Business Resource & Lifestyle Magazine Issue #44

Business Resource & Lifestyle | Issue 44 | June 2012 1

GWP Magazines®

Russell ChegwynContinuing a Family Tradition since 1949

EntrEprEnEur profilE:Raymond and Stephen hekeikthe Caterez Catering Concept

SYDNEY - ISSuE 44 | JuNE 2012

S y d n e y B u S i n e S S M a g a z i n e S i n c e 2 0 0 5

The Great Budget Betrayal Page 18

The Myth of the IT Superman Page 34

Hybrid Technology – Is It For Me? Page 27

2 Business Resource & Lifestyle | Issue 44 | June 2012



GWP Magazines®

DistributionKey locations for a free pickup

editor and Publisher:Dmitry Greku

cover Story:Adrian Payne

editing:Leonie Seysan

contributing Writers:Charlie Lynn Angry AndersonJonathan Reynolds John WattersAndrew de Wynter Ben DulhuntyDaniel Moisyeyev Jeremy CarterLarry Woldenberg Ian Tierney Ruchaya Nillakan Damien Hogan

art director: Svetlana Greku

executive Officer: Daniel Moisyeyev

cover design and cover Story Layout:Xabier Goñi, XDesigns

Photography:Francesca Surace, STILz Fotografika

Printing:Pegasus Print Group

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The opinions expressed in this journal do not necessarily reflect and are not to be regarded as the official opinion of the editor, publisher or their agents.

All information contained within this journal is provided for general information purposes only and on the understanding that none of the content herein constitutes professional advice. The editor, publisher or their agents accept no responsibility for any claim, loss or damages arising out of or in connection with any materials contained in this journal. Readers should not rely on the publications in the journal and seek appropriate professional advice in respect of their own circumstances.

Chatswood CBd RydeTouche Ryde Planning + Business CentreZenith Gourmet Foods waRRiewood Business PaRkCafe II duo Cafe Quattrost LeonaRds CBd PaRRamatta CBdBlue Duck Cafe Parramatta CouncilmaCquaRie Business PaRk TAFEServcorp Di PacciWestpac Bank Caterez EspressoCafepronto Coffee House

Cafe Pinnacle Cafe 31

Glasshouse Rendevous Point Café

Just Catering Servcorp

Presse Cafe Rhodes CoRPoRate PaRkAvenida Cafe Cafe Rhodes

Fourno CastLe hiLL tRading ZoneLane Cove west Business PaRk Hillz Kitchen

La Kantina CBA Branch - Home Hub Hills

wickedfoods.com CBA Branch - Castle Towers

noRwest Business PaRk Westpac Bank

Servcorp Café Gionta

Crowne Plaza Norwest Cafe Tsakali

CBA Branch Hills Lodge

The Hills Shire Council BRookvaLe Business PaRkWestpac Bank Cafe 20

Telstra Business Centre Espresso ItaliaNorwest Business Information Kiosk FRenChs FoRest Business PaRkIC Frith Forest Cafe

QCafe Equinox CaféCaterez - Resmed austLink Business PaRkCaterez - Woolworths HQ Cafe Locco

Brothers Cafe wetheRiLL PaRkJazzveh Woodfired Pizza Cafe Wetherill Park BakehouseCentury Cafe BLaCktownCafe Peregrine Lander Toyota

Rave Cafe RosehiLL Business PaRkKitchen Inc. Cafe GrandParkview Cafe Rouse hiLLMorsels Cafe CBA Branch - Town Centre

The Original Frango BauLkham hiLLsLexin Kebabs CBA Branch - Stockland MallNorwest Land Head Office duRaL Business PaRkNexus Cafe Get Stuffed Catering


CONTENTS27

14 42Cover Story

8 Russell Chegwyn: Continuing a Family

Tradition Since 1949 Adrian Payne

entrepreneur Profile

14 Raymond and Stephen Hekeik The Caterez Catering Concept Larry Woldenberg

RegularsPoLitiCaL AGENDA

18 The Great Budget Betrayal Charlie Lynn

Business ADvICE

20 Business Planning - What should You Consider? Jonathan Reynolds

22 Work Health and Safety – Get Your Business Up to Speed TAFE WSI

24 What Motivates Staff? Developing the Basic Framework - Job Descriptions Andrew de Wynter

RegularsBusiness ADvICE

26 Improve Your Structuring for Business Success Jeremy Carter

32 Understanding Business Process Design, Strategy and Performance Ian Tierney

34 The Myth of the IT Superman Damien Hogan

36 How to Work with Your Web Designer Daniel Moisyeyev

38 Advance Tax Preparation can Simplify Your Tax Burden Ruchaya Rayya Nillakan

CoRPoRate HEALTH

30 A Healthy Business Means Healthy Profits! Ben Dulhunty

maRket PLaCe

29 Tuscan Wine Review Direct Wine Cellars

RegularsLoCaL GOvERNMENT

40 Have Your Say with the Hills Shire Council The Hills Shire Council

soCiety & LIFE

44 Sharing is Caring Angry Anderson

Features27 Hybrid Technology – Is It For Me?

Lander Toyota

28 Schools Can’t Do it All John Watters

42 May is a Special Month in the History of the Penrith Panthers Penrith Panthers

46 CLassiFieds

CONTENTS


EdITOr’S LeTTeR

Aren’t we all tired of the obsession with social media constantly pronounced as the ultimate marketing tool?

Let’s go back to the times when radio and then the TV were released to the public. I wasn’t around back then, but I’m pretty sure that there were a lot of calls praising those two as the solution to almost everything. These days if I lost the opportunity to have a traditional TV including cable and a free-to-air, which is virtually impossible, I wouldn’t care less because our family watches the Sunday night TV programs online now with almost HD quality.

I remember at least three Great “obsession” periods.

First: the Website Obsession Period - “It’s all online now!” Websites are and were just one of the tools we use to inform our clients about our products and services, showcase pictures in galleries, provide website users an opportunity to get in touch with us, etc. From a business perspective, a website is your booklet or a flyer online. Did they annihilate printed booklets, radio, TV and print media advertising? The answer is “No”. Websites did not become the ultimate solution that replaced all other means of advertising.

Second: the Google Optimisation Obsession Period. Another dramatic, maybe even tragic, page in some businesses’ history. It was not so long time ago when people were charging others from $2500 per month for a magic solution to be on the first page in Google. One of the most disturbing outcomes is that most of the relevant seminars and similar exercises were and still are funded by the tax payers’ dollar. Result - the whole industry vaporised. But Google is still there, doing great and becoming smarter day-by-day

eliminating opportunities for dodgy “optimisers”. What your website in fact needs is a professional website developer/programmer. If I may ask for ten seconds of your time, please google “Sydney business magazine” or “business magazine Sydney”. The result will speak for itself.

Third: the beloved Social Media Obsession Period. An army of social media “gurus” is preaching something that they have no idea about. I’m not an expert, I’m just someone watching and waiting for one (!) productive marketing campaign using social media to show up that was not initiated by a multibillion-dollar conglomerate. These so-called experts say: “You should be doing this like McDonald’s”. First of all, what you would need is a huge marketing budget. Secondly, you would also need the expertise of a virtually endless number of top-end marketing professionals available to this monster company and their advertising agencies. Thirdly, your product and/or brand must have an iconic status like a can of coke or a Big Mac. If you don’t have these resources, just stick to what’s actually available and relevant for your business. Don’t blindly listen – watch and analyse.

I always ask: “Could you please show me what’s been done using social media to make a change in one of the businesses around us?” I’m still waiting for a straight, simple or even a complicated answer. All I’ve heard to date have been vague and unsupported claims and mumblings on the imminent digital future, generation “Y” references and so on. I have never actually seen anyone put results on the table when it comes to social media marketing.

One person suggested that if I am looking for a good professional service provider I should read comments, see the quantities of “Likes” and make my decision based on “people’s comments”. I went to Facebook to check the number of followers and “Likes” of Francesco Schettino, captain of the ill-fated Costa Concordia cruise

ship. The result was very much expected – tens of thousands likes and followers. The message is clear – when you need a great captain – hire Mr Schettino. Popularity of any entity on any social media website should not serve as a deciding factor in choosing the most appropriate solution.

Some time ago I spoke to one person whose business is social media marketing. Believe it or not, he was the only one from this industry who actually told me that social media, as any other media is only a small part of an overall business marketing campaign and cannot be taken as a magic solution for everything.

Professors in my university never got tired of making one statement: “Always learn something new, but never forget traditional methods or you’re going to be nowhere”. This simple piece of knowledge is relevant to any field. I tried it multiple times on both purely scientific and commercial projects - it works.

Have a great day. Take care of yourselves and your clients. G

e | [email protected]

hyped-up marketing trends

Dmitry Greku, M. Sc. - Editor and Publisher - GWP Magazines®


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Business Resource & Lifestyle | Issue 44 | June 2012


grEaT AUSTRALIAN BUSINeSS PeoPLe

by Adrian Payne

Russell Chegwyn: Continuing a Family Tradition since 1949


In 1949 while Australia was still recovering from the dreadful losses of young Australians who fought and died overseas in the Second World War, Russell’s father Ray left school. He had grown up in the Sydney Suburb of Botany where his family were engaged in the tanning industry. Ray didn’t have a passion for leather goods, and took a job as a clerk at Harvey Trinder, a Lloyd’s insurance brokerage in Sydney. He helped start up the firm’s Newcastle branch, and having married he soon realised that Sydney would be a better place to begin his own business, an ambition he had been nurturing for some time.

Over many years, he established a successful brokerage in Sydney. In 1963 he merged his business with another firm and together they set up offices in Young Street as D.H. Currie-Chegwyn.

Ray’s brother Geoff came to work at the new brokerage alongside Ray, and others from the merged business. In 1971, Ray and Geoff bought out the other fifty percent that came as a result of the merger, deciding to keep it in the family. Two years later, in 1973, Ray had an unexpected offer from a large international broking business J. H. Minet.

Ray and Geoff sold up, and Ray went to work for the buyers as a director but this wasn’t destined to be a comfortable arrangement for Ray. He was unhappy with the way things were done. In the mid 1970’s Ray made J.H. Minet an offer to buy back his business. The offer was accepted and the company continued to trade under a new name – R.J. Chegwyn Pty Ltd. It remained in this form until 1991 when Ray retired.

Russell and Julie Chegwyn, continue to trade under the family name as insurance brokers. ‘Chegwyn’ has come to mean fair dealing and customer service to business owners for over 60 years.

Commercial Strata Insurance / Property Insurance


In 1987, Ray’s wife, Russell’s mother had passed away, and one of the reasons for his retirement was that he felt the need to devote more of his time to the children. There were eight of them, and at that stage the younger girls needed more attention from their father to give them a stable and loving home environment while they went through school. When that time had passed, he resolved to genuinely retire. However first, there was an assignment to set up a Lloyds based underwriting agency called Global Underwriting, it was a

conduit for Australian based insurance brokerages to place business via the Lloyds London market.

Young Russell meantime had grown up next to the golf course at Chatswood, and became an enthusiastic golfer. At one stage he aspired to be a professional golfer, until he realised that perhaps his game wasn’t quite what he hoped it might be.

He left school in 1983. Following immediately in


Industrial Special Risks Insurance


Russell, NSW Police Class 242 Graduation Photo, Goulburn 1989

Russell’s surprise visit to nephews birthday party at McDonalds


father’s footsteps, he went to work for Phoenix Prudential, an underwriter in the city and at the same time his brother Alex was also in the industry working for Allianz. So it was well and truly “in the family” but Russell had an “itch” to do something else. In the late 80’s he spent a season or two working on the snowfields. He enjoyed the outdoors life, and would ski in his free time and work at washing pots and pans and doing whatever work came his way to survive the season.

He realised that looking forward, he needed to make some decisions about a career, something that would make a good start for the rest of his life. He had a close friend who was a police officer in the NSW Police Force. This friendship brought Russell to the conclusion, that training

for a career as a law enforcement officer, would lead to a potentially good career option. His training was completed at Goulburn in January 1989. He believes that his time in the

force and the experiences he had working there did a great deal to prepare him for dealing with people in the future. He remembers the time when he attended his first fatal road accident at Gladesville as a 24 year old probationary constable. In addition to his own shock at the scene, he was required to go to the home of the deceased driver and advise the mother of her son’s death. He can still hear the mother’s screams of anguish at the news. Life in the police force made a young person “street smart” the intensity of experience teaching him life-skills and how to deal with people extremely quickly. After a successful and exciting 9 years in the force he resigned.

He sometimes wonders whether leaving the force was the right decision, but reminds himself that from a family point of view, the uncertainty of police duty is difficult, and for that reason he doesn’t regret making the change. He remembers that day-to-day police work always had an element of excitement, particularly when he was based around Liverpool, Fairfield and Cabramatta, whereas, the insurance business while it has its moments, is generally less dramatic, fast-paced and exciting.

The catalyst for him leaving the force was stark, especially for his wife Julie. They were in a local supermarket car park one day with their baby when a group of youths who Russell had been involved in arresting a few days earlier approached them with jibes



Construction Insurance

Russell with his father Ray,

Canberra March 2012


and taunting behaviour. He notes that it could be a problem for police to live and work in the same area, but Julie’s anxious response to that confrontation was enough to prompt Russell’s decision to leave the force and take up an offer that had come from brother Alex at a family BBQ some months earlier.

Alex had reported that the broking business he established after their father sold his business was going very well. Alex had been working in the family business for some years getting his grounding in the industry, but when father Ray sold to a large Swiss firm, Alex went out on his own. Alex told Russell over the course of a family day in the back yard that there was a place for Russell if he wanted to retire from police duties to join him and help the business grow. Knowing that “Chegwyn” was and had a very good name in the industry, he believed the legacy that Ray had built over the years was still remembered and had value.

Chegwyn Insurance Broking Services was started in Ultimo in 1997 and later moved to Crows Nest. Having resigned from the police force Russell went to work with Alex in March 1998. The business grew extremely rapidly. At its peak there were nine or ten people on staff. Alex ran the business from 1995 to 2001 and like his father before him, when it came along, he was attracted by an offer for his business, and sold. During those 6 short years Alex had created a very successful broking business, which by then included some smaller broking businesses that he had purchased along the way.

Russell continued as an employee of the new entity until 2004. He found that the new business was being run without the due care and attention to the kind of customer service that was key to the Chegwyn family style of business. They weren’t nurturing their clients and their businesses, instead they were deciding whether each client was meeting bottom-line targets for the brokerage. He wasn’t

comfortable as an employee in that kind of business.

After looking around and assessing several options, in November 2004 Russell was still unemployed and at a cross-roads in his career wondering what he really wanted to do.

He had met his future wife Julie in the office in1983 at Phoenix Prudential. As the new employee fresh out of school, he was assigned to a young woman who knew the ropes. Ten years later they were married and after establishing their family with two daughters, they continue their careers in the insurance industry to this day.

So pooling their industry background and experience they decided to set up their own brokerage. ASIC issued their licence in 2005 and they haven’t looked back, currently having 4 staff employed in their Wetherill Park offices. They service a wide range of clients from corporates to sole traders and they continue to grow steadily

year after year, building on their own solid foundations of customer service.

Russell knows that their policy of being close to their clients and their businesses pays off. They see themselves as “looking after their clients’ businesses” from an insurance perspective. Keeping in touch and being there when things change and need their insurance


Chegwyn Insurance Brokers staff members Trish Evans & Johanna

Zappavigna


Truck Insurance

Motor Vehicle Insurance

Marine Cargo Insurance


underwriting to be more appropriate. This leads to knowing their clients better than simply as a supplier of insurance products. They try to be seen as friends and advisors where their expertise is appropriate. In contrast, Russell believes the larger corporate brokerages, tend to do the business and next year send out a renewal notice. Not caring to get too close to their customers personally.

When a tragedy occurs, and there is a need for a client to make a claim, Russell sees an opportunity to provide outstanding service to a customer when their need for support is greatest. A client of theirs, a specialist computer maintenance service had a factory burn down at Northmead recently. The business was completely destroyed. After 15 years to arrive on site to find it gone would leave any business owner devastated and feeling vulnerable.

Russell immediately took on a support role. To negotiate with the assessors and the insurance company to help their client get operational again in the shortest possible time. Quickly they found alternative accommodation in the same complex. They were able to temporarily outsource some of their work to keep their business running. It was an opportunity for Russell and his business to provide genuine, unforgettable customer service. “Most people don’t think much about their insurance except when they have to pay their premium, or when something happens and they need to make a claim” he says. In less than two weeks from the fire taking hold, Russell’s customer was back in business with claims at first partially met with sufficient funds to get re-started, while investigations were completed.

When asked what advice he would give from his experience to others in business, Russell referred to his own practice whenever tackling something new, that is, to make a plan. One of the first questions he asks is – how can I distinguish myself

from other broking competitors He has always sought to identify a unique proposition that is clear to clients and sustainable commercially. In his case it has always been the willingness to get close to people, and provide a service which is clearly just for them – recognising their special needs.

He observes that too many people see only the money side of their business, which of course is not what customers of a business have as their primary focus. He says: “You have to want to be successful, you have to want to work hard.” He believes that he and Julie are reaping the rewards now because their hard work in establishing the business hasn’t really diminished. It’s what has brought them the lifestyle they enjoy today.

“Listening to outside advice is another key element for success,” he says. Even now he consults with his father Ray. His long experience in the business is still a rich mine of good advice and information. Indeed brother Alex has also been instrumental in the growth and success of Russell and Julie’s

business. Russell says that he is also consulted in his turn, not only by Alex, but by others in the industry. “No one knows everything,” he says, “and almost anyone will offer advice when asked”

Russell and Julie also say “have good staff, and look after them.” Knowing their staff are competent and loyal to the business allows Russell and Julie to take holidays now, a luxury that was not an option in the early years of establishing a business. He sees his business as their ‘super fund’, the key to retirement, and the means by which they can help their children step out into their own adult lives, “despite the fact”, he says with a smile, “they don’t want to be in the insurance industry”. G


Russell’s father Ray on a typical Sunday BBQ at the family home in Chatswood enjoying a beer

Russell & Family at nephews engagement, Canberra 2012


Chegwyn brothers (l-r) Alex, Tony and Russell at family gathering in the mid 80s


ENTrEPrENEur PRoFILe

Ever have an idea you’re passionate about and wonder if it would be possible to implement? Have a read of this story about two brothers — Raymond and Stephen Hekeik — who started with nothing and went on to build a Sydney-based catering success — Caterez. In the following interview Raymond gives a first-hand look at what it sometimes takes and how it can be achieved.

“I’ve been in the food service industry since I was 12 years old,” Raymond begins. “We used to work in swimming pool kiosks. Later I studied to be an accountant but soon discovered I couldn’t sit behind a desk 40 hours a week. My real passion was food. Our Dad came to Australia when he was 17 and was a pastry chef for most of his life. Perhaps it all came from him but I just

had that feeling that food was the way to go.

“I started my first business when I was 20. I ran a TAFE canteen operation which

evolved into six canteens all at separate campuses across Sydney. From there I helped open five large cafes in the South Sydney corporate area but that wasn’t enough! Running a cafe was just running a café. I really wanted to take it to the next level.

“So, my brother Stephen and I decied to take (who is now not

only my business partner but the Executive Chef

for the company) on the corporate catering facilities for the HPA site at Matraville

which served 300 workers. It was 2003.

“The existing canteen did 10 to 30 corporate functions

yearly. They were serving simple sandwiches and fruit

platters. I could see an opportunity there. So I said to Stephen: ‘Let’s

bump it up, let’s take it to the next

Entrepreneur Profile

Raymond and Stephen Hekeik THE CATEREZ CATERING CONCEPT

By Larry Woldenberg



level’. Stephen did his chef apprenticeship at the Summit revolving restaurant and he ran a couple of the Novatel Restaurants and could see both the opportunity and my passion and agreed that we were on to something.

“We started doing bagels and baking our own muffins. Without even telling them, people started asking: ‘Did they get new caterers in?’ Then we started doing buffets pasta dishes, great salads and speciality breads. They were more excited than I was!!

“I told Stephen ‘Mate, I can see an opening – all the big catering companies have strict parameters and too many layers of management. They get into big corporate cafes but can’t be experimental. They can’t offer what we can. We’ve got a little outlet here at HPA. We introduce six or seven creative items and the CEO is losing his mind. We can escalate this and take it to another level.’

“So, I drove through North Ryde and Macquarie Park for weeks, just driving up and down the streets. I knew every street name backwards, every company. I sent letters, rang people. Got nowhere for nearly two or three months. Then I got a phone call from an agent: ‘I’ve got an opportunity for you. I don’t know if it’s what you’re looking for. It’s a coffee cart opportunity’. I said: ‘Coffee cart! I

want to become a corporate caterer. I don’t want to operate a coffee cart”.

“Still I went and had a look! It was under the Commonwealth Bank in Parramatta in George Street. I thought while I was out looking for business it might be good, bring us a bit of money and help us develop the business.

“So we opened up this coffee cart and it was great. I was making a good living out of it. I employed a barista. The busiest time was between 7 and 9.30 in the morning selling coffee, muffins and cakes. And it gave me the opportunity from 9.30am to go out and look for more business.

“After six months someone told me there was a big

CaptionCaterez cooking demonstration at The Hills Relay for Life

Caterez Cooking School with Celebrity Chef Dominique Rizzo



business park being built up at Norwest. I’d never even heard of Bella Vista. So I drove up there and thought: ‘This is another miniature Macquarie Park’. There were all of these cranes and building sites.

“Then I saw the ResMed construction site and pulled over. There were no iPads or smartphones at the time to look up on Google but I found the number and made the call. I’ll never forget this. When I explained that I was outside their new head office at Norwest I was then told that the corporate catering contract was actually going out to tender soon.

“I knew that this was the perfect opportunity. I spoke to my brother and my solicitor and we put a proposal together which made the short list. I thought we had a chance but I was ecstatic when we got the phone call. We went to their North Ryde office and there were 6-7 people on the selection committee. I was pretty upfront. I said: ‘I can sit here and print out brochures and presentations, but in the food game you need to taste, feel and smell’. So I invited them out to the HPA site to taste our food and feel what we do.

“They came down and were very impressed. They said that coffee was very crucial to their staff as they didn’t want people having to go offsite. I said: ‘Great, I’m coming to your outlet and I’m going to set up a coffee station and we’re going

to try 3 blends. You can pick the blend.’

“We did a taste test at North Ryde and two weeks later they awarded us the contract. So that was the start of my passion actually becoming a reality!

“Let me tell you something. I now had the contract but I didn’t sleep for six weeks! I then had to match all our existing systems to suit their own site, find the right people and get it all done on time. But to cut a long story short, we did open on time and our first function was the site opening – a cocktail party for 800 people including John Howard. One thing with me, I never crumble. I always deliver. It was probably the best function we ever did!

“I always look to employ the right people. I’m not a stubborn man who thinks he knows everything. You need to keep asking questions and to be informed. To me, asking questions or asking for help isn’t an embarrassment.

“I went to see my brother Chris. He’d just started Mode Media, a web company designing and building websites. He suggested building a website that would take orders and develop the system for us. We then introduced it to ResMed. Someone even nominated us for the Hills Chamber Award for Innovation which we ended up winning. In the meantime, Wyeth Pharmaceuticals heard about us and called. Their internal staff cafeteria and catering service was going up for tender. We were invited to tender and also won that contract in 2008.

“Then in late 2008 I got a phone call from Woolworths Head Office. They said they’d heard so much about us and wanted to come and have a chat. They wanted to see our operations and of course I was delighted.

“So a week or two later the Contracts and Services Managers of Woolworths came over to ResMed. I was quite frank with them. I told them how we

operate. No layers of management - just two brothers and an Administration Manager. I said there are only 3 people who run this company but we do it well. At that time I think we also had 5 or 6 other corporate clients in the Park.

“Their biggest concern was whether I could handle the operation at Woolworths – which was 3300 people. I said I wouldn’t know until I went over. So they invited me over and gave me a tour of the site. I said: ‘It’s not going to be easy, but I’m willing and able’. I’ll never forget. The Contracts Manager looked at me and said: ‘You’re very passionate… I can see that.”

“We got short listed from about 14 companies. That was November 2008. It’s May 2012 and we’re still here at Woolworths. We’ve grown from strength to strength. Just last week we won the Nestle head office contract at Rhodes. So it’s not just about making food, it’s about passion. I’ve got a policy I tell to my staff: “If you don’t eat it, don’t sell it”. It’s all about service and quality. We quote functions; we don’t negotiate – we make a promise and we deliver. That’s been part of our success, as well as our flexibility. There’ve been times I’ve lost money on functions but I still want my customers to walk away feeling happy and proud.

“We employ nearly 40 people and we’ve got our hands on every function that goes out. I don’t want to grow to the point where I don’t have control. Like I said, my business is my passion.

“We treat our staff like family. We’re flexible. We have our Christmas party at my home and my mum cooks for my staff. We open our house to them. It’s like a big family. Family is very crucial to my business too. I believe that the success of Caterez is a result of determination, commitment from our own staff and of course my passion for loving what I do! G



POlITICal AGeNDA

The Hon. Charlie Lynn - Member of the Legislative Council

Australians have every reason to be concerned about the gelding of our defence force and the dismantling of border protection by the Gillard Labor Government. Such objectives would have been unthinkable for radical socialist activists as recently as a decade ago.

Veterans who gave their all to protect our democratic freedoms and Christian values in two World Wars and other conflicts must wonder whether their sacrifice, and that of their mates, was worth it. Their ideals seem to have been betrayed by the enemy within.

Our national defence budget is our national insurance policy. Our national borders define our sovereignty. Our national character defines our will to protect our land, our democracy and our values.

Our geographic location as a Pacific Rim nation with a small population, a mid-sized economy and a large land mass poses major challenges for defence strategists responsible for our national protection.

Since Federation we have relied on the benevolence of great and powerful friends in the form of Mother England until the war in the Pacific, and the United States since then. These relationships and the alliances that bound us together, have been underwritten by our servicemen and women who have fought with the United States in every conflict they have been involved in since World War 1.

The chilling 9/11 terrorist attack on the United States changed the way we live forever. There are now no borders for terrorists. They do not subscribe to or abide by any conventions or rules of war. Unarmed civilians including women and children are their primary targets. They are motivated by extreme hate against our Western Civilization.

9/11 exposed our vulnerability to terrorism and led to a deep seated fear that anybody, anywhere could be next. It was not long before these fears were realised with the death of 88 Australian

holidaymakers in Bali in 2002.

It was, and still is, apparent that the only nation in the world with the leadership, the will and the resources to combat the threat of global terrorism is the United States of America. Australia was one of the first countries to commit to them in the war against global terror and we have stuck with them ever since.

We became a prime target as terror cells were established throughout the country to prepare

their zealots for martyrdom. We were, and still are, regarded as a soft target. Our political system is easily manipulated; our welfare system easily exploited; our taxation system easily avoided; and our legal system easily enlisted in any taxpayer funded ‘human rights’ cause. When all else fails sympathetic appeasers use political correctness to manipulate public opinion - ‘illegal immigrants’ from hostile countries are cleverly redefined as ‘asylum seekers’.

Post 9/11 former Prime Minister, John Winston Howard, evoked the Churchillian spirit of his namesake by sealing our borders with the declaration that ‘we will determine who comes to our country and the circumstances under which they come’. He denied access to taxpayer funded legal parasites in our system by establishing off-shore processing centres to identify genuine refugees and segregate illegal immigrants.

The boats stopped coming. John Howard effectively put the people-smugglers out of business and restored the integrity of our national borders. It stayed that way until Kevin Rudd replaced John Howard as Prime Minister and let the illegal-immigrant genie out of the bottle.

Our border protection measures soon crumbled. A public backlash contributed to Rudd’s demise as leader. Julia Gillard emerged from the coup as Prime Minister and quickly announced a Timor solution for illegal-immigrants. It failed. She then announced a Malaysian solution. It also failed. Detention centres cannot now be built fast enough to cater for the flood of boats now arriving. Illegal-immigrants are now being sponsored directly into people’s homes by the Gillard Government. The cost is more than a billion dollars and the meter is still running.

In a cruel political irony our Defence Force budget has been cut by a massive four billion dollars to help Treasurer Swan balance his books. Our army will not now have any hi-tech artillery. Today’s Air Force pilots will never see a front-line Joint Strike Fighter plane. Our Navy can only put one submarine to sea.

In his book, Crisis of Command, Professor David Horner wrote that the political neglect of our armed forces between the two World Wars was either ‘naively optimistic’ or ‘bordered on treason’. He could write the same words about the Rudd and Gillard Labor Governments today. G

For more topics and to contact Charlie Lynn, please visit www.charlielynn.com.au/blog.

the great Budget Betrayal

Our national defence budget is our national insurance policy. Our national borders define our

sovereignty. Our national character defines our will to protect our land, our democracy

and our values.



BuSINESS ADvICe

For many great athletes, reviewing the successes and failures of the past is paramount to ensuring they have the tools in place to effectively plan for their future success. This is much the same for a business where reviewing past performance can assist in securing future success. So what are you doing to review your planning to ensure future success?

It is common for many businesses to conduct their planning around this time of the year as the end of the tax year approaches. It generally involves reviewing how much profit they have, how much money is in the bank, potential tax to be paid and what strategies they can implement to minimise tax by reducing profit. They may briefly discuss the business moving forward but from our experience the level of planning can be very limited.

In previous articles we have discussed many aspects that a business owner should be considering when planning such as

• Understanding the risk and value drivers of your business• Setting financial budgets• Measuring ongoing performance via a “Financial Dashboard”• Understanding your cashflow• Benchmarking your performance versus the industry you operate in• Setting your remuneration levels for staff and yourself over the next 12 months• Setting a Business Plan with a SWOT analysis and strategies for future growth • Who will keep you accountable?

Unfortunately for many businesses, the extent of their review can be looking at the Profit and Loss statement. Planning for the next year can in some cases be non-existent.

Planning for year end and next financial year are really one in the same. However to ensure future success, undertaking a robust review and planning process that covers the following areas should be considered:

1. assessment of last years objectives a. What did success look like last year? b. Did we achieve success? c. What do we need to improve? d. Assessment of the landscape – competitors, economy e. Assessment of process and procedure – can we become more efficient in delivering our services to customers

2. review financials a. Profitability i. Did we meet revenue targets? ii. Did we manage our expenses within budget? iii. Did we manage our Cost of Goods Sold? b. Cash flow i. Were we able to maintain positive cash flow to pay our expenses? Factors contributing to this are: 1. Efficient collection of debtors and 2. Stock control c. Asset Usage i. Are we achieving a good return on the capital employed within the business? ii. Are we using our capital efficiently? d. New product/service initiative results i. Do you know which of your products or services contributed the most towards profitability? e. Dividends i. What is our dividend policy? Will we pay profit out to the shareholders or retain in the business for future growth? f. Remuneration i. Were the owners/directors paid appropriately for their responsibilities and work undertaken during the year?

3. Set objectives for the coming year(s) a. What is our vision for the business and what does success look like? b. What do we want to achieve in the next year and subsequent years in the following areas: i. Profit ii. Business Value iii. Staff iv. Clients v. Products/Services c. What strategies need to be implemented to

achieve the objectives set? d. What training do we need to continually build our skills and knowledge? e. Set next years budget i. Revenue ii. Expenses iii. Cost of Goods Sold iv. Capital expenditure requirements v. Remuneration for directors and staff f. Do we have access to capital to implement the plan? g. Who is responsible for the execution of the business plan? h. Who is going to keep us accountable?

The key element of doing all of the activities listed above is to remain focused on your vision. The establishment of a clear, well documented business plan with a specified action plan will ensure you give yourself the highest probability of success.

The benefit of this approach is that planning becomes just another function of your business. By instilling good planning practice, businesses are more likely to achieve their objectives than those that do not plan.

Often an independent person may be appropriate to run a session such as this, and getting all of the people in your business providing input into the planning process can substantially improve the strategies developed and get them more involved. G

Skeggs Goldstien located in Norwest Business Park and Chatswood is a financial services business specialising in growth, succession and transition planning for small to medium sized business. If you want to implement a robust planning process into your business, contact Skeggs Goldstien for an appointment.

Skeggs goldstien associates

p | 1300 753 447e | [email protected] | www.sgapl.com.au

Business Planning -what should you Consider? Jonathan Reynolds, Accountant - Skeggs Goldstien

skeggsgolds ien


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The potential hazards within workplaces remain the same, but new health and safety laws relating to the workplace have recently been enacted in Australia.

In 2012, a single model for health and safety within workplaces was introduced for all Australian states and territories. Replacing nine separate Occupational Health and Safety (OHS) Acts, the new Work Health and Safety (WHS) laws mean that a consistent approach to workplace safety is now in place across the nation.

According to Louise Godwin, Director Education for TAFE NSW – Western Sydney Institute (WSI), the rationale for introducing the new, nationwide legislation was to reduce the burden of excessive regulation on businesses and to ensure all workers in Australia can expect to have a healthy and safe work life.

“OHS was identified by the federal government as a regulatory hot spot, costing businesses and the wider economy a significant amount of money,” Louise said.

“The federal government aims to develop a ‘seamless economy’ which will help to trim down excessive spending on compliance costs. It will also mean increased efficiency for regulatory agencies and make it easier to conduct business across states and territory boundaries.”

The new laws include some new terminology for WHS and also mean a slight shift in its regulatory focus. The focus of the new legislation is upon the duty of stakeholders to take reasonable care and to demonstrate due diligence in work processes. The new legislation also moves away from the employment relationship being the basis of obligations, with the goal of removing loop-holes and gaps in the duty of care for all people involved in work.

Instead of ‘employers’ the new WHS laws refer to PCBUs – or ‘persons conducting a business or undertaking’. PCBUs have a duty to ensure the health and safety of others so far as is reasonably practicable, eliminating or minimising the hazards arising from work. Within PCBUs, officers are those who make or participate in making

decisions affecting a business or undertaking. Officers have a responsibility to ensure their PCBU is fulfilling its duties under the WHS legislation.

Employees are now referred to as workers – a more broad term which captures anyone carrying out work in any capacity, including employees, volunteers, apprentices, subcontractors and so on. Workers must take reasonable care for their own and others’ health and safety and comply and cooperate with reasonable WHS instructions, policies and procedures of their PCBU.

With the introduction of new legislation, businesses have an opportunity to refresh and update their employees’ WHS knowledge and skills with customised training, according to Louise Godwin.

“We often find that providing this training either onsite or offsite to employees is a valuable exercise, the benefits of which go far beyond expectations,” Louise said. “Work Health and Safety is an important issue for businesses as it is concerned with ensuring the wellbeing of the greatest asset a business can have – its people.”

“WSI is offering training in more than 30 units of competency for the new Work Health and Safety legislation, as well as qualifications such as the Certificates III and IV in Work Health and Safety

and the Diplomas and Advanced Diplomas of Work Health and Safety.

“We will be offering refresher programs to those people who have already undertaken Occupational Health and Safety training, to update their knowledge and skills for the new legislation, as well as customised WHS options for businesses.” G

To discuss how WSI can develop WHS solutions for your business, please call Louise on (02) 9865 1100.

BuSINESS ADvICe

work health and safety – get your Business up to speed

“The federal government aims to develop a

‘seamless economy’ which will help to trim down

excessive spending on compliance costs. It will also

mean increased efficiency for regulatory agencies

and make it easier to conduct business across

states and territory boundaries.”

Louise Godwin, Director Education for TAFE NSW


Get your business up

to speedNew WHS (previously OHS)

legislation has been introduced.

We can provide customised training at a time and location that suits you

and your employees.

(02) 9865 1100

For more information

www.workforcedevelopment.edu.au

[email protected]

Safety Health &

Work


BuSINESS ADvICe

Our previous articles have been around the topic of motivating your employees. This article builds on those earlier articles by encouraging managers to develop good Job Descriptions for all positions within the business.

Well written Job Descriptions not only establish the organisation structure but also set the standards of performance for employees in your business. Job Descriptions form part of the tools a manager needs to successfully manage people in your business.

Managers in small to medium organisations often do not have a lot of time to spend managing employees. To make the process of managing employees as effective and efficient as possible the organisation needs to establish a framework where the contribution of each employee to achieving the organisation’s priorities are defined and the employee is clear about their duties and the standards of performance expected of them. The Job Description enables the manager to establish this framework for each employee and the organisation. It also establishes the indicators by which an employee’s successes can be measured.

Many managers do not value job descriptions principally because they fear that they potentially limit the scope of the role. However the benefits of having well prepared job description are as follows:

1. a good Job description saves time in the long run

A good job description (after the Manager is trained to develop job descriptions) will generally take approximately 4 hours to prepare. An additional hour or two can be added to ensure all stakeholders are in agreement. This totals 6 hours. Once done, time will be saved when: a. conducting the appraisal – measures used to assess performance are all encompassed in the Job Description; b. developing a training plan – an employee’s skills requirements are assessed against the job description;

c. recruiting – the essential and desirables criteria are in the job description for advertising and selection purposes; d. remuneration – job sizing is done using the job description which enables the correct remuneration to be identified.

The initial six hour investment is more than repaid by the time savings identified above.

2. a good Job description provides clear guidance to employees on what the organisation wants them to do

Employees may know most of their tasks but do they know all of them? Do they know the performance standard that is expected? Do they know how they will be assessed? Are they aware of the priorities? All of these questions are able to be answered by a well written Job Description.

3. a good Job description is a living document

Jobs change all the time and a good Job Descriptions reflects this. As the role changes, the Job Description needs to be altered. This is normally a very quick process as minor modification is all that is needed. It is also good to get feedback from your employee as this will help identify any changes in their job role.

4. a good Job description defines the job

A manager should know what employees are doing. A good Job Description allows the Manager to define exactly what the team is doing and how it contributes to achieving the manager’s and the organisation’s objectives. It ensures that all activities are being carried out efficiently. An effective method of keeping job descriptions current is to review them during the employee’s performance appraisal.

5. a good Job description should always be current

As stated earlier Job Descriptions reflect what people need to be currently doing and should therefore change as the job role evolves. If tasks, responsibilities or jobs change this should be reflected in the Job Description.

6. a good Job description should be used by all

As with point 5 above, a good Job Description should be used by both the employee and the manager. It should be used to identify the duties, identify gaps in skills or knowledge, measure performance and provide a springboard for the employee to grow.

7. a good Job description should encourage a team culture

Although each employee will have their own criteria for performing their role it is important that an organisational culture of working together be reflected in the Job Description. Your employees should be committed to assisting one another in completing work for the benefit of the team. This needs to be specified in the Job Description. G

If you need advice or assistance with performance management or any other HR topic please contact the HR Department.

The Hr departmentSuite 515, 2-8 Brookhollow AveBaulkham Hills NSW 2153

e | [email protected] | www.theHRdepartment.com.au

what motivates staff? Developing the Basic Framework -Job Descriptions

Andrew de Wynter, Senior Consultant - The HR Department


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BuSINESS ADvICe

It’s not uncommon for many business owners to only ever take short, irregular holidays because they don’t have the structure, systems and team to keep their business running without them for a longer period. Worse still, they have no plan to improve their situation. This effectively ‘chains’ them to their business and also substantially reduces what their business is worth come sale time.

Aside from taking time off for leisure, have you considered what would happen if you were forced to take six months off work due to a serious illness or injury? Would the business survive and how would the bills be paid? Or if you were to die, can you be sure that your business partners would give your family a fair deal?

For these reasons, it is important for all business owners to put in place a properly prepared succession plan. It’s just like a will for the business, but there are often a wider range of scenarios and considerations involved.

As with a personal will, what should be included in a good business succession plan can vary from one situation to the next, however here are some key areas that should always be considered:

Business Structure - in the event of death or retirement, the ownership and control of the business may need to be transferred to the owner’s family or to the surviving business partners. How easily this would occur will often depend on how the business operates, such as through a trust, a company, or without a separate entity at all.

Succession agreements - if something happened to one of the business partners, would that partner’s spouse or children be capable of taking over the control of that share of the business? If the answer is no, then a succession agreement can assist the remaining business partners to carry on operating the business whilst allowing for adequate compensation for the former partner’s family.

Insurances – just like personal insurances, business insurance can provide a variety of

protection such as temporarily meeting the normal costs of running the business (business expenses cover) or paying for a short-term replacement manager (eg. trauma or disability cover). A life insurance policy linked to the succession agreement that provides the deceased partner’s family with suitable compensation for the transfer of business ownership to the surviving partners is also a good idea. Powers of attorney - many small businesses can’t do much without the authority of the key decision-maker, so a Power of Attorney is integral to the succession planning process. It helps the business to physically operate if the owner is incapacitated through illness or injury.

Business Plan - what are the 5 year, 12 month and 90 day objectives for the business? How will they be achieved and who is responsible for achieving each of them? The business plan is the blueprint for the future success of your company; if you don’t yet have one, please contact us to request a copy of our free business plan template.

There is a range of professionals that need to be involved in setting up a succession plan, including a financial adviser, business advisor, lawyer and accountant. Even if you already have a plan in place, make sure you regularly review the agreements and your insurance policies to keep them up to date and reflecting the current value of the business. Like a will, don’t leave this until it’s too late.

One of the challenges we often see in the market today is people getting conflicting advice from advisors in different disciplines and becoming

confused as to what the best solution is for their needs. The other challenge is the advisors rarely work together to create synergy and improve outcomes for the clients. G

Fusion’s key point of difference in the marketplace is our “One Lens” approach to managing our clients’ affairs. Our clients love the fact that we offer tailored multi-disciplinary solutions to help them achieve greater levels of success in their business and personal life. When you combine this with the time saving and accountability benefits of working with a single solution provider, it’s a powerful resource to have for anyone serious about growing their wealth.

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improve your structuring for Business successJeremy Carter, Partner - Fusion Private Wealth

Aside from taking time off for leisure, have you

considered what would happen if you were

forced to take six months off work due to a serious

illness or injury? Would the business survive and

how would the bills be paid?


Over recent years there has been a lot of hype and chatter over Hybrid technology. I guess that anything new generates its own share of supporters and detractors. It is also true that new products may stimulate that fear of change that is inherent in the human condition.

One important factor to remember about Hybrid technology is that it is no longer new. Using the combination of a petrol combustion engine and an electric motor has been around in Toyota vehicles since 1997 and since that time over 2.5 million Hybrid vehicles have been delivered by Toyota globally.

Today Toyota and their luxury brand Lexus offer a huge variety of Hybrid vehicles for the Australian consumer, only this year Toyota have released the all new Camry Hybrid and Prius C compact car alongside the face lifted Prius hatch. In May the all new Prius V people mover will be launched with seven seat capacity.

So what is Hybrid Technology? A hybrid vehicle is powered by two energy sources - a petrol engine which is supplemented by an electric motor. They are combined in such a way that each power source takes the role it’s most efficient at performing to maximise the strengths of both. Depending on driving conditions and need, they operate cooperatively or independently delivering a seamless, dynamic drive with maximum performance and far improved fuel efficiency with minimum emissions.

In all other respects, a hybrid car is like most other vehicles you’ll come across. They drive like regular automatic cars, use unleaded fuel, have the same luggage capabilities, and drive under the same weather conditions. In fact, apart from the sound of silence when the car is running on electric power alone and the potential for significant fuel savings, most drivers are unlikely to notice any significant difference in the running of a hybrid car.Toyota has been refining this technology for over 30 years and their Hybrid Synergy Drive®

technology leads the world.

Because Toyota technology is so advanced, not only can both power units propel a car single-handed, but the battery takes all the charge it needs from normal motoring, never needing a recharge from the mains. This means Toyota hybrid vehicles offer dynamic driving performance with ultra-low CO2 emissions. In fact, in some situations, when the electric motor takes over completely, CO2 emissions drop to zero.

COMMON HyBrId MyTHS aNd FaCTS

• Hybrid Technology is a fad – Quite the opposite is true, Toyota have been working on hybrids for more than 40 years - long before the arrival of airbags, anti-skid brakes and climate control air-conditioning. Toyota is committed to hybrid systems as a core technology moving forward. Globally, their goal is to reach one million hybrid sales per year during the 2010s. At the same time, it is their intention to have a hybrid version of every model in the range by the 2020s.

• What is the “cleanest” alternative fuel/power source? - All cars, by their very nature have some negative impact on the environment. Toyota encourages sustainable motoring by adopting technologies such as Hybrid Synergy Drive®. Cars powered by Hybrid Synergy Drive® have been recognised globally as ‘clean’ vehicles achieving many awards and certification to the toughest environmental standards. Other engine technologies are yet to achieve emissions low enough to satisfy these emerging low emission standards. The Toyota Prius, powered by Hybrid Synergy Drive® was the first, and remains one of only a handful of vehicles to be awarded five stars in the ‘Green Vehicle Guide’ – an independent website that rates the environmental impact of all vehicles sold in Australia.

• WhataboutHybridbatteries? – The batteries which power Hybrid cars recharge automatically as you drive. They cleverly recoup energy normally wasted in driving situations, during braking and coasting downhill. This is called regenerative braking.

It is also unlikely that you will ever have to replace the battery. Toyota batteries are designed to last the lifetime of the vehicle. Toyota are so convinced with the outstanding reliability track-record and

longevity of their hybrid batteries that they have recently extended the battery warranty period to 8 years or 160,000km (whichever occurs first).

• What about cost of service? - The running and upkeep of a hybrid car is comparable to any other Toyota vehicle. Hybrid owners can expect to pay no more for servicing, parts or any other secondary costs associated with running their vehicle, such as insurance. In fact, running costs due to potential fuel savings, all things being equal, would be expected to be substantially less than a similar sized petrol engine vehicle. G

The Toyota Service Advantage initiative further reduces standard scheduled servicing costs for new Toyota vehicles. Terms and conditions apply. Please visit http://advantage.toyota.com.au for more information.

So there you have it in a nutshell. Toyota’s market leading Hybrid Synergy Drive® provides a fresh, clean alternative for your motoring needs, and the best way to experience Hybrid technology is to drive it for yourself. At Lander Toyota we have a full range of demonstrators available for you to view and drive. I think you will be extremely impressed if you take the opportunity to try these vehicles for yourself.

lander Toyota112 Sunnyholt RoadBlacktown 2148

p | 02 88844888e | [email protected] | www.landertoyota.com.au

hybrid technology – is it For me?

FEaTurE

by Rod Cullen, Dealer Principal - Lander Toyota Blacktown


Winston Churchill was once quoted as saying that he never let school get in the way of a good education. Indeed in the current media climate, education and more specifically schools are never far from public debate or trial by media. To some extent, they should be.

Schools are stereotypically the place where we entrust our little ones to professionals to help them learn and develop in a safe and supportive environment. Across the nation, they are working with our most valuable assets. As a parent, I support this assertion with great enthusiasm and bias.

I frequently wonder though how we expect schools to deliver upon parental and societal desires that are often unclear, highly moveable and subjective. I question how we can expect schools to do it all without support from the wider community. I am unclear at what point in time and under what premise many people believe they have not only the right but the obligation to publicly criticise education and educators about their perceived roles.

Schools have become scapegoats for many woes of society. Whether it is youth unemployment, literacy and numeracy scores, antisocial behavior or more recently values, education as a whole is an easy, somewhat faceless target. With arm-chair experts aplenty, solutions centre around fixing schools through sweeping reforms based more on rhetoric rather than facts; manufacturing solutions rather than considering children’s needs.

My challenge to the critics is to ask “where can I be of some assistance?” As a business analogy that is frequently repeated says so well, ‘if you’re not part of the solution, you’re part of the problem’.

Schools cannot do it all. They were never designed to do it all. Businesses cannot do it all either. There should not be an expectation that they should. Neither can governments do it all. We should not expect that policy or funding principles will simply ‘fix’ education.

If we return to one of the most fundamental beliefs held by society - that our children are the future of the country and our communities - then we must all agree that the demarcation of responsibility concerning assisting our young must stop. It is time

that we all started focusing on the end game.

Beneath the glossy marketing material, the gold-leaf mission statements and the bbq conversations revolving around the values of education, one of the most fundamental outcomes we all want from education is for our youth to transition from school to work and be able to contribute to society. More specifically, we want our young to be employable. For many parents of adolescents, this might translate simply as the hope that their teenager will get a job and stop robbing the mum and dad bank!

If we focus on the end game, businesses, schools and governments must recognise that closer alignment and active participation is required. If young people are graduating with skills that do not meet industry needs, then complaining about this to friends at a football game is simply not good enough. If educators are not speaking the same language as business colleagues and fail to see economic and operational limitations, then paradigms need adjusting. If governments receive sound information that longitudinal change is needed that is at odds with election cycles, then bipartisan support must commit to the long game.

As partnership brokers covering all of Western Sydney, we see all sides and recognise that everyone must have their interests acknowledged and met. Our role is to help broker relationships amongst education, business and parents to focus on the end game. If businesses need specialised skills in various areas, how can we work with educators to give students the best opportunity to meet those demands? How can we work with those same businesses to identify impediments

and opportunities? If we begin to ask the right questions, perhaps we will begin to get the right answers. G

Organisations such as AusSIP, BREED and Penrith SIP actively work with business and education to improve opportunities for all stakeholders.

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FEaTurE

schools Can’t do it all

If we return to one of the most fundamental

beliefs held by society - that our children are

the future of the country and our communities

- then we must all agree that the demarcation

of responsibility concerning assisting

our young must stop.

Ausexplore. inspire.engage

SIP

John Watters, Executive Officer – AusSIP


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Corporate wellness describes the collective health and fitness status of an organisation’s staff. The better the health and fitness level of each employee within an organisation, the higher the organisation’s level of corporate wellness. And the higher an organisation’s level of corporate wellness, the better employees and organisations perform.

Research has shown that corporate wellness programs run at an organisational level are highly effective and that they result in improved employee health, higher productivity and greater profits (The Future at Work Health Report, November 2006). Corporate wellness is worth the investment.

While most organisations care about the wellness of their staff, the reasons for implementing wellness programs within an organisation are becoming more and more financially driven due to the cost savings such programs can offer organisations. Two major reasons why employers invest in health promotion programs are productivity enhancement and image enhancement.

Productivity EnhancementCorporate wellness programs can improve productivity by reducing staff health risks, helping to manage controllable diseases, and improving general health and fitness. Performance is higher when employees are physically and emotionally able to work and have the desire to work. Higher performance leads to higher productivity and therefore higher profit levels for the organisation.How much more productive employees are as a result of a wellness program is an open question but even modest productivity gains can result in higher profits. You know how much more productive you are when you feel well, are full of energy, focussed and really want to work. You know you are far more effective in your creative thinking, negotiating, ability to motivate others and strategic planning when you feel good and are motivated yourself. Imagine this impact across a whole division or organisation.

Measuring productivity is difficult, and in the past has focussed on absenteeism because

it is somewhat easier to quantify. Studies have reported reductions in absenteeism after the implementation of a wellness program. For example, Aldana (2007) reported that there was an average saving of $4.90 for every $1.00 invested in a health promotion program.

However, productivity can also be measured in terms of preventing profit loss. It has been determined for instance, that the potential loss in productivity due to health risks (or poor health) is 6.96% for the average Australian employee.

This equates to $3,480 per year for an employee earning $50,000 per year (The Future at Work Health Report, November 2006). Losses of this magnitude per employee have significant financial implications for businesses.

Image Enhancement and reducing Staff TurnoverOrganisations will always say that their staff is their biggest asset. Getting good staff is difficult, so when you do get them, you don’t want to lose them. This means not only is it more difficult and costly to get the right employee, but it is also difficult to attract them to your organisation, and then keep them. Staff turnover is estimated to cost 40% of the first year salary of the employee. Therefore, even a slight reduction in staff turnover can have major financial benefits.

Corporate wellness programs help to give an organisation a good corporate image. It demonstrates that an organisation cares about its

staff and helps to set the organisation apart from others, including competitors. A good corporate image increases the retention of current staff and assists an organisation in becoming an employer of choice.

Companies cannot survive by competing for skilled employees on the basis of salary alone, and therefore employee benefits such as health promotion programs are a very effective value added solution. If an employee gets a pay rise of $500 per year, it would work out to an increase

of about $0.24 an hour. This increase would go unnoticed to many higher paid professionals. But a $500 investment per employee in a wellness program would provide them with a high level health package delivered across an entire year as well as foster ongoing goodwill. G

To obtain a complimentary wellness package to the value of $500, please call us before June 30, 2012 on the number below.

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a healthy Business means healthy Profits!



BuSINESS ADvICe

Business process design is an important tool for realising a business strategy because it links an organisations internal capability to the external environment. Similarly “good” business process design seeks to satisfy customer requirements in an efficient way which is a fundamental factor in overall business performance.

The relationships between process design, business strategy and overall business performance is shown in Fig. 1.

relationship 1: Shows inherent relationship between business strategy and performance.

relationship 2: Process design supports an organisation’s strategic fit i.e. a market-driven strategy (2a), which decides strategic position to be reached and designs processes to support this position or a process-driven strategy (2b), which leverages capabilities and determines a strategic position supported by these capabilities.

relationship 3: Process design develops and implements the necessary measures and controls to manage the organisation.

It is these feedback loops that make an organisation sustainable, efficient and effective over time. Also shown is the external environment in which an organisation has to operate in and respond to.

pminsight has developed a set of models which support the principles of good process design:

Business Process architecture: Represents organisations capabilities as a visual map.

lean Six Sigma: Delivers increased operational efficiency and effectiveness.

Performance Management: Assesses the success of implemented strategies, gauges team performance, stimulates continuous improvement and aids organisation learning.

The entire set of models for our approach is shown in Fig. 2, which is in keeping with what has been described previously. However, business strategy

has been separated out by the business process architecture, which it constantly interacts with.

The business process architecture represents internal capabilities for the selected organisation fit. It visually paints a picture of the interconnectedness between organisation

functions, processes and resources so that the effect of authorising individual lean six sigma projects can be assessed and understood from an end-to-end perspective. It also takes on the role of monitoring success reported by performance management and aids managers to pinpoint the location of problems.

Lean six sigma projects reduce costs and increase customer value by seeking to reduce waste, cycle-time and variance, and increasing yield. To close key capability and performance gaps lean six sigma projects are selected and authorised.

Performance management creates line-of-sight between strategy and measures making it easier to understand team performance. Organisation management is strongly affected by performance management feedback since it drives incremental reactive actions to correct the organisations direction. The responsiveness of the organisation to changes in its internal and external environment and the importance attributed to different performance measures before and after the change supports organisation learning.

Recent studies show organisations using causal models to map strategic objectives to measures have higher performance over time than companies that do not use them. As explained previously, it is these feedback loops coupled with lean six sigma projects to close gaps that make an organisation sustainable, efficient and effective over time.

To realise the benefits from one of our lean six sigma solutions, pminsight has an introductory offer whereby the first week’s project fee is free of charge. To understand our service offerings in more detail contact us for one of our brochures or our comprehensive white paper. G

pminsight located in the Castle Hill Trading Zone is a Lean Six Sigma project based organisation specialising in Business Process Modelling, Simulation, Design and Change for Small and Medium sized businesses in Sydney’s North West.

pminsightUnit 1, Suite 2, 4 Hoyle AvenueCastle Hill NSW 2154

p | 02 8850 3994e | [email protected] | www.pminsight.com.au

understanding Business Process design, strategy and Performance Ian Tierney, Principal – pminsight

Fig. 1

Fig. 2


www.mygateway.org.au


BuSINESS ADvICe

In the classic Christopher Reeve movie, Superman is caught between two imminent catastrophes set in motion by the evil mastermind Lex Luthor. Lex has no superpowers, but he’s smart enough to realise that even Superman has his limits - not even the Man of Steel can be in two places at once. Superman has no choice but to let one of the disasters occur and so Lois Lane dies.

Today many businesses rely on their own “IT Superman” to keep their organisation up and running. There is no doubt that many of these IT professionals are diligent and skilled individuals with their client’s best interests at heart. But ask yourself - what would your IT person do when faced with IT disasters at two different customers’ premises? Is your business “Lois Lane”? We don’t Need another Hero

It is not at all uncommon for businesses to rely on a single IT resource to keep everything running day-to-day. We often meet with organisations who will explain that their IT guy is “great”, and “a real hero”, so they don’t really need to think about IT any more. But IT management should not be heroic. A hero reacts at the last possible moment - flying into the burning fire that is your email server, or fighting off robot-monsters to recover data from your corrupt backup tapes. It’s great for television - but not great for business. If your business regularly needs a hero you are approaching IT support the wrong way. Business managers with a more sophisticated understanding of risk realise that it is far cheaper and more productive for their staff to avoid the fires in the first place. Don’t fight the robot monster - make sure it never gets created in the first place.

Over or under Qualified?

Even without robot monsters your IT person has some other, more mundane challenges to deal with; such as sick leave, ongoing training, holidays, etc.

An employee or a single person shop is going to be unavailable for at least a month or more every year just with planned leave - probably for up to a week or so at a time. Or worse still, they never take leave - avoiding the training required to keep up-to-date in this fast moving industry. The reality is that when looking for a single person to solve all their IT worries, businesses

are caught between two unsatisfactory options. Managers are looking for an expensive resource skilled enough to deliver on the big issues when they arise, but affordable enough to be available every day for the bulk of their IT service requests. Such a person really would be a super hero. Working with Superman

If you do have an IT Superman helping your business, it is important to make the best use of their powers. As outlined above, Superman is a little overqualified for the majority of IT tasks that need to be performed each day. Resources with higher level skills are better directed towards your organisation’s unique IT requirements, leaving the common tasks to managed service providers. We have worked with a number of organisations using this model - supporting their managers by handling helpdesk and basic server and infrastructure maintenance work - allowing Superman to work on the organisation’s growing backlog of critical business projects. This division

of labour can be highly productive.

In the end of the movie Superman 1, the last son of Krypton saves Lois by travelling back in time - something unlikely to be an option for your business. So unless you really do have superpowers, a smarter strategy is to plan to live without IT superheroes today. G

If you would like some assistance with your IT support arrangements please call BlueScale on 8197 9101 or email me directly at [email protected]. For an obligation free IT Health Check call before the end of the financial year.

BlueScale

p | 02 8197 9101e | [email protected] | www.bluescale.com.au

the myth of the it superman

Damien Hogan, Director – BlueScale

Today many businesses rely on their own

“IT Superman” to keep their organisation up

and running. But ask yourself - what would your

IT person do when faced with IT disasters at

two different customers’ premises?

Is your business “Lois Lane”?



BuSINESS ADvICe

It is a very common scenario to talk to business owners about their previous experience with web designers and hear horror stories of incompetent and lazy developers taking more than a year to finish their simple and seemingly straightforward website.

When I was just starting out as a web developer these stories gave me a great feeling that there were a lot of unsatisfied potential clients out there and I could do a much better job for them than their current web designers. I could not get my head around how web development projects could indefinitely stay still without any progress at all. After all, isn’t it in the best interests of the web designer to finish the job as soon as possible - then collect the payment, put the completed website as “another notch on the belt” on the portfolio page and move on to the next project?

However, I am no longer just starting out and have a bit of experience in the field as well as quite a few active clients. I can also declare that I am myself in the process of working on a couple of websites that are taking more than a year to complete. Why does this happen? Believe it or not, it turned out to be rarely the web designers fault.

False Expectations

Working through a project form start to finish with a web designer requires good business sense, concentration on the task at hand and a little bit of technical expertise. Web designers often have to deal with start-up businesses, where owners themselves have not yet gained enough experience on how to deal with other professionals in the (real) business world.

This becomes a bit of a problem when the inexperienced business owner suddenly has to go step-by-step through what essentially is a stripped down version of a Systems Development Life Cycle (SDLC) to get a basic website online. It is a common scenario where clients come in and expect websites with complex interactive features just to “spring to life” without any involvement on their part.

Then, there is the additional issue of costs involved. Extra features involve more labour, which involves more expenses. Website development costs can

spiral completely out of control without a quality plan that takes into account your budget as well as your requirements.

Below is a list of what your web designer is responsible for and a further list of what your web designer is not responsible for.

The duties Below are the responsibilities of your Web designer

1. Sitting down with you and identifying the goals your business is trying to achieve and how a website would be able to assist in these goals (Requirements Analysis)2. Providing a rough estimate on the job required and deposit needed3. Supplying you with concise instructions on how to prepare materials4. Providing you with one or more layout designs or concepts5. Converting the chosen graphic layout design into a live page6. Integrating a Content Management System (CMS) to let you complete basic updates and extending other pages from the layout7. Completing additional features as required, for example a shopping cart or mortgage repayment calculator8. Providing advice on selecting a web hosting account9. Deploying website to a production web hosting account10. Testing and correcting bugs.

The duties Below are NOT the responsibilities of your Web designer

1. Copy writing. Your web designer should not be writing any content from scratch. If they are, it is a separate job and you will be charged accordingly for a professional result. Remember, nobody knows your business like you do – the owner of a business will always write better content than someone else.2. Being responsible for your Internet Connection working properly. I have had clients call me when their Internet goes down. This is the responsibility of the relevant Internet Service Provider (ISP).3. Being responsible for your emails working properly. This is the responsibility of the relevant hosting provider. However, most web designers would be happy to assist in resolving problems such as this for a hourly fee.4. Being responsible for your hosting account

working properly. Your web designer can not magically fix problems with a web hosting provider, only assist in resolving them.5. Keeping track of your internet/email/hosting/domain name/social media/Google/Paypal account passwords. This is your responsibility and yours alone. I recommend keeping the passwords recorded in a safe place in printed form. Try to avoid using the same password for all your accounts, as this may backfire as a security flaw later on.6. Coming up with new ideas and fresh updates for your website. Unless you have a fixed arrangement with your web designer that involves a payable monthly fee for consistent maintenance, most web designers will literally forget about your website once it is placed online. It is your responsibility to keep your business information up to date and request alterations as they are needed.7. Keeping your page on the first page in Google results. Search Engine Optimisation (SEO) is an ongoing process and requires dedication of a lot of resources. Websites need to be updated on a regular basis and have pages with fresh content added to maintain a good ranking.

Preparing Materials

It is very important to prepare static content for your web designer in a way that is easy to understand and process. The requirements are not written in stone, but most web designers will be happy if you prepare content as follows:

1. Copy (text) for every page in a separate Microsoft Word DOC or plain text file2. Logo sent as EPS or high quality 300 DPI PDF file as originally supplied by your graphic designers3. All images should of high quality and high resolution. They should be prepared as JPEG or PNG files and preferably sent on a CD or memory card4. Clear and concise instructions that do not conflict5. Layout mock-up can be completed using tables in Microsoft Word to give a rough guide and idea for your web designer.

Please do not do any of the Following:

1. Supply PDF files with text in them. Do not supply PDF files of your brochures to your web designer and ask to extract the content from within.

2. Low quality and low resolution images. Do not send low quality images to your web designer

By Daniel Moisyeyev, B. IT – GWP Media

how to work with your web designer


BuSINESS ADvICe

unless it is for a very specific purpose. Most web designers will refuse to use low quality photos as part of the layout – the final outcome will not be professional.

3. Plagiarise text from other websites. I have had one client send me testimonials copied from the website of a competitor. I refused to use that content as copyright infringement is an offense.

Changes That keep Coming

“O, I changed my mind. Please make the text bigger, re-size the main banner and and move the navigation button buttons to the left hand side, not the top. More changes coming once I look at the new version.”

Imagine this scenario. Your car has severe hail damage and you decide to have it professionally resprayed. You take it to a shop. You tell them you want the car to be yellow. Shortly, you get a call that your car is ready. You take the car for a test drive and then give the shop a call to say that its great, but you actually would prefer the car to be black and they should do it again.

This scenario seems extremely odd. However,

web designers and professionals in some similar related industries (think graphic design) have to face these kind of situations every day. Web design is an extremely labour-intensive job that requires a diverse set of skills, however people tend not to value time of others as they do tangible materials that they can actually hold. The reality is, web designers can not keep making changes indefinitely.

Many web designers and graphic designers institute very harsh rules, such as limiting maximum number of changes in order to make clients seriously consider their whether their requests are actually a good idea. The lesson here is that you should very carefully plan ahead what you want to achieve in advance and stick to that plan. More complex Systems Development scenarios, such as Software Development account for greater time spent planning than actual development. Due to the costs involved in Software Development being much higher than web design jobs, there is no such thing as major last minute changes. G

If your business is planning to get a new website developed, give us a call. We will be able to

guide you through the process step-by-step and ensure your project is completed in full to your requirements. GWP Media can have smaller websites operating within as short as 3 weeks. Please do not hesitate to contact GWP Media for any inquiries in regard to custom web development.

gWP Media

p | 02 8090 1730e | [email protected]

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BuSINESS ADvICe

At the turn of the financial year you begin your tax preparation. It is a mandatory procedure as set by ATO (Australian Taxation Office) to file for the tax statements. Every person and corporate body is required to follow this rule and need to complete it within a specific timeframe.

If you are serious in helping your company continue to advance, you have to file for tax promptly in order to avoid issues like tax raids along with other serious problems. Unless you file for tax promptly, you may find yourself and your business in a serious situation. Worse comes to worst, you might have to shut down your business. However, this will not occur if you do your business a favor in filing for tax promptly and stay away from tax problems. Tax preparation should be carried out prior to the tax date to ensure that you are able to carefully prepare in the way that will help you as well as your business.

Traditional way of “doing your taxes” was quite tiresome. You would stand in a lengthy queue and spend hours filing for your tax. However, nowadays this process is no longer relevant as internet-based tax systems have eliminated this. Advancement in technologies has affected every system and thus this in effect resulted in effective online tax capabilities.

Internet is rapidly becoming our need as it fulfills what we desire – paying your tax online is becoming a given and saves a significant amount of time by completely avoiding manual tax preparation. Taxes are definitely a problem that necessitates absolute concentration when it concerns tallying the financial documents of the firm. You have to tally profit and loss account, balance sheets, daily bills, receivables, trial balance, financial claims, payables and several other entities.

Throughout the peak tax season, financial departments of any organisation are burdened with excess tasks and need to work overtime to prepare all of the financial records. Tax accountants are heavily loaded with organising financial data to come up with a correct final figure that ensures every possible tax deduction

has taken place. Accounting firms need complete focus during that period to concentrate on tax preparation and ensure that the operations are completed without any errors. Calculating financial data with absolute precision is important to ensure tax preparation goes along perfectly smoothly. Tax preparation has recently been simplified through online procedures as accountants no longer have to complete a lot of tasks by hand and thus there’s less likelihood of error. Now, it saves your time to collaborate with accountants when such situation arises.

Before you decide to hand-over your whole task of taxes to an accountant, you have to make sure the accountant is in fact a licensed professional from CA , CPA or IPA. These are the organisations that produced qualified accountants in Australia. Aside from employing a qualified accountant, you’ve got an alternative choice to obtain the services of accounting businesses that provide online tax facility, through which you’ll instantly know the quantity of tax you need to pay. This process saves you a lot of time and you can also limit your expenses for tax preparation only for time you spend. G

Any questions or suggestion regarding this article can be sent to me by email at [email protected]. I’m happy to give you further advice related to your personal or business accounting, wealth or tax obligation. This does not exclude anyone who has problems with the ATO. I and the team are here to assist

you. Thank you for reading. I will see you again in the next GWP issue. Have a great day!

Super Smart Plans Financial & accountingLevel 4, Suite 888311 Castlereagh Street, Sydney NSW 2000

p | 02 8093 1683/85 (Head Office)

Norwest Business Park CentreA15/24-32 Lexington DriveBella Vista, NSW, 2153

p | 02 9672 6279e | [email protected] | www.supersmartplans.com.au

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lOCal GoveRNMeNT

Council currently has a number of opportunities for businesses and residents to have their say. The Sydney Hills Business Survey and The Hills Shire Plan 2012-2013 are both seeking community comment.

Take the Sydney Hills Business Climate Survey

Are you a local business person? What do you think are the benefits of operating a business in the Sydney Hills? What types of business workshops do you think could assist you and your employees in the future?

The Hills Shire Council is building a better understanding of the business climate for local companies by launching the Sydney Hills Business Climate survey.

Mayor of The Hills Shire, Councillor Greg Burnett, said Council’s community strategic vision has a number of key outcomes around business development and industry support for initiatives that encourage current and future business growth.

“As our population grows over the next 20 years, the need for a strong local economy will be paramount if we are to satisfy the expected demand for an additional 47,000 jobs,” Mayor Burnett said.

“We enjoy strong business confidence in the Sydney Hills and I encourage our business community to participate in this survey,” he said.

“Council also facilitates a range of workshops each year, and we want your views on the type of courses you would like to see made available.”To complete the Sydney Hills Business Climate survey, visit the highlights section on the home page of Council’s website at www.thehills.nsw.gov.au and follow the links. Please note that by completing the survey your information will be retained and treated as confidential.

Have a look at the Hills Shire Plan 2012-2013

Each year Council prepares a plan that outlines the activities that will be carried out in the next financial year. These activities are planned around the directions given to us by residents through community consultation. Along with our plan, we provide a budget outlining how our activities will be financed, and a program for the delivery of these actions.

The Plan looks at how resources are allocated to the key areas Council manages, including the environment, local economy, planning, community programs and financial management. You will be able to see how Council plans to look after our community assets in the next year, and what is coming up in Council’s infrastructure renewal program. Council is making significant progress upgrading the Shire’s footpaths, local roads, playgrounds, community centres and waterways, and plans to continue this work are outlined for viewing.

The Hills Shire Council is now calling for comment on the draft 2012-2013 Hills Shire Plan. The 2012-2013 Draft Hills Shire Plan consists of the following five documents:

• Hills 2026 Community Strategic Plan;• Delivery Program;• 2012-2013 Draft Operational Plan;• Draft Resourcing Strategy, and• 2012/2013 Draft Fees and Charges.

The draft 2012/2013 Hills Shire Plan can be viewed on Council’s website (follow the links from the home page), at Council’s Customer Service Centre at 129 Showground Road, Castle Hill or at any of Council’s Shire libraries.

Innovative work approach ensures efficiency

The Hills Shire Council has won an award in The 2012 National Awards for Local Government in the category of “Asset and Financial Management”. Sponsored by the Australian Government Department of Regional Australia, Local Government, Arts and Sport, the award recognises Council’s innovative Electronic Work Order system and portal. Council’s Electronic Work Order distribution system (EWO) is an initiative that grew from employees suggesting that the use of technology could improve their work processes. As a result, works orders are sent directly to field staff, saving time and allowing work to be prioritised on the spot.

Progress can be tracked electronically, work orders can be created in the field and details of work performed can be recorded, automatically interfacing with the asset system and producing electronic timesheets which are sent to the payroll system. The project has improved productivity by increasing the efficiency of the work order process, improving service delivery times, and allowing co-ordinators to spend more time on site.

The Hills Shire Council’s General Manager, Dave Walker, said Council has a culture of innovation and continuous improvement, and the award recognised this.

“I congratulate all Council staff involved in this project, especially the Operations staff who have embraced the use of this new technology and to those, particularly Steve Dobis our Project Manager and Christine Dunand our Corporate Trainer, who supported the implementation of this new approach,” Mr Walker said.

“We are confident that the remote allocation of work will bring major benefits for our customers and our organisation including better response times, more efficient use of resources and importantly, improved customer service,” he said.The National Awards for Local Government recognise, reward and promote the innovative work of local governments across Australia, and Council’s submission will now be considered for the overall 2012 National Award for Excellence in Local Government, the winner of which will be announced this June. G

Council has a range of business information that can assist you with informed decision making. Contact us today for a confidential discussion on 9762 1108 or visit www.investsydneyhills.com.au.

have your say with the hills shire Council

General Manager, Dave Walker, and Council’s winning ‘Asset and Financial Management’ project team


Council has a range of FREE business information that can answer these questions and more...

Council understands how important home-based businesses are to the local economy, and how good information can lead to more informed decision making.

The two most frequently asked questions by home-based business owners are: where can I get a list of businesses in the area, and how can I find out about new local business activity?

And many more people ask: do I need a permit to run my business from home?

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FEaTurE

may is a special month in the history of the Penrith Panthers

On Saturday 12th of May, 1912, the newly-formed Penrith United Football Club took on Parramatta North, in the Parramatta district competition in the Western Districts Junior League.

Although the Penrith side was defeated in that game, it was a proud day: the first-ever recorded match involving the brand new Penrith club. It’s also just over 45 years on from another important milestone in our club’s history. April 23 1967 was the day Penrith Park officially opened – the ground Panthers fans now know as Centrebet Stadium. Back then, St George were 11-time premiers, with great names in their side including Gasnier, Raper and Langlands. That day though belonged to the home town side. On a sandy surface in front of 12, 201 fans, the Penrith Panthers scored

four tries to take victory over St George 24-12. The newspapers called the win ‘a battering’, and ‘ranking as the greatest upset in post-war football’.

Three members of that legendary winning Panthers side were honoured at the Round 10

match against the Dragons at Centrebet Stadium on May 14 - David Applebee, who started out as a soccer player and went on to become the club’s first representative player; Ernie Gillon, a tough tackling centre from Parramatta; and Tom Wilson, who joined Penrith from North Sydney in 1965.

Earlier this month, the squad taking on the Dragons for their first match up in 2012 were joined by Panthers Head Coach Ivan Cleary, to launch the celebrations for the centenary of rugby league in Penrith. Over 50 Junior League players from the Penrith Waratahs, Emu Plains and Windsor Wolves also came out to Centrebet decked out in their heritage kits, just like their

first-grade heroes, as their clubs mark their centenary year in 2012. Ivan Cleary addressed the crowd: “I am proud to stand here today as Penrith Panthers coach, guiding a group of players just as committed to our club as those early pioneers of the game.”

“We feel honoured to continue the proud history here, putting our own stamp onto the future of the game in Penrith.”

Today, the passion, drive and commitment of the fans and players burns just as brightly.

With one-club man and 200 NRL game veteran Luke Lewis leading the side, and respected coach Cleary guiding the way, Panthers fans know they’re in great hands.

And Panthers fans can look forward to some more exciting events celebrating our centenary this season. There might be other codes knocking at the door out here, but the Panthers have a centenary of passion both on and off the field behind us. We Own the West: 100 Years Strong. G

The Penrith Panthers with kids from the Penrith Waratahs, Windsor Wolves and Emu Plains Junior Rugby League Club

(l-r)Panthers first-grade players Blake Austin, Josh Mansour and Matt Robinson



SOCIETy & LIFe

Those of us who have raised children in the last twenty or so years will, or may be, familiar with that phrase. It is synonymous or associated affectionately, with ‘The Care Bears’; it is one of their favourite and most used wisdoms.

It has been brought to my attention recently by our intrepid editor that my recent columns have been obviously of a deep and personal nature and that my most recent may have been a little on the dark or sombre side. Well, point taken, I have to agree as I know that I have been sharing with you some of my innermost thoughts and feelings.

I have gone through some very life changing stuff this past year beginning early last year when I decided once and for all to nominate for a run at a political life. Then not too long after that my long time girlfriend and I parted ways. I’m now wondering if my decision could have influenced her in her decision to cast me adrift. Oh, well, we will never know one way or the other, sorry I digress. I was sure that she was the one for me and the reason I disclose such a personal view is that you need to understand that this was a moment of great significance in my life – I thought I had found a life partner.. We had been together for five and a half years, so I was pretty sure that was ‘it’ for me and the next moment I was single again. Suffice to say, life shattering stuff, life ‘changing’ stuff, hence my article on changes, loss and grief, etc.

The man that I credit for ‘awakening’ me once said: “When we look within, we look without and when we look without we look within.” I have been doing that in the most recent years, as I have tried to do as much as is possible since I was given that wisdom and accepted it as one of my truths to live by. It is not always simple or easy to practice our truths all day every day but it is possible to try. I have had to really practice it in recent times as my life for some time now has been one of drama and turmoil, change and adaptation, accepting and learning, pain and growing.

I have been doing what we refer to as soul searching - looking within, looking for rhyme and reason, the method behind the madness, the

purpose hidden in the chaos. I’ve been looking to see my part in all that is happening around and to me - the part that I must take responsibility for - and trying to recognise and accept the part that I have no control over. I must learn to see the wisdom within and accept that wisdom and learn from it.

I have at times felt alone and even afraid and it is in those times, I believe, that we most want to reach out, to seek some comfort from others, usually from someone we know and trust, someone we know our secrets are safe with, someone we know will not turn us away and won’t mind sharing some of our load, at least for a little while.

I am lucky in that I do not have a problem in sharing my stuff with you. I do not have a problem with reaching out to those in my life that I know will give me the comfort I need. So, indeed, I am lucky that way - but what of those who are not so lucky, those that find it hard, difficult or impossible to communicate their feelings, their fears and anxieties to others?

Sadness and depression are running amok in our society these days. People are experiencing anxieties and stresses like never before. Such is the price that must be paid for living in these times - as well as benefiting from ‘modern times’ we must accept that in keeping with the philosophical truth, that every positive has a negative. The benefits will have a down side to them as well. Caring is sharing, sharing is caring, like all great wisdoms it works forward or in reverse - growing is knowing, knowing is growing, etc.

To care is to share and to share is to care. This was made clear for me in recent times whilst being involved as an ambassador for men’s mental health. The message we must enforce is that depression is something we cannot deal with alone. The rate of male suicide grows every day and by breaking down those walls of silence we hope to make a positive impact. If you know that a mate is ‘doing it tough’ you can make some move to let them know that they don’t need to suffer in silence or suffer alone. We encourage men that know they are fighting depression to reach out and ask for help. It is ‘more manly’ to admit you have a problem and ask for help than it is to suffer in silence and run the real risk of loosing the battle.

Sharing my stuff with you has helped me to see the sense of it all. I regard you as friends in the sense that we are all connected to one another by the great wisdom and that we all share in this great experience called life. We are kin to one another in a physical and spiritual way that allows us, should we see it that way, to truly share all that we are, or do, with one another. Personally I have reached that place or time in my life where I am comfortable with you seeing me as I am.

Some years ago I co-wrote a song called ‘Suddenly’ and the chorus lyric says: “Suddenly you’re seeing me just the way I am, suddenly you’re hearing me so I’m talking just as fast as I can.” The lyrics were me declaring that I was ready, as a man who was finally comfortable with himself and his manhood, to acknowledge the growth and reveal himself. I was ready to reveal who I truly was to those I truly loved.

We are social animals and we thrive on the company of our fellows. We blossom when we allow ourselves to touch and be touched, to care and be cared for, to share and to be shared with. I take it as a given that we all care about ourselves and our fellow man, so it is with that belief that I was comfortable, in recent days, in sharing some of myself and my stuff with you.

My life is about doing the best I can with each day that is given to me. It’s about being the best human being I can possibly be at any given time. It is with this in mind that I share with you because I care for you as I hope you care for me.

Respectfully, affectionately, your friend Angry. G

Angry Anderson AM is available for the following public speaking. Subjects covered: personal life journey experience; his band the legendary Rose Tattoo; his commitment to Men’s Health; spreading awareness regarding Prostate Cancer.

Angry is also available for corporate or public and private engagements, musical entertainment – acoustic and electric performance detailing the history in song and story of Rose Tattoo.

e | [email protected]

sharing is Caring

Angry Anderson

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