early, they’re not pretending to be a corporate professional. They’re simply giving themselves a place to be seen. A Year 12 student who’s keen on painting can connect with the contractor they met at a school expo. A school-based apprentice can follow local businesses and start understanding the industry they’re joining. A first-year apprentice can share a photo of their first finished room and feel proud of the work they’re learning to do.
And here’s the part many tradies don’t realise: Employers benefit from this too. When apprentices connect with you online, you get a clearer picture of who’s coming through the pipeline. You see the students who show initiative. You notice the ones who keep posting about their progress. You get a sense of their attitude long before they walk into an interview. For contractors who struggle to find reliable apprentices, this early visibility is gold. LinkedIn also acts as a digital resume that grows with them. Most young apprentices don’t have much experience yet — maybe a bit of work experience, a casual job, or a school-based placement. But on LinkedIn, even these small beginnings matter. Over time, their profile becomes a timeline of their development, something you can look at and instantly see potential. And when tradies themselves are active on LinkedIn — even just occasionally — it strengthens the whole industry. Young people see that painting isn’t an invisible trade. They see real businesses, real people, real opportunities. They see a future they can belong to. And Tradies can see their industry as a whole; the different moving parts and the roles their future could lead them to; be it a different skilled trade job like commercial or rope access, or a break from the tools as a trainer, apprentice advocate/mentor, repping for manufacturers etc. Apprenticeship and trade experience could lead an individual many ways.
For contractors, it’s also a chance to show professionalism, connect with other businesses, and stay visible to schools and training organisations. You don’t need to post every day. You don’t need to write long articles. Even having a basic profile helps young people recognise you, remember you, and reach out when they’re ready to take the next step. The painting and decorating industry has always been built on relationships — on trust, reputation, and the willingness to give someone a chance. LinkedIn doesn’t replace that. It simply extends it. It keeps the door open between the moment a student picks up a brush at a school event and the moment they walk onto their first jobsite. For young apprentices, creating a LinkedIn profile early helps them step confidently into the trade. For tradies, being part of that space helps you spot talent, support the next generation, and show the industry at its best. It’s a small digital step with a big impact — for the apprenticeship journey and beyond.
Caroline Miall
caroline@aussiepaintersnetwork.com.au www.aussiepaintersnetwork.com.au
2026 September Issue | 21
Lumbersider Low Sheen Here in the Antipodes we expect a lot from an exterior paint, after all, it needs to stand up to some of the harshest climatic conditions on the planet. That’s why, if you’re looking for a low-sheen, waterborne paint that will stay looking great for years to come, Resene Lumbersider Low Sheen is the product for you. Resene Lumbersider Low Sheen has been formulated to ensure maximum durability in all exposed conditions. It imparts a natural low sheen look that is fully washable, making it ideal for use on a wide range of commercial and residential exterior projects, including landscaping, fences and exterior furniture. Resene Lumbersider comes in thousands of Resene colours or can be custom coloured to suit your requirements, including a huge range of Pantone colours, using the Resene Colour Match service, available via your Resene representative or Resene ColorShop. Additionally, for those looking to achieve a softer, smoother appearance, there is Resene Lumbersider Matt. Available in selected colours from the Resene Total Colour System, including BS5252, MultiFinish, Whites & Neutrals and The Range, Resene Lumbersider Matt builds on the performance of the Lumbersider range, and is designed especially for those after a flatter-style finish on outdoor surfaces. For those after a darker, more contemporary look for their exterior, both Resene Lumbersider Low Sheen and Resene Lumbersider Matt are available in CoolColour variants – available in selected colours from the Resene Total Colour System.
A Resene CoolColour is designed to reflect much more of the sun’s energy than a standard colour, reducing heat build-up and protecting weatherboards and other substrates. Choose from the Resene range of additives to give extra protection or make painting easier: • If the paint is drying too fast in the hotter months, add Resene Hot Weather Additive to slow drying and give more time to get a professional finish. • When painting in winter or cooler conditions, ask for Resene Wintergrade Additive, formulated to assist drying down to 3 degrees. • If the surface being painted is in a shaded area, ask for Resene MoulDefender, a mould inhibitor, to be added to your paint for extra protection. • If you’re painting and there is a risk of light showers, add Resene Umbrella Additive for early shower protection. This will help the paint set up a paint film so it doesn’t run off the surface. • If using Resene Lumbersider Low Sheen waterborne exterior/interior inside, add Resene Fly Deterrent to deter flies from sitting on painted surfaces. Most additives are best used in isolation. Ask your Resene Representative or Resene ColorShop team for the right additive for your project conditions. For more information on this product, and the rest of the Resene range, ask your local Resene representative, your local Resene ColorShop team or ask a Resene paint expert online at: www.resene.com/paintexpert.
2026 September Issue | 23
Commercial Lawyers in Australia:
A Friendly Guide to Protecting Your Business What is a Commercial Lawyer and How Can They Assist Your Business? A commercial lawyer provides legal advice and services related to business and commerce. They can assist entrepreneurs and business owners at various stages, from initial setup and structuring to ongoing operations, growth and eventual sale. Engaging a commercial lawyer can be a proactive step to address the legal framework surrounding your business activities. Their role often involves drafting, reviewing and negotiating contracts, advising on compliance with Australian laws, and helping with transactions such as buying or selling a business. The objective is to provide clear, practical guidance that aligns with your commercial goals. Key Areas Where a Commercial Lawyer Can Provide Assistance A commercial lawyer’s work is broad, but it typically centres on the legal aspects of running a business in Australia. This includes: Business Structuring: Advising on the legal implications of different business structures, such as sole traders, partnerships, companies and trusts. Commercial Contracts: Preparing and reviewing a wide range of agreements, including Terms and Conditions, contractor agreements and shareholder agreements. Intellectual Property: Assisting with the identification and registration of trade marks and providing advice on how to manage intellectual property. Business Transactions: Guiding businesses through the legal processes involved in buying or selling a business, including due diligence, contract negotiation and settlement. Franchising: Providing legal advice to franchisors and franchisees on their rights and obligations under the Franchising Code of Conduct. When to Consider Engaging a Commercial Lawyer Legal advice can be sought at any time, but there are key moments in a business’s lifecycle where it can be particularly useful. Seeking legal input during the business structuring phase, for example, can help you understand the legal implications of your chosen setup from the outset.
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It can also be useful to consult a lawyer before entering into significant agreements, launching a new product or service, or considering major changes such as franchising or selling the business. Early advice can help you understand your legal position and make informed commercial decisions. Navigating the Australian Commercial Law Landscape Operating a business in Australia involves dealing with a range of legal and regulatory requirements. A commercial lawyer works with key pieces of legislation and regulatory frameworks that govern how businesses interact with each other and with consumers. Key legal frameworks include: The Corporations Act 2001 (Cth): This is the principal legislation regulating companies in Australia. It sets out rules for forming a company, the duties of directors and processes for corporate governance and reporting. Australian Consumer Law (ACL): Contained within the Competition and Consumer Act 2010 (Cth), the ACL provides a national set of protections for consumers. It also applies to many business-to-business transactions, including in relation to misleading or deceptive conduct and unfair contract terms. Personal Property Securities Register (PPSR): The PPSR is a national online register where businesses can record security interests in personal property. It can be an important tool for businesses supplying goods on credit or dealing with security interests in assets.
Understanding Legal Costs: The Fixed-Fee Approach Uncertainty about legal costs can be a concern for business owners. Rise Legal addresses this by providing fixed-fee proposals for defined scopes of legal work. This allows clients to understand the agreed scope and cost before work begins. A fixed-fee model means the agreed fee is set for a defined scope of work, giving the client clarity about the cost before work begins. This upfront clarity helps with budgeting and gives clients a clear understanding of the agreed cost for the defined scope of work.
The Value of Tailored Legal Documents Generic document templates may not reflect the way your business operates or address the Australian laws that apply to your particular arrangement. A legal document that is not tailored to your operations may not adequately address your circumstances. Professionally drafted agreements can take into account the particular commercial arrangements of your business and reflect those arrangements more accurately.
Click to enlarge
A Practical Checklist for Reviewing Your Business’s Legal Health Periodically reviewing your business’s legal documents and structures can be useful. It is not always necessary to conduct a review every 12 months, but a review may be appropriate when significant changes occur. This could include changes to the law, your business structure, ownership, products, services or general operations.
2026 September Issue | 25
A Practical Checklist for Reviewing Your Business’s Legal Health Periodically reviewing your business’s legal documents and structures can be useful. It is not always necessary to conduct a review every 12 months, but a review may be appropriate when significant changes occur. This could include changes to the law, your business structure, ownership, products, services or general operations. This checklist provides a framework for identifying areas that may require a legal review. Stage 1: Foundation and Structuring Business Structure: Is your current structure still suitable for your business’s operations, ownership and long-term plans? Legal advice should be considered alongside input from your accountant on tax implications. Owner Agreements: Do you have a current Shareholders Agreement or Partnership Agreement in place? Corporate Records: Are your company, trust, ownership and governance records consistent with the way the business is currently operated? Stage 2: Operational Arrangements Terms and Conditions: Have your T&Cs been reviewed in light of changes to unfair contract terms laws under the Australian Consumer Law?
Commercial Leases: Have you reviewed important lease terms and noted key dates for renewal or exercise of options? Exit Strategy: Have you considered a succession or exit plan for the business? Working with Rise Legal Rise Legal provides practical commercial legal advice for business owners across Australia. The firm assists with Terms and Conditions, commercial contracts, franchising and franchise reviews, trade marks, business sales and purchases, shareholder agreements, contractor agreements, commercial leases, PPSR and related commercial legal work. Rise Legal provides fixed-fee proposals for defined legal work, giving clients clarity about costs from the outset. Our services are delivered Australia-wide using modern technology to assist business owners regardless of their location. We focus on commercial and business law and do not undertake disputes or litigation. Request a Fixed-Fee Proposal If you need assistance with a commercial legal matter, contact Rise Legal to discuss the work required. We can then provide a fixed-fee proposal setting out the scope of work and associated cost where appropriate.
Contractor Agreements: Do your agreements with contractors and consultants clearly define the scope of work, payment terms and ownership of intellectual property? Brand Identity: Is your primary brand name or logo registered as a trade mark with IP Australia? Stage 3: Growth and Future Planning Franchising: If you are a franchisor, have your franchise documents and disclosure processes been reviewed against the current Franchising Code of Conduct?
Oliver Kay
P: 1300 064 707 | E: oliver.kay@riselegal.com.au
2026 September Issue | 27
Complaints about online platforms often go nowhere.
AI could actually be part of the solution You know the feeling. Your account is suspended, your refund request is refused, or you’re still being charged for a cancelled subscription. So you go to the company’s website for help and you find a chatbot. It offers a menu that doesn’t include your situation. There is no option to speak to a person. Eventually you give up. Since the start of 2023, Australians have made 1,780 complaints about online retailers, marketplaces, search engines and social media platforms to the telecommunications industry ombudsman. In 2025, complaints were up 20% on the year before. Account access problems were the most common problem, followed by disputes over charges and fees. More than seven in ten involved just five companies: Meta, Google, Microsoft, Apple and Hubbl.
DIGITAL PROBLEMS COST THE ECONOMY The Consumer Policy Research Centre found four in five Australians had a problem with a digital service in the past year, and that unresolved problems cost an estimated $497 million annually. Two in three who complained were left dissatisfied. Dissatisfaction was highest over refunds people believed they were entitled to (84%), followed by having no way to contact someone who could help (83%). The centre says when people complained to online businesses and platforms, many had to deal with virtual customer service portals and AI chatbots that are unhelpful, give no explanation or offer inaccurate advice. WHO CAN DEAL WITH THESE COMPLAINTS?
Unfortunately, all those complaints about online services made to the telecoms industry ombudsman fall outside its jurisdiction. No existing ombuds scheme can make a binding decision about them.
The government’s scams prevention framework offers a model. It requires banks, telcos and global digital platforms to join an external dispute resolution scheme run by the Australian Financial Complaints Authority by September 1.
We need a dispute resolution system that can deal with these complaints, and there are precedents for this.
However, this scheme is limited to scams and won’t cover the sort of account or platform issues outlined above.
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Under Europe’s Digital Services Act, platforms must have a proper complaints process, and decisions cannot be made by machines alone. Qualified staff must supervise them. If the platform still gets it wrong, users can take the dispute to an independent body certified by the government, which must decide within 90 days. For example, one dispute settlement body, Appeals Centre Europe, has ruled on 1,500 disputes and overturned more than three quarters of the platforms’ original decisions.
In the European Union, final decisions in a dispute must be made by a human. Jakub Porzycki/ NurPhoto via Getty Images
MAYBE AI COULD BE PART OF THE SOLUTION
convincing advice that is simply wrong.
functions, and what safeguards will reduce potential risks.
Any dispute resolution scheme covering online platforms would face huge numbers of cases with similar problems. This is where chatbots and AI could actually become part of the solution.
That risk falls hardest on the people these systems are meant to help. A consumer who can’t afford a lawyer is also the person least equipped to notice when an AI has made up the law. And the error is invisible: told wrongly that you have no claim, you simply walk away, and nobody ever finds out. No feedback reaches the system that produced the error.
The chatbots people are stuck in today aren’t broken. They are working exactly as designed – for the online companies that built them.
Getting the design right
Whether technology ends up serving consumers or stonewalling them is not a question about AI. It’s a question about who the system is designed for, and whether there is always, at the end of it, someone to turn to.
British Columbia’s Civil Resolution Tribunal guides people through an interactive Solution Explorer, a rules-based chatbot that asks set questions and returns tailored information based on set rules, before any human decision-maker gets involved. In research my colleagues and I published in the UNSW Law Journal, we compared rules-based chatbots with generative AI chatbots to see how they can help people with small-value claims. Generative AI’s ability to provide personalised and targeted responses is genuinely attractive.
The Victorian Law Reform Commission sets out sensible principles in its report on AI in Victoria’s courts, including one clear recommendation that AI must not make the final decision. A person must decide the outcome. Before any new resolution scheme integrates AI tools, it must decide which tools will be used, for what
Australia rarely gets to design a dispute resolution scheme from scratch, and it is building one now as part of its scams prevention framework.
--------------------------------------------------------
Vivi Tan
Lecturer in Law, RMIT University
But generative AI also hallucinates, confidently inventing legal rules and cases that don’t exist. Even when it isn’t fabricating a source, it can produce highly
2026 September Issue | 29
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Legal Troubles FOR TRADIES Most tradies will go through their working lives without having a major legal issue, just like most of us won’t have our houses burn to the ground… But that’s not to say it doesn’t happen, and shouldn’t be insured. Leading legal expense insurance provider ARAG have put together some case studies that relate specifically to tradies:
SafeWork Prohibition Notice
“Following an accident on their worksite, SafeWork attended the premises and issued a Prohibition Notice requiring the business to stop work. The business challenged the Prohibition Notice on the grounds that the system of work was deemed safe. The insured contacted ARAG and a claim was lodged. ARAG appointed lawyers who ran proceedings to challenge the Prohibition Notice with the result being that the Prohibition Notice was cancelled. ARAG paid the business’ legal costs in relation to the proceedings.”
Contract Dispute
“Knock on Wood, a carpentry business, was approached by a customer to install skylights in their customer’s home. Knock on Wood is a small enterprise and engaged a Skylight contractor to supply and install the skylights. The skylights were installed and not properly sealed. The cost of installation of two skylights was $7,000. Following complaints by the customer, Knock on Wood arranged for the skylights to be replaced by a different contractor, they then claimed damages from the original contractor. The originally contractor refused to compensate Knock on Wood. Knock on Wood contacted their broker who then contacted ARAG Claims team, and formally lodged a claim on behalf of their client. ARAG reviewed and accepted the claim, appointed lawyers who forwarded a demand for payment of compensation to the contractors which resulted in negotiations and
a quick settlement with damages paid to Knock on Wood. As there was a nil excess there were no out of pocket expenses and ARAG paid the legal costs incurred.”
Tax Protection
“Perfect Plumbing has been lodging its BAS statements and Tax returns regularly. The ATO has announced its intention to look at compliance in several industries including the plumbing industry. The then ATO randomly selects Perfect Plumbing for a tax audit. After preliminary inquiries the ATO advised Perfect Plumbing’s accountant that it intended to audit their BAS lodgements. ARAG appointed accountants to assist with the audit and demonstrate BAS has been appropriately accounted for. ARAG met all costs of the appointed accountant other than the excess which was paid by Perfect Plumbing to the appointed accountant.”
2026 September Issue | 31
Contract Dispute
“Bright Spark Electrics purchased bespoke lighting, with accompanying accessories for a large residential project. Mid-way through the installation the client changed their mind and wanted different lights. They asked Bright Spark to cancel the remaining order. Bright Spark explain that the client will need to pay for the change as the lights were non-refundable. The client agreed and Bright Spark ordered and installed new lights. However, when issued with the final invoice, the client then refused to pay for the unused lights. The client refused all requests for payment and denied they had agreed to pay for the unused material, despite text messages and emails. Bright Spark contacted the ARAG Legal Information Helpline, and then referred to ARAG claims. Lawyers were appointed to recover damages from the client. After debt recovery proceedings commenced the client agreed to pay for 80% of the total invoice. ARAG paid all legal costs incurred in the proceedings, and Bright Spark Electric paid a $1,000 excess.” In a perfect world we wouldn’t need lawyers and accountants to settle disputes, but it’s a far from a perfect world… As a sole trader your exposure to such matters can be even more serious, since you’re personally liable for any legal costs incurred by your business.
Our experience shows that for sole traders, legal expense insurance will sometimes cost no more than your public liability insurance. So we could be talking well under $1,000 per year. Compare that to the cost of a solicitor, which could be anything up to $3,000 per day if you end up in court, and it’s incredible value. Included in the policy is access to a legal helpline, so even if you just need some quick advice and don’t end up in court, you can still benefit from the policy.
Doesn’t public liability cover legal costs?
Yes, public liability insurance will cover legal costs, or more specifically, your defence costs. But it only covers defence costs for something that will be (or could be) a public liability insurance claim. If the potential claim relates to property damage or personal injury suffered by a third party, then your public liability policy may cover those legal / defence costs as part of the overall claim. But if the issue is not related to a public liability claim, then it will not cover any legal or defence costs. This could include contractual disputes, licensing issues, employment disputes, tax audits or many other potential legal issues which don’t relate to public liability insurance.
Next steps
We know that for most sole traders, the cost of an insurance policy is a major consideration. If what you’ve read so far has piqued your interest, the next step is to request a quote from us. For existing Trade Risk clients we recommend speaking with your dedicated account manager. If you don’t have their details, call our office on 1800 808 800 and we’ll transfer you through. Legal expense insurance can give you considerable peace of mind, knowing that you have access to legal assistance when you need it, without ending up with a huge legal bill.
How much does it cost?
As with any type of business insurance, the cost of legal expense insurance will vary depending on the size and type of business you run.
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For new clients, call our office on 1800 808 800 and one of our brokers will help you out with quotes and information.
CHECK OUT THE QBCC’s INDUSTRY SNAPSHOT
The QBCC’s Industry Snapshot provides valuable insights into Queensland’s building and construction industry, including licensing trends, demographic shifts and defect reporting— providing an understanding of industry dynamics, planning workforce development, and improving compliance and quality standards. SOME NOTABLE CHANGES OVER THE PAST TWO YEARS INCLUDE: GROWTH IN LICENSEES • Total licensees under the QBCC Act increased by 6.3% from 96,908 in 2023 to 103,011 in 2025 (total licensees are more than 120,000 under all Acts regulated by the QBCC). • The most notable increases were in the Brisbane region (+7.5%) and the Sunshine Coast region (+11.7%). DEMOGRAPHIC SHIFTS • The proportion of licensees aged under 30 years has slightly increased, indicating a modest rejuvenation of the workforce. • A large portion of licensees remain over 60 years old, especially in key trades like plumbing, painting and carpentry, highlighting ongoing succession challenges. DEFECT TRENDS • Painting continues to top the list of reported defects. • Driveways and paths defects have increased in frequency. • The incidence of footing and slab defects has increased. If you need a refresher on any of these defective work items, the QBCC’s standards and tolerances guide is a quick and easy reference for industry, licensees and home owners, based on recognised industry standards in Queensland.
Licensee feedback and suggestions are welcomed, so the QBCC can continue to evolve and provide the most accurate picture of the industry possible. To read the full and latest version of the Industry Snapshot or find out more on the state of the industry please visit www.qbcc.qld.gov.au
139 333 | qbcc.qld.gov.au
A006854 APN_10/25
The QBCC will publish the Industry Snapshot annually to ensure the building and construction industry is armed with current and reliable industry data.
Convert More Clients
with a Powerful Call to Action A great marketing message doesn’t just inform or persuade—it moves people to take the next step.
Focus on the result or value, rather than simply describing the thing itself.
That’s the purpose of a strong Call to Action (CTA).
Instead of: “Download our PDF.” Try: “Download the free 10-step guide to generating more qualified leads.”
Whether you’re writing an email, creating a sales page, recording a video, posting on social media, or talking to a prospect, your audience should know exactly what you want them to do next.
The second version tells people what they’re getting and why it matters.
The mistake many businesses make is assuming that people will automatically take action once they understand the offer. They often won’t.
Step 2: Tell Them WHY They Should Want It Once people understand the offer, give them a reason to act now. Highlight the specific benefits they can expect.
Clarity creates action.
For example: Inside the free guide, you’ll discover how to: • Attract more qualified prospects • Turn more website visitors into leads • Avoid common conversion mistakes • Create offers that are easier to say yes to • Build a simple follow-up process that keeps prospects engaged
A powerful CTA removes uncertainty, communicates value, and makes the next step feel simple. Here’s a simple framework you can use almost anywhere: Step 1: Tell Them WHAT They’ll Get Start by clearly explaining what you’re offering. Your CTA might lead to: • A free guide or checklist • A consultation or strategy session • A special offer • A product demonstration • A downloadable resource • A free trial • A useful video or training
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The key is to focus on outcomes, not features. People don't usually take action because they want another PDF, appointment, or email. They take action because they want to solve a problem, save time, make money, reduce frustration, or achieve a desired result.
Step 3: Tell Them HOW to Get It Now make the next step incredibly obvious. Don't make your audience figure out what to do. Tell them. For example: →→“Click here to download your free guide.” →→“Enter your email below to get instant access.” →→“Book your free consultation today.” →→“Start your free trial now.” Avoid vague phrases like “Learn More” when you can communicate a more compelling action. Instead of: “Learn More” Try: “See How You Can Increase Your Leads” The more clearly your CTA connects the action to the desired outcome, the more compelling it becomes.
Step 5: Create a Reason to Act Now A good CTA answers what, why, and how. A great CTA also answers: “Why should I do this now?” Give people a legitimate reason to take the next step instead of postponing it. That might be: →→A limited-time offer →→A deadline →→Limited availability →→A seasonal opportunity →→A bonus available for a short period →→The cost or consequences of continuing with the problem Don't manufacture false urgency. Instead, communicate genuine reasons why acting sooner is beneficial.
Put It All Together
Step 4: Remove the Risk There’s another element that can make a CTA significantly stronger: reduce hesitation.
Here's what the complete CTA might look like: Want to generate more qualified leads without increasing your advertising budget?
Before someone clicks, signs up, books, or buys, they may be thinking: →Will → this be worth my time? →Is → there a catch? →Will → I get bombarded with sales messages? →What → happens after I click?
Download our free 10-Step Lead Generation Guide and discover how to: →→Attract better prospects →→Improve your conversion rate →→Follow up more effectively →→Turn more inquiries into paying customers
Address those concerns whenever appropriate.
Click below to get instant access. No credit card required. [Get the Free Guide]
For example: “Get instant access. No credit card required.” Or: “Book your free 15-minute consultation—no obligation.” Or: “Download the guide and unsubscribe anytime.” A small reassurance can remove a big barrier to action.
That's the WHAT + WHY + HOW + REASSURANCE formula in action. One More Important Rule: Use One Primary CTA If you give people five different things to do, you can actually make it harder for them to choose.
Whenever possible, give each marketing message one primary action. Want them to book a call? Make booking the call the obvious next step. Want them to purchase? Make the purchase button and next step unmistakable. You can have secondary links when necessary, but don't let them compete with the main action you want your prospect to take.
The Simple CTA Formula
The next time you create a marketing message, use this formula: • WHAT: What are you offering? • WHY: What specific benefit will they receive? • HOW: What exactly should they do? • REASSURANCE: What can you say to make taking that action feel easier or safer? • URGENCY: Why is taking action now better than waiting? A strong call to action doesn't need to be complicated. It simply needs to make the next step clear, valuable, easy, and compelling. Use this framework consistently across your emails, website, sales pages, videos, social media, and advertisements—and you'll give your prospects far fewer reasons to hesitate and many more reasons to act. Don't just tell people what you offer. Show them the next step— and give them a reason to take it.
2026 September Issue | 37
HABITS
to have a Baseline of
Someone told me recently that I’m one of the only people they know that seems to have a baseline of happiness. Most of the people they know, including themselves, are stressed, angry, anxious, overwhelmed, sad, etc. It made me start to reflect: is this actually true? And if so, why is it true for me? I think it is true. I’m definitely not happy all the time — I have all the emotions everyone else has — but I do think my baseline is one of happiness and peace. So why do I have this baseline? Part of it might be that I got lucky — I was born with brain chemistry that helps me. I think my mom also has a baseline of happiness, so it could be her genetics, or how she raised me. (I also had a dad who very much didn’t have happiness as his baseline, and his parenting definitely gave me some trauma to overcome.) But I also think I’ve built on that with my own habits, mental and otherwise, that have helped me to have this baseline. I think these habits can help anyone, even if you weren’t blessed with good chemistry or a loving parent. Let’s take a look.
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2026 September Issue | 39
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My Habits of Happiness I’ll start by saying that these won’t cure everything, nor are they easy fixes. They’re mental habits, and they take time to cultivate. But here are the mental habits I’ve found to be helpful: Slow down & savor: This is the idea that Zen Habits is built on — don’t always try to rush through your day, to get on to the next thing. Instead, slow down, and savor moments as often as you can remember. Every moment is something to be savored, if we can just wake up to that. Be fascinated: So many of us get bored with life, or take the wonders of life for granted. Instead, what if we could get curious about the things we barely notice anymore? What if we could let our fascination lead us, instead of going through the motions? Everything is a lesson: When I’m frustrated with someone, or frustrated with myself, or things are not going the way I’d like … I have learned to see what I’m facing as a lesson in deeper wisdom. I try to pause and notice what this person, or this moment, has to teach me. My deepest lessons come from the hardest struggles. Enjoy progress, not only the result: I’ve come to enjoy every little bit of progress that I make. If I am inching along on a project, if my fitness journey is taking way longer than I hoped it would … I try to see what progress I’ve already made, and celebrate that. Even if it’s just a few steps. It means that I’m encouraging myself along the way, and that the end point is just one joyous point among many. Feel but don’t dwell: I find that it’s important to feel all the feels.
If I get sad, I let myself really feel heartbroken. If I get angry, I let myself rage (not at another person though). I feel all of it. But then I’m done. It’s not helpful to dwell on the thoughts that cause the feelings. Try not to take things too seriously!: I like to take life lightly. I try to laugh at myself, and make a little fun in heavier situations (when appropriate!). This means that life can be lighthearted, which is always more fun! Practice gratitude & wonder: I started my journey toward happiness with a simple gratitude practice — I just listed 10 things I was grateful for that day. Often they were the same things (my family, my health, nature) but what this did was have me looking throughout the day for things I might take for granted but that I was glad was in my life. Later, I expanded that to seeing things that filled me with wonder. This is how we appreciate the miracle of everyday life. This isn’t meant to be a comprehensive list — nor do you have to do all of these to be happy. They’ve just helped me tremendously over the years.
The hard part, of course, is forming these habits. Here’s what I’d recommend: Pick one and set an intention to practice with it every day. Set reminders on your phone, and posted around your living and working spaces. Try to catch moments when you can practice that mental habit. It’ll be hard at first, but you’ll start to catch it more and more. Set a 5-minute review habit for the end of each day, when you try to notice when you practiced during the day and when you might have missed it. It’ll help you get better each day. Do this for at least a month per mental habit. You’ll drop off a little at the middle of the month, but then try to recommit yourself to it and that’s when the real learning happens. Be patient. It takes time. These are mental habits I’ve developed over years of practice. But they are so worth it. -----------------------------------------------------------
Leo Babauta
ZEN HABITS
2026 September Issue | 41
Five Undesirable Customer Types
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Every businessperson knows that not all customers are created equal. Some customers are loyal, while others will stray if they're offered a slightly lower price elsewhere. Some clients are demanding, while others only call when they wish to place an order. Every business must deal with a variety of customers. But there are certain types of customers who do more harm than good to your business, they drain the resources while adding little to your revenue. Here are five undesirable customer types that every businessperson should learn to recognise. 1. The customer who returns most of their purchases. Return policies are intended to offer customers a reasonable period of time in which to reconsider the purchase decision. However, some customers abuse such policies. Some buy a product (such as clothing) with the intention of using it only once or twice and then returning it. Others buy two similar items with the intention of comparing them, keeping only one, and returning the other. Such customer behavior increases staffing costs and warehousing expenses, and it can strain your relationships with suppliers. 2. The customer who makes unreasonable demands on your customer service staff. If every little problem that the customer encounters with a product (such as computer hardware or software) leads to a call to your customer care department, the resulting personnel costs may ultimately exceed the revenue resulting from the original purchase. Customers who behave this way - instead of consulting the instructional documentation and/or the frequently asked questions - also reduce the standard of service available to other customers by clogging the phone lines. 3. The customer who complains publicly about your company's products/services. The growing visibility and influence of social media have made this type of customer more dangerous than ever. This is
especially true if your business is a large and well-known company. Social media sites like YouTube and Twitter give disaffected customers the means to broadcast their concerns to a very large audience. 4. The customer who unreasonably takes advantage of special offers or incentive deals. If a customer repeatedly signs up for a service to take advantage of a low-price introductory offer, and then cancels when the introductory period comes to an end, the customer is not helping your business succeed. Such customer behavior may be perfectly legal, but it is nevertheless outside the boundaries of appropriate contractual interactions. 5. The client in a B2B (business to business) supplier arrangement who constantly makes demands of your sales representative, takes advantage of free delivery by placing numerous small orders (in order to reduce inventory costs), or frequently threatens to take their business elsewhere if they don't get special deals. At a certain point, it is necessary to acknowledge that such clients are more trouble than they're worth. After a businessperson identifies a customer (or client) as undesirable, the next stage is to develop an appropriate response. Where possible, try to educate the customer - in a respectful and courteous manner - about reasonable and acceptable interactions in the marketplace. If this fails, you may have to consider "firing" the customer. Shedding your business of undesirable customers has multiple positive impacts in addition to improving the bottom line, it improves employee morale and allows you to focus more resources on other customers. -----------------------------------------------------------------------------Sandra Price
www.tradiebookkeepingsolutions.com.au
2026 September Issue | 43
aussie painters network
How Do You Quote a Painting Job?
Quoting is one of the most important parts of running a successful painting business. In this video, we break down the process of creating accurate, professional quotes that win jobs and keep your business profitable.
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Recruitment in the Painting & Decorating Industry Finding and keeping the right people is one of the biggest challenges for painting and decorating businesses.
Smoko – What does it really Cost
Smoko isn’t just a break – it’s a tradition in the trades. In this video, we take a look at what smoko means on site, why it’s important, and the stories that come with it.
2026 September Issue | 45
The emerging threat of violent, exploitative digital ‘com networks’: what do we need to know? For many parents, keeping their children safe online is a top priority. But now there’s an emerging threat: “com networks”.
What do we know about these networks? But we do know these groups are a growing threat to young people.
Europol recently removed more than 4,000 websites linked to “The Com” network in a joint operation with international authorities.
Com networks (short for community networks) are online groups that mostly target vulnerable young people in the online spaces they use every day, including gaming platforms and social media.
In June, Australian Federal Police Commissioner Krissy Barrett said the threats are “confronting”. She added:
But the true number of com networks is unknown. As more reports emerge, there are warning signs parents should look for.
Right now, kids are hurting their siblings, killing their pets or injuring themselves because they are being blackmailed by other youth, teens or adults who enjoy watching the pain of others or are dominating and exploiting the vulnerable.
How are young people targeted? A young person’s first encounter with a com network might not appear dangerous. It often seems like a normal conversation online, making the warning signs difficult to spot.
Through threats, they convince young people to harm themselves and others. Perpetrators are often motivated by status, fascination with violence, or sexual gratification.
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Perpetrators gradually build trust with the young person, exposing them to increasingly extreme content and behaviours. They may encourage the young person to share or do something humiliating, using this to pressure them into more harmful acts. Children can be coerced into harming siblings, pets, or themselves, or encouraged to attempt suicide. These groups often target isolated young people, those struggling with their mental health or body image, exploring their identity, or looking for friendship or acceptance online. The line between victimisation and causing harm can become blurred: a young person might be experiencing abuse while also being pressured to recruit others or harm someone. What are the warning signs? There is no single giveaway of someone being linked to a com network. But some suggested indicators of concern include: • sudden changes in eating or sleeping habits • distancing from friend groups • receiving anonymous gifts (physical or digital) • sudden changes in behaviour, routine, or appearance • unexplained injuries, including bruises, cuts or burns, and those which appear to form a symbol or word (“cut signs”) • family pets or other animals being harmed.
friends unexplained injuries to siblings use of encrypted communications platforms cruelly sharing identifiable or private information (“doxing”) hoaxing an emergency service to trigger an armed police response to a location (“swatting”).
online games their children are accessing, along with talking with their children about whom they are interacting with online.
In isolation, these indicators may not be related to com networks. But knowing what to look out for might help some people – including parents and caregivers – identify and report abuse.
If parents and caregivers are concerned about their children’s online interactions, they do not need to navigate this alone. Support is available, including Family and Child Connect, Kids Helpline and other child and family support services.
• • • •
What can be done? Com networks do not sit neatly within existing categories of crime. Their hybrid nature means there are potential gaps in current interventions. Effective prevention needs a holistic approach. It also needs to be collaborative, with tech providers and industry working alongside law enforcement.
Communication and trust are key: young people are better protected when they feel they can talk to trusted adults and won’t be blamed.
The eSafety Commissioner also has a reporting page for online harm. Where there is an immediate risk of harm, parents should contact emergency services. If this article has raised issues for you, or if you’re concerned about someone you know, call Lifeline on 13 11 14.
Schools must keep working to reduce bullying and exclusion, equip children with digital literacy skills to recognise and resist this grooming, embed accessible reporting and anonymous support for bullying and harm, and provide greater monitoring of tech use in the classroom.
Sue Sweeney, co-author of our upcoming research project on this topic, contributed to this article.
Parents and caregivers also play an important role in prevention. They are encouraged to understand the
Bricklyn Priebe
----------------------------------------------------------------Larissa Christensen
Co-leader, Sexual Violence Research and Prevention Unit (SVRPU), Senior Lecturer in Criminology & Justice, University of the Sunshine Coast
Associate Lecturer in Criminology and Justice; Core Member, Sexual Violence Research and Prevention Unit, University of the Sunshine Coast
Other potential indicators of concern include: • letters, symbols, or numbers written in blood on walls (“blood signs”) • obsession with new online
2026 September Issue | 47
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IMPORTANT
Contacts
Aussie Painters Network aussiepaintersnetwork.com.au
1800 355 344
National Institute for Painting and Decorating painters.edu.au 1300 319 790 Australian Tax Office ato.gov.au 13 72 26 / Ph. 13 28 65 Award Rates fairwork.gov.au 13 13 94 Australian Building & Construction Commission www.abcc.gov.au
1800 003 338
Mates In Construction www.mates.org.au
1300 642 111
Workplace Health and Safety Contacts Comcare WorkSafe ACT Workplace Health and Safety QLD WorkSafe Victoria SafeWork NSW SafeWork SA WorkSafe WA NT WorkSafe WorkSafe Tasmania
comcare.gov.au worksafe.act.gov.au worksafe.qld.gov.au worksafe.vic.gov.au safework.nsw.gov.au safework.sa.gov.au worksafe.wa.gov.au worksafe.nt.gov.au worksafe.tas.gov.au
1300 366 979 02 6207 3000 1300 362 128 1800 136 089 13 10 50 1300 365 255 1300 307 877 1800 019 115 1300 366 322
actcancer.org cancercouncil.com.au cancercouncilnt.com.au cancerqld.org.au cancersa.org.au cancervic.org.au cancerwa.asn.au
(02) 6257 9999 (02) 9334 1900 (08) 8927 4888 (07) 3634 5100 (08) 8291 4111 (03) 9635 5000 (08) 9212 4333
Cancer Council Australia ACT NSW NT QLD SA VIC WA
2026 September Issue | 49