Aussie Painting Contractor July 2017

Unhealthy Business Addictions!

Do you have them?

Growing your business

Put yourself in the Driver’s Seat

Green Jobs

For a Greener future

What is the Real Risk? of Rare and Tragic Events

www.aussiepaintersnetwork.com.au

CONTRIBUTORS

From the Editor

• Angela Smith • Caroline Miall • Duncan Bowie • Jim Baker • Leo Babauta • Monroe Porter • Nigel Gorman • Robert Bauman • Sandra Prize

EDITOR Nigel Gorman EXECUTIVE EDITOR Caroline Miall

Hi Everyone, Another financial year done and dusted, hopefully it was a fruitful one without too many issues for you this year. Remember the new financial year brings changes in pay rates & workers compensation payments. We advise you to check with your local departments about the changes.

The past month we’ve been busy, as usual, welcoming new Members, assisting Painters in recouping tens of thousands of dollars in unpaid earnings, and the Painters Training Wheels has done the rounds of the State again, training our future industry leaders.

In the wake of the numerous tragic events to occur globally of late, read on for an interesting take on the real risks associated with disaster and terror; it might be of some reassurance! But sadly, speaking of recent tragedies, London’s Grenfell Tower fire has again brought into stark focus the risks builders take with cheap materials like cladding, poor building design and lack of precautionary consideration. The article inside explores the politics of the tragedy that many knew was a disaster waiting to happen.

Enjoy July’s Aussie Painting Contractor, and don’t miss out on the business insights and advice that could be exactly what you need right now!

Until next month, Happy Painting!!

GRAPHIC DESIGNER J. Anne Delgado

Nigel Gorman

nigel@aussiepaintersnetwork.com.au

07 3555 8010

Contents Get into the DRIVER’S SEAT Invest in training

6 9

GREEN COLLAR WORKERS

Small Actions, HUGE IMPACT How to help kids navigate

Organise Your Business 12 and Boost Your Efficiency

15

Here’s how to think about the real risk of rare events Barcelona

18

Breaking Unhealthy Business Addictions Glossary of Paint & Painting Terms WorkCover PREMIUM SAVINGS

Improve Employee Performance by 30% ?

34

It’s all about YOUR Behaviour

22

FAKE NEWS AND MISINFORMATION ONLINE

for a greener future

Worried about shark attacks or terrorism?

21

25 30

Yes, the Grenfell Tower fire is political –

37

it’s a failure of many governments

Industry Idiots

42

Important Contacts

43

33

for employers hiring apprentices

Behind the shutters

Opinions and viewpoints expressed in the Aussie Painting Contractor Magazine do not necessarily represent those of the editor, staff or publisher or any Aussie Painters Network’s staff or related parties. The publisher, Aussie Painters Network and Aussie Painting Contractor Magazine personnel are not liable for any mistake, misprint or omission.

Information contained in the Aussie Painting Contractor Magazine is intended to inform and illustrate and should not be taken as financial, legal or accounting advice. You should seek professional advice before making business related decisions. We are not liable for any losses you may incur directly or indirectly as a result of reading Aussie Painting Contractor Magazine. Reproduction of any material or contents of the magazine without written permission from the publisher is strictly prohibited.

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1800 355 344 07 3555 8010 info@aussiepaintersnetwork.com.au

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Get into the

DRIVER’S SEAT

Developing a business to increase profits or turnover is what most small business owners are aiming for, but too often they remain stuck in their daily activities.

What many also fail to realise is that a well-structured and organised business with a plan has much higher chances to be sold at a better price, or if we look at the statistics, be sold at all.

We’ve covered a few points on the journey of business growth and consolidation in the previous months’ articles, like how to find time to work ON your business, become clear on goals, and work out your own strengths and weaknesses, and those of your business.

Let’s now go back to the ‘ThreeLegged-Stool’ analogy, which covers the three legs of business, ie Sales & Marketing, Production and Finance. With all the data you’ve generated in your activity reviews, time audits and business performance numbers, we now

6 | Aussie Painters Network

want to show you how to put this all together –into a Business Plan.

It is vitally important that you pay attention to keeping all three legs of business in balance, because the business can easily topple over, if you’ve got one leg that’s too short.

1. Start at Basecamp Pull out your business reports that show you how your business has been going in the past. Look at previous budgets, and how your business has performed against the projected forecasts. Review your business goals and create strategies that can help you achieve them, which will certainly include creating a Marketing Plan.

2.Chart the course Depending on whether you just want to make more sales, or break into a market with a new product, you’ll need to have your marketing activities go exactly where they can work for you. Document your marketing ideas for existing and new products/services.

Think about how each of your products or services will be packaged, ie. image, positioning, attractiveness, labelling, selling features, cost effectiveness, travel and handling.

---------------------------------------------

Determine your distribution channels and describe the way the product/service is sold and distributed (eg method and documentation).

--------------------------------------------Set the pricing and decide on discounting strategies and credit policies. Have a look at how your competitors are handling these matters and create strategies that can match them or are even more attractive to customers.

Finally, decide on how you will promote your products/services.

Describe your advertisement and promotions strategy and how it will allow your business to sustain a competitive advantage.

3. Determine your development speed This is all about putting operational resources into your growth phase.

Pick your targets and determine how fast you want to grow your business and that includes looking at your production capacity and ability to manage growth. The worst place a business owner can find themselves in is to have sales coming in, but no capacity to deliver. Issues to consider when developing your Operational Plan are: • Productivity - production process, scheduling, lead-time, operating capacity and utilisation • Plant and equipment requirements (including maintenance and replacements) • Quality control measures • Staff requirements (number, expe-

rience, knowledge and skills, qualifications, hours, contracts of employment, awards, availability)

• Training (personal development, skills, technology)

4. Put your money in the right places Any Operational Plan needs to have a budget to make it become a reality. You know already how much it costs to run your business at the current pace with existing resources. Now that you’ve got additional activities relating to your business development, they need to be integrated into your existing infrastructure.

Any additional sales will entail more transactions, so you need your financial systems to be able to absorb the additional work being generated through more sales. You may need to consider putting on extra staff or contractors to manage the bigger workload,

or leverage on new mobile technologies to build in efficiencies that can help improve staff communications.

So we’ve covered all aspects of balancing the ‘Three-Legged Stool’ now, but If you are stuck for tools or templates to do this, just contact our office on 07 3399 8844 and we can help you out.

If you have any questions on how to increase your profits or prepare your business for sale, feel free to arrange a FREE No-Obligation Meeting with me. Just visit our new website at www.straighttalkat.com.au and complete your details on our Home page to request an appointment.

Call Us: (07) 3399 8844

2017 July Issue | 7

8 | Aussie Painters Network

Invest in training

GREEN COLLAR WORKERS for a greener future Australians are often presented with a choice – you can either have more jobs or you can look after the environment. At least, that’s what some of the political rhetoric would have you believe.

But what if you could have your cake and eat it too?

What if you could grow the economy while improving the environment?

As the government changes some key environmental policy settings, particularly around climate change, we will need to focus on changing industries through the green training we give future workers.

What are green jobs?

In a report commissioned by United Nations Environment Programme, green jobs are those that include the skills and understanding to protect biodiversity, reduce energy, materials, water consumption, de-carbonize the economy and minimise waste.

But new green jobs and the greening of existing industries will require more than just technical skills, but a deeper understanding of sustainable practice.

As the former government put it students will need “the knowledge, values and attitudes needed in the workplace to develop and support sustainable social, economic and environmental outcomes in business, industry and the community”.

This will need to include sustainable approaches, innovation, whole-of-systems thinking, envisioning and collaborative problem solving.

To grow a green economy, you need to train workers in green skills. Green image from ww.shutterstock.com

2017 July Issue | 9

Examples in practice There are many examples of green skills in a whole range of vocational education and training areas.

On the more technical side there are courses in green plumbing, construction of energy efficient buildings, and renewable energy and low input gardening. But wider sustainability skills are increasingly embedded into business, tourism, hospitality and events courses too.

Students studying finance and accounting for example can explore concepts of corporate social responsibility and development of sustainable procurement policies.

Many painting courses also now teach students to dispose of paint waste, water and solvents in an environmentally sustainable manner.

Any number of other professions are increasingly establishing ways to help students evaluate their impact on the environment (eg energy and water) and society (eg local communities).

Why do they matter?

But why do we need to embed these kinds of skills in education and training?

The reality is the market for green products is growing rapidly. In the future every organisation will need workers with green skills. If we don’t explicitly train people now, then we may end up without enough workers – a kind of green skills gap.

We also know that when there are more of the same available products and services on the market, the cost falls because of greater competition. The more trained green

10 | Aussie Painters Network

plumbers there are for example, the less expensive it becomes to have efficient plumbing installed.

It gradually becomes the norm as customers have more options and green plumbers are easier to find.

The overall benefit to the economy to green skilling our workers is significant. A report released in late 2008 by the Australian Council of Trade Unions and the Australian Conservation Foundation Australia, The Green Gold Rush, indicates that Australia could become a world leader in creating green industries, generating up to a million green collar jobs by 2030 and multi-billion dollar export opportunities in green technology.

There is also clear evidence that sustainable business approaches can generate significant economic benefits for a business. The Dow Jones Sustainability Index for example regularly sees sustainable businesses with better share market outcomes.

We also know from research that it is possible to combine economic growth with an improved environmental footprint over time.

Making a difference Australia is a world leader in the area of greening skills. In 2000, the Australian Government established its first Environmental Education for a Sustainable Future: National Action Plan – a world first. In 2009, the states and federal government also signed a Green Skills Agreement to enable vocational education providers to expand their greener course offerings.

It is clear from research that this agreement in particular has had

an impact. A longitudinal survey found a significant increase in training for skills for sustainability in TAFE with respondents in 2008 indicating only 39% receiving information on sustainability through TAFE whereas by 2011 this had increased to 77%.

In addition, there was a 57% annual increase in the number of learners enrolled in one or more courses relating to sustainability in the 20102011 period (from 83,000 in 2009 to 130,000 in 2010). There was also a significant growth in green skills enrolments in electro-communications, service industries, manufacturing, and innovation and business Skills.

The Allen Consulting Group, commissioned by the Federal Government to evaluate the success of the Green Skills Agreement and its impact on the training sector earlier this year, has completed its report.

The findings are eagerly awaited.

We look forward to the day we never need to use words such as “green skills” or “green jobs”. Why? Because it will be way we just do business, integrated into everything we do.

This piece is co-authored with Director of the International Green Skills Network, TAFE Directors Australia, Linda Condon.

This article was originally published at http://theconversation.com/invest-intraining-green-collar-workers-for-agreener-future-18002 and is republished under the Creative Commons Licencing.

2017 July Issue | 11

Organise Your Business and Boost Your Efficiency 12 | Aussie Painters Network

Efficiency. It’s something we all wish to have, but forget about especially when we’re too busy with what’s currently on our plate. Well, it’s time to consider your priorities and put this in the spotlight. Being efficient means you’re using your time wisely. You’re accomplishing more, plus you’ll also have more time for yourself. So where should you start? You need to learn how to become more organised!

Any business owner should acquire this life skill because it’s crucial to success. We’re more focused when we’re organised. Without chaos and clutter, it’s easy to keep priorities straight and our systems streamlined. You know those days when you’re running around trying to finish multiple tasks, trying to chase deadlines? Screw those days.

You won’t have to experience stress and panic on a daily basis if you know how to keep things in order.

But organising isn’t my strong suit. How am I going to do it?

Start working on your workspace.

It’s the one thing you have full control over. Plus, it’s your hub… the central place where you deal with everything that’s in line with your business. Productivity can suffer if your environment isn’t as efficient as it’s supposed to be.

To organise, you should: • Purge ruthlessly. If it’s not necessary, it shouldn’t be on your desk.

Too much clutter can be distracting, and it can keep you from finding what you need right away. A couple of knick-knacks to give your workspace some personality is fine, but limit your options to something that won’t sidetrack you.

• Keep your files properly organised. Invest in supplies that would make filing easier. Colour coordinate and label your folders.

Replace outdated documents or store them all in one place.

Have lists. It’s fairly easy to forget what you need to do if you’re working on multiple projects or you’re overworked. Take some time to make a checklist every night so that you’ll be ready the next day.

Enjoy the satisfaction you’ll feel as you tick off those tasks one by one.

Don’t forget to take it easy though, and don’t overly pressure yourself into finishing everything because that shit would burn you out faster than a candle.

Use a calendar to organise your life. You have many choices when it comes to calendars, but you should only use one if you’re aiming for max efficiency. Like your files, colour coordinate if you’re tracking multiple schedules (business and personal for example). Use your calendar to jot down notes, and write them ahead of time. Make a note of what exactly needs to be done so you won’t have trouble remembering what the event is all about.

Set a goal of two for your business.

You need to have goals so you’ll have something to anchor on aside from just surviving the next Financial Year. What would you like your business to accomplish in a year?

How are you going to achieve these goals? It’s not just to inspire you, but having goals would ensure that month after month, you’re working on something that’s consistent with your vision.

Set an appointment with yourself once a week. Use this time to plan

what you’re going to do throughout the week, and also to reflect and review the tasks you’ve worked on previously. Are you making enough progress? Are your projects still on schedule? This is the perfect time to come up with fresh ideas and formulate solutions for issues troubling your business.

Keep your mind organised by taking regular breaks. You misplace things when you’re tired and you’re likely to make mistakes too. If you want to be fully focused when working, schedule some relaxation time regularly to reset your brain.

Get some help! If you want to be more organised and efficient, you have to acknowledge when you needed some help. Think one task is eating too much of your time and it’s making you frustrated? Maybe you should hire a professional to work on it instead. You’ll be better off using your time on tasks that are suitable for your skill set.

If numbers and bookkeeping aren’t your strengths, contact Sandra of Price Bookkeeping Solutions today! Let me take over the bookwork so you can focus your time working on things you’re good at, and on projects that would make your business flourish.

Sandra Price www.pbks.com.au 2017 July Issue | 13

䤀渀猀甀爀愀渀挀攀 昀漀爀

倀䄀䤀一吀䔀刀匀 䐀漀 礀漀甀 眀愀渀琀 琀漀 搀攀愀氀 眀椀琀栀 愀渀 椀渀猀甀爀愀渀挀攀 挀漀洀瀀愀渀礀 琀栀愀琀 栀愀猀 琀栀攀 戀攀猀琀 愀瘀愀椀氀愀戀氀攀Ⰰ 挀漀猀琀ⴀ攀û攀挀琀椀瘀攀 椀渀猀甀爀愀渀挀攀 昀漀爀 琀爀愀搀椀攀猀㼀

䄀甀猀猀椀攀 倀愀椀渀琀攀爀猀 一攀琀眀漀爀欀 栀愀猀 渀攀最漀琀椀愀琀攀搀 琀栀攀 戀攀猀琀 瀀漀猀猀椀戀氀攀 挀漀瘀攀爀 昀漀爀 礀漀甀爀 戀甀猀椀渀攀猀猀⸀ 䌀漀渀琀愀挀琀 甀猀 搀椀爀攀挀琀氀礀 昀漀爀 洀漀爀攀 椀渀昀漀爀洀愀琀椀漀渀 愀渀搀 琀漀 最攀琀 礀漀甀爀 挀漀瘀攀爀 琀漀搀愀礀℀

吀栀攀 猀攀挀甀爀椀琀礀 昀漀爀 琀栀椀猀 瀀爀漀搀甀挀琀 椀猀 瀀氀愀挀攀搀 瘀椀愀 䰀氀漀礀搀猀 漀昀 䰀漀渀搀漀渀 愀猀 眀攀氀氀 愀猀 漀琀栀攀爀 䄀甀猀琀爀愀氀椀愀渀 愀甀琀栀漀爀椀猀攀搀 椀渀猀甀爀攀爀猀⸀

14 | Aussie Painters Network

Worried about shark attacks or terrorism?

Here’s how to think about the real risk of rare events Statistics is a useful tool for understanding the patterns in the world around us. But our intuition often lets us down when it comes to interpreting those patterns. In this series we look at some of the common mistakes we make and how to avoid them when thinking about statistics, probability and risk.

--------------------------------------------The world can feel like a scary place.

Today, Australia’s National Terrorism Threat Level is “Probable”.

Shark attacks are on the rise; the number of people attacked by sharks in 2000-2009 has almost doubled since 1990-1999. Travellers are at a high risk of getting the Zika virus in places where the disease is present, such as Brazil and Mexico.

Default to safe Decision scientists study rare events by bringing people into the lab and asking them to make choices.

For example, in their Nobel Prizewinning work, researchers Daniel Kahneman and Amos Tversky had people make choices between two options: one safe, one risky.

However, despite their tragic outcomes, these events are all extremely rare.

A typical choice might involve a safe option where you’d walk away with $5, guaranteed. Alternatively, you could choose to take a gamble and receive $15 with 90% probability. However, if you lost the gamble, you would have to pay $35.

Since 1996, only eight people have been killed by terrorism attacks in Australia. There have been 186 shark attacks in the 20 years from 1990 to 2009. Best estimates indicate that only 1.8 people for each million tourists would have contracted Zika at the Rio Olympics.

If you’d just take the $5, then you’re not alone. Despite the gamble being clearly better than taking $5, in terms of what you would win on average (0.9 x $15 – 0.1 x $35 = $10), the loss of $35 looms so large in the mind that many of us tend to choose the safe option.

To be fair, it is extremely difficult to judge the incidence of rare events.

So how should we think about these risks?

In this scenario, the loss of $35 is a relatively rare event: it will only occur 10% of the time. Yet we treat the rare event as if it were much

more likely to occur than in reality.

Kahneman and Tversky termed this the “overweighting” of small probabilities.

Of course, real-world rare events, such as disease control, shark attacks and terrorism threats, are much more complex than this fictitious gamble. But from a purely statistical point of view, it may be that we are disproportionately worried about such events, given their rarity.

For example, a poll conducted by Chapman University in the United States suggests that 38.5% of people were “afraid” or “very afraid” of being a victim of terrorism. This is despite the fact that only 71 people in the US were killed by terrorism between 2005 and 2015.

To put that into perspective, PolitiFact reports that 301,797 people have died from gun violence in the US over a similar period.

So is it fear that drives us to believe that rare events are likely to happen?

2017 July Issue | 15

According to David Landy, a researcher at Indiana University, who spoke on this very issue at the 2016 meeting of the Society for Judgment and Decision Making, the answer is no.

One question in Landy’s survey asked people to estimate the proportion of the US population that was Muslim. The true proportion is slightly less than 1%. People’s estimates tended to be higher, at around 10%.

It is typically the case that people overestimate the population of Muslims in the US. The overestimate is often interpreted in terms of fear. The idea is that people are more likely to pay attention to things that scare them, and this leads them to believe they are more common than they really are.

The “fear” explanation is intuitively plausible, but it may not be true. In a critical comparison, Landy also asked about the probability of other events that also had a small probability, but would be unlikely to make people scared (such as what proportion of the US population had served in the military).

It turned out that people also overestimated the probability of these rare but uninteresting events. In fact, the degree to which they overestimated these other events was practically identical to how much they overestimated the population of Muslims.

Landy’s result suggests that we simply have trouble in thinking about small probabilities, regardless of the topic. It may not be that some people overestimate the proportion of Muslims out of fear.

16 | Aussie Painters Network

Rather, it seems that we will over estimate the incidence of any rare event.

not only about the bias in memory retrieval, but also in the samples available to us in the world.

Are you worried about getting struck? Wikimedia How to think about rare events So how should we think about and respond to rare events?

Perversely, it suggests that when you want to work out how rare an event is (and an appropriate response), you should try to think about all the times it didn’t happen (negative instances) rather than those when it did!

One remedy might be to use what some researchers refer to as “metacognitive awareness”. This is being aware of how cognitive processes, like memory, work when we try to think about and estimate the frequency with which things happen.

One metacognitive cue you might use is how easy it is to remember a particular event, such as hearing about shark attacks. But simply reading-off the ease of recall is likely to be misleading. This is because your memory is biased by positive instances: going swimming and not being attacked by sharks is not surprising so it is not particularly memorable.

This failure of memory to deliver representative samples of evidence suggests a need to think carefully,

So next time you are at the beach and contemplating taking a dip, just think of the millions of swimmers who have never been attacked by a shark, and not the relatively few who have.

Ben Newell

Professor of Cognitive Psychology, UNSW

Chris Donkin

Senior Lecturer in Psychology, UNSW

Dan Navarro

Associate Professor of Cognitive Science, UNSW

This article was originally published at https://theconversation.com/worried-

about-shark-attacks-or-terrorism-hereshow-to-think-about-the-real-risk-of-rareevents-74690 and is republished under

the Creative Commons Licencing.

2017 July Issue | 17

Barcelona

Behind the shutters

After spending two days in Barcelona last month, it has now become one of my favourite big cities I have visited.

Host to the Summer Olympic Games in 1992, it is a place rich in history with a multitude of museums. Founded as a Roman city in the middle ages, it now has a population of over 1.6 million within the city limits. Standing at one of the high view points of the city, you overlook a sea of terra-cotta rooftops.

What is immediately noticeable, is the minimal amount of buildings over five stories high, which I feel adds to the beauty and un-spoilt look of the place.

On street level, the architecture and intricacy of the buildings are simply amazing. One particular church is still under construction after the foundations were laid over 130 years ago.

The Sagrada FamĂ­lia (Roman Catholic Church) commenced construction in 1882. A year later a famous architect named Antoni GaudĂ­ took over the project and transformed it with his own architectural and engineering style, combining Gothic and Art Nouveau forms.

18 | Aussie Painters Network

Gaudí devoted his last years to the project, and at the time of his death at age 73 in 1926, less than a quarter of the project was complete.

Sagrada Familia’s construction progressed slowly, as it relied on private donations and was interrupted by the Spanish Civil War (1936-1939), only to resume intermittent progress in the 1950s. Construction passed the midpoint in 2010 with some of the project’s greatest challenges remaining and an anticipated completion date of 2026, the centenary of Gaudí’s death. When Gaudi was alive, he is said to have remarked; My client is not in a hurry.

Scattered around the city are many buildings which are beautifully decorated. Plain cement render was stencilled to look like building blocks. You could only tell that it was fake when you got close up to it.

My very first impressions of the city though were completely different to that of a few hours later. Walking through the maze of alley-ways and narrow streets (which seemed to never end and beautifully paved in marble), were multitudes of old roll-

er shutter doors. Every one of them had either been tagged or were covered in graffiti by vandals; it was truly an ugly sight. I found that not many people ventured out early in the mornings (before 9am) and seeing this, it gave my wife and I the impression of being a grotty and un-inviting city, even though there was no litter to be seen and the streets were spotlessly clean.

After 10.30am though, all the shutter doors began to open to reveal shops of all types and sizes. They ranged from bakeries, delicatessens, exclusive jewellery and clothes shops, restaurants, apartment stores, and everything else that you would see in any modern city or shopping centre. It was truly a sight to see. Streets slowly came alive and fill with pedestrians.

Side-walk cafes’ sprawled out into the streets and the place came abuzz with activity.

---------------------------------------------

Jim Baker www.mytools4business.com

2017 July Issue | 19

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Small Actions,

HUGE IMPACT

Most people get hung up because of a few reasons: 1. A task or project is too intimidating/overwhelming, so they put it off.

2. Sticking to new habits is hard, so they fail after a week or two.

3. Life becomes overwhelming, because there’s so much to do, so many choices.

The problems with these common situations is that we take the big picture, the overwhelming nature of it all, and use it as a reason to not do anything.

Each of these examples is so simple, so tiny — and yet their impact is bigger than most people realize. The action is small, but the impact is huge.

The victory might seem trifling, but 2. I’ve fallen off a habit I was trying it’s actually a profound shift. to start, such as meditation or exercise … and it’s causing me to not What are you stalling on? What are want to even think about the habit. you overwhelmed by? What can So I just do the smallest version of you take a tiny action on right now? the habit — can I pause for a few moments and meditate right now? Get an infinitessimal victory now, Can I do a few pushups? This gets and see what it changes for you. the ball rolling, and now the habit doesn’t seem that difficult. I just keep starting again, in small ways.

------------------------------------------------------thing. I just start a task. I just move a project along in the smallest way. I just make a list. Something that takes a minute or two — I can do that!

3. I’ve been putting off a project, and I feel pretty bad about it — so I just do one small thing with the Some examples: project, and now I feel a lot better.

All of a sudden, I can get the pro1. I have too much to do right now, ject moving with small movements, I’m overwhelmed — so I do one tiny small victories.

Instead, I’ve found it useful to pick one tiny action. It can change everything.

Leo Babauta

a successful ‘simplicity’ blogger and author from California, the creator of top 25 Blog,

ZEN HABITS

2017 July Issue | 21

How to help kids navigate

FAKE NEWS AND MISINFORMATION ONLINE Young people get a huge amount of their news from social media feeds, where false, exaggerated or sponsored content is often prevalent.

With the right tools, caregivers can give kids the knowledge they need to assess credible information for themselves.

Being able to identify the trustworthiness of information is an important concern for everyone. Yet the sheer volume of material online and the speed at which it travels has made this an increasingly challenging task.

Platforms like Twitter and Facebook provide a loudspeaker to anyone who can attract followers, no matter what their message or content.

in extreme cases, to justify and encourage violence.

We have become obsessed with getting kids off their devices at the expense of developing their understanding of the online world. This is not about surveillance, but rather about having open conversations that empower children to understand and assess the usefulness of information for themselves.

Fake news is tricking children Young people are growing up in a world where distributing large volumes of misinformation online has become a subtle yet powerful art.

Fake news has the power to normalise prejudices, to dictate usversus-them mentalities and even, It’s no surprise then that research

22 | Aussie Painters Network

published in 2016 by Stanford University suggests kids “may focus more on the content of social media posts than on their sources”.

For example, of 203 middle school students surveyed as part of the report, more than 80% thought a native ad on the news website Slate labelled “sponsored content” was a real news story. A majority of high school students questioned by the researchers didn’t recognise and explain the significance of the blue checkmark on a verified Fox News Facebook account.

With the amount of content we see in a busy day, it’s possible that these subtleties are being lost on many adults as well.

• How is the story structured and what kind of proof does it offer?

If it merely repeats accusations against the people involved in an incident without further reporting, for example, there’s probably a better version of the story out there from a more reliable news source.

Get to know the rules

Kids are not always able to identify verified accounts on Facebook.

JaysonPhotography/Shutterstock

Minimising the harm of fake news for kids

Clues for children to use

Helping young people navigate online spaces requires better skills in verifying what is true and what isn’t.

Detecting fake news can be like a “spot the difference” game.

Here are five questions to start the conversation with children.

Find an online post that you consider to be fake news and talk with the child about it. Shape your conversation around these questions: • Who made this post?

• Who do they want to view it?

• Who benefits from this post and/ or who might be harmed by it?

• Has any information been left out of the post that might be important?

• Is a reliable source (like a mainstream news outlet) reporting the same news? If they’re not, it doesn’t mean it’s not true, but it does mean you should dig deeper.

These questions are clues for kids that a source may be dodgy: • Is the URL or site name unusual?

For example, those with a “.co” are often trying to masquerade as real news sites.

• Is the post low-quality, possibly containing bold claims with no sources and lots of spelling or grammatical errors?

• Does the post use sensationalist imagery? Women in sexy clothing are popular clickbait for unreliable content.

• Are you shocked, angry or overjoyed by the post? Fake news often strives to provoke a reaction, and if you’re having an intense emotional response then it could be a clue the report isn’t balanced or accurate.

Many social media sites are now also cracking down on the spread of fake news. Showing kids the restrictions these sites are imposing on their users will help them get a rounded understanding of the problem.

For example, asking kids to read the rules by which Reddit will remove content from r/news is a good starting point. Facebook also offers “Tips to Spot False News”, suggesting readers check that other sources are reporting similar facts and that they look out for weird formatting, among other hints.

Growing up in a world of fake news doesn’t have to be a heavy burden for kids. Rather, it requires extra support from adults to help them understand and navigate the digital world.

Our goal should be not only to help children survive this complicated online world, but to equip them with the knowledge they need to flourish in it.

This article was originally published at http://theconversation.com/howto-help-kids-navigate-fake-news-andmisinformation-online-79342 and is republished under the Creative Commons Licencing.

2017 July Issue | 23

24 | Aussie Painters Network

Breaking Unhealthy Business Addictions Business can be stimulating and somewhat addictive. There is a thin line between addiction and passion. Addictive behavior is a behavior that is so controlling, stimulating and rewarding that its leads to lack of control and harm to those around us. Passion is a strong barely controllable emotion that leads to success and excellence. The National Institute of Health estimates that 1 in 10 Americans have some type of addictive behavior. The good news is that being addicted to your busi-

ness is probably better than being addicted to drugs or alcohol.

Addiction also contains a strong element of denial. This is where the problem magnifies itself as people practice the same behaviors over and over and expect a different result. What’s inspiring this article is the transition of one of my networking customers. Fifteen years ago, he was several hundred thousand in debt and made no money. He was addicted to buying the latest

equipment, trying the latest business idea and the philosophy that selling would take care of everything. And boy can this guy sell.

But the problem was he would sell himself on his own flawed thinking the same way he would sell his customers. This year his salary and income amounted to $441,725, he takes 4 vacations a year and the business and his personal finances are rock solid.

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First, understand that enjoying working is not a bad thing. Think of the millions of people who go to work every day and hate their job.

I enjoy working and it has provided me with a nice livelihood. However, working hard in an unprofitable business and being in denial of that fact leads to an unhappy life. Killing denial and building a profitable business will at least give you the option of improving your life. An owner with an unprofitable business is like a gerbil going around a wheel in the pet store window.

So how did he do it and what should you do?

Growth is not your friend and sales growth can be addictive. For most unprofitable businesses, the solution is to increase their prices and shrink the business. A five percent price increase can have little impact on sales and a tremendous impact on profits. One exception to this price raising strategy can be a business that operates in the new construction arena and everything tends to be price driven. You may have to find new markets, which can take time. If you are in a new construction price driven market, look at your costs carefully. Much of this work is bid per square foot or some type of unit pricing. Determine which jobs you make money on and which you don’t. Stay away from the losers and take a more disciplined approach.

Another exception to the price increase strategy is someone that has built a big shop and expanded their market but still is not profitable. Addictive decisions can include large shops and overhead. This situation can take time to get out of but the

26 | Aussie Painters Network

same advice applies. Know where you make and lose money and be more strategic. Don’t see volume as a catch all solution.

I cannot over emphasize the importance of job costing and eliminating unprofitable jobs. Some contractors are good at certain types of work and others are not. Don’t worry about complicated material costing. Simply track labor costs and see if the job took more labor than you thought. If necessary, do it by hand each week when you do payroll. As consultants, we find that the typical contractor loses money on 30% of their work and does it over and over. It takes just as much, if not more effort to produce losing jobs than where you make money.

Hire a strong financial person or office manager. Have a monthly financial meeting. At that meeting review an accrual balance sheet and profit and loss, accounts receivable and all jobs done that month. Force this discipline. Much like a breathalyzer on a car, it can save you. Yes, you may be losing money but you will only become more anxious and afraid by living in the dark.

Put some type of discipline in place. If you are unorganized, hire someone to help keep you organized. Don’t try to do it alone. But if you have the kind of admin staff where you have to tell them what to do, they are not going to provide enough discipline to hold you accountable. Also, a family member may not be the best fit as the family dynamic plays into the equation.

Track how you spend your time and put a value on it. Focus on things that bring value to the business.

If you spend most of your time in sales, find ways to do your estimates faster and more efficiently.

Learn to delegate. Take your best foreman and give them clear instructions on jobs and turn them loose. Teach the foreman how to plan the job, set milestones and make labor and schedule. Give your crews the knowledge they need to succeed and track their success.

Create new work habits. Stop pretending you are getting work done late at night. Get up early, go to work an hour earlier. Try to get thinking work done in the morning while you are still fresh. Leave on time and have dinner with family or friends. Be disciplined for a month or two and this will be your new life patterns. Don’t expect to do the same over and over and succeed.

Change is never easy. For most individuals, motivation tends to wear off before the change actually occurs. This is why triggers such as monthly financial meetings are so important. Use numbers, facts and a few simple disciplines to create a new you.

---------------------------------------------

Monroe Porter

is president of PROOF Management a firm that teaches seminars and runs networking groups for painting contractors. Several Aussie painting contractors travel to the US each year to participate in his programs.

www.proofman.com

Trace My Business Keep a record of ALL your clients • • • •

•

Where the referral came from

The quote success and failure rates

•

Suburb comparisons

The different advertising campaigns

•

(what (wh works and what doesn’t) First projects vs repeat business

New vs existing revenue and projects

•

Yearly and overall client revenue

•

Growth analysis

Projects, who referred them, and the referrals they subsequently provided

Written and Developed by Jim Baker 2017 July Issue | 27

28 | Aussie Painters Network

䌀漀渀琀愀挀琀 䄀甀猀猀椀攀 倀愀椀渀琀攀爀猀 一攀琀眀漀爀欀 昀漀爀 洀漀爀攀 椀渀昀漀爀洀愀琀椀漀渀

2017 July Issue | 29

Ff FROSTING

Frosting is a white, salt-like discolored substance on the paint surface. It is most noticeable on dark tints.

FUGITIVE

A description of colouring matter that readily suffers partial or total loss of its original colour on exposure to light or weather.

FULL COAT

The thickest coat that may be applied in a single application to give a film which, when dry, is free from defects.

FULL GLOSS

The film of a coating material that, when dry, has a smooth almost mirror-like surface.

FUNGICIDAL PAINT

A coating material that discourages the growth of surface moulds on the dry film. This property is normally conferred by the use of special additives, although certain pigments may themselves contribute to the fungicidal property of the paint.

Gg GALVANISING

A process whereby suitably pretreated steel is given a coat of zinc by immersion in the molten metal.

GELLING

Deterioration of a paint by the partial or complete changing of the medium into a jelly-like condition.

30 | Aussie Painters Network

GLAZE COAT

A translucent or transparent coating material, sometimes coloured, applied thinly with the object of enhancing, but not obscuring the ground coat.

GLAZING PUTTY

A type of putty based on an inorganic filler and linseed oil used for fixing glass panes in wooden frames.

GLOSS

The reflecting characteristics of the surface of a coating or coating system.

GRINNING THROUGH

The showing through of the substrate due to the inadequate hiding power of the coating material.

GRIT BLASTING

Abrasive blast-cleaning using grit as particulate material.

Grit may be of alumina, waste metal slags, iron or steel.

Hh HAIR CRACKS

Fine cracks in the topcoat of a finishing system.

HARDENER

A cross-linking agent used to cure a resin or paint system.

HIGH BUILD COATING

A paint that enables the application in one coat of a relatively thick film of paint without sagging or running.

HIGH SOLIDS

A term applied to coating materials in which, by the choice of suitable ingredients, the content of volatiles present is kept to a minimum, consistent with the maintenance of satisfactory application properties.

HIGHLIGHTING

Emphasising or creating the impression of relief by making certain parts of a finished surface lighter than the general colour of that surface.

Glossary of Paint & Painting Terms HOT SPOT

Localised area of high absorbency.

HOT SPRAYING

The spraying of a coating material that has been reduced in viscosity by heating rather than by addition of solvents. By such a process it is possible to apply coating materials with higher solids contents and, therefore, obtain better build.

HUNGRY SURFACE

An abnormally absorptive surface requiring an excessive amount of paint to give a continuous film.

HYDROPHILIC

Attracted to water.

HYDROPHOBIC

Repelled by water.

Ii

ILLUMINANT

The light that is emitted by a light source or that falls on a surface.

INERT PIGMENT

A pigment that remains relatively inactive or chemically unchanged in paints under specified conditions.

INHIBITOR

A material used in small proportion to slow a chemical reaction.

INTUMESCENCE

Foaming or swelling of a coating as a result of application of heat.

ISOCYANATES

A class of organic compounds embodying the NCO group that react with polyesters and polyethers to form polyurethane resins.

Ll LADDERS

In paint films. A ladder-like pattern due to a miss in laying off paint that allows a strip of brushmarks in the opposite direction to remain undisturbed and visible.

LAP

To lay or place one coat so its edge extends over and covers the edge of a previous coat, causing an increased film thickness.

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Any Terms that are identified within the painting & decorating industry as “defects”, images; possible cause; solution and prevention methods are provided.

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More of “L” next month...

Glossary of Paint & Painting Terms 2017 July Issue | 31

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WorkCover PREMIUM SAVINGS for employers hiring apprentices WorkCover Queensland are supporting the Queensland Government’s plan to encourage business to hire more apprentices, by offering employers a discount on their premium if they employ apprentices.

From 1 July 2017 we are implementing an ‘apprentice discount’ which will offer savings to employers who employ apprentices by removing apprentice wages from their premium calculation. Wages are a major factor in an employer’s premium calculation, so removing wages via the apprentice discount will result in a cheaper premium.

If an employer is not yet hiring apprentices but considering doing so in the near future, this discount will mean the employer’s premium will not increase as a result of hiring an apprentice.

While employers can benefit from these savings, it’s important to note the level of cover offered to ap-

prentices is not changing. All workers—including apprentices—will continue to receive the same level of cover if they sustain an injury in the course of their employment.

To qualify for the discount, an employer must employ and pay wages to at least one apprentice. To be regarded as an apprentice for workers’ compensation purposes, the worker must sign a training contract with their employer to undertake an apprenticeship declared under the Further Education and Training Act 2014. This does not include trainees.

Employers may claim the discount for wages paid to apprentices for work that relates directly to the apprenticeship. Any wages paid to an apprentice before or after the apprenticeship and for the roles or duties other than those specified in the training contract will not qualify for an apprentice discount.

Refer to the wages definition manual for more information.

Employers will be able to take advantage of this discount from 1 July 2017 when they declare their wages during the renewal of their accident insurance policy. Employers will need to renew online or over the phone to receive the apprentice discount.

When employers renew their policy they need to declare all wages paid to workers (including apprentices) in the 2016–2017 financial year, and estimate wages for the 2017–2018 financial year. During the wage declaration process employers will be prompted to specify the amount of wages they estimate to pay apprentices in the 2017–2018 financial year so that WorkCover can deduct them from their premium calculation.

---------------------------------------------

If you have any questions about the apprentice discount, call us on 1300 362 128.

2017 July Issue | 33

Want to Improve Employee Performance by 30% ?

It’s all about YOUR Behaviour Are you a cool, calm and collected business owner? Or, like many, do you find it hard to keep your behaviour in check?

According to psychologist and science journalist Daniel Goleman, up to 30% of employee performance is dictated by their leader’s behaviour.

If you look at performance as your employee’s attitude to customers, the quality of their painting, their efficiency, their willingness to go above and beyond their call of duty, and most importantly the money in your back pocket… you can understand why your behaviour as a leader is SO important.

Your temperamental behaviour is…

• Benchmarking a standard of behaviour for your employee’s, they will act the way you do!

• De-motivating employees, demotivation means zero productivity • Encouraging careless outcomes because they will literally stop caring – say hello to doggy unfinished work and poor customer service • Encouraging employee turnover as no one wants to work in a negative workplace.

So what should you do to control your negative behaviour, EVEN at the inevitable face of business and life stress?

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Be solution-oriented. It’s not about pretending everything is okay, it’s about remaining optimistic in times of difficulty. Focus on the solution, not the problem.

Be predictable. Nothing stresses out employees more than not knowing which one of your 6 different selves you’ll be turning up to work with. Stick to 1 positive self.

Stop micro managing. Employees that feel suffocated by their leader will not stay employees for long.

Delegate responsibility, give employees autonomy and encourage them to grow.

Pause before reacting. Got an employee that has really ticked you off?

Take a breath or wait a day before responding. If you’re prone to rollercoaster moods you’re like to deal with the issue poorly in the moment and lose respect of your employee.

Spread your mood. Just like your bad mood can spread, so can your good mood. When you notice an employee’s chips are down use your mood to turn their day around. Tell jokes, have some fun and encourage laughter. This will impact on their productivity and their manner towards fellow employees and customers.

One thing at a time. I bet it feels like your to-do list is growing faster than you can work through it but focusing on everything that needs to happen will burst your stress level barometer. Owning a business is just a perpetual stream of tasks, so focus on each single task one at a time and know that you’ll get to the other tasks in time.

Leave it at the door. One of the hardest things to do is separate your business life from your personal life. When you walk through the door or on site you must switch into leader mode and leave all your other stresses behind.

Your behaviour is a choice, it’s 100% controllable and it will 100% impact on your employee performance. At the end of the day your business is only as strong as the least performing employee, so do your bit to aid their performance. Be the leader they expect you to be and watch their positive behaviour evolve.

Find out MORE about managing your people at our Future Tradie Event. All the details are HERE -----------------------------------------------------------------------

Angela Smith

Co-founder – Lifestyle Tradie “Helping Trade Business Owners Fast-Track Financial & Lifestyle Success”

2017 July Issue | 35

36 | Aussie Painters Network

眀眀眀⸀氀攀愀搀⸀漀爀最⸀愀甀

Yes, the Grenfell Tower fire is political – it’s a failure of many governments Duncan Bowie Senior Lecturer in Planning and Transport, University of Westminster

One of the key functions of the state is to protect its citizens. Much of the debate in the UK’s recent general election focused on the government’s role in protecting citizens from terrorists. This was, perhaps, understandable given the recent series of attacks in London and Manchester. But it also diverted attention from the state’s equally important duty to ensure a safe, secure and decent quality of life for all its citizens.

With the weight of many years’ experience writing and advising on London’s housing and planning strategies behind me, I think it fair to say that the inferno at Grenfell Tower – a publicly owned housing block for lower-income households – represents an acute failure of government at all levels. The facts of the case are subject to a major enquiry – and new information is emerging on a daily basis. We still do not know whether the death toll is 30 or 100.

At this early stage, it is premature to attribute blame. Yet residents who

have lost their homes and possessions – and in many cases their relatives and friends – are justified in their anger and their need to seek justice and redress. It is unlikely that we will see any of the parties involved admitting responsibility for the disaster. Certainly, should any charges of corporate manslaughter be laid – as Labour MP David Lammy has demanded – they would be subject to legal disputes for months and possibly years to come.

What is evident in this turmoil, is that for several decades no government has focused sufficiently on the need to provide good quality, safe and secure homes for lower-income households. So far as governments have considered housing at all, the focus has been on market-led supply for prospective homeowners. Only in recent months – in the housing white paper released by Theresa May’s government in February – did we see any recognition of the need for more rented housing.

At arm’s length Over the course of successive governments, we have seen an emphasis on redeveloping estates to provide high-density flats for the private market, rather than improving the homes of the council tenants and leaseholders who live there. The last Labour government invested in the decent homes programme to improve existing council housing. But given the events at Grenfell, it is open to question whether enough attention was paid to protection from fire.

2017 July Issue | 37

Increasingly, it has been government policy to leave decisions on housing provision, maintenance and improvement to local councils. Some councils transferred their stock to housing associations; others set up “arm’s-length” housing organisations to manage their stock. It was, in fact, Tony Blair’s Labour government which promoted separating the management of the stock from the local authority’s housing and homelessness duties.

the KCTMO did not lead an adequate response to their concerns. In a blog post, dated November 2016, a residents’ action group said: It is a truly terrifying thought but the Grenfell Action Group firmly believe that only a catastrophic event will expose the ineptitude and incompetence of our landlord, the KCTMO, and bring an end to the dangerous living conditions and neglect of health and safety legislation that they inflict upon their tenants and leaseholders.

Keeping a distance. Koala99/Flickr, CC BY-NC-ND

I never understood the logic of this proposition. It weakened the local authority’s ability to deliver on its legal responsibilities, while at the same time leaving tenants confused about the division of responsibilities between the owner of the housing (the local authority) and the managing body. Elected councillors could offload responsibility by referring complainants to the managing organisation – something many councillors were relieved to be able to do.

It is perhaps ironic that, in Kensington and Chelsea, the arm’s-length management organisation was actually constituted as a Tenant Management Organisation (TMO) – a corporate body created for residents, tenants and leaseholders to enable them to manage their own homes. Tenants of Grenfell Tower seem to feel as though

38 | Aussie Painters Network

This raises major concerns about accountability within such organisations. KCTMO said in a statement: “It is too early to speculate what caused the fire and contributed to its spread. We will co-operate fully with all the relevant authorities in order to ascertain the cause of this tragedy.” A spokesperson for the council said: “We have heard a number of theories about the cause of the fire at Grenfell Tower. All of these will be thoroughly investigated as part of the formal investigation which has already begun.”

Unheeded warnings There are clear concerns as to the nature of refurbishment and regeneration programmes – and the conflict between competing aims. The refurbishment of council

blocks such as Grenfell Tower appears to be as much about making cosmetic improvements as about upgrading the facilities and securing the structure of the block. At Grenfell, the cladding was justified as a means of improving insulation, but also in terms of “modernising” the appearance of the block – a common practice for 1970s concrete blocks, which are today appearing increasingly worn.

There is obviously a question as to whether the refurbishments actually contributed to the spread of the fire – and there is considerable expert advice suggesting that this might have been the case. To learn that other countries, including the US and Dubai, have banned the use of certain cladding materials demonstrates the need for tougher building regulations.

What’s more, it has been widely reported in the press that the cladding used on Grenfell tower was the cheaper and more combustible of two types of panel available is a hint that issues of cost and energy efficiency may perhaps be more important than issues of basic health and safety – supposed to be central objectives of building regulations.

Worse, it has been reported that the London Fire Authority actually wrote to all boroughs as recently as April, advising them of their concerns on the use of some kinds of cladding panels.

A number of expert reports have argued in favour of revising the building regulations, notably following the inquiry into the 2009 Lakanal House fire in Southwark in which six people died.

䴀礀 䠀漀甀爀氀礀 刀愀琀攀 䌀愀氀挀甀氀愀琀漀爀

眀眀眀⸀洀礀琀漀漀氀猀㐀戀甀猀椀渀攀猀猀⸀挀漀洀

2017 July Issue | 39

40 | Aussie Painters Network

funding for local authorities.

The aftermath. Andy Rain/EPA

The fact that the Lakanal House fire was eight years ago and building regulations have still not been updated demonstrates a complete failure to learn the lessons from previous disasters and take speedy corrective action.

The construction company behind the recent refit of Grenfell has said it would “fully support” an investigation, and that the work met all required building control, fire regulation and health and safety standards.

Now we must learn The fire has rightly raised the question of why we should build tower blocks at all. After the collapse of the 22-storey Ronan Point block in 1968, and following changes in the subsidy system, councils generally stopped building high rise. Having families living in social housing above the fifth floor was actually a measure of deprivation with the national index of multiple deprivation, which generated additional central government

Many councils in the 1970s and 1980s, notably in East London, set about demolishing towers and rehousing the tenants in low and middle-rise housing. Other local authorities moved families out of upper floors and re-let the flats to singles under “hard-to-let” schemes. Yet Kensington and Chelsea opted to keep some of its highrise blocks – and even develop more. In fact, Grenfell Tower was started in 1972 and completed in 1974 – six years after the Ronan Point explosion.

In recent times, though, successive London mayors and many boroughs have encouraged the development of new high-rise residential blocks. Most of these are destined for the home ownership market, though many are bought for investment, rather than occupation. The argument goes that safety standards have improved and that home owners are less likely to present management problems than social housing tenants – the subtext being that problems with tower block living were primarily related to the occupants, rather than the structures themselves.

Based on his approach so far, it seems London’s current mayor, Sadiq Khan, like his predecessors, has an enthusiasm for densification. He is currently considering reviewing the city’s density policy, which in theory seeks to constrain over-development – though in practice it has failed to do so. Khan is said to be considering allowing schemes with higher densities – and his office has published a research report regarding residents’ perceptions of high-rise developments and the impact of high density on quality of life.

Previous fires and other incidents, such as a helicopter crashing into St George Wharf tower in Vauxhall, have not led to a fundamental review of mayoral policy on high-rise buildings: policy which, in the past, has been driven by the impact of high-rise buildings on views of or from historic locations.

Perhaps this time the lesson will be learnt: London’s leaders must stop giving planning consent for high rise and they must make it illegal to wrap existing towers in flammable cladding. They must also rehouse all families, all elderly people and other vulnerable people in lowerrise housing. This was done by many councils during the 1980s – and if they are able to build the lower-rise social rented homes that Londoners need, then it can be done again.

Duncan Bowie

This article was originally published at http://theconversation.com/yes-thegrenfell-tower-fire-is-political-its-afailure-of-many-governments-79599 and is republished under the Creative Commons Licencing.

2017 July Issue | 41

The Industry

Idiots

42 | Aussie Painters Network

Important Contacts Aussie Painters Network www.aussiepaintersnetwork.com.au

Ph. 0430 399 800

National Institute for Painting and Decorating www.painters.edu.au

Ph. 1300 319 790

Australian Tax Office www.ato.gov.au

Ph. 13 72 26 / Ph. 13 28 65

Award Rates www.fairwork.gov.au

Ph. 13 13 94

Fair Work Building & Construction www.fwbc.gov.au

Ph. 1800 003 338

Mates In Construction www.matesinconstruction.com.au

Ph. 1300 642 111

Workplace Health and Safety Contacts Comcare WorkSafe ACT Workplace Health and Safety QLD Victorian WorkCover Authority WorkCover NSW SafeWork SA WorkSafe WA NT WorkSafe WorkSafe Tasmania

www.comcare.gov.au www.worksafe.act.gov.au www.worksafe.qld.gov.au www.vwa.vic.gov.au www.workcover.nsw.gov.au www.safework.sa.gov.au www.commerce.wa.gov.au/WorkSafe/ www.worksafe.nt.gov.au www.worksafe.tas.gov.au

1300 366 979 02 6207 3000 1300 362 128 1800 136 089 13 10 50 1300 365 255 1300 307 877 1800 019 115 1300 366 322

www.actcancer.org www.cancercouncil.com.au www.cancercouncilnt.com.au www.cancerqld.org.au www.cancersa.org.au www.cancervic.org.au www.cancerwa.asn.au

(02) 6257 9999 (02) 9334 1900 (08) 8927 4888 (07) 3634 5100 (08) 8291 4111 (03) 9635 5000 (08) 9212 4333

Cancer Council Australia ACT NSW NT QLD SA VIC WA

2017 February Issue | 43