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  • 16-Apr-2019 14:56 | Tracy Dawson (Administrator)

    By William Buck Director of Tax Services Jack Qi and Manager Alex Zinzopoulos

    Overview

    Employee share schemes have been around for some time now but have become more prevalent of late in Australia, especially with the introduction of the “startup concessions” and other improvements from 1 July 2015. The tax implications of issuing ESS interests are complex and a detailed analysis of these tax issues is outside the scope of this article. Rather, this article aims to:

    - Provide examples of common employee share schemes;

    - Provide practical tips when dealing with these schemes; and

    - Discuss, at a high level, how the ESS provisions interact with some of the other tax provisions.

    Why use an employee share scheme

    As a starting point, an employee share scheme is an arrangement whereby an employee or a party related to the employee is provided shares or other equity interests in a company in respect of their employment. These arrangements can be an effective tool for the employer to:

    - Attract talent;

    - Retain and incentivise key staff;

    - Align the interests of employees and the business;

    - Provide flexible remuneration packages; and

    - Encourage increased productivity.

    A recent study by the Department of Innovation found that compared with their non-ESS counterparts, companies which implemented employee share schemes had lower employee churn, higher sales, higher value added, higher labour productivity and higher value-added growth.1 Evidently, when set up correctly, an employee share scheme can be mutually beneficial to the employer and employee.

    Why is tax relevant?

    Division 83A is the starting point for identifying the tax implications of employee share schemes. The general principle of this division (subject to various adjustments) is that the employee is taxed (at their individual marginal tax rates) on any discount to market value received on ESS interests.

    Depending on which provisions of Division 83A apply (i.e. taxed upfront, tax deferred or the startup concessions), the “taxing point” of the ESS interests is one key consideration employers and employees should be aware of. Although unintended, issuing ESS interests could impose a cash flow burden on employees as the tax liability could arise on issue of the interests, leaving the employee unable to fund the liability due to the generally illiquid nature of unlisted company shares.

    This is but one example highlighting the importance of finding the right balance between the commercial and tax attributes of the scheme.

    Common scenarios

    Over the years, employee share schemes have taken many forms. The table below summarises some of the more common types of employee share schemes and similar remuneration packages we have seen in practice, along with the key tax issues to consider.

    As previously stated, it is important to find the right balance between the ideal commercial parameters and tax attributes of the scheme. Commercially, there can be a natural tension or trade-off between “what’s best” for all parties. Finding the “sweet spot” can be difficult. However, if the right balance is found, the employee share scheme can be beneficial to all parties – the employees, the business and ultimately the business owners.

    Plan Type  General attributes and tax issues
    Shares

    - Employees become shareholders, which can maximise alignment and encourage long-term commitment

    - Possible shareholder management issues

    - Generally more difficult than options to obtain tax deferral 


    Options

    - A right to acquire shares in the future

    - Generally better prospects of deferred taxation than shares

    - Employee perception of having no present dividend or voting rights


    Limited Recourse Loans

    - Employee acquires shares at market value, and is protected from the downside risk if the value of the shares falls below the loan balance (i.e. there cannot be any downside to employee)

    - Replicate the economic substance of an option (i.e. employees participate on future upside in capital value)

    - Provides actual share ownership

    - Possible shareholder management issues

    - Division 7A issues if loans are provided to existing shareholders

    - FBT issues if shares held by associates of employees, as “otherwise deductible rule” does not extend to associates 


    Flowering Shares

    - Shares initially have minimal rights but subsequently “flower” with more rights

    - Flexible

    - Potential for deferred taxation

    - Valuation should be obtained, which can be complex and costly

    - Navigating the anti-avoidance provisions can be complex (Direct Value Shifting, Part IVA, Section 45B) 


    Indeterminate Rights

    - A right to receive an unspecified number of shares or options; or a right to receive either shares/options or cash

    - If settled in equity, need to go back and amend tax return for year of issue once number of shares/options is known

    - If settled in cash, ordinary PAYG provisions apply 


    Phantom Shares

    - A right to receive a cash payment, calculated by reference to the value of the company shares at some future point in time (i.e. effectively a bonus scheme)

    - Simple to administer as no equity is issued

    - Marginal tax rates apply on entire amount (i.e. no CGT discount or other concessions available)

    - Superannuation obligations generally arise to employer on bonus payments

    - Potentially large contingent liability for accounting purposes


    Employee Share Trusts

    - A trust whose sole activity is to provide ESS interests to employees of a company

    - Generally more suited for listed companies as they can set aside a pool of unallocated shares and navigate strict trading windows

    - Company may be entitled to a tax deduction for contributions made to the trust

    - Need to navigate complex deductibility and CGT issues

    - Set up and ongoing administration are complex 



    Practical issues and other considerations

    Implementing an employee share scheme is generally a three-way conversation between the company board, the tax advisor and the lawyer:

    - Company communicates its ideal commercial parameters (e.g. vesting conditions, exercise/acquisition price, exercise window, disposal restrictions, good and bad leaver provisions, tag along and drag along rights, rights to voting, dividends and capital);

    - Tax advisor structures the scheme having regard to commercial and tax considerations, and reviews legal documents; and

    - Lawyer prepares the legal documents (usually the Plan Rules, Offer Letter and accession to Shareholders Agreement) and advises on any Corporations Act disclosures and reporting obligations.

    The above roles are not fixed or done in a particular order. Rather, this is a fluid conversation between all parties.

    Finally, there are various other issues that require consideration before implementing an employee share scheme. A detailed analysis of these issues is outside the scope of this article, but some of these are summarised below:

    - Choosing an appropriate valuation methodology (e.g. professional valuation, ATO tabular method, recent capital raise, Black-Scholes model, net tangible assets calculation);

    - Annual reporting requirements for the employer (i.e. ESS statements must be provided to employees by 14 July and to the ATO by 14 August);

    - Payroll tax reporting requirements (ESS interests are generally considered “taxable wages”);

    - Workers compensation reporting requirements (ESS interests may be considered “wages”);

    - Accounting for the scheme, especially if preparing General Purpose Financial Statements; and

    - Corporations Act reporting and disclosure obligations.

    Conclusion

    Employee share schemes require time and effort to plan and implement, and often tax attributes are a key determinant of the success or failure of the scheme. If set up correctly, an employee share scheme provides a compelling argument for a fast-growing company.

    To find out more contact Tax Services Director Jack Qi and Manager Alex Zinzopoulos


  • 16-Apr-2019 14:43 | Tracy Dawson (Administrator)

    The Department of Planning and Environment is currently in the process of reforming framework for Short-Term Rental Accommodation (STRA).

    The proposed changes were in response to the ever growing holiday rental market and the perceived inadequacy of regulations, which currently comprised of a voluntary code of conduct first adopted in 2012 and are mostly left in the hands of local governments. As a result, the planning regulations concerning STRA vary from councils to councils.

    With growth in the industry outpacing policy changes, owner’s corporations were forced to use strata laws to manage STRA impacts and locally derived planning controls. Due to the difficulty surrounding the permissibility of uses, concerns have been raised by local communities as a result of noise, parking and housing availability.

    The reforms provided in the Fair Trading Act 1987 (NSW) and Strata Schemes Management Act 2015 (NSW) introduced:

    1. a code of conduct for the short-term rental accommodation industry;

    2. a registration system of premises used for short-term rental accommodation; and

    3. reforms to strata management powers to allow for prohibition of certain lots to be used for short-term rental accommodation.

    Planning Law Considerations

    Proposed Changes

    A notable feature of the proposed change is making all STRAs where the host is present a type of Exempt development, removing the need for development consent.

    For STRAs located within the greater Sydney regions without the host present, the proposal is to allow the dwelling to be used as STRA for up to 180 days without the need for development consent. The proposal also seeks to categorise STRA located on bush fire prone land Complying Development.

    STRA is also proposed to be defined as follow:

    “commercial use of an existing dwelling, either wholly or partially, for the purposes of short –term accommodation, but does not include tourist and visitor accommodation”

    The newly defined STRA, defines land use will be permitted in all zones where dwellings are permissible and to be permissible in secondary dwellings. It is proposed that some form of residential accommodation, such as boarding houses, seniors housing and group homes, will be excluded from STRA use to ensure they continue to meet their intended purpose.

    Conclusion

    The exhibition period has closed now for the planned proposals with some communities having a mixed response to the proposals, with more recently the state government providing an exemption to the Byron Shire Council. The Planning Minister Anthony Roberts has promised he would grant a 90-day annual limit on short term letting of empty properties in the area, despite the cap being 180 days in parts of NSW. (See: Lisa Visentin (2019), ‘Byron Shire given 'special exemption' to Airbnb restrictions as Nationals fight to win Ballina’, SMH, 11 February www.smh.com.au/politics/nsw/byron-shire-given-special-exemption-to-airbnb-restrictions-as-nationals-fight-to-win-ballina-20190211-p50x2d.html)


  • 16-Apr-2019 14:09 | Tracy Dawson (Administrator)

    ‘Beyond compliance’ is a series of topics relating to conduct issues including bullying, discrimination and sexual harassment, and the ramifications of failing to address or inadequately addressing these.

    The session will include relevant case studies to give participants insight and understanding of the outcomes and consequences of these issues. This will range from legal liability for organisations, personal culpability for individuals, PR nightmares and cultural considerations.

    The experienced workplace law presenters will provide practical guidance to participants on what to do when an incident is uncovered or a complaint is received. This includes how to promptly and impartially manage an investigation process and effectively resolve complaints to minimise escalation to courts, tribunals and media outlets.

    The session will consider the benefits of values-based leadership and embracing diversity and inclusion to achieve transformational cultural change.

    Event details

    Sydney  Parramatta 
    Date: Wednesday 1 May 2019 Date: Wednesday 8 May 2019
    Time: 5.00pm - 6.30pm   Time: 7.30am - 9.00am 

    Venue:  Hall & Wilcox, Level 9, 60 Castlereagh Street, Sydney 

    Venue: Parkroyal Parramatta, 30 Phillip Street, Parramatta  


    This event is part of a national series. View other locations around Australia.  

    Click here to book your seat or contact: 

    Sarah Porter

    Events Advisor

    T: 02 8267 3815

    E: events@hallandwilcox.com.au



  • 16-Apr-2019 13:22 | Tracy Dawson (Administrator)

    By William Buck Director of Tax Services Jack Qi and Manager Alex Zinzopoulos

    ‘Go-global’ is one of the most oft-repeated mantras in the Australian tech sector – and for good reason. To realise the true potential of a startup or scaleup tech company, going global is practically expected by its stakeholders.

    When a company wishes to launch its go-global strategy, one of the most topical issues is the concept of a “flip-up”. Whilst this is a commonly-discussed concept, myths and misconceptions abound.

    What is a flip-up?

    Put simply, a flip-up involves interposing a company (“HoldCo”) between the original company and its shareholders. HoldCo would be incorporated in the foreign jurisdiction of choice, be it the U.S., U.K., Singapore, China, Hong Kong or some other jurisdiction. Usually, but not necessarily, HoldCo is a newly incorporated shell company.

    Legally speaking, the shareholders are exchanging their shares in the original company for shares in HoldCo, which will become the 100 per cent parent of the original company. The original shareholders still maintain an interest in the original company, although now the interest is an indirect one.

    After the flip-up, it can be said that the business’s head company is now located overseas.

    Pros of a flip-up

    Generally, a flip-up is an integral part of the go-global strategy of a startup/scaleup by potentially providing the following benefits:

    - Access to a broader pool of overseas investors, who may be more willing to invest in a company in their own jurisdiction as opposed to a foreign one;

    - By having its headquarters in the jurisdiction of choice, it can relocate some or all of its senior management there to more effectively drive overseas expansion; and

    - Access to overseas markets and employees (although the same can be achieved by merely establishing a subsidiary company in that country – see below).

    Cons of a flip-up

    However, a flip-up is not the answer for every company:

    - A flip-up is a ‘hard egg to unscramble’, meaning that once completed, it is generally difficult to unwind due to complex tax hurdles and the usual commercial and legal difficulties associated with changing the business headquarters yet again;

    - With a flip-up comes the complexity of having an international structure – as shown in figure one – with higher compliance obligations but also costs. This will result in needing to find and appoint lawyers, accountants, advisors and other good trusted people in the new jurisdiction to navigate the business through new commercial and cultural intricacies; a

    - If the company reaches profitability (before it is acquired, of course!) and wishes to pay a dividend, such dividends from the foreign HoldCo to its Australian shareholders will not have franking credits attached, which would ultimately increase the overall tax rate on profits from the business for Australian shareholders.


    Our advice to startups and scaleups we work with is that “commerciality and timing is key”. Flipping up too early increases the risk of making the wrong call as to whether the chosen overseas destination is in fact the right one, or whether the prospective overseas investor is actually serious about investing. Leaving it till too late could mean missed equity funding and market opportunities

    Ultimately, there must be strong commercial reasons for doing business overseas – tax is rarely a critical driver. Due to the complexity, a company should only do a flip-up once it’s sure that it has carefully considered all relevant issues and sought the appropriate advice.

    Alternatives to a flip-up

    If the stated purpose of a flip-up is to attract overseas investors, a question that should be asked is whether the investor can be persuaded to simply invest in the existing Australian company. Where the main driving force is to access overseas markets, the same benefits may be accessed via establishing an overseas subsidiary company, which involves significantly lower cost and complexity.

    Does a flip-up allow a tax-free exit for shareholders?

    This is one of the most common misconceptions – people often mistakenly believe that just because they own shares in a company based overseas, they no longer need to pay Australian tax in the event of a successful sale or exit. In reality, a flip-up is unlikely to change the general starting position for most Australian resident taxpayers that a disposal of their investment will likely attract Australian income tax consequences. As always, personalised tax advice should be sought prior to any material transaction.

    Other considerations

    By becoming a cross-border business you will now need to consider a range of additional financial and tax issues, including but not limited to:

    - Location of current and future IP, including how this affects the Australian R&D tax incentive;

    - Impact on existing employee share schemes – how to unwind and replace existing schemes tax-effectively whilst maintaining alignment between company and employee interests;

    - Impact on convertible notes and other debt financing;

    - Double tax agreements;

    - Foreign taxes and potentially complex disclosure requirements in foreign jurisdictions (e.g. U.S.);

    - Profit repatriation strategies;

    - Transfer pricing/intragroup transactions;

    - Tax residency of companies in the group and their executives;

    - Thin capitalisation rules;

    - Accounting implications – how to correctly reflect the flip-up in the financial statements of the new holding company; and

    - Protection of Australians who become Directors of the foreign company.

    Getting it done – the process of doing a flip-up

    Once the relevant considerations have been undertaken and a startup or scaleup is leaning towards pressing the “Go” button, it is time to seek the appropriate advice.

    In a flip-up, the shareholders of the original company are exchanging their shares for shares in HoldCo, which will become the 100% parent of the original company. A flip-up is a project whose commercial, legal and importantly, tax issues must be managed effectively. Generally speaking for an Australian company, the Capital Gains Tax implications for its Australian shareholders will need to be mitigated by accessing the appropriate tax rollover, which, if available, could defer the CGT consequences arising as a result of them disposing of their interest in the original company. Such tax rollovers have specific eligibility requirements, thereby necessitating an experienced tax advisor to drive many of the restructure steps. In addition, an experienced legal team needs to be appointed in both Australia and overseas.

    If you have any questions on how to go-global with a flip-up, or if you are wondering if a flip-up is right for your company, contact one of our experienced advisors.

    To find out more contact: Tax Services Director Jack Qi and Manager Alex Zinzopoulos


  • 16-Apr-2019 10:12 | Tracy Dawson (Administrator)

    In almost every scenario in business and in life getting it 95% right is brilliant.

    There are two situations, however, where 95% isn’t good enough.

    One of them makes sense. It’s those critical life moments where people in emergency services have to get it completely right because what they do genuinely determines a life or death outcome.

    The second situation doesn’t make sense. It is harsh and unfair …… but it happens.

    Leaders and managers are not judged on the 95% of the time when they get it right, they are judged on the 5% when, under pressure, they are LESS than their best.

    5% Moments are the Ones People Remember

    As leaders and managers we know we are not perfect.

    We know there are times when we say things that we later regret. We often wish we could ‘rewind the clock’ and say it better the second time around.

    However, we often excuse our behaviour, we justify it by telling ourselves ‘that person is just so frustrating’, ‘they were way out of line’, ‘that client is impossible’, ‘I just can’t help it, she winds me up, it‘s the way I am’, ‘I’m usually okay with this but the pressure is just ridiculous.’

    We tend to judge ourselves based on our intention. We say, or at least think, ‘Look, I meant the right thing. I know it didn’t come out in the best way, but my heart was in the right place.’

    Unfortunately, the person you spoke to and the others who heard you don’t judge you on your intention. They judge you on the impact you had, which will be strong and negative.

    We judge our leadership based on the 95% of time we perform well. Others judge your leadership on the 5% moments, on how you reacted or responded in the difficult, high pressure, high stake occasions.

    When you fail to get it right in these situations your team, your colleagues and your customers are likely to say something like ‘Truthfully I don’t rate her that highly as a leader. I mean she’s great when everything is going well, but when the pressure really goes, well she sometimes loses it.’

    5% Moments Impact Your Entire Team, and its Performance

    David Maxfield and Justin Hale (HBR, December 2018) researched the impact a leader’s style had on their team, specifically the leader’s style when under pressure.

    More than 1300 people took part in the research, and the findings were:

    • 45% of leaders are ‘upset and emotional’ rather than ‘calm and in control’ when under pressure
    • 53% of leaders become more closeminded and controlling under pressure
    • 37% avoid or sidestep the issue rather than speaking unambiguously

    One in three leaders were seen by their direct reports as someone who can’t engage in a conversation when the stakes get high. And when leaders fail to have effective conversations under stress, their team members are more likely to shut down and stop participating. They are less likely to go above and beyond in their responsibilities and more likely to feel frustrated and angry. They are more likely to complain and even to leave.

    How to Handle 5% Moments

    There will be times when you are under pressure, there will be times when you feel stressed or frustrated – that’s completely normal.

    What you need to focus on is how you behave when these situations arise. How you stay in control of your emotions and gain an outcome, not just have an outburst and then make excuses.

    Know yourself well enough to know when your emotions are taking over. Take a pause and ask yourself two critical questions ‘What’s the outcome I want in this situation?’ and ‘What’s the best way to get this outcome with this person?’. When you have answered these two questions, you are then ready to engage in the conversation.

    Be mindful that you need to consider not only your words but the way you say them, this means being aware of your tone and your body language.

    Knowing that you are judged on these few moments (unfair as this is!) I hope will challenge and inspire you to be your best self in the difficult moments. Conceptually this is easy, in practice it can be challenging, but the consequences of getting it right are undoubtedly worth it – you will shine as a leader.

    Equally the consequences of ignoring the significance of your behaviour in 5% moments are severe – your reputation with your team and the way they perform will both suffer.

    Plan your specific strategy to manage your emotions and therefore react appropriately in the 5% moments. Then put this plan into practice!

    You can fast-track being in control by joining our international GREENLINE program. In this one-day practical program, you will learn about the neuroscience that helps you to understand and manage emotions, allowing you to have the conversations needed to get people and difficult situations back on track.

    For WSBC members there is the special option to participate in the fully funded, nationally accredited GREENLINE program.

    Check out the program on our website or call Ramsina McCully on 1300 085 248.


  • 15-Apr-2019 14:51 | Tracy Dawson (Administrator)

    Spoil Mum this Mother's Day at TABLE 30 Restaurant with a delicious breakfast buffet filled with a range of hot and cold dishes, and made-to-order omelettes. Or treat her to a seafood buffet lunch and she'll enjoy a complimentary glass of French sparkling wine on arrival.

    For reservations and enquiries, please speak with a member of the Parkroyal Parramatta team on 02 9685 0377 or email dining.prsyp@parkroyalhotels.com.

    Buffet Breakfast

    • From 7:00am to 10:30am
    • AUD32 per adult
    • AUD16 per child (five to 12 years of age)

    Seafood Buffet Lunch

    • From 12:30pm to 3:00pm
    • AUD69 per adult
    • AUD39 per child (five to 12 years of age)
    • All Mums will receive a complimentary glass of French sparkling wine on arrival

    Click here for more information or to book. 


    Terms and conditions

    • Offer is available Sunday, 12 May 2019 at TABLE 30 Restaurant
    • Complimentary parking, subject to availability.
    • Bookings are essential.
    • Complimentary glass of French sparkling wine only valid for Buffet Lunch.
    • Not valid in conjunction with any other offer.
    • A merchant service fee of 1.1% for Visa, MasterCard and 3% for Diners, Amex and JCB will be applied to all credit card transactions. 


  • 09-Apr-2019 13:44 | Tracy Dawson (Administrator)


    Every 39 seconds, a hack occurs – and SMEs are increasingly vulnerable. Macquarie’s recent Breakfast Briefing shared some important tips on building resilience to fraud.

    As businesses adopt and depend on increasingly advanced digital technology, the risks of doing business evolve. And while larger organisations have strengthened their cybersecurity systems and protocols, smaller firms become more vulnerable – because cyber-criminals know their weak spots make them easier targets.

    Click here to read the full article.


    Macquarie has been providing Business Banking solutions for over 30 years and provides SME clients with tools and strategies to grow and develop their business. You can get regular updates by subscribing to the monthly newsletter, Strictly Business by visiting macquarie.com.au/businessbanking. If you would like to find out more about how Macquarie can support you to take your business further, call Sam McCarthy at our Parramatta office on 0417 518 724 and be connected with one of our banking specialists.

    This information has been prepared by Macquarie Bank Limited ABN 46 008 583 542 AFSL and Australian Credit Licence 237502 (“Macquarie”) for general information purposes only. This information does not constitute advice. Opinions expressed are subject to change without notice. No member of Macquarie accepts any liability whatsoever for any direct, indirect, consequential or other loss arising from any use of this information.


  • 08-Apr-2019 15:29 | Tracy Dawson (Administrator)

    Site investigations for the Parramatta Light Rail project will start on T6 Carlingford Line heavy rail corridor between Camellia and Carlingford from Monday 8 April 2019.

    For more information on works including:

    • When works will take place
    • Why the works are needed
    • Traffic and pedestrian changes
    • What equipment will be used
    • How works will affect you.

    You can read the community notification by clicking here.

    If you would like further information or assistance, please contact us on 1800 139 389 or email ParramattaLightRail@transport.nsw.gov.au

  • 03-Apr-2019 11:08 | Tracy Dawson (Administrator)

    They say the numbers don't lie, so if the volume of bookings for our latest Breakfast Masterclass are a reflection of their value, we’re thrilled to be delivering such invaluable content to our members.

    Our Breakfast Masterclass Series focuses on delivering professional development opportunities for WSBC members in the areas of leadership and digital marketing and it is presented by two of our Platinum Partners: Brilliant Digital and World Class Teams.

    Our first Breakfast Masterclass of 2019 - Creating A Digital Brand Strategy for Business Growth - presented by Deb Croucher was sold out, even after we opened up a second release of tickets.

    So if you missed out, here’s a short video summary of Deb’s presentation.


    Why you need to own your brand message and storytelling

    “The reality of 2019? We don’t GO online…We live online. 

    Your market is looking at you online...this is the biggest business change since the industrial revolution.

    Digital marketing is now the mainstream and eclipses all other forms…but unless you have a solid strategy it’s easy to waste time and cash and get no measured return on investment.

    You can no longer rely on the media giants to make the phone ring. You need to step up and own your brand message and storytelling. And you’ve also got to take ownership of your own platforms, especially your website.

    If we don't attract young blood through and up into our businesses then obviously our business is going to disappear! So grabbing that young market and bringing them through is crucial.

    We need to know what to say to get this younger generation to stop to look and to engage with our brand,” says Deb.

    Creating a Digital Brand Strategy for Business Growth

    Brilliant Digital has helped transform business of many different sizes by helping them to develop their digital brand strategy for business growth.

    But according to Deb, regardless of the size of the business, the formula for success remains the same.

    “The same system works for both small and large organisations and the results are outstanding!”

    Deb then went on to share with participants the proven formula for success Brilliant Digital uses, covering the key steps:

    ● What to say

    ● Where to say it

    ● Brilliant Digital’s Success Formula

    ● What is a Content Framework

    ● How to Measure ROI

    ● Where to Begin working on your brand strategy

    Small businesses have a huge opportunity

    The takeout message from the Masterclass?

    “The playing fields are levelling out. Small businesses have a huge opportunity here to step and own their own brand message and storytelling.

    By following our success formula, you’ll get an outcome. You’ll get a result…and you’ll enjoy sustained brand growth.”

    Book in early for our Breakfast Masterclasses 

    Our second Breakfast Masterclass for 2019, Boosting Your Emotional Intelligence For Workplace Success, has also sold out, but you can join the waitlist here.

    Presented by World Class Teams’ CEO, Diana Tapp, this second Breakfast Masterclass is for business owners and leaders who want to discover practical tools & tips they can implement today to rapidly improve their Emotional Intelligence.

    To find out more about our Breakfast Masterclass Series or other WSBC events, you can subscribe to keep up to date or simply contact us.

  • 20-Mar-2019 15:04 | Tracy Dawson (Administrator)

    For the third year NSW Council of Social Service (NCOSS) will host the Investing for Good Conference (I4G), in partnership with the NSW Office of Social Impact Investment (OSII), on Thursday, 9th May 2019 at Pier One, Sydney.

    NSW is leading the way with social impact investment and we are excited to bring government, not-for-profit organisations, the private sector, business and investors together to further cultivate the ecosystem needed for social investment to reach its full potential.

    I4G 2019 will enhance the capacity, nurture the ecosystem and celebrate the successes of the NSW not for profit, public and private sectors in developing mutually beneficial relationships that create long lasting, positive social impacts.

    Join us as a corporate attendee and develop the necessary partnerships in order for you to engage in social impact investment and contribute to creating strong and thriving communities in NSW.

    Special Offer to WSBC Members: Register now and receive a 20% discount using the code WSBCDiscount. This offer is valid until 12th April 2019.

    NCOSS also invites you to review the Sponsorship Prospectus for the upcoming I4G Conference 2019. This is an exciting event that will contribute to new ways of tackling complex social problems that deliver results and a return on investment. Sponsorship opportunities are limited!

    For more information, Contact: Susie Saba | Business Development Manager | susie@ncoss.org.au | 02 8960 7918 | 0407 780 787


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