changing lanes - Chamber of Commerce and Industry of Western

Transcription

MAY 2016
BUSINESSPULSE
SLAM
DUNK
ANDREW VLAHOV
TAKES CHARGE
MIND
GAMES
THE SCIENCE
OF LEARNING
CHANGING LANES
SHARRI CARTER
Print Post Approved No. 100004175 ISSN 1328-2689
How education can reinvent a career
CCI – now
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F EB RUA RY 2 016 B U SI NE SS PU LSE 1
NEW YEAR, NEW
OPPORTUNITIES,
NEW BP
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Contact CCI to find out how advertising in BP can help your business.
Tel: (08) 9365 7544 Email: advertising@cciwa.com
2 B US I NE S S P U L S E M AY 20 1 6
CONTENTS
A NOTE FROM THE EDITOR
MAY 2016
IN THIS EDITION
CEO message
CARRIE COX
Business Pulse Editor
“Australia’s greatest resource in the 21st century is not
iron ore, sheep or gold. It is our people.” This statement
by our guest columnist and Federal Training Minister Scott
Ryan (page 33) underpins one of the biggest challenges
facing the WA business sector – how to create the workforce it
needs to thrive in a transitioning and highly competitive economy.
Resources don’t get themselves out of the ground, buildings don’t
self-assemble and computers can’t truly think (yet!) – skilled people
remain essential to every facet of production and they alone
envision pathways to growth.
Most business success stories share a common thread: an
ongoing investment in people. That might take the shape of
providing an apprenticeship, funding personal development or
running regular internal and external training sessions. It’s also
important to keep investing in yourself, as our cover story about
Physical Solutions Director Sharri Carter shows (page 12).
Most people like to keep learning and grow exponentially
through the process. But we all learn in different ways – as explored
in Catriona Mathewson’s fascinating neuroscience feature on
page 14 – and training needs to be agile and responsive to be
worth the investment.
If training is on your radar, there’s plenty in this edition to guide
and inspire. editor@cciwa.com
A
Message from CCI’s Director of Policy
The Guide
In brief
Ask the experts
COVER STORY: Live and learn
The neuroscience of learning
Training meets technology
Andrew Vlahov on personal development
Five things to ask your RTO
Prison serves up coffee and opportunities
Training: to pay or not to pay?
Government support for business
Need to know: internships
Tax tips
Safety compliance and tenders
Risky business
Streamline purchasing with e-procurement
The reinvention of HR
How to safely induct new staff
New engineering graduate program solves shortage
It’s your
business
to register.
Message from a Member
Message from the Despatch Box
SMYL explains school-based traineeships
Winners are grinners
Five accelerators in Perth
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Published monthly by
Chamber of Commerce and Industry of Western Australia (Inc)
180 Hay Street, East Perth WA 6004
T (08) 9365 7555 F (08) 9365 7550 E info@cciwa.com www.cciwa.com
President
Agu Kantsler
If you employ workers in the construction
industry you may be required by law to register
in the Construction Industry Long Service
Leave Scheme.
Find out by visiting www.myleave.wa.gov.au
or by calling 08 9476 5400.
Editor
Carrie Cox
(08) 9365 7459
editor@cciwa.com
Chief Executive Officer
Deidre Willmott
Graphic Designer
Katie Addison
(08) 9365 7518
katie.addison@cciwa.com
Advertising sales
Paula Connell
(08) 9365 7544
advertising@cciwa.com
Disclaimer: This information is current at 1 May 2016. CCI has taken all reasonable care in
preparing this information, however, it is provided as a guide only. You should seek specific
advice from a CCI adviser before acting. CCI does not accept liability for any claim which may
arise from any person acting or refraining from acting on this information. Reproduction of any
CCI material is not permitted without written authorisation from the General Manager, Corporate
Affairs. © Copyright CCI. All rights reserved.
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TRAINING THE
WORKFORCE
IS VITAL
A MESSAGE FROM THE
CHIEF EXECUTIVE OFFICER
THIS
LEAVES OUR
ECONOMY
AT RISK OF
FUTURE SKILL
SHORTAGES,
WHICH CAN
SUPPRESS
ECONOMIC
GROWTH
S
ince its peak during the
height of the mining boom,
the number of registered
apprentices and trainees in WA
has fallen from more than 35,000
in 2012 to just over 27,000 today.
While much of this near
25 per cent drop can be
explained by the WA economy’s
transition from construction-led
to production-led growth, it’s
important that both Federal and
State governments are proactive
in getting the policy settings
right to maintain the rate of
commencements and completions
at matching, sustainable levels.
Historically, part of this has
involved providing incentives
to employers to take on
a trainee and incentives
to ensure that the trainee
completes their qualification.
In recent times, however, the
emphasis has been placed on
incentivising completions over
commencements.
This is a problem because
a higher rate of completions
without a corresponding increase
in commencements does nothing
to widen the pool of qualified
employees. This leaves our
economy at risk of future skill
shortages, which can suppress
economic growth.
At a time when WA is
experiencing vast budget deficits
and the lowest credit rating in
the country, efficiencies and
savings must be prioritised at
every available opportunity.
With significant growth also
expected in the manufacturing,
agribusiness, tourism,
international education and
health and aged care sectors, it
is vital incentives support
sufficient numbers of
tradespeople starting and
completing their qualifications
before a surge in growth.
While CCI does support
completion incentives overall, the
Chamber would like to see the
State and Federal governments
strike a greater balance between
completion and commencement
incentives. Incentives must
also be developed with small
businesses in mind – the small
business sector employs around
44 per cent our state’s total
workforce.
Before the once-in-ageneration upswing in the
commodity price cycle, in 2006,
the number of apprentices and
trainees undergoing training
in WA was slightly more than
22,000. Considering this, it is
welcome news that the state
has been able to maintain a
20 per cent surplus in apprentice
and trainee numbers despite
the challenging economic
conditions we now face.
From the State Government,
CCI would like to see an
ongoing commitment to one
policy piece in particular that
has been very effective in
maintaining apprentice and
trainee enrolments in WA.
Currently, apprentices and
trainees employed through a
training contract here are exempt
from payroll tax. This means
that a business can exclude that
employee’s wage from its payroll
tax for the full duration of
their training.
CCI receives regular feedback
from Members who tell us that
this payroll tax exemption is
essential for continued employer
commitment to the vocational
education and training system.
Notably, this policy regime
imposes a negligible fiscal
impact to public finances but
secures practical outcomes that
strengthen the state’s economy.
CCI believes the Government
should seriously consider further
payroll tax exemptions that
would achieve positive policy
and economic outcomes by
increasing workforce participation
of under-represented groups,
including returned service
personnel and persons over 65.
Further, the current exemption for
persons with a disability should
be extended.
Through innovative and
collaborative projects with
Apprenticeships Australia,
Energy Apprenticeships Group,
Apprenticeship Support Australia
and CCI’s new Power Engineering
Graduate Program, CCI is committed
to working to ensure West
Australian apprentices and trainees
have the skills and experience
needed for a sustainable and
rewarding career. ¢
Deidre Willmott
Chief Executive Officer
TO GET INVOLVED:
cciwa.com
@CCI_CEO
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EDUCATION
IS KEY TO
PROSPERITY
CCI DIRECTOR OF POLICY, DALE LEGGETT
I
n 2014, two reports
identified the international
education sector as having
the potential to drive Australia’s
future prosperity and international
engagement. McKinsey Australia’s
Compete to Prosper: Improving
Australia’s Global Competitiveness
categorised international
education as an ‘advantaged
performer’, while Deloitte’s
Positioning for Prosperity? Catching
the Next Wave? highlighted
international education as one of
the ‘Fantastic Five’ sectors that will
drive the next wave of economic
growth in Australia post the
mining investment boom.
WA NEEDS TO POSITION
ITSELF TO CREATE AN
ENVIRONMENT THAT
SUPPORTS INNOVATION
To take advantage of these
opportunities, however, WA needs
to position itself to create an
environment that is supportive
of innovation, entrepreneurship,
and technological development
and adaptation. An essential
element of this is the creation
and application of knowledge,
as it is generally accepted
that investment in knowledge
– including research and
development, education and
training and innovative work
approaches – is fundamental to
economic growth.
In 2014-15, education was
Australia’s third largest export
behind iron and coal and ahead
of natural gas, tourism and gold.
Export income arising from
international students studying
and living in Australia contributed
$18.2 billion to the economy,
a 14.5 per cent increase from
the previous financial year.
This was largely driven by the
higher education sector, which
represented 68.6 per cent of total
revenue during this period.
Compared to the other
Australian jurisdictions, WA
generated the fourth highest
amount of export income from
international education at
$1.3 billion. However, this figure
equates only to one fifth of the
revenue generated by NSW, where
international education and
training is the second top export
earner after coal at $6.77 billion in
2014/15. In Victoria, international
education and training is the state’s
top export ahead of personal travel
and wool, earning $5.61 billion in
the 2014/15 financial year.
When judged at an international
level, the strength of Australian
higher education sector is notably
outstanding. Of Australia’s 39
public universities, 19 of them
rank in the top 500 universities in
the world. In addition, the quality
of Australia’s higher education and
training system was ranked eighth
in the world in the most recent
Global Competitiveness Report.
However this report also
highlights that despite
world-class education and
universities, Australia continues
to lag behind most advanced
economies in innovation, ranking
23rd. Notably its findings
also highlight that with global
commodity prices set to remain
low for the foreseeable future,
along with the slowdown in China,
it is imperative for the nation to
diversify and move further up the
value chain.
In addressing this diversification,
the WA education and training
model needs to adapt to ensure
that we maintain our place as one
of the highest ranking international
study destinations and raise
our profile as a world leader in
international education. Improving
the experience of students that
choose to study in WA is also
paramount, through increased
satisfaction with educational
experiences and ensuring that the
best and brightest obtain suitable
employment after graduation.
It’s also imperative that we
identify markets with the highest
growth potential and that drive
success in areas relative to WA’s
areas of competitive advantage.
The concentration of students
in a narrow range of fields of
study, especially management
and commerce, will need
addressing, while the challenges
associated with the future growth
of Australian education and
vocational training overseas needs
to be embraced.
To this end, both State and
Federal Governments should
ensure the fundamentals are right
for education and training to be
a major component of Australia’s
economic prosperity, social
advancement and international
standing into the future. ¢
MAY 2016
THE GUIDE
1. ANZ-CCI
DIARY NOTE:
Economic
Breakfast
CCI REPS
Sundowner
18 MARCH 2016
11 MAY 2016
ANZ Acting Chief Economist
Richard Yetsenga shared his
insights into the global and
Australian economies with
200 WA business people
at Perth Convention and
Exhibition Centre.
Yetsenga said while
consumer confidence is low,
the lower Australian dollar is
assisting education, tourism,
and agriculture and diverting
spending back towards
domestic businesses.
He said China’s policy
environment is showing
some unique enforcement
tools and WA’s proximity to
China presents itself as an
advantage for its tourism
and education sectors.
Special guest and social
artist Peter Sharp also
shared his inspirational
story and the breakfast was
then rounded off with a
panel discussion chaired
by ANZ General Manager
WA Isaac Rankin where
keynote speakers and
special guests were joined
by CCI CEO Deidre Willmott
to discuss the future of the
WA economy – its challenges
and opportunities. ¢
LendLease Regional Director
Andrew Schroth will provide
an update on the status of
the company’s current
projects at the CCI REPS
Sundowner this month.
Industry respresentatives
are invited to hear Schroth
outline opportunities for
local industry engagement
now and into the future. Go
to cciwa.com/events ¢
1
1
1
DIARY NOTE:
Construction Industry Dinner
23 JUNE 2016
GET THE GUIDE IN
YOUR INBOX
CCI’s The Guide email
hits your inbox every
Monday morning by 9am
giving you a look ahead
at the important events,
courses and dates to
help you do business
better. For more
information go to
cciwa.com/the-guide
1
A stand-out event in the industry social calendar,
the CCI Construction Industry Dinner brings
together people from the resource and construction
sector for a night of entertainment and networking
at Crown Perth.
Perth’s leading sports broadcaster and former
West Coast Eagles player Adrian Barich as MC will
introduce special guests Greg Hire, vice-captain
of the Perth Wildcats, and one of Australia’s most
well-known comedians Dave Hughes.
This annual event is an exclusive opportunity to
network with colleagues and invited guests over
premium WA wine and a superb three-course meal
at Crown Perth’s newly renovated Grand Ballroom.
Go to cciwa.com/events ¢
To register your interest in receiving more information about any of our 2016 events, please email functions@cciwa.com
MAY 2016
2. CCI IR
DIARY NOTE:
Conference
CCI Resources
Conference
7 APRIL 2016
Employment Minister
Michaelia Cash opened this
flagship annual event and
said she had faith that the
Australian people understood
the need to restore lawful
behaviour in the building
and construction sector
in Australia.
“I believe we have the
backing of the Australian
people to stop the dodgy
deals, to stop the rorts, to
stop the rip-offs and ensure
that as an employer or
employee association you
have rights under the Fair
Work Act and with those
rights comes responsibility,”
Cash said.
More than 120 WA human
resources and industrial
relations practitioners
attended the conference at
Pan Pacific Hotel in Perth. ¢
23 JUNE 2016
2
Crown Perth will hold CCI’s
annual Resources Conference,
which is set to host more
than 100 of WA’s industry
professionals. Brookfield
Multiplex and WA’s leading
resources companies will
present updates on their
current and future projects
and industry experts will share
their outlook for opportunities
– both at home and abroad. Go
to cciwa.com/events ¢
3. From boots
to suits
15 APRIL
Veterans Affairs Minister
Joe Francis said it’s in the
state’s best interests to have
ex-service people working
in government and industry
in WA. Francis was the guest
of honour at a CCI event to
heighten public awareness
about the skills and talent
of service people – and the
challenges they can face
re-entering civilian life.
“Having forums like
this helps create broader
community awareness of
what confronts ex-military
members on their exit
from the ADF,” the minister
said. “The longer you’re
entrenched in the defence
force, the harder that
transition can become.”
The minister was joined
by an expert panel who
discussed how veterans
are supported within their
organisations. ¢
2
2
3
3
WHAT’S ON THIS MONTH
13 MAY
At the CCI-The West Australian State Budget
Breakfast, Premier Colin Barnett and Treasurer Dr
Mike Nahan will speak about the State Budget and
their priorities for the WA Government.
23-27 MAY
CCI Chief Operating Officer Lindsay O’Sullivan will
host a delegation on a tour of the sites of Australia’s
leading resources companies on the CCI North West
Resources Tour. Go to cciwa.com/events
IN BRIEF
A DAY IN THE LIFE...
WENDY HAWLEY, DIRECTOR, CLOCKWORK PRINT
W
endy and Bruce Hawley like to keep
things interesting.
The couple traded their antique
jewellery business and civil engineering
consultancy for soil and rock testing after
moving to WA from Malaysia at the turn of the
millennium. Now they’ve shifted focus again –
this time to printing.
Clockwork Print provides printing solutions
and marketing packages to large and small
businesses across the country – from building
signage to producing marketing flyers, no job
is too big or too small.
The Clockwork Print day starts at 8am, but
Wendy Hawley generally checks her emails
from home and gets to the office around
9am – she’s a self-confessed night owl. She
then catches up with co-Director Bruce and
Clockwork Print General Manager Jon Aindow
– a recent addition to the business who brings
with him 25 years’ printing experience
from overseas.
Hawley wears many hats. Clockwork doesn’t
have a marketing manager or a HR team, so
she does both roles. The two directors also do
most of the business’s strategic planning and
MARKET POWER LAW TO CHANGE
The Australian Government will amend the
misuse of market power provision (section
46) in the Competition and Consumer Act
2010 later this year.
The Harper Review into competition policy
found Australia’s current misuse of market
power provision is not reliably enforceable.
The planned amendment will mean
businesses with substantial market power
will be prevented from engaging in
anti-competitive behaviour.
attend numerous networking functions each
month to get the word out about what they do.
Hawley says she’s seen a huge improvement
in what she calls the ‘networking circuit’
in recent years – mining and
construction might be waning, but
people power is prevailing.
“When I was first here, I remember
asking my husband what happened on
St Georges Terrace after 5.30,” Hawley
says. “He replied that it was the
business district – but in other
cities they don’t just turn the
lights off!
“That’s all changed, and I
think it’s great – there are a
lot of opportunities but you
have to make sure you find
the right ones for you.”
The print world, like
the business world, is
constantly evolving and
Hawley says to stay alive you
need to keep up with modern
trends and technology.
“We are adapting and
changing – we’ve got a lot of space and we
have ideas – because print is changing,”
Hawley says. “Some small companies like ours
think they can continue to do what
they’ve always done but you’ve
got to adapt because things are
moving so fast.”
Hawley says they are careful
not to let technology encroach
on their relationships with their
customers – they learned early
on that without a personal
connection, customers
couldn’t know the extent
of their services.
“Even as we move to
social media and online
ordering, we have to keep
our reliability and quality,”
Hawley says. “People still
want relationships.
“Everybody is busy and
nobody has time, but we
need to make sure our
customers know what we
can do for them.” ¢
LESSONS LEARNT
Professor Steve Chapman
Vice-Chancellor
Edith Cowan University
Growing up I learnt … how to handle adversity.
From my parents I learnt … self-reliance.
The most valuable lesson I learnt in school … if you put in the effort, good things
will follow.
MARKETING TEAMS
CAN’T AFFORD TO USE
JUST TRADITIONAL
ADVERTISING
CHANNELS
ANYMORE
Qantas head of marketing Stephanie
Tully on her decision to redirect
50 per cent of the company’s advertising
spend to digital and social media.
This year I’ve learnt … what a great decision it was to move to Australia.
I learnt an unexpected lesson … when I realised how damaging a thoughtless comment
could be.
One lesson I wish I had learnt earlier … was don’t underestimate the effect that change
can have on people.
A small but crucial lesson to learn is … never reply to an email or letter immediately.
Think about it first.
A lesson I learnt from my hero or mentor was … trust your senior colleagues. You’ll get
massive payback if you do.
The most important business lesson I’ve learnt … is to always surround yourself with
people smarter than you.
IN BRIEF
NEW VOICE FOR SMALL BUSINESS
The small business sector has a new
advocate in the Office of the Australian
Small Business and Family Enterprise
Ombudsman (ASBFEO).
Ombudsman Kate
Carnell AO says
she wants to work
closely with industry
associations, small
business and family
enterprises.
“I would like to make sure that small
business and family enterprise have
a very strong voice inside all parts of
government to ensure that regulations
and laws are business friendly.”
The ASBFEO says it will be a:
Commonwealth advocate for small
businesses and family enterprises
concierge for dispute resolution
to allow businesses to resolve
disputes without resorting to
costly litigation
contributor to the development
of small business Commonwealth
laws and regulations
Ms Carnell brings extensive
experience and knowledge to the
role of Ombudsman. She ran her own
small businesses for 15 years and most
recently was CEO of the Australian
Chamber of Commerce and Industry.
1.3 MILLION
The number of Chinese and Hong Kong
tourists who spent time in Australia last
year – a 24 per cent rise since last year.
THE STORY: THE IT CROWD
A naming competition at Curtin University has
prompted a few double-takes
C
“I THINK ONE OF THE
WINNING NAMES THIS
YEAR MAY END UP BEING
‘BUGGY McBUGGYFACE’“
Director of CITS Alex Larson
TBA
YOU ARE THE HR MANAGER
HOW WOULD YOU HANDLE THIS SCENARIO?
You’ve had four
accidents in
your workplace
this month.
despite numerous
awareness
campaigns. Your
safety manager is
pulling her hair out.
What do you do?
I
87%
The percentage of Indonesian residents
are not registered as taxpayers.
urtin’s IT Services team last year
purchased a number of modified
electric golf carts to help with the
delivery of heavy IT equipment around the
university and decrease response times for
IT support.
Director of CITS Alex Larson says he was
looking for a way to foster better collaboration
between teams and decided to host a naming
competition of the golf carts “for a bit of fun”.
One of the winning responses, pictured
left, debunks the idea that the IT crowd
doesn’t have a sense of humour – while also
confirming what most of us regard as IT’s most
favoured solution.
“The response has been amazing
throughout the university” Larson says.
“We always hear the chuckles as we drive
past groups in the university.”
Public naming competitions hit the
headlines last month when a British agency
asked people to name a new $288 million
polar research vessel and the overwhelming
consensus was for ‘Boaty McBoatface’. ¢
f there have been four accidents already,
it’s safe (or unsafe) to say there will be
more to come.
Awareness campaigns have their purpose,
but they’re not the magic cure-all for
workplace accidents.
Following an accident, it’s good practice
to conduct an investigation to identify what
part of your OHS system is failing and identify
actions to put in place to prevent recurrence.
Accident investigations are required to help
you achieve a safer workplace.
Get the right team involved in the
investigation – they are the ones who
must collect the evidence and base their
findings on that evidence. Be systematic
in your investigation – act as soon as
possible after the accident in collecting your
evidence. Identify relevant events leading
up to and following the incident and facts
about the incident itself. The investigation
team must then determine the causes and
provide appropriate recommendations to
implement. It is up to you to make sure these
recommendations are actioned.
For more information, contact CCI’s Employee
Relations Advice Centre on (08) 9365 7730 or
email erconsulting@cciwa.com ¢
A
Q
ASK THE EXPERTS
&
YOUR EMPLOYEE
QUESTIONS ANSWERED
Our experts tackle the questions businesses are asking
I have an employee that
has been with the company
for just over three months.
They’ve passed probation
but their performance has
been substandard. We can do
without this part-time role
and could make do with it
as casual. If I terminate, is
this redundancy?
YOU MUST
GIVE THE
EMPLOYEE AN
OPPORTUNITY
TO IMPROVE
WITHIN A
REASONABLE
TIMEFRAME
1 0 B US I NE S S P U L S E M AY 20 1 6
It could be classified as redundancy if the business
genuinely no longer requires the part-time role to
be done by anyone due to, for example, a downturn
in work. However, generally in redundancy situations
there is a need to consult with the affected
employee and as part of this process, where there
is alternative work available that suits their skill
set, this should be offered. You may end up then
having to keep the person on board in the casual
capacity where their performance is not great. This
is not ideal. It would be preferable to deal with the
performance issues instead.
Do I have to give an employee
three warnings before
dismissing them?
There’s no set rule – the number of warnings
required depends on the seriousness of the
situation. Start by asking yourself what level of
action is appropriate. This is important because if
the employee makes an unfair dismissal claim, you’ll
need to show that you followed a fair process before
terminating their employment.
A fair process involves putting the employee on
notice that there’s an issue with their performance
or conduct and that if they don’t improve, they
might be terminated. You must give the employee
an opportunity to improve within a reasonable
timeframe. If their performance or conduct doesn’t
improve, further warnings might be needed. For
minor performance and misconduct issues, three
warnings is a useful guide. However, where an
employee has committed serious misconduct, such
as fraud, theft or a serious safety breach, instant
dismissal may be appropriate.
Lastly, remember to check any requirements
contained in the employee’s contract of
employment, applicable award/enterprise agreement
or internal company policies. If you don’t follow
these, the Fair Work Commission might decide the
dismissal was unfair.
Training is the last thing on
our agenda at the moment,
with budgets being cut left
right and centre. Can we put it
on the back-burner until the
new financial year?
Many businesses are facing challenge and change.
Typically when budgets and businesses are tight,
training is one of the first areas to be overlooked.
But there are two key areas to consider before you
push training to the side for the remainder of the
financial year.
The first is to reflect on staff competency levels
if an employee has recently adopted a dual role or
additional work tasks. Many businesses are looking
to streamline their processes and operations,
resulting in staff members having potentially higher
workloads and additions to their job descriptions.
In this instance, delaying necessary training may
increase stress levels and lower productivity.
The second is to look at whether engaging in
training will assist your business to reach areas of
your strategic plan or targets to improve results for
this financial year.
If you are satisfied your business and employees
won’t suffer, then holding off on training until July
will be fine – but make sure you address any doubts
or concerns before making the decision.
Can I terminate an employee
who is off on sick leave?
We have been performance
managing them and we’re at
the pointy end of the process.
They called in sick and will be
off work for a week!
It is not advisable to terminate an employee
while they are on authorised personal leave.
This could place your business at risk of an unlawful
termination or discrimination claim, which can be
very costly.
DELAYING NECESSARY
TRAINING MAY
INCREASE STRESS
LEVELS AND LOWER
PRODUCTIVITY
If the employee has met notice and evidence
requirements, they may legitimately be entitled
to access any accrued personal leave they may
have, or may proceed on authorised unpaid leave
where they have exhausted their paid personal
leave entitlement. The final disciplinary meeting
should then be rescheduled for their return. If they
have not met notice and evidence requirements, they
are not authorised to be away from the workplace
and this should be communicated to the employee.
In such instances, unless there are other extenuating
circumstances preventing them from attending
work, they may be directed back to work and the
disciplinary meeting should proceed as planned. ¢
KENDALL SCOTT
CCI Manager, Employee
Relations Advice Centre
Kendall manages
the Employee Relations
Advice Centre at CCI and
oversees the Employee
Relations Graduate
program. The ERAC
team delivers employee
relations and human
resources advice to
CCI Members across all
industry sectors.
DANIELLE GLAZIER
CCI Management Trainer
Danielle has worked
with many WA businesses
to deliver customer
service training for
both accredited and
non-accredited
qualifications.
LAURA SMITH
CCI Employee Relations
Consultant
Laura has been
working with a client to
ensure their contracts
are current and up-todate with employment
law. She has also been
delivering training to HR
professionals on their
responsibilities and
obligations.
DO YOU HAVE A QUESTION FOR
ONE OF CCI’S EXPERTS?
editor@cciwa.com
@ CCI_WA #asktheexperts
MAY 2 016 BUSIN ESS PU L SE 1 1
COVER STORY
LIVE AND
LEARN
Sharrie Carter is living proof that growing a business
begins with growing yourself
CARRIE COX
I
f there was ever any truth
in the adage that you can’t
teach an old dog new tricks,
Sharrie Carter has defiantly
disproven it.
The exercise physiologist and
Director of Physical Solutions, a
growing allied health business in
Perth’s northern suburbs, turned
her entire career around at the
time many people start fantasising
about early retirement. At 45, she
threw in her lifelong bank job and
enrolled at university.
“I’d started work as a bank teller
when I left school and gradually
moved through the ranks to
become a bank manager, but I
grew dissatisfied when I knew
that, as a woman, I couldn’t really
THE TERM ‘FULL-TIME JOB’
IS AN ACCORDION THAT
CAN BE STRETCHED AN
EXTRAORDINARY AMOUNT
go any further – back in the ’90s
that was a prevalent conclusion,”
Carter explains. “At around the
same time, my marriage ended
and I just had that urge to change
everything and reassess what I
really wanted to do with the rest
of my working life.”
Carter embarked on a double
degree in sports science and
psychology at ECU, ultimately
completing the psychology
component with Honours. It’s
fair to conclude she is fascinated
by the workings of the human
brain, but in fact Carter blames
former West Coast Eagles full
forward Peter Sumich for her
choice of study.
“Honestly, I would watch him
kicking points and missing goal
after goal, sometimes right in
front, and it just frustrated me no
end,” says Carter, a mad Eagles
fan. “I thought, someone needs to
talk to this kid, get into his brain
and tap into his natural talent.
So that’s what drove my decision
to study sports psychology –
purely that.”
While she never got to work
with Sumich, now assistant coach
at Fremantle, Carter did go on to
work with the Eagles and with
the AFL Umpires Association in
volunteer roles. Much of her
work after university involved
one-on-one counselling of
semi-professional athletes, mostly
football players. She also served
as Head Trainer at West Perth
Football Club, which is where
she met one of the directors
of Physical Solutions and was
quickly snapped up.
From textbooks to
business manuals
Physical Solutions opened
its first practice at Joondalup
in 2007, presenting itself as
a multi-disciplinary health
and rehabilitation operation
combining the expertise of
physiotherapists, occupational
therapists and exercise
physiologists.
The exercise physiologist is
a lesser known animal than its
contemporaries, specialising in
exercise and movement for the
prevention and management of
chronic diseases and injuries,
especially obesity, cardiovascular
COVER STORY
disease and diabetes. It’s the
profession into which Carter
has shifted since her initial
psychology focus, although
much of her working day is now
spent running Physical Solutions’
second practice at Clarkson,
which opened in May last year.
“When I came on board, it
was on the agreement that we’d
open at Clarkson – the area is
booming and the Joondalup
practice has really proven itself,
so it’s a good progression,” says
Carter, who also signed on last
year as a Director – one of three.
“We’re becoming well regarded
for being very good at what we
do. We get a lot of referrals from
surgeons, often to undertake work
that prevents surgery, not just for
rehabilitation after the fact.
“I do keep my hand in with
the treatment side of things, but
running two practices is certainly
a full-time job.”
Never stop learning
Of course, when you love what
you’re doing, the term ‘full-time
job’ is an accordion that can
be stretched an extraordinary
amount without once breaking
the smile of its player. Carter
has also recently completed her
Masters in Occupational Health
and Safety and shortly she will
commence a part-time Diploma
of Education in order to keep
her hand in teaching sports
psychology at ECU.
“I get bored easily,” she
says with a shrug and a smile.
“I never stop learning and I
enjoy learning.
“I’ve learnt a lot from the
athletes I’ve worked with over
the years. A lot of their issues
are essentially based on anxiety
– sporting anxiety, performance
anxiety. When they’re in a
slump, and even when they’re
not, they can develop very
negative self-talk and constantly
visualise failure. They don’t allow
themselves room for mistakes or
for a bad game.
“I enjoyed helping them
build up their self-image again,
improving their self-talk and
starting to visualise positively.
It’s what we all need to do for
ourselves at times, regardless of
what business we’re in.” ¢
Carter: what I’ve learned
about business so far
1
Listen to your staff. If you treat them
well, they’ll reward you. And if you’re
clever enough to employ the right
people, you’ll have them forever.
2
Become involved in the community.
Join business community networks,
engage with people and make a
difference.
3
4
5
Don’t be afraid to make mistakes.
Always have someone to bounce
ideas off. It’s dangerous to work in
isolation. Ideas always sound better or
worse when you say them out loud to
someone else.
Don’t assume that success begets
success. Just because one business is
going gung-ho doesn’t mean that your
next one automatically will. You need
to do your research beforehand and
market yourself properly. Never assume
that just because you’re good at what
you do, everyone else knows that.
Marketing is vital.
NEUROSCIENCE OF LEARNING
TRAIN OF
THOUGHT
The way we think shapes the way we learn, so how
exactly do we think?
CATRIONA MATHEWSON
T
he human brain is terrifying in its complexity,
yet so much education and training is
designed around simplistic assumptions
about the way we learn. Historically that may
have been forgivable, but today the work of
neuroscientists has unravelled much of the mystery
and equipped us with the knowledge to tailor
learning for maximum effect.
This is great news for business owners and managers
looking to spend their shrinking training budgets in
the best possible way, but when was the last time you
dived headfirst into a neuroscience journal or
lunched with a brain physicist?
Fear not – this month Business
Pulse has done it for you. Journalist
Catriona Mathewson spoke with
organisational psychologist
Shannon Butcher, who designs
and facilitates neurosciencebased leadership training for the
Perth-based Illuminate Group.
What she discovered might
just change the way you think
about learning …
We don’t like change
“The human brain doesn’t like change.
It likes things easy – the way we’ve
always done it,’’ Shannon Butcher explains.
She says there is a biological motivation to this
1 4 B US I NE S S P U L S E MAY 20 1 6
aversion. Simply put, conscious thought is hard work.
It saps our energy. So wherever possible we default
to habit and let our subconscious steer the ship.
“Which is why sometimes you drive home and end
up in your driveway and you can’t figure out how
you got there,” Butcher says. “There is research that
suggests we only use the conscious part of our brain
less than five per cent a day, which is pretty scary.
So for 95 per cent of our day we’re operating in this
subconscious, looking for patterns, looking
for the familiar, doing things the way we’ve always
done them.”
In the workplace, this means we are often on
‘autopilot’ when performing familiar tasks, or
responding to clients and colleagues. Unsurprisingly,
staff training, which aims to change our behaviour, is
one of the biggest challenges businesses face.
Are all staff equally trainable?
“I would always, as a psychologist, say ‘yes’ to that
question,’’ Butcher says, “because while someone
may present as less trainable, it doesn’t mean that’s
concrete and has to stay that way.”
Neuroscience tells us workers who are more open
to change are usually those who are motivated
and engaged in their work and have a strong belief
in their ability to succeed (self-efficacy). On the
flipside, workers more likely to resist having what
Butcher calls a `fixed mindset’ believe their abilities
are set rather than fluid. However, research indicates
NEUROSCIENCE OF LEARNING
these attitudes are malleable and answering the old
training chestnut ‘Why do I need to know this?’ can
boost motivation to learn among skeptical staff.
Can an old dog learn
new tricks?
Yes. Up until the 1980s it was thought our brains
developed neural connections in childhood that
remained set throughout our lives. But thanks
to groundbreaking research on neuroplasticity
(popularised in Norman Doidge’s 2007 book The
Brain That Changes Itself), we now know our brains
are constantly forming new neural pathways as we
learn throughout our lives. It’s arguably the most
significant discovery for adult learning – that we
have the capacity for lasting change at any age.
Individual differences in motivation and attitude
are more significant than age in determining
openness to change. Butcher shares the story of
a 50-something corporate executive who was
skeptical about training that urged him to give staff
more autonomy. Nonetheless, he put the training
into practice and within days noticed greater staff
engagement and productivity. This positive feedback
helped embed significant behaviour change. “And
this was a guy who’d done things the same way his
whole career,’’ Butcher says.
Can you learn to learn better?
One of the biggest neuroscience-related shifts
in staff training is the move to focus on ‘how to
learn’ rather than ‘what to learn’. Helping people
understand the process of learning has been
recognised as more valuable than just delivering
content, Butcher says.
WE ARE OFTEN
ON ‘AUTOPILOT’
WHEN PERFORMING
FAMILIAR TASKS
Metacognition, or thinking about thinking, makes
people aware of individual traits, as well as general
principles of the learning cycle, which can help
people learn more effectively. “This is something we
teach – it’s psychology simplified but you need to be
aware of the limits of your own brain and why you
do the things that you do.’’ Butcher says. “It’s kind of
like mindfulness and being in the moment.”
Should we train as individuals
or as groups?
Research has shown that humans are hard-wired
to learn from social interactions. That’s why
face-to-face group learning – despite our individual
differences – is such
an effective format for
training, Butcher says. The
social acts of questioning
and discussion are key to
embedding information in
the long term. It’s also the
reason any online training
needs to allow for participants
to interact.
“Storytelling is so powerful,” Butcher
says. “Getting people in the room to tell stories
about how (a concept) can be applied or reflecting
on their experiences is what creates those light bulb
moments – otherwise it is just a concept.”
Neuroscience backs storytelling as a highly
effective learning tool. Listening to a compelling
narrative activates multiple areas of the brain and
focuses attention without causing anxiety. This
increased state of arousal boosts the production
of neurotransmitters and neural growth hormones,
creating an ideal state for learning. It explains why
we are more likely to remember facts or messages
delivered in a story format.
Are some people threatened
by training?
If delivered clumsily, workplace training can actually
trigger a ‘threat response’ in some people’s brains,
causing them to disengage, Butcher says. She
subscribes to the SCARF principal, outlined in 2008
by neuroleadership coach David Rock. After distilling
the scientific research, Rock proposed five domains
to respect in order to engage people without
activating a negative threat response. They are:
Status (relative importance)
Certainty (knowing what is going to happen)
Autonomy (feeling in control)
Relatedness (feeling included in social group)
Fairness
If the training process threatens any of these
domains, people will resist. Triggering a status
threat, for example, can be as simple as offering
unwanted advice.
Should training be
gender-based?
“This is such an interesting question,” Butcher says.
“There is research absolutely that suggests that
there are some (structural) differences between the
male and female brains, but I would say we don’t
know enough to have any real application into the
training sector.”
The hippocampus, a structure involved in memory,
is usually larger in women, and the amygdala, which
is involved in emotional processing, is larger in men.
It is not yet understood what, if any, impact these
differences have on functioning.
As for women being better at multi-tasking? Well,
the research suggests we’re all equally terrible at it,
Butcher laughs. “So stop it.” ¢
MAY 2 016 BUSIN ES S PU L SE 1 5
TRAINING
LEARNER’S
PERMIT
It’s easy to get excited about new technology,
but employees’ training needs must come first
GABRIELLE CAMPION
Journalist
“Training is everything. The
peach was once a bitter almond;
cauliflower is nothing but
cabbage with a college education.”
– Mark Twain
he man who became
known as the father of
American literature started
his career with an apprenticeship,
so he arguably knew a thing or two
about the value of good training.
Twain would be amazed at the
nature and scope of training today
– a landscape now shaped by
technology unimaginable even
20 years ago.
But while traditional training
methods – think classroom-style
tuition – might not always cut it
in today’s fast-paced business
world, there is also a danger in
using technology for technology’s
sake. Finding a balance between
technological advancements and
staff training needs is integral to
modern business success.
T
The case for
technology
Curtin University School of
Marketing Professor Bridget
Tombleson is a fan of technology
in training. She says business’s
engagement with employees – in
training and daily communication
– needs to keep up to speed with
modern advancements.
“The physical and the digital are
not separate anymore – they’re
blending and businesses need to
understand that,” Tombleson says.
“Your audience wants to
communicate with you on
all different platforms – it’s a
personal experience.
“Offer that personalisation – it
allows you to have an authentic
two-way dialogue.”
Tombleson uses a mixture
of Twitter, Facebook, Snapchat,
Instagram, blogs and Periscope
to engage with her students. And
in return, they create videos and
podcasts for their assessments.
“Students can choose the
platforms they want to engage
on and enrich the experience
beyond the classroom so they
are interacting with us a lot more
than they would through the
standard technology we use,”
Tombleson says.
She’s also a proponent of
‘flipped learning’ (see box on
opposite page), an innovation that
puts first-stage learning in the
hands of the learners.
Online and virtual learning is
opening doors for trainers and
learners, giving them access
to experts across the world.
International trainers are even
taking note from the gaming
world with the emergence of
a new trend, ‘gamification’.
Emulating some of the techniques
that make digital games so
addictive, this type of training
aims to create a more ‘gamified’
user experience to increase
Apprenticeships and traineeships
Not just for tradies, on-the-job training could be business’s best
option as they explore upskilling current staff, instead of looking
outside their organisations for fresh skills, according to Manager
of CCI’s Apprenticeship Support Australia (ASA) Lena Constantine.
Constantine identified ASA’s biggest industries as construction
and manufacturing, but she says it’s likely to change as demand
for employment in health, services, retail and transport
increases. She urges employers to consider the pathway as a
viable cost-effective training method.
“There’s a growing emphasis on knowledge-based skills,”
Constantine says. There’s definitely potential for more employers
to train staff through traineeship pathways in WA.”
Under the Australian Apprenticeships Program, trainees
and apprentices are still exempt from payroll tax in WA and
eligible employers can receive government funding, incentives
and rebates.
TRAINING
engagement and improve learning
outcomes. RMIT University
Professor Steffen Walz says
gamification can be used by
companies to engage employees
in previously tedious training
activities and even encourage
them to broaden their thinking.
“Playful attitudes are very good
for encouraging innovation,”
he told the Financial Review
last year.
Think before you
subscribe
CCI Manager Workplace
Consulting and Training Jessica
Price warns that while technology
and new teaching methods
are exciting and enticing, it’s
important not to lose sight of
learning outcomes along the way.
“New technology and methods,
particularly for compliancerelated training, cannot
undermine what you’re trying to
teach,” Price advises.
“You need to make sure you
don’t overwhelm your students so
much that they miss the content.”
CCI management trainer
Danielle Glazier agrees that while
methods such as flipped learning
and social media technology work
well for some groups – tertiary
students in particular – they may
not be the best approach in a
mixed-ability workplace group.
“There’s a strong focus on
language, literacy and numeracy
issues in training across Australia
now,” Glazier says. “Methods like
instructional intelligence in a
group-based environment work
really well when there are people
of all abilities in the classroom.”
‘Instructional intelligence’
is a relatively new method of
teaching that sees trainers focus
on inclusivity and understanding
their students’ individual learning
styles (also see our ‘neuroscience
of learning’ feature p14). There
is no one-size-fits-all approach –
each group will require a different
line of attack to get the optimum
learning outcomes.
Dr Barrie Bennett – an expert
in instructional intelligence –
explains the importance of this
conscious approach to teaching in
his book Beyond Monet: The Artful
Science of Instructional Integration:
“Designing learning environments
for students is too complex and
important for teachers not to be
thoughtful (consciously skilled) in
their decisions and actions.”
Glazier says as a trainer using
this method, she has to constantly
balance safety and accountability
– making attendees feel
comfortable while still ensuring
they learn as much as possible.
“You have to always think on
your feet and change the structure
of the lesson to suit the group,”
Glazier says. “Recognising the
needs of your students is the most
important thing.”
Failing to plan is
planning to fail
Price says being clear of your
staff’s training and learning
outcomes – how the training
will benefit them and the
business – and knowing what
the essential criteria and
non-negotiable factors of the
training plan are before you
begin to explore new methods is
the key to successfully training
your staff.
“Robustness in planning
is essential,” Price says.
“There’s no point in spending
money on training if you’re
not getting the outcomes your
business needs.” ¢
Flipped learning
The flipped learning model is a relatively new teaching method
that Tombleson and her team at Curtin University are using.
Basically students complete lectures and readings and participate
in designated activities before attending class. Students are
equipped with the main facts and learnings of the module
or lesson – and the onus is on them to complete their tasks
beforehand – meaning the lecturer can facilitate discussion and
answer valuable questions during the allotted tuition time, as
opposed to spending the lesson going trhough lecture notes.
“With today’s need for flexibility, students are demanding more
of a student-led learning experience,” Tombleson says.
South Australian training organisation TrainingxDesign has
been helping businesses incorporate flipped learning into
their workplace training plans by using customised videos that
employees view prior to stepping foot in a classroom. Director
Gina Moore says the businesses she works with are drawn to
flipped learning because of the time and cost savings it affords
– the instructional videos can be easily and cheaply created and
employees save tuition time by viewing videos before class.
“They already know and understand the key concepts, then they
come to the classroom and we facilitate discussion rather than
focus on facts,” Moore says. “Because the teaching component is
reduced, it cuts down the time taken and we can discuss problems
and the application of the knowledge.
“Businesses are happy because it reduces the time away from
the office and therefore saves money.”
ANDREW VLAHOV
HOT SHOT
From shooting hoops to jumping through them, Andrew
Vlahov’s transition from sport star to CEO has honed a
lifetime of focusing on goals
W
CARRIE COX
hen it comes to personal development,
the emphasis for Andrew Vlahov is very
much on the personal.
Having already done more physical and mental
training than most of
us will in a lifetime, the
former international
basketball champion
and current business
executive now
views professional
development as a
self-directed
responsibility and
tends to value people
who do the same.
“Honestly, when you
talk about training for
me these days, it’s a short conversation,” Vlahov told
Business Pulse. “Since retiring from the Wildcats [he
was captain and later owner of the team], everything
I have done has involved on-the-job training, taking
TO EMPOWER
PEOPLE, YOU NEED
TO GIVE THEM THE
CONFIDENCE TO DO
THEIR JOB PROPERLY
About Enerji Ltd
Enerji is a thermal energy company that uses
patented technology to trap ‘waste’ heat from
power generation and industrial processes
and turn it into zero-emission electricity. The
outcome is a reduction in operating costs and
carbon emissions.
Andrew Vlahov was initially approached
by Enerji to assist in a short-term business
development role, but after he achieved the
firm’s objectives in record time, shareholders
asked him to consider a bigger role. He became
CEO in September 2015.
Enerji is working with Western Power on a
$300,000 trial to determine the economic case
for a micro-electricity grid in Kalbarri. In March
the company announced it has signed an MOU
with African gold miner Resolute to develop
one or more of its heat-to-power solutions at
Resolute’s Syama mine in Male.
ANDREW VLAHOV
the bruises and scars and learning from them.
So when I’m hiring people, I look for those who
have at least half a brain and who are self-motivated
to learn themselves rather than waiting to be
taught something in some sort of over-the-top,
over-managed way.
“I value investing in external training but only
when it’s needed or it’s a bit cool
because then your people have the
buy-in to do it and it will work,
as opposed to sending them
on an expensive three-day
retreat that takes them
away from their families
and ends up being a bit
of a drag.”
Family is a
popular theme in
any discussion with
Vlahov. Since becoming
CEO of Enerji Ltd in late
2015, his directive to
grow the young company
internationally could
have been interpreted as an
expectation of 15-hour work days,
however Vlahov isn’t wired that way.
“Whenever I’ve been approached about a job
or new opportunity, my response is that I’m happy to
sign on but you’ve got to understand that I will peakperform if my life balances,” he says. “If you’re going
to be a responsible parent – and there is no more
important responsibility than that – your contact
time, particularly as a father, is so important.
“When I get home each day, I put my phone on
charge and leave it, so I’m not looking at it unless
I absolutely have to. We sit down as a family for
dinner whenever we can because that’s one way
to keep a finger on the pulse of your kids’ lives.
Because let’s face it: those lives just rocket past you
and before you know it they’re at university.”
Vlahov says he’s endeavouring to raise his three
children, aged 18, 16 and 12, to be independent
thinkers who reject the status quo when the status
quo doesn’t make sense. In short, he’s nurturing
natural leaders and, if successful, the apples
won’t have fallen far from the tree. Vlahov has
captained almost every team he’s ever played in and
purchased the Wildcats from Kerry Stokes while still
playing in the team.
“In sport, I always took a collegiate approach to
leadership,” he says. “ It was about having a clear
understanding of people and players, ensuring
that we had a team of horses pulling in the same
direction and figuring out what needed to be done
at various times.
“The analogies in sport are not dissimilar
with business. Everyone has a
personality, everyone has an ego,
everyone has a history and
baggage. As the CEO you
have to understand the
nuances of everyone
and get an outcome
you want. In working
to achieve the best
commercial outcome
for shareholders at
Enerji, I’ve been able
to apply some lessons
from my life and from
sport where we want to
create a championship
team, not a team of
champions. For me it’s all
about building a focused unit that
can execute on its goals efficiently.
Vlahov says he’s not a micro-manager, perhaps
because he’s never needed much management
himself. “I think in order to empower people, you
need to give them the confidence and trust to do
their job properly,” he says. “I’ve always believed
in the people I’ve recruited and if I don’t believe
in them, then I get rid of them. The analogy
in basketball is that you can’t have any
passengers, so if you can’t pull
your weight you’ve got to go.
“I’m a bloke who makes
omelettes but cracks a few
eggs along the way and
I’ll be the first one to say
I’ve had some failures,
but you learn from those.
It’s the same thing I tell
my kids – whatever
setbacks and challenges
you face, it’s how
you respond to them
that matters. It’s what
defines you.” ¢
Vlahov: my three rolemodels
My partner in RV Sport [Vlahov’s sports events firm] is Paul Robinson,
“
former Head of Treasury at Macquarie Bank. He’s a fantastic guide to
always sound things out with – just a tremendous individual, very wise and
very experienced. He often shows me a better way to look at a problem.”
“Kerry Stokes and Warren Jones both influenced me quite heavily on
leadership. It was their decision to appoint me as leader of the Cats, so
they were very influential in making me the person I am and the executive
I am today.”
“My late father had a huge influence on me as a basketball player and in terms
of my work ethic. He and my mother together shaped me out in terms of the
values I hold and my principle set. My three sisters and I had a fantastic childhood
– we had a lot of fun.”

QUESTION
TIME
The training landscape can be a
minefield, but knowing the right
questions to ask providers can help
ensure your money is well spent
W
DANIELLE GLAZIER
CCI Management Trainer
estern Australia has
hundreds of training
providers operating
across both the public and private
sectors. It may seem we’re spoiled
for choice – even overwhelmed
– however when it comes to
qualifying your investment,
it’s vital to ensure the training
provider you choose meets all of
your business and learning needs.
In 2015, a WA Auditor-General’s
report revealed more than half
the state’s training providers had
failed to comply with national
standards. It falls on employers,
then, to run some basic due
diligence on any RTO they
engage and therefore ensure
their training investment is
money well spent.
Here are some key questions
to ensure an RTO is the right
choice for your business:
1. Do you have
the relevant
qualification
within your scope
of registration?
ENSURE THE
PROVIDER
YOU CHOOSE
MEETS ALL
OF YOUR
BUSINESS AND
LEARNING
NEEDS
Not every provider will have the
same qualifications. The RTO’s
scope of registration specifies
the qualifications and/or units
of competency for which the
training organisation is registered
to deliver, assess and issue
qualifications. You may wish to
visit training.gov.au as a part
of your research to determine
which providers meet your
qualification needs.
Online learning requires
self-discipline on the part of a
learner. It generally requires a
lot of online reading and is most
suited to people who have strong
literacy skills, are capable of
studying with minimal support
and who are looking to complete
a qualification outside of
working hours.
Work-based models are well
suited to those already working in
the position or industry in which
they’re seeking a formalised
qualification. It will typically
involve a trainer/assessor visiting
your workplace for formal
assessment meetings over the
course of the qualification. It’s a
very individualised approach for
those with high levels of existing
knowledge and evidence to
support this.
Group-based delivery is an
ideal option for those needing to
upskill and obtain the knowledge
to complete their qualification.
It’s well suited to those needing
additional support from a
trainer/assessor and who enjoy
interaction with others as a part
of the learning experience.
2. What’s your
delivery method?
3. What resource
support will you
provide?
There are three prominent
delivery methods in accredited
training: online (‘e-learning’),
work-based and group-based
delivery.
Every provider will vary in terms
of the supporting resources given
to their learners. Some providers
may provide textbooks or
detailed course notes to support
the learning process. These
resources may be included in
the course fee or incur
additional costs.
Depending on the trainee’s
existing level of knowledge,
the quality of these resources
will play a major role in the
effectiveness of the training.
4. What is the
level of support
and contact I will
receive from the
trainer/assessor?
For work-based and groupbased learning, it’s important
to gauge the level of support
available from the trainer/
assessor working with you to
obtain your qualification. Are they
going to be easily contactable?
How frequently will face-to-face
engagement be possible?
5. Can you provide
me with recent
feedback from your
current clients?
Many providers will feature recent
feedback on their websites.
Asking for further information
and testimonials should assist
your judgement in determining
the right provider for yourself
and your business.
Unsure about an RTO? CCI can
help businesses maximise their
training dollar. Call CCI Learning
Solutions on (08) 9365 7500 for
expert advice. ¢
WAKE UP AND SMELL
THE COFFEE
Thinking outside the traditional training box is leading to the upskilling and
practical training of women in WA’s correctional facilities
F
GABRIELLE CAMPION
Journalist
our hundred coffees are
prepared and served by
the women of Bandyup
Women’s Prison each week.
The visitors’ centre coffee cart,
which has created three new
jobs on-site, is run by women
from the prison and is helping
them develop and maintain
their customer services skills
to transition them for the
working world.
IN-PRISON TRAINING
MEANS BANDYUP
IS NOW SENDING
BARISTAS INTO
THE COMMUNITY
JOB-READY
Bandyup Acting Assistant
Superintendent of Offender
Services Kymberley McKay says
the cart was created to give
women undertaking a hospitality
certification practical, real-work
experience.
“Traditionally women have
received their certification
but had no access to
workplace engagement or
on-the-job continual training
prior to release,” McKay
says. “Recognising this was
counterproductive to the
transitional support and
transitional employment model,
Bandyup manufactured a
portable barista cart.”
This innovative approach to
in-prison training means
Bandyup is now sending baristas
into the community job-ready,
according to McKay.
Building business
partnerships
McKay says Bandyup is looking to
collaborate with WA businesses
to help ensure women leave
Bandyup with the knowledge and
skills to successfully integrate
back into society.
“Bandyup is interested in
finding innovative partners
with business models that
support flexible engagement
and learning,” McKay says.
“We are not burdened by
traditional employment
models and we’re looking for
employment-driven opportunities
for those in our care.”
Opportunities for businesses
interested in collaborating with
Bandyup include:
Participation in skills
sessions or on-site
employment expos
Holding interviews on-site
with women in Bandyup
Working closely with
Bandyup to add value
to current employment
models through developing
employer specific skills
Offering transitional
employment opportunities
“Collectively, these types
of activities help break down
barriers and are key to reducing
recidivism among offenders,”
McKay says. “Bandyup is
currently working on a range
of new initiatives including the
development of a beauty salon.
“This model would provide
multiple training opportunities
for women including hair
and beauty, small business
operations, industrial cleaning,
team management and
secretarial skills.”
“Bandyup remains open to
developing partnerships through
its existing industries, so it can
deliver contracted services
on-site,” McKay says. “Bandyup
is open for business and looks
forward to continue working with
and hearing from CCI Members.”
If you’re interested in
getting involved, email
editor@cciwa.com to connect
with Bandyup’s Prison
Employment Co-ordinator
Peta Edwards. ¢

MAY 2 016 BUSIN ES S PU L SE 21
PAY ATTENTION
Whether or not you need to pay an employee
while they’re training will depend on the nature
of the activity and its purpose
T
KENDALL SCOTT
here are times when
employees undertake
training activities that
may or may not be related to their
work, and questions arise as to
whether they should be paid for
such activities.
There are many myths out there
that assume you are not obliged
to pay an employee if the training
they are undertaking is voluntarily
or benefits them. There are
also myths assuming that if the
training activities are taking place
offsite and/or outside normal
working hours that the employee
does not need to be paid.
While there are a number of
circumstances where the cost of
the training and the time spent
in training need not be covered
by the employer, its important to
understand when this is payable.
Here are a few things to
consider that will help you
figure out if you are obligated to
make payment or provide other
benefits in relation to training
your staff may be undertaking.
participation will need to be
counted as working time and
payment of wages will apply.
Depending on their industrial
award, your employee may also
be entitled to:
meal allowance
travel time payment
reimbursement of travel and
accommodation expenses
other similar benefits
associated with the training
Before making a payment,
check how the employee’s wage
is structured – seeking further
advice at this point might be
necessary to ensure you are
acting within the law.
Before approving or directing
staff to attend training, check
if it’s directly related to the
employee’s job and if it will
assist them in performing more
efficiently, equipping them with
additional skills that will be of
benefit to the organisation.
Compulsory
training
Employees may, at their own
initiative, wish to attend training
either during working hours or
outside of those hours. While
you might not be legally obliged
to fund the training, you might
decide to do so as a special
benefit to staff.
You may also choose to provide
benefits in other forms, such as:
paid study leave
reimbursement of training
fees
financial assistance towards
books
It’s usually advisable to clearly
define in a policy which courses
any reimbursements or allowances
will be made for – an example
could be approved courses that
are directly related to the role the
employee is performing.
If the training activity is not
voluntary – the employee has
been directed by the business to
attend – and it is directly related
to the employee’s job, then such
EMPLOYEES MAY
WISH TO ATTEND
TRAINING EITHER
DURING WORKING
HOURS OR OUTSIDE
OF THOSE HOURS
22 B US I NE S S P U L S E MAY 20 1 6
Personal
development
Staff engagement
There may also be times when
you decide to offer and pay for
a training program to provide
an employee with further
learning opportunities as a
staff engagement and retention
tool. This may be offered either
during or outside normal working
hours. If the attendance is
voluntary and it occurs outside
of working hours, even if
directly related to the employee’s
job, payment of wages in
most circumstances will
not apply.
Making up time
If training takes place during
working hours that is not directed
or required by the business
and primarily at the election of
the employee, you may be in a
position to decide whether to
release the employee during this
time or not.
In instances where you are not
obligated to provide the time
off to attend the training, you
may have the option to allow the
employee to:
access accrued paid annual
leave
authorise unpaid leave
during this time
allow flexi-time to make
up the hours
Implementing a training policy
that fits with your business’s
broader direction and philosophy
will help you manage your
employees’ training activities.
This will also then clarify
whether you should assist in,
and contribute financially or
otherwise towards, any training
that employees attend.
For more information, contact
CCI’s Employee Relations Advice
Centre on (08) 9365 7660 or
advice@cciwa.com ¢
HELP AT HAND
Government support is available for businesses
wanting to upskill their staff
T
raining and developing
staff can be an expensive
exercise and a tough one
for many businesses to commit to
in these slower economic times.
However, developing the right
skills in your workforce can make
or break a business.
Fortunately, there is a raft of
government programs available
to assist employers to continue
to develop the skills of their
teams, particularly through
apprenticeships and traineeships.
Federal support
As part of its agenda to drive
$4000 in financial support.
Phone 1300 363 831 for
more information.
Industry Skills Fund – assists
industry to invest in training and
support services and to develop
innovative training solutions.
Co-contribution training grants
are available to employers to
assist with the cost of training of
nationally recognised vocational
education and training. Micro,
small- and medium-sized
businesses can apply for up to
75 per cent of their training costs
under an Industry Skills Fund
training grant. business.gov.au
State support
The State Government’s
expressed aim is to build, attract
and retain a skilled workforce
that is flexible, diverse and
responsive to changes in labour
LIFTRITE’S END OF FINANCIAL YEAR
7m-RANGE SPECIALS
Savings on limited* Manitou 7m-lift Telehandlers I Ends 30 June 2016
*Exclusive to LiftRite Hire & Sales. Offer applies to MLT-X730 LSU, MLT-X735 120 PS and MT-X732 telehandlers only. Offer available until 30 June 2016 or while stocks
last. Available to approved purchasers for chattel mortgage finance only on a 48-month term with monthly payments in arrears, zero deposit, zero balloon and the GST
of the full purchase price of the machine to be paid in the 4th month of the finance. All applications are subject to applicable credit criteria and conditions. Applicants
may be eligible to be approved under “Fast-track Finance Approval” whereby $200,000.00 can be approved with zero deposit required and no financials on the basis the
applicant has traded for 3 years, a director provides their guarantee and credit checks on the applicant and guarantor are clear and show no adversities. Some fees and
charges may apply. Finance provided by De Lage Landen Pty Limited ABN 20 101 692 040 to approved ABN holders and for business purposes only.
market, economic or social
conditions. It offers the following
support for eligible businesses:
Future Skills WA – provides
a subsidised training place
for eligible students enrolled
in courses that are deemed
priority qualifications for the
state. Effectively this means, for
those qualifications deemed
a priority, the price of training
is reduced for employers and
students to encourage take-up.
futureskillswa.wa.gov.au
Payroll tax exemption –
available for businesses with
an employee undertaking an
approved apprenticeship or
traineeship. Potentially, during
the period of the traineeship/
apprenticeship, employers can
save payroll tax of 5.5 per cent
to invest in further training
and development of staff. ¢
2.99%
FAST-TRACK
FINANCE RATE
to approved
customers*
2 1 9 B A N N I S T E R R OA D C A N N I N G VA L E WA 6 1 5 5
P (08) 9455 2077 F (08) 9455 2076 www.liftrite.com.au
31032016
LENA CONSTANTINE
Manager, Apprenticeship
Support Australia
innovation and competiveness
within the business sector,
the Federal Government has
designed a range of programs
that provide economic incentives
for businesses to upskill their
workforce and drive growth.
These include:
Australian Apprenticeships
Program – aims to encourage
employers to offer roles that
combine time at work with
training, and can be full time,
part time or school based. To
support employers to take on
apprentices or trainees in their
workplace, employers may be
eligible to receive incentive
payments. Depending on the
type of apprenticeship or
traineeship qualification, the
employment arrangement and
individual circumstances, an
employer can receive up to
MAY 2 016 BUSIN ESS PU L SE 23
STEERING THE
INTERNSHIP
Got a jobseeker keen to help you out for free
in exchange for experience? Know the law
before you jump in
KENDALL SCOTT
H
ave you ever engaged
people on “trial
periods” or are thinking
about taking on an intern on
an unpaid basis? Thinking this
might be great way to try out
an individual and see if they’re
suited to the workplace? Get a
few projects done cheaply?
Think again!
In a number of recent
cases, businesses have found
themselves in hot water for
failing to pay wages to individuals
doing productive work in their
organisation. With the promise of
gaining exposure to the industry
and getting a “foot in the door”,
many new jobseekers are keen to
gain any advantage they can to
secure permanent employment
and they often see unpaid stints
as a means to achieving it.
And despite businesses being
willing to engage individuals on
this basis and the individuals
themselves being enthusiastic
about the opportunity, such
companies are currently under
the spotlight, with the Fair Work
Ombudsman (FWO) taking
particular interest in these types
of workplace arrangements at
present.
Report lifts lid on
exploitation
The fresh focus follows the
release of a report ‘Experience or
Exploitation?’ by the University of
Adelaide in 2013, commissioned
by the FWO, which researched the
nature, prevalence and regulation
of unpaid work experience,
internships and trial periods in
Australia. Since then, we’ve seen a
number of businesses prosecuted
for failure to pay individuals
undertaking one of these forms
of ‘work’.
In 2015, a media company who
took on two events coordinators
under the guise of an unpaid
internship was ordered to back
pay $18,767 in wages. The FWO
went on to pursue the business
for fines of up to $51,000 for
breaches of the relevant award
and the Fair Work Act 2009 (FW
Act). The FWO also pursued the
director for personal fines of up
to $10,200.
At the same time, a separate
media company was also being
pursued by the FWO for unpaid
wages for an overseas student
taken on as an intern undertaking
event management activities.
The unpaid internship ran for
six weeks before the company
commenced payment of belowaward wages. Only a year earlier,
the same company was found to
have underpaid $60,000 in wages
to two individuals taken on as
radio presenters on a “voluntary
basis”, for which they paid them
a nominal $20 for each program
produced. This was in lieu of the
statutory hourly rate of $24.50
and a minimum of four hours
engagement under the relevant
industrial award.
Also in 2015, the FWO
completed its first successful
prosecution through the Federal
Circuit Court of another media
company that failed to pay two
interns over a period of several
weeks during which it was found
they undertook productive work
that paid employees would
normally undertake. The company,
which develops radio and TV
programs in Victoria, engaged
the individuals as radio program
producers, performing duties
such as sourcing and arranging
interviews, taking calls during
the program and preparing and
delivering content for air. The
company was consequently
required to back pay the
individuals a combined amount
of $17,720 in unpaid wages. The
company was also fined a further
$24,000 for non-compliance
with the FW Act and the relevant
industrial award, notwithstanding
the fact they rectified the matter
immediately upon audit by FWO.
How to protect
yourself
With these cases in mind, what
should employers watch out
for when considering taking
on work experience students,
interns, vocational placements or
individuals for a trial work period?
How do you determine whether
the activity should be paid?
Here are few simple questions
to ask yourself:
1. Will the individual simply be
observing and learning as part
of the activity?
Once they begin to engage
in activities that produce
an output or some form of
productivity, they may be
considered an employee
and be entitled to payment.
2. Will any unpaid activities
normally be performed by a
paid employee?
If the answer is “yes”, they
may well be considered an
employee and need to be
paid as such.
3. Is the vocational placement
required as part of the
individual’s educational
institution?
Under the Fair Work Act
2009 (Cth), a vocational
placement is defined as a
placement that is:
– undertaken with an
employer for which a
person is not entitled
to be paid any
remuneration
– undertaken as a
requirement of
an education or
training course
– authorised under a law
or an administrative
arrangement of the
Commonwealth, a state
or territory
4. For work trials, will the
activities involve more than
simply a direct demonstration
of the person’s ability to
undertake a position vacant?
If the trial starts to move
into productive labour, it
may be considered work.
If it is only for a short
period of time (ie half
an hour as part of the
recruitment process to test
a skill set), it’s unlikely to
be considered paid work.
Payment issues aside,
businesses also need to consider
matters such as their duty of care
and the safety of the individual
while on work premises,
insurance to cover any incidents,
arranging appropriate supervision
and induction for the individual
(where applicable) and providing
all necessary personal protective
equipment.
For further information on
any of the above, contact CCI’s
Employee Relations Advice
Centre on (08) 9365 7660 or
advice@cciwa.com ¢

TRUSTWORTHY
TAX TIPS
With the end-of-financial-year fast approaching, it’s time
to sort out the good advice from the bum steers
Bruce Sinclair
KPMG Enterprise Partner
H
ave you ever received a
hot tax tip at the footy
club or over a cup of
coffee? You tend to hear them
during tax season or prior to
financial year-end.
Some of these tips may have
been distorted somewhere along
the grapevine and only apply to
a specific set of circumstances
or maybe they are based on an
understanding of tax law the
Commissioner of Taxation would
find laughable. But sometimes
they can be extremely valuable,
providing a tax saving to you or
your business that you could have
accessed earlier – if only you’d
known it existed!
To take some of the guesswork
out of year-end tax saving, here
are some general tips you can
count on:
1. Deductibility of
superannuation
expenses
TAKE A
COLD HARD
LOOK
AT YOUR
DEBTORS
BEFORE
30 JUNE
Generally, employee
superannuation payments are
deductible if paid to a complying
superannuation fund within 28
days after the end of the quarter
to which they relate. These
payments are deductible in the
financial year they are paid. Make
sure you pay your employee
superannuation obligations to 30
June before year-end if you want
to maximise your deductions
within the current financial year.
2. Bringing
forward deductible
spending
If you have a large non-capital
expenditure you expect to incur
in July-September, why not
consider bringing it forward
to June so you can claim a
deduction in the current financial
year? Some advance payments
for services will be deductible
over both the current and future
tax years under the prepayment
rules, therefore we recommend
consulting with your tax agent
before making your purchase(s) to
ensure you’ll receive the currentyear tax saving you’re hoping for.
3. Review of debtors
and inventory
Take a cold hard look at your
debtors before 30 June to identify
debts the business has tried to
collect and for which there is
objectively little or no likelihood
of recovery. These can be
deducted by the business when
the decision is made they are bad
and no further recovery action
will be undertaken. Why not make
that decision in the current year
and potentially bring forward the
tax deduction if the debts are
genuinely bad?
Similarly, inventory should
be reviewed before year-end
to ensure the figures in your
accounts are realistic and that any
obsolete, spoiled or lost stock is
written off in the current tax year.
4. Review of fixed
assets and the
instant asset
write-off
You can also find tax benefits
by reviewing your fixed assets
before year-end. Depreciable
assets that have been scrapped
during the year can potentially
be written off for taxation
purposes. However, significant tax
savings can be brought forward
by purchasing assets before 30
June 2016. Small businesses can
obtain an immediate deduction
on asset acquisitions of less than
$20,000 where the asset is in use
or installed ready for use before 30
June 2017. After 30 June 2017, this
immediate write-off will only apply
to assets costing less than $1000.
5. Research and
development
concessions
Australia is an innovative nation.
To encourage this innovation
the government has announced
a range of additional research
and development benefits,
particularly for smaller businesses
and start-ups. Your business
may be eligible to access
some of these benefits or, if it
is in a company, the R&D tax
concessions. Why not speak to
your tax agent and find out if
you are eligible and, if so, what
records you should be keeping
and what will need to be reported
in your tax return?
6. Trust distribution
minutes
Do you operate out of a
discretionary family trust or do
you invest through a discretionary
trust? Make sure your trust’s
distribution minutes are drafted
prior to 30 June. If no beneficiary
is entitled to a trust’s income
at year-end, the trustee will be
assessed on the trust’s taxable
income at the highest marginal
tax rate plus the Medicare levy
and temporary budget repair levy.
If you’re unsure about any
of the above or think there are
other tax savings your business
is missing out on we would be
delighted to assist. ¢
MAY 2 016 BUSIN ES S PU L SE 25
LOVE ME
TENDER
Winning your next tender – or
even your first – will require a
fresh look at safety compliance
EMMA JOHNS
CCI Senior Safety and
Risk Consultant
I
n the current business
market, winning a tender
can mean the difference
between taking your business to
the next level and shutting up
shop for good. It’s a competitive
space, made doubly challenging
by the scrutiny now applied to
tender applications, particularly
those for government work.
This is especially true in
the area of safety compliance.
Risk-averse government
departments will necessarily
overlook any tenderer whose
safety compliance is not
sufficiently robust. So which
safety boxes must your next
application tick?
1. Think legal first
Ensure you are aware of all
the legislative requirements
applicable to the type of work
to be carried out, including
Acts, Regulations, local laws and
by-laws, Codes of Practice and
Australian Standards.
templates – this shows the client
that your safety management
system is in fact operational
and not something you’ve just
created for the tender application.
HSE tender questionnaires will
almost certainly ask if internal
audits are carried out on your
safety management system, so
in preparation for future tenders,
ensure you have an internal
auditing procedure in place.
3. Emphasise risk
protection
Make sure you are aware of the
risks involved, in particular any
high-risk work included in the
scope of works. Show that as a
contractor you have appropriate
controls in place to mitigate
the chances of incident, injury
or damage. You’ll be asked to
provide your risk management
procedures and details of the
processes you use to regularly
identify risks, including
workplace/site inspections,
ENSURE YOU HAVE AN
INTERNAL AUDITING
PROCEDURE IN PLACE
2. Supply evidence
equipment pre-start inspections
and maintenance records.
Provide an explanation of how
your safety management system
complies with the requirements
of the client and attach evidence
if given the opportunity.
When attaching supporting
documentation, always attach
completed records and not just
4. Demonstrate
performance
Provide information on previous
safety performance and give
details on how you monitor safety
performance and any continual
improvement processes in place.
Include information on:
Number of lost time
injuries (LTIs)
Working days lost due
to injury
Current status of any
injured personnel, damaged
property or environmental
damage or pollution
Status of the implementation
and outcomes of corrective
actions undertaken as a
result of HSE inspections
and risk assessments
5. Investigations
Establish a robust incident and
investigation procedure with
timeframes documented for
completion of the investigation
report based on the classification
of the incident. Document any
corrective or preventative actions
to arise from the investigation
to prevent future incidents
occurring. Have a system in
place for managing actions that
accounts for who is responsible
and a timeframe for close-out of
the action.
6. Communications
Consultation and communication
are requirements of your duty of
care as an employer. Make certain
to have suitable communication
mechanisms in place such as
pre-start meetings, toolbox talks
and safety meetings. Always
record attendance of meetings
and document the agenda.
Clients need to be able to have
a certain amount of control
over contractors, which means
effective communication channels
are vital.
7. Training and
competence
Clients have a duty of care
to ensure you as a contractor
have certain competencies to
carry out tasks safely. Maintain
up-to-date copies of your
employees’ certifications and
training attendance. A great way
to manage this is by creating a
simple training needs analysis
that details the training and
competency required for each job
role within your organisation.
Finally, be sure to read and
understand every question on the
tender documents. Seek expert
advice about anything you’re
not sure about. A thorough and
worthy tender application takes
time and effort to put together,
but the result could well be worth
your investment.
Need advice about your next
tender application? Contact
CCI’s Safety & Risk Services
team on (08) 9365 7415 or email
osh@cciwa.com for advice
and assistance. ¢
RISKY BUSINESS
Your trusty safety person is on leave. What needs to be done in their absence?
RACHAEL LINCOLN
CCI Senior Safety and
Risk Consultant
Y
ou’ve always felt
comfortable knowing
that you have a person
in your organisation who is
responsible for safety – one less
thing you have to worry about.
But what happens when they go
on leave? How can you ensure the
ongoing safety of your workplace
in the interim?
1. Induct new staff
Your safety person would have
inducted new employees into
your workplace, providing them
with the safety information
they needed to know. This
function must not stop. New
employees should always be
inducted with a tour of your
workplace, noting the location
of first aid kits, emergency exits,
fire extinguishers and muster
points. The induction should
also include an explanation of
your organisation’s OSH policies,
procedures and code of conduct.
2. OSH
communication
organised meetings to discuss
topical OSH issues, seeking
consultation with your employees
and leaders. OSH communication
and consultation are necessary
legislative requirements and
also foster collaboration within
your workforce. If employees feel
included in safety decisions and
understand why those decisions
are being made, they’re more
likely to be safety compliant.
Identify a new go-to person
within your business who has
built up a rapport with employees
and can encourage them to
continue to consult about safety.
3. Regular
inspections
OSH inspections are a handy
tool in the risk management
process, with the first step being
to identify hazards. One tried and
tested method for identifying
hazards is to implement an
inspection regime. You would
have noticed your safety person
walking around the workplace,
clipboard in hand, testing exit
doors, checking that walkways
are clear, ensuring chemicals are
safely stored and that all safety
equipment was in acceptable
condition. These inspections
must continue even if that means
doing it personally in the interim.
Higher-risk workplaces should
have more frequent inspections.
4. Hazard and
incident reporting
If one of your workers was
injured or had noticed a hazard,
they previously would have
reported this to your safety
person. Your workers need to
know that hazard and incident
reporting is still essential and
to whom they should now
be reporting. All reported
information needs to be
processed and communicated.
In the safety person’s absence,
incident investigations must still
occur immediately and corrective
actions be implemented to
prevent reoccurrence.
5. Personal
Protective
Equipment
(PPE) stocks
purchased the PPE needed for
your workplace. In their absence,
stocks of PPE may be slowly
declining without any new stock
being ordered – only when it’s
run out will anyone notice. If you
require your workers to wear PPE,
make sure there are plenty of
supplies readily available for
your workers.
6. Things to tell
WorkSafe WA
There is a number of workplace
injuries and medical conditions
that must legally be reported.
Your safety person would
have known exactly what these
were and how to report them.
Access their written procedures
and visit the WorkSafe WA
website to make yourself familiar
with all legal requirements
and any recent changes to
the legislation.
7. Assist injured
workers
When a worker is injured,
the safety person is generally
the coordinator of the process
that must follow. Without
them, someone now needs
to be responsible for injury
management, facilitating the
return-to-work process for the
injured employee. This includes
handling all the associated
paperwork, meeting with the
employee to discuss their ability
to perform duties, preparing
a return-to-work program,
consulting with their treating
medical practitioner and
communicating regularly with
the insurer.
If you find that your workplace
is without a regular safety person
who would have performed these
duties, you need to make sure
that these activities are still being
conducted and have identified
which employee is best to take on
the responsibility. Choose your
fill-in person wisely and lighten
their other loads so that they can
perform adequately to keep your
workplace safe.
Need help? Contact CCI’s
Safety & Risk Services team
on (08) 9365 7415 or email
osh@cciwa.com for advice
and assistance. ¢
POWER-PURCHASE
FOR PROSPERITY
Streamline purchasing through e-procurement
B
rian Cross is very clear
about the decision that
has best helped him
improve customer service delivery
in his business: e-procurement.
The Managing Director of
Pacific Safety Wear, a Perth-based
national distributor of safety
equipment and supplies, was
introduced to e-procurement
when he began supplying to
the Water Corporation about
10 years ago.
e-procurement is the electronic
system that automates the
processing of orders through
a supply chain – basically
everything from purchase order
stage through to invoice payment.
It is not simply the process of
online ordering but rather the
entire system of automating
purchase orders from start
to finish.
“The Water Corporation opened
my eyes to the system and I could
quickly see how it makes common
sense,” Cross says. “It removes the
need for staff to manually process
orders, potentially making errors
in the process, and frees them up
to engage more with customers
and really deliver on the customer
service that we promise.”
Cross experimented with a few
software platforms before settling
on a local product, Cat Tech,
which he says is highly flexible
and able to “speak with” even
the most basic software operated
by customers, such as MYOB
and Pronto.
“I’m not saying this is the
answer for everyone, but it’s
certainly been the answer for
us,” Cross says. “The system
pretty much paid for itself within
three months.”
Barriers for
business
A recent survey of WA business
conducted by CCI revealed only
20 per cent used e-procurement
in their supply chain – the
vast majority use email-based
ordering and manual processing.
Of those businesses that do
use e-procurement, the most
valued benefits cited were:
Streamlined purchasing
process
Access to new vendors
Fewer errors in purchasing
CCI Industry Connect manager
Chris Pretorius says cost and
FUNCTION CENTRE
perceived complexity are the
primary barriers to businesses
electing to implement or update
e-procurement software.
Few are aware that
e-procurement can reduce
the time it takes to process a
purchase order from 120 minutes
to five minutes.
“Especially in the current
business environment, any
technology that significantly
reduces costs and increases
efficiency is worth looking at,”
Pretorius says.
“CCI IndustryConnect is
taking a proactive approach
to really encouraging WA
businesses to take a good look
at e-procurement as a means to
increasing their productivity and
achieving growth.” ¢
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THE REINVENTION OF HR
The human resources landscape is changing rapidly and only the most
commercially savvy of HR managers will survive
T
here’s a curious irony
in the evolution of HR:
namely that professionals
whose purpose is to maximise a
company’s human assets often
fail to maximise their own. Some
remain stuck in a mindset that
still views HR as a vehicle for
hiring and firing, with a side car of
compliance and risk.
In fairness, that’s how the
working day of a busy HR
manager might often take shape,
but staying in this groove is to
ignore the rapid reinvention of HR
that is now taking shape.
In 2015, Deloitte University
Press published ‘Reinventing HR:
An Extreme Makeover’, arguing
modern business demands a
different HR professional, one
who is commercially driven, agile,
data-savvy and operating at the
core of a management team.
“These business imperatives
demand not only a new
organisational model for HR itself,
but also a massive reskilling of
HR professionals around the
world,” the report states. “They
also create an unprecedented
opportunity for HR to play a
HR IS NOT
KEEPING UP
WITH THE
PACE OF
CHANGE IN
BUSINESS
preeminent role at the highest
levels of business strategy.”
Disrupting the
status quo
So how does the modern HR
manager upskill and recalibrate
to become part of a business’s
growth rather than merely an
observer of it?
In short, it’s time to take a
critical look at your knowledge of
the business whose human assets
you manage. Ask yourself these
questions as a starting point:
1. What was the total revenue
of your company last year?
2. How is the company
performing against
budget YTD?
3. Who are your (company’s)
top five customers?
4. Who are your top three
competitors? What is their
point of difference? How
does your company strategy
compare to theirs?
5. How many of your key
customers have you formed a
relationship with? How often
do you meet with them?
6. What are the key metrics in
your business (eg, utilisation,
units per month, margin %,
sales to budget etc)?
10. What is the three-year growth
plan for the business?
Why? Because decisions about
people can no longer be made in
isolation of commercial factors
and external pressures.
According to the Deloitte
report, several factors are
converging that should make
reinventing HR a priority for
businesses around the world:
CEOs and other senior
executives are more worried
about talent than ever before.
Employee self-service is now
a reality, all but eliminating
the need for HR generalists.
A highly competitive global
talent market has shifted
power into the hands of
employees, forcing HR to
redesign programs in the
face of a much more
demanding workforce.
Traditional HR practices such
as performance management
and leadership and
development are undergoing
radical change, forcing HR
to throw away the old
playbook and deliver more
innovative solutions.
What do I need
to know?
Upskilling your commercial
acumen could be the most
important investment you’ve
made in your career today.
Through that education process,
you should emerge with the
following knowledge takeaways:
A deeper understanding of
what business needs from
HR in today’s commercial
environment
How to ‘future-proof’ a
business – with HR at
the helm!
How to educate managers to
understand the “people stuff”
How to position yourself as
a key strategic player with
managers, customers and
employees
How to be financially literate
How to realign HR KPIs as a
strategic contributor
CCI has launched a new course,
‘Commercial Acumen for the HR
Professional’. For information,
call (08) 9365 7500. ¢
Why do I need to
change?
If even a few of these questions
stumped you, it’s not at all
surprising. HR professionals
haven’t needed to be across this
much business knowledge in the
past, but increasingly they have
to be – and many want to be.
START
SMART
Inducting new employees doesn’t just help them settle in
– it can help them stay safe too
S
MATT BUTTERWORTH
CCI Safety and Risk Consultant
taff inductions are
designed to provide new
staff members with the
information they need to feel
comfortable in your organisation
– company values, ethics and
standards of behaviour – as well
as getting them up to speed on
how the company operates. In
terms of workplace safety, new
employees and contractors are
at a higher risk of injury than
existing staff because they aren’t
familiar with the location and also
your policies and procedures, so
it’s important your company’s
induction or on-boarding process
includes the essential elements
of health and safety too.
Ideally, an occupational health
and safety (OSH) induction should
be delivered to all employees
and contractors before they start
performing duties. These five
steps will help you cover the
basics and keep your staff safe in
those first few weeks:
1. OSH policies
and procedures
You have a duty of care to provide
a safe workplace for your staff.
Key to this is making sure they
understand your OSH policies
and procedures. These may be
in an OSH handbook, online in a
staff directory or on the company
intranet and should be made
available to all new starters. It’s
also important to emphasise
the importance of sticking to
safe work practices. Make sure
new employees understand
the responsibility they have in
ensuring their own safety and the
safety of others in the workplace.
2. Accident and
incident reporting
Does your company have safety
and health representatives?
Do you have an OSH officer or
manager? Your new employees
should leave their induction
with a clear understanding of
who fields OSH issues. The OSH
induction should inform new
starters about how to report an
accident, incident or near-miss.
Identifying and introducing first
aid officers is also important.
3. Emergency
procedures
Outlining the company’s
emergency and evacuation
procedures is a key element of
the OSH induction. This should
include emergency exits, fire
wardens, muster or assembly
points, use of fire equipment and
other emergency contacts.
4. High-risk work
If the new starter will be
undertaking high-risk activities
such as machinery operation,
working at heights or work
involving chemicals or hazardous
substances for example, it’s
your responsibility to ensure
new workers are appropriately
trained, understand safe
work procedures and risks,
and are issued with – and
instructed on – appropriate
protective equipment.
5. Site rules
Inform your new employees about
all site rules, such as smoking,
conduct while on site, mobile
phone use and vehicle speed
limits. This will ensure they clearly
understand what behaviour you
expect from the outset.
When the induction is
complete, you should ask your
new starters to confirm they
understood the training – this
may be a signature on an
induction confirmation form
or completion of a simple
questionnaire that assesses
the new starter’s level of
understanding. It’s important
to keep a record of all work
health and safety training to
demonstrate your company is
fulfilling their obligations in
relation to your duty of care.
And remember, OSH training
doesn’t stop here – it must be
ongoing in order to minimise
accidents and incidents and
keep all staff up to date with the
company’s safety systems. ¢
ENGINEERING
JOBS
A new graduate
program addresses
our engineer
shortage and
provides solutions
for employers
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– and more likely to can existing
graduate programs – due to the
cost and time involved.
Where have all the
engineers gone?
In WA, the state’s power industry
has seen the writing on the wall
and elected to do something
about it.
The new Power Engineering
Graduate Program, facilitated
by CCI and supported by
Horizon Power and Engineers
Australia, is a three-year graduate
program designed to train
the next generation of power
engineers using a collaborative
approach involving multiple
host companies.The program
enables businesses to be part
of a premier graduate program
without the need to run a costly
inhouse program.
The graduates, who are
currently being selected, will be
employed by CCI and seconded
to participating host companies
for six months at a time. CCI
Business Development Manager
Ann Brinkamp explains they will
work on a rotational basis across
multiple areas such as design,
generation, distribution and retail
to give the graduates a broad
foundation and exposure to a
range of skill sets.
“The practical experience is
supported by a professional
development program, designed
and delivered by Engineers
Australia” Brinkamp says.
“This is a really innovative
initiative and a win-win for
everyone involved. Host
companies gain the benefit of
only the best graduates and
only have to pay for the time a
graduate actually works – CCI
does all the heavy lifting.”
Contact Ann Brinkamp on
(08) 9365 7669 or email
graduates@cciwa.com ¢
f you like traffic snarls
and power blackouts,
unemployment queues
and water restrictions, well,
you’re going to love this crisis
in engineering.”
That’s how Professionals
Australia CEO Chris Walton
described the nation’s engineer
shortage back in 2012. Since then
the figures have become even
bleaker, with the latest figures
provided by Engineers Australia
showing more than half the
nation’s engineering workforce
are overseas born, usually on
temporary 457 visas.
“One thing is clear – if we
simply leave things up to the
market or the initiative of
individual players, nothing will
change,” Walton says. “We need
all governments and political
parties to provide leadership
and drive new and sustained
investment in the engineering
workforce.”
Australia’s workforce is ageing
and many engineers have
retired or are retiring. Those
left behind took up more
rewarding professions during
the resources boom. Now they’re
leaving because there are fewer
opportunities across the board.
Perhaps not surprisingly, the
graduation rate for new engineers
has been static for some time.
According to Walton, dropout
rates are high and increasingly
fewer secondary students are
completing the required maths
and science. Many no longer see
engineering as a profession with
rewarding career prospects.
Compounding this are the
post-boom cost pressures on
industry. Employers are less likely
to offer employment to graduates
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(NOT) LOST IN TRANSLATION
Qualified language training is critical to ensuring the continued supply of
skilled workers, writes Allan Jones
T
hough relatively small in
number, the interpreting
and translating
workforce in WA provides
critical services that support
individuals, communities and
businesses. However, concern
exists in industry regarding
the unavailability of nationally
recognised qualifications in the
state. Needing to be responsive
to changing, language-specific
demand and providing services
in a range of often complex
contexts, training is considered
critical for ensuring ongoing
supply of skilled workers.
Demand for language services
is driven by West Australians who
do not speak English well, or at
all. Based on previous census
data, this population grew by a
staggering 34 per cent in the five
years to 2011, with all indications
that growth has continued in the
subsequent five years. The result
is over 50,000 West Australians
who are reliant on language
services to access government
and other crucial services to
settle and integrate into the
wider community.
At the behest of industry,
a Translating and Interpreting
Taskforce was established in
2014. Chaired by the Financial,
Administrative and Professional
Services Training Council
(FAPSTC), members included the
WA professional body WAITI, the
national accrediting body NAATI,
employers, Central Institute of
Technology, the EUPA and CSHE
Training Councils and the Office
of Multicultural Interests (OMI). A
comprehensive workforce survey,
developed by OMI received
almost 200 responses, making it
THE COMBINED EFFORTS
OF THE TASKFORCE WILL
PROVE CRUCIAL TO ENSURING
THE INDUSTRY IS ABLE TO
RESPOND TO DEMAND
the largest survey of this industry
in WA undertaken to date.
Analysis by FAPSTC provides
a clear snapshot of a highly
feminised (74 per cent) and
aged (53 per cent over 55 years)
workforce that is employed
almost exclusively on a casual
basis, working less than 20
hours and earning less than
$500 per week. The workforce
is, unsurprisingly, dominated
by migrant workers, with
respondents providing services
in almost 50 languages. Although
desire for training was high,
a number of barriers were
identified, chief among them
the lack of local training and
the significant cost of training,
which is at Diploma or Advanced
Diploma level at a minimum.
The taskforce report provides
not only a detailed summary
of the growing cultural and
linguistic diversity of the WA
population, but a detailed set of
recommendations and a proposed
model to re-establish training in
the state. With Central Institute
of Technology taking the lead in
providing a short, introductory
course, work is now ongoing
by the FAPSTC and taskforce
members to leverage government
processes and to begin to
develop projects and strategies
to provide the WA workforce with
readily accessible, affordable
industry training.
This project has provided
a solid body of evidence to
support decisions, planning and
implementation of strategies to
address not only training, but also
strategic workforce issues. The
combined efforts of the taskforce
will prove crucial to ensuring
the industry is able to respond
to ever-changing and increasing,
language-specific demand with
high quality services.
FAPSTC continues to work
closely with the industry,
while moving forward with
projects supporting the
security industry, business and
finance industries, training and
occupational awareness.
Allan Jones is CEO of FAPTSC,
which won the Community
Organisation Award for
Outstanding Contribution to
Multiculturalism at the
2016 WA Multicultural
Recognition Awards. ¢
EDUCATION NATION
Post resources boom, it’s time to invest in people again, writes Federal
Vocational Education and Skills Minister Senator Scott Ryan
A
ustralia’s greatest
resource in the
21st century is its
skilled workforce.
Vocational education and
training is essential to the future
of our nation. What we forget
when we talk about our resource
blessings is that it’s our human
capital, our skilled workforce, that
makes the difference between it
staying in the ground and making
it to the market.
Australia’s greatest resource in
the 21st century is not iron ore,
sheep or gold. It is our people. No
matter the sector or the service,
our people are our strongest
asset and ensuring the greatest
possible opportunity is our path
to prosperity.
With a highly trained workforce,
we can keep up with the demands
placed on us in a globalised
world. We will also have the
capability to build an economy
open to innovation and open
to seizing new markets and
opportunities.
In WA, there are close to 44,000
apprentices and trainees and
more than 370,000 people are
engaged in vocational education
and training (VET). Those 370,000
people will be the fitters and
turners, IT workers, bookkeepers
and childcare workers who will
ensure WA thrives, employers
have access to skilled staff and
people can access the services
they need.
Since being sworn in
as Minister for Vocational
Education and Skills in February,
I have focused my efforts on
understanding the opportunities
and challenges currently facing
VET in Australia. I have spoken to
many people passionate about
VET and the opportunities it
provides – including TAFEs and
private VET providers, industry
and government. All are united
on one point: skills and training
is of vital importance to
Australia’s future.
My key areas of focus at the
moment are addressing the
problems in and improving
the integrity of VET FEE-HELP,
which was introduced in 2012.
This scheme provides incomecontingent loans to VET students,
much like the old HECS scheme
for universities. However, the
program introduced by the former
Labor government was uncapped
and had insufficient student
protections in place. The original
scheme opened the floodgates
to shonky training providers
and predatory brokers to take
advantage of the system.
Since coming to
office, the Coalition
Government has
taken a methodical
approach to restoring
confidence in the
sector. We have
already taken
more than a dozen
measures to crack down on those
acting unethically.
I am currently also undertaking
a series of national consultations,
commencing in Perth in early
April, that will underpin my
thinking in redesigning and
rebuilding VET FEE-HELP to better
protect the interests of students
and taxpayers.
As Minister, and having had
portfolio responsibility for small
business prior to the Coalition
coming to office, I am committed
to better communicating the
advantages of vocational training
to small business owners, to
other employers, to industry
groups, to parents and to people
looking for an opportunity to
advance themselves.
As Australia moves towards an
innovative and diverse economic
future, vocational education will
remain essential to ensuring
the ability and agility of our
workforce.
Senator Scott Ryan is the Federal
Minister for Vocational Education
and Skills. ¢
NO MATTER THE SECTOR OR
THE SERVICE, OUR PEOPLE
ARE OUR STRONGEST ASSET
OPPORTUNITY
KNOCKS
WA businesses are helping at-risk
young people turn their lives around
through school-based traineeships
R
GABRIELLE CAMPION
Journalist
hys commenced
an Aboriginal
School-based
Traineeship (ASBT) in Engineering
with Lotus Engineering in
February 2014 and was later
placed with CSBP Kwinana.
Rhys completed his schoolbased traineeship, graduated
year 12 and was offered an
apprenticeship this year. He’s
currently employed with CSBP
as an apprentice.
SMYL representative
Ashley Garlett says Rhys is
one of hundreds of students that
school-based traineeships help
every year to stay in education
and gain employment.
“Without ASBTs, students
would find it much more difficult
THEY ENTER A
DIFFERENT WORLD
WHERE THEY ARE
TREATED MORE
LIKE ADULTS
AND ARE GIVEN
RESPONSIBILITY
to enter the working world when
they leave school,” Garlett says.
“ASBTs offer students who
are at risk of disengaging
from mainstream schooling an
opportunity to become qualified
in a Certificate II across a range
of industries.
“It also provides a pathway
to year 12 completion, further
education and training or
employment – outcomes that may
not have been possible without
the ASBT program.”
SMYL works with 168 schools
to identify eligible students and
match them with businesses
around WA. Garlett says more
than 350 school-based trainees
have commenced in 2016 – a
number he believes will only
increase as the year goes on.
SMYL engages with students,
their mentors, businesses
and schools to ensure the
students get the most from their
placements and are supported
throughout their traineeships.
“School-based trainees
are mentored and monitored
throughout the course of the
program by qualified staff,”
Garlett says.
“Students are seen monthly
in the workplace, on training
days and at school events as well
as at school or at home should
issues arise.
“Trainees are eligible for
cultural support from a senior
aboriginal officer and field officers
with the same language group,
which increases retention both at
school and in the workplace.
“Mentors will coach trainees
in dealing with training and
workplace issues and develop
career plans for them.”
In Garlett’s experience,
school-based traineeships don’t
just benefit the students but
also future employers because
students learn workplace skills
they wouldn’t gain otherwise.
“When they enter into a
traineeship, they enter a different
world where they are treated
more like adults and are given
responsibility that they do not get
as a student,” Garlett says.
“They learn skills relevant
to their chosen occupation
and have the chance to work
with big companies across the
metropolitan area – and if things
go well the company could
become their employer.”
SMYL and CCI work closely
together to engage SMYL’s
Aboriginal school-based trainees
and support them in their
transition from school to work.
Employers interested in helping
host a SMYL trainee or finding
out more about the program can
phone (08) 9430 4921. ¢
WINNERS
WINNERS ARE GRINNERS
CCI congratulates its winning Members on their outstanding achievements
Business News 40under40 –
First Amongst Equals
Office of Multicultural Interests
– Multicultural Awards
Blackburne Property Group
Private Sector Award for Outstanding
Contribution to Multiculturalism
Owner and Managing Director of Blackburne Property Group Paul
Blackburne has been named as ‘First Amongst Equals’ of WA Business
News’ 40under40 Awards.
The 40under40 Awards celebrate those under the age of 40 who
have inspired and demonstrated entrepreneurship and commercial
drive within their chosen field, balanced with philanthropic pursuits
and commitment to the welfare of WA.
Since forming in 2003, Blackburne Property Group has established
itself as a fully integrated property developer, providing services
from strata management and finance broking through to investor
education. In the last four years Blackburne has successfully
developed more than 700 apartments and over 5,500 square metres
of commercial space.
Blackburne says the award – which he describes as “the most
prestigious of its kind for under 40-year-olds in WA” – doesn’t just
recognise the business’ achievements but also the community work
they do. Blackburne is on the board of Cambodian Children’s Fund
(CCF) and is a founder and the primary funder of the new Child
Protection Unit (CPU) in Cambodia.
“It’s recognition of the many years of hard work by hundreds of
people both within Blackburne and the charity work by the team in
Cambodia,” Blackburne says.
“Awards like this have great profile and provide a platform to grow
our business and charity work.”
Blackburne was also the 2014 Ernst & Young Entrepreneur of the
Year Finalist and won the REIWA Grand Master Award four times.
Blackburne also won the Medium-sized Business Award, which was
proudly sponsored by CCI.
If you have a winning story you’d like to share, email
Fortis Consulting was announced as the 2016 Winner of OMI Private
Sector Award for Outstanding Contribution to Multiculturalism. The
award acknowledges Fortis’s significant body of work and proven
successes in multiculturalism including:
Making real, innovative and lasting positive change for complex
organisations with culturally and linguistically diverse staff,
clients and communities
Living and breathing cultural diversity through its own
employment and work practices
Having a passion for the vitality and measurable financial
results that come from effective cultural diversity programs in
workplaces, communities and organisations
Developing innovative resources and tools focused on helping
organisations achieve diversity for performance
Fortis Consulting prides itself on the close relationships it has
formed and the dramatic results achieved throughout the delivery
of its various diversity programs. Fortis Director of Education and
Training Mary Gurgone accepted the award on behalf of Fortis
Consulting and says the company is delighted to be recognised as
leaders in the area of multiculturism, especially when compared to
much larger organisations.
“Our deepest thanks goes to those people, both our staff and our
clients, that lead us to deliver such quality outcomes,” Gurgone says.
“We look forward to continuing this legacy of positive change well
into the future.”
editor@cciwa.com
FIVE
TOP FIVE
EXCITING
ACCELERATORS
THEY HAVE
RECRUITED
A NETWORK
OF MENTORS
FROM ALL
ACROSS
AUSTRALIA
1
2
3
4
5
RIIT Unearthed
The Unearthed Accelerator
is a six-month program
that gives start-ups access
to industry mentors,
one-on-one sessions with
business experts and
access to seed funding in
exchange for a percentage
of company equity.
In 2014, Justin Strharsky,
Zane Prickett and Paul
Lucey founded the not-forprofit Resources Innovation
through Information
Technology (RIIT) in 2014
which aims to create a
sustainable technology
innovation ecosystem
to empower the local
resources sector from this
Unearthed was born.
In two years, six
Unearthed 54-hour
long hackathon events
have been held in Perth,
Brisbane, Sydney and
Melbourne to solve
problems and achieve
real outcomes for the
resources industry.
Spacecubed
Spacecubed is a social
enterprise designed
to support WA’s
entrepreneurs – a
projected 20,000 of
them by 2025. The
brainchild of Brodie
McCulloch, Spacecubed
was hatched in 2012
to create a commercial
rental arrangement
on a small scale to
allow entrepreneurs,
predominately techfocussed, to rent a desk or
space for months, a year
or longer. Now boasting
650 members, the
organisation’s collaborative
spaces, entrepreneurial
hubs, programs and events
are all about “moving
people from ideas to
action”. The Spacecubed
Intensify Scholarship
provides support for
selected entrepreneurs
in the early stages of idea
development to move their
idea forward.
KPMG Energise
KPMG’s accelerator is a
three-month intensive
program for start-ups in
the energy and natural
resources (ENR) industry
to promote innovation
and collaboration across
the sector. Participating
start-ups connect with
mentors from some of
Australia’s leading ENR
companies.
The program helps
industry identify major
operational problems
and supports both large
companies and these
companies and Australia’s
leading technology
start-ups by helping
identify major operational
problems and then giving
Australia’s best and
brightest ENR tech
start-ups the opportunity
to present their solutions.
Participants have
access to mentorship and
advisory services at no
cost or equity.
Vocus Upstart (previously
Amcom Upstart)
Vocus Upstart is a
three-month program of
intensive mentorship that
provides $40,000
funding in return for an
eight per cent equity stake
in each tech start-up.
Participants work from
Spacecubed and have
access to the Spacecubed
network.
Vocus Upstart Managing
Director Robert Nathan
described the program
as “a mentor-driven
accelerator program”. He
said they have recruited
a network of mentors
from all across Australia,
including successful
entrepreneurs who’ve
built and sold companies,
and angel investors.
To be considered,
start-ups need to solve
a customer problem
or satisfy a real need
with their software
prototype.
RAC Seedspark
RAC SeedSpark is a
start-up accelerator
program that provides
funding and support to
create a mobile app to
help create a better WA.
In 2015, participants
worked on their ideas for
two months and three
start-ups were selected to
receive $20,000 in seed
funding and participate
in the 2016 accelerator
program in November
2015. All participants have
access to RAC mentors and
start-up experts to help
develop their applications.
Successful 2016
start-ups include an
online marketplace where
parents can discover, book
and pay for after-school
activities, a mobile app
that helps users plan and
share their travels, and an
online disability directory
that helps families find
quality service providers.
HELLO GOODBYE
HELLO
IT’S GOODBYE FOR ANOTHER EDITION AND
TO SOME OF CCI’S NEWEST MEMBERS.
International Maritime
Consultants
W.M. (Bill) Hicks
Commercial Manager
We are consulting naval architects and
marine engineers specialising in new
building design, vessel conversions,
naval architecture, offshore engineering
and vessel acquisition management.
T +61 (0)8 9335 1991
E commercial@imcau.com.au
Rockypest
Leeuwin Ocean
Adventure Foundation
Robert Luckens
Director
Our services include domestic,
comerercial, industrial, pest and
hygeine control. We manage rodents,
termites (white ants), cockroaches,
spiders, silverfish, ants, millipedes.
T (08) 9592 2566
Anne-Marie Archer
CEO
The Foundation is an award-winning
provider of personal development
and leadership programs that provide
key life skills for young people
aged 14-25.
T (08) 9430 4105
E admin@rockypest.com.au
E ceo@sailleeuwin.com
W www.rockypest.com.au
W www.imcau.com.au
W www.sailleeuwin.com
E-Sense Cafe
K Care Health
Equipment
Maria Ferreira
Manager
We provide healthy, nutritional hot
and cold meals, freshly squeezed
jucies and great coffee.
T (08) 9325 1349
E m.ferreira1@optusnet.com.au
WE JOINED CCI
TO SUPPORT
SMALL BUSINESS
AND GAIN MORE
EXPOSURE
Greg Pearson
General Manager
An Australian-owned and operated
manufacturer of a broad range of
products distributed to hospitals,
aged care, rehabilitation and
veterinary clinics.
T (08) 9248 4444
E gpearson@kcare.com.au
W www.kcare.com.au
West Coast
Spring Water
Western Fresh
Produce Pty Ltd
Matt Elliott
Export manager
Paul Lill
Owner/Director
A WA-owned and operated business
producing bottled spring water.
Personalised service and supply of
market-fresh fruit and vegetables
state wide.
T (08) 9308 9400
E matt@aussienatural.net.au
W www.aussienatural.net.au
T (08) 9455 7794
E paul@westernfreshproduce.com.au
To find out how you can advertise your business in Business Pulse:
WE WOULD
LIKE TO EXPAND
EXPORT MARKETS
WITH THE
SUPPORT OF CCI
(08) 9365 7544
advertising@cciwa.com
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Having invested in state of the art printing technology as
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For a quote or more information contact
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