VOLUME 7, ISSUE 03 | MAR 2025 MCC GROUP STEERING THE MARITIME INDUSTRY FORWARD Also in this issue MASTER BUILDERS AUSTRALIA • COMLINK AUSTRALIA • ENLIVEN T H E ROGER WEILLER, CEO & MANAGING DIRECTOR
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Mike Luchetta Dylan Tenbrink Contributing Writers Dan Macharia Veronica Enair Director of Production Jared Ali Director of Marketing Nora Saliken Director of Administration Michelle Siewah Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
EDITOR’S NOTES March is best associated with the luck and spring in the step that St Patrick’s brings to many. It also marks the end of the first fiscal quarter of 2025. As we look ahead to business growth across Australia and New Zealand, it is clear that there are good things around the corner for the organizations that were profiled for our March issue. At Business View we can already see some of the plans and business objectives starting to bear fruit for many organizations and thriving businesses across the beautiful Oceania region and with growth on the radar, we covered some exciting business developments for this issue, dissecting the recipe for success. Our editorial team always consider it a privilege to cover exciting developments across all business sectors in the region and we enjoy bringing leading sector-focused features that engage and inform our valued business readership. March’s issue leads you on a journey into the workings of Freedom Pools and Spas and Blue Haven Pools to get a glimpse into new innovations and product offerings that swim past the competition. Creating backyard splendor, both companies are surging ahead. We also caught up with Complink Australia, the Chroma Group and MCC Group to see what is driving their business model and what they are gearing up to accomplish in the months to come. Business View also sat down with Presbyterian Support East Coast, and Kimberly Accommodation to see what March has in store for them. With all our profiles we hope that our valued business leaders learn a little something new about their relevant business sector as well as key developments in other industry sectors that may help drive their business model forward. As we continue to bring you features covering the very best in business developments across the Oceania region, we hope that you continue to have a little spring in your step. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
VOLUME 07, ISSUE 03 55 COTA AUSTRALIA A Future Without Ageism 65 COMLINK AUSTRALIA Changing the Conversation: Aging as an Asset 75 ENLIVEN Leading with Aroha (Love) 13 MASTER BUILDERS AUSTRALIA The Policy Framework: Strengthening Australia’s Built Environment 23 BLUE HAVEN POOLS AND SPAS Ripples of Innovation 33 CHROMA GROUP Masters of Hospitality Transformation 43 FREEDOM POOLS & SPAS Poolside Paradise COVER THE MCC GROUP 2 EDITOR’S NOTES 5 OPENING LINES HEALTHCARE CONSTRUCTION BLUE HAVEN POOLS AND SPAS 23 3 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
99 87 KIMBERLEY ACCOMMODATION GROUP Hospitality and Home 99 THE MCC GROUP Steering the Maritime Industry Forward HOSPITALITY MARITIME SERVICES The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. THE MCC GROUP 4 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
HOUSING PRICES SET TO DOUBLE IN 2032 OLYMPICS’ SUBURBS Source: https://www.news.com.au/, Sophie Foster, First Published on March 26th, 2024 Multiple suburbs are now on a fast track to double in price after confirmation billions will be spent on Olympic venues there, as experts predict those effects will spread. Early projections by Place Advisory had pegged prices to almost double ahead of the event itself for suburbs that have designated Olympic infrastructure spending. The Brisbane 2032 suburb price rises were expected to beat the 79 per cent hike seen in Sydney’s Strathfield in the decade ahead of the 2000 Olympics – especially given prices are already under major strain thanks to the pandemic boom. Place Estate Agents CEO Damian Hackett said key suburbs named in Tuesday’s Olympic announcement were now on a strong growth trajectory for at least a decade. “Billions of dollars are being invested into key Brisbane areas, which is predicted to increase property values and attract longterm growth.” PropTrack records show the 64-hectare Victoria Park, which is set to be the venue of a brand new Olympic Stadium, spans three suburbs – Herston, Kelvin Grove and Spring Hill in Brisbane – where prices having jumped as much as 116.6 per cent since the pandemic, a result notched by units in Spring Hill. Also set to surge are Bowen Hills,Fortitude Valley,Woolloongabba, East Brisbane and Kangaroo Point across Brisbane’s inner city - with others including Tennyson, Boondall, Chandler, Belmont and parts of the Redlands. Several regional areas are also set to see prices lift off increased amenities and infrastructure boosts including parts of the Gold Coast, Cairns, Townsville, Mackay, lower Sunshine Coast like Maroochydore, the Whitsundays, Rockhampton and Maryborough. Advisory firm Urbis director Paul Riga said the level of investment and ‘lifestyle uplift’ alone of living near world-class sporting and entertainment precincts often correlated with increased property values. “We know from other host cities that long-term growth in property values can be linked to the lasting infrastructure improvements made for the Games.” “Property values in Sydney lifted significantly in the seven years prior to the 2000 Olympic Games, increasing 8 per cent per annum across median apartment prices and 7.7 per cent per annum across median house prices,” he said. “The five years following the Sydney Olympics saw the median apartment price grow a further 7.6 per cent per annum, while the median house price grew 12.8 per cent per annum.” High profile property developer Louis Cheung – managing director of Keylin which is set to release its art-deco inspired Oria development opposite Victoria Park next month – said his future residents were in for “front row seats” to the Games now. Mr Cheung said he’d seen the impact of the Olympics on property values first-hand. Opening Lines 5 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
term growth.” PropTrack records show the 64-hectare Victoria Park, which is set to be the venue of a brand new Olympic Stadium, spans three suburbs – Herston, Kelvin Grove and Spring Hill in Brisbane – where prices having jumped as much as 116.6 per cent since the pandemic, a result notched by units in Spring Hill. Also set to surge are Bowen Hills,Fortitude Valley,Woolloongabba, East Brisbane and Kangaroo Point across Brisbane’s inner city - with others including Tennyson, Boondall, Chandler, Belmont and parts of the Redlands. Several regional areas are also set to see prices lift off increased amenities and infrastructure boosts including parts of the Gold Coast, Cairns, Townsville, Mackay, lower Sunshine Coast like Maroochydore, the Whitsundays, Rockhampton and Maryborough. Advisory firm Urbis director Paul Riga said the level of investment and ‘lifestyle uplift’ alone of living near world-class sporting and entertainment precincts often correlated with increased property values. “We know from other host cities that long-term growth in property values can be linked to the lasting infrastructure improvements made for the Games.” “Property values in Sydney lifted significantly in the seven years prior to the 2000 Olympic Games, increasing 8 per cent per annum across median apartment prices and 7.7 per cent per annum across median house prices,” he said. “The five years following the Sydney Olympics saw the median apartment price grow a further 7.6 per cent per annum, while the median house price grew 12.8 per cent per annum.” High profile property developer Louis Cheung – managing director of Keylin which is set to release its art-deco inspired Oria development opposite Victoria Park next month – said his future residents were in for “front row seats” to the Games now. Mr Cheung said he’d seen the impact of the Olympics on property values first-hand. “The hype is one thing, but the benefits are real and lucrative. Sydney’s experience was mirrored in London and Beijing, and it will be the same case for Brisbane.” “We’ve always known Spring Hill was an incredible location, and I’ve had a personal connection with this area dating back to my school years,” Mr Cheung said. “This will be felt not only in terms of the green spaces and worldclass sports infrastructure at Victoria Park and the Centenary Aquatic Centre, but also the RNA Showgrounds and future Athletes Village, which are an easy two minute walk (away). It will be an extraordinary backyard for the future residents of Oria.” Brisbane-based builder CoStruct has already begun the basement and podium levels for Oria, with the project designed by MAS Architecture set to be formally launched to market in April for 132 residences, and an insane rooftop with amenities perfect to now catch the Olympics fireworks/aerial display - for a price yet to be revealed. Mr Hackett said the Brisbane 2032 Games would see “lasting improvements that will positively impact the local property market for years to come”. “Historically, such large-scale projects drive interest and activity in surrounding areas.” “The hype is one thing, but the benefits are real and lucrative. Sydney’s experience was mirrored in London and Beijing, and it will be the same case for Brisbane.” “We’ve always known Spring Hill was an incredible location, and I’ve had a personal connection with this area dating back to my school years,” Mr Cheung said. “This will be felt not only in terms of the green spaces and worldclass sports infrastructure at Victoria Park and the Centenary Aquatic Centre, but also the RNA Showgrounds and future Athletes Village, which are an easy two minute walk (away). It will be an extraordinary backyard for the future residents of Oria.” Multiple suburbs are now on a fast track to double in price after confirmation billions will be spent on Olympic venues there, as experts predict those effects will spread. Early projections by Place Advisory had pegged prices to almost double ahead of the event itself for suburbs that have designated Olympic infrastructure spending. The Brisbane 2032 suburb price rises were expected to beat the 79 per cent hike seen in Sydney’s Strathfield in the decade ahead of the 2000 Olympics – especially given prices are already under major strain thanks to the pandemic boom. Place Estate Agents CEO Damian Hackett said key suburbs named in Tuesday’s Olympic announcement were now on a strong growth trajectory for at least a decade. “Billions of dollars are being invested into key Brisbane areas, which is predicted to increase property values and attract long6 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
OPENING LINES FOUR-DAY AUSSIE WORK WEEK SEEMINGLY A LONG WAY OFF Source: https://www.news.com.au/, Blair Jackson, First Published on March 19th, 2024 At the National Press Club on Wednesday,Australian Chamber of Commerce and Industry (ACCI) and Australian Council of Trade Unions (ACTU) executives faced off in a classic workers versus business debate. The respectful affair showed, despite some international companies trialling and implementing four-day work weeks, the prospect of such a widespread change in Australia was a long way from reality. “There has been a positive impact, but you are right in saying one size does not fit all,” ACTU president Michele O’Neil said. “It is not something that you can pick up and say ‘This works in this industry in exactly the same way as this sector or industry’.” The chamber of commerce boss was adamant that legislating a four-day work week would not be beneficial. “We are not in a position where we can agree to National Employment Standards for five (extra) days annual leave per year or a four-day working week. When you think about that, the impact that would have across the effectiveness for small and mediumsized businesses across Australia, it is completely unrealistic,” ACCI chief executive Andrew McKellar said. This week, the Greens announced a push for permanent four-day work weeks as a major string in their election campaign bow. Citing burnout and demands for better work/life balance, the party unveiled a policy costing, which would create a national test case through the Fair Work Commission and establish a National Institute for the Four Day Work Week. At the press club on Wednesday, the union executive said there were promising examples. “The four-day week is something that is being trialled in different sectors and industries and businesses here in Australia and around the world, and there has been some really positive signs … where it is being done properly in consultation with workers and their unions,” Ms O’Neil said. “It is important that we keep changing, that we realise that the modern world is different … it is not our view that it should be a blanket approach. We need to do the tests and carefully adjust by industry.” Mr McKellar said some industries had already shortened their working weeks by stealth. “You take me back for a moment to my time as a student … I noticed, after a little while, that strangely there were no lectures on Monday, and there were no tutorials on Friday,” he said. “So, pretty clearly, those canny academics had worked things out pretty well.” 7 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
The ACCI does not support legislating four-day work weeks, instead urging businesses to make their own decisions. “What are the standard working hours, what delivers the best outcomes for those individual enterprises, that should be with the enterprise, and we do not seek to tell individual businesses what they should do to run their own business,” Mr McKellar said. The chamber of commerce supported businesses negotiating with employees if business objectives and productivity were met, he said. Mr McKellar flagged the chamber’s concern with four-day work weeks being legislated in the National Employment Standards. “The issue here that we are seeing is with various unions bringing forward proposals, whether it be for an additional week of annual leave or whether it be a four-day working week or something else, are these going to be part of the National Employment Standards?” he said. “Are they going to be, as Michele says, one size fits all, and we should say certainly they should not. “That is the fundamental approach that we support, but that is not something that should be imposed right across the board universally.” Australian businesses partaking in various individual and collective trials of shortened work weeks are reporting higher staff satisfaction levels. In 2019, Microsoft Japan introduced a four-day working week and reported a 40 per cent boost in productivity. In 2022, a large-scale UK trial involved 73 companies and 3300 employees; about half of respondents said productivity improved either slightly or significantly. The renewed debate around four-day work weeks also comes as multinationals and some of Australia’s largest companies wind back pandemic-era workfrom-home allowances. 8 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
OPENING LINES BURNING OFF THE ANSWER TO INTENSITY Source: https://arr.news/, Philip Hopkins, First Published March 25th, 2024 A major study after the devastating 2013/20 wildfires in Victoria and New South Wales found that prescribed burning dramatically reduced the intensity of the fires, according to a bushfire expert. Dr Tony Bartlett, a winner of the Australian Fire Service Medal (ATSM), said after 2019/20, a major study was undertaken to test the effectiveness of prescribed (fuel reduction) burning at a landscape scale in terms of reducing the severity of the wildfire in a wide range of forest ecosystems. Dr Bartlett was part of a three person panel that investigated the impact of the wildfires on Victoria’s Regional Forest Agreements. The major study examined 307 prescribe burns greater than 200 hectares that had been conducted in the previous five years and which were within the footprint of the 2019/20 wildfires. “It found that about half (48 per cent) of these prescribed burns resulted in significantly reduced wildfire severity,” said Dr Bartlett, writing in the Commonwealth Forest Association newsletter. “It also found that the more recent prescribed burns had a more positive impact on reducing fire severity, with 66 per cent of one-year-old burns having a positive impact compared to 42 per cent of fiveyear-old burns.” Dr Bartlett said Australian academics Professor David Lindenmayer and Associate Professor Philip Zylstra had made claims about the impact of prescribed burning on forest flammability. “None of the claims.. are supported by evidence from long term monitoring of replicated trials where prescribed burning has been conducted,” he said The academics in articles reproduced in the CFA newsletter argued that prescribed burning and logging made Australian native forests more flammable. They said prescribed burning should be confined to areas close to high-value assets and that. when fire is excluded for mare than 40 years, the native forests do not burn at high intensity because the vertical connectivity of the forest structure is reduced through natural ecological processes. In contrast, Dr Bartlett said the late Associate Professor Kevin Tolhurst studied the effects of repeated low-intensity preseribed fire in mixed species eucalypt forest in south east Australia using repeated trials (including no-burning sites) for almost 40 years. “He found there was no lose of species but the impact on understory plant species varied according to the nature of different species,” Dr Bartlett said. “My own observations at these research sites in October 2024 indicated there was significantly less understorey vegetation in the repeatedly burnt sites than in the unburnt control sites – which contradicts the Lindenmayer-Zylstra view that prescribed burning in eucalypt forests promotes dense flammable understorey vegetation.” Dr Bartlett said the academics’ propositions ignored the evidence of comprehensive fire research done by the CSIRO and state government land management 9 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
agencies, as well as the lessons from numerous inquiries after major wildfires over the past 80 years. “Moreover, the notion that fire can be excluded from most Australian forests for more than 40 years is fanciful, given the increased frequency and extent of wildfires over the past 20 years under challenging climate conditions,” he said. “Importantly, there are numerous journal articles that either challenge their research findings or present evidence that indicates their findings are incorrect.” Dr Bartlett said the academics’ claim that timber harvesting causes the native forest to be more flammable was undermined by evidence. Wildfire, including the rate of spread and fire intensity, depended on three main factors: the quantity and structure of fuel in the vegetation; the prevailing weather – wind and humidity; and the topography of the location of the fire. Thus the severity of the wildfire was the result of interacting factors, “not a single factor such as whether or not timber harvesting has been undertaken in that location” Dr Bartlett cited several wildfire examples: • In NSW, the 2019/20 bushfire burnt about 4.1 million hectares of forest, including 2.23m ha of national park and 0.76m ha of state forest. Timber harvesting had made up about 0.21m ha of state forest over the previous 35 years. Official NSW data showed about 53 per cent and 50 per cent burnt at high and extreme severity in both tenures. At the landscape level, they concluded that fire severity was much the same regardless of tenure; • Fire in 2019/20 burnt more than 855,00 ha (79 per cent), 37 per cent extreme severity, of the Greater Blue Mountains World Heritage Area, but timber harvesting had no impact in the wilderness area.Areas of prescribed burning five years before had 26 per cent burnt at high or extreme severity, and • In Eastern Victoria, the 2019/20 wildfires burnt 1.5m ha – 89 per cent public forest that included 486,000ha of national park and 403,000ha of state forest. Victorian data showed that 48 per cent of national park and 49 per cent of timber harvest areas burnt at high severity. Dr Bartlett said the academics last year published a review of selected global literature on the role that disturbance (fire, timber harvesting or clearing) can play in forest flammability. Much of this relied on their previously published articles. “They did not quote any of the extensive literature that showed a reduction in fire severity in areas where prescribed burning had been conducted,” he said. Concluding, Dr Bartlett said clearly the greatest risk to Australian native forests is the increased frequency of landscape-scale wildfires burning at high intensity. This would “ultimately change the composition and structure of our forest systems”. “The lived experience evidence clearly shows that timber harvesting is not increasing the risk of native forests being burnt at high severity,” he said. “Far from being a cause of increased high severity fire, prescribed burning reduces fire severity in many forest areas where it has been undertaken.” 10 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
construction SWIMMING POOL AND SPA ASSOCIATION (SPASA) ONLINE ARTICLE POOL & HOT TUB ALLIANCE ONLINE ARTICLE MASTER BUILDERS AUSTRALIA THE POLICY FRAMEWORK: STRENGTHENING AUSTRALIA’S BUILT ENVIRONMENT 11 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
BLUE HAVEN POOLS AND SPAS RIPPLES OF INNOVATION CHROMA GROUP MASTERS OF HOSPITALITY TRANSFORMATION FREEDOM POOLS & SPAS POOLSIDE PARADISE 12 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
THE POLICY FRAMEWORK: STRENGTHENING BUILT ENVIRONM MASTER BUILDERS AUSTRALIA AT A GLANCE MASTER BUILDERS AUSTRALIA WHAT: A national association representing and advocating for the building and construction industry. WHERE: H eadquartered in Canberra, Australia. WEBSITE: www.masterbuilders.com.au HELPING TO SHAPE POLICIES AND REPRESENT THE VOICE OF THE INDUSTRY 13 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
G AUSTRALIA’S MENT As Australia’s construction industry continues to evolve, Master Builders Australia remains at the forefront, championing advocacy, leadership, and innovation. With a history dating back to 1890, the organization has long played an imperative role in shaping policies, addressing industry challenges, and ensuring the sector’s sustainability. “Our organization is a federation of Master Builders 14 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
state and territory associations,” says Denita Wawn, Chief Executive Officer.“It was established in 1890 by three state organizations—New South Wales, Victoria, and Queensland—alongside Newcastle.They met in Sydney to form a national body that could advocate for the industry, anticipating Australia’s federation in 1901.” With over 33,000 members across Australia, Master Builders Australia represents the entire building and construction industry spectrum, from residential, commercial, and civil businesses to specialist subcontractors. The federation remains one of the longest-serving industry associations in the country, advocating for the interests of builders, contractors, and suppliers in an increasingly complex landscape. CONSTRUCTION UNDER PRESSURE The construction industry is at a crossroads, facing complex challenges threatening Australia’s ability to meet its ambitious housing and infrastructure targets. Workforce shortages, rising costs, and declining productivity put immense pressure on the sector, making it increasingly difficult to deliver projects on time and within budget. According to Wawn, addressing these challenges is critical for ensuring the industry’s long-term sustainability. “We know we need a larger and more efficient built environment,” she explains. “The government has set a target of 1.2 million new homes over the next five years—but building homes isn’t just about the houses themselves. It’s about roads, schools, hospitals, playgrounds, and utilities like water and electricity. Every aspect of our built environment touches the work of our members.” However, Australia is struggling to keep up with demand. Even before the pandemic, construction productivity was on a downward trajectory, with a nearly 20% drop over the past decade. Building costs have surged by 30-50% over the last five years, driven by global supply chain disruptions, workforce shortages, and increasingly complex regulatory requirements. These rising costs have strained developers and builders and made it more difficult for Australians to access affordable housing and essential infrastructure. 15 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03 MASTER BUILDERS AUSTRALIA
“The core issue is workforce,” Wawn states. “We employ 1.3 million people but need at least 1.5 to 1.6 million to meet demand. That’s a major shortfall, exacerbated by an aging workforce, low apprenticeship completion rates, and a lack of skilled migration.” Industry-wide issues, including contract arrangements, government procurement policies, industrial relations complexities, and compliance challenges, intensify the workforce gap. Additionally, companies that fail to adhere to industry regulations can undercut competitors by offering lower prices, creating an unfair playing field that further destabilizes the sector. Safety remains another significant concern, with ongoing efforts needed to ensure that all workers are protected on the job. Given the breadth and depth of these challenges, a comprehensive, multi-faceted approach is required to strengthen and future-proof Australia’s construction workforce. BRIDGING THE GAP “One of our biggest challenges is apprenticeship completion,” Wawn notes. “Only 50% of apprentices who start their training finish it. That’s why we’re advocating for mentoring support throughout apprenticeships, ensuring young workers receive guidance in technical skills and managing the worklife balance.” Apprenticeship retention remains a significant concern, as many young people enter the industry directly after leaving school, often at 17 or 18. They may struggle to juggle their training, work responsibilities, and personal commitments without adequate support systems, leading to high dropout rates. To combat this, Master Builders Australia is pushing for increased government funding for mentorship programs that provide apprentices with industry-specific training and personal and professional development guidance. Another central focus area is increasing female participation in construction. Women comprise just 14% of the construction workforce, with an even smaller 3% representation in trade roles. While construction presents a high-paying career path with significant opportunities for gender pay equity, the industry still faces challenges in attracting women, 16 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
particularly young women straight out of school. “We’ve identified that most women entering construction do so in their 30s, as a second career,” Wawn explains. “That means we must address why young women aren’t entering straight from school. Parental concerns, industry culture, and workplace inclusivity are all factors we need to improve.” Many parents worry about the male-dominated nature of the industry and whether it offers a supportive and inclusive work environment for female employees. These concerns are justified in some cases, as some workplaces still lack the necessary structures to support gender diversity effectively. Master Builders Australia is working with industry stakeholders to change this dynamic, encouraging businesses to implement inclusive hiring practices and create 17 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03 MASTER BUILDERS AUSTRALIA
workplaces welcoming to all workers. By addressing these cultural and systemic barriers, the organization aims to create a more balanced workforce and provide more significant opportunities for women in construction. SUPPORTING SKILLED MIGRANTS Migration has historically played a fundamental role in filling skills gaps within Australia’s construction industry. However, recent years have seen a sharp decline in migrant workers entering the sector, exacerbating existing labor shortages. “Twenty-five percent of our workforce is made up of migrants, but in the last five years, only 5% of new entrants have been migrants,” Wawn states. “That’s a significant reason for the current skills shortage. We’ve identified 20,000 skilled migrants in Australia who aren’t working in construction due to barriers like licensing and training requirements.” Many skilled migrants in Australia cannot secure work in their field due to restrictive licensing processes, costly gap training programs, and visa-related challenges. In some cases, required bridging courses do not exist, preventing qualified workers from reentering the industry. Language barriers also pose a significant hurdle, particularly for those who need to meet English proficiency requirements before changing their visa status. Master Builders Australia has been actively lobbying for increased funding to help skilled migrants overcome these barriers. The organization has pushed for government support in creating more accessible training and upskilling programs that allow qualified professionals to transition seamlessly into the workforce. These efforts have already yielded results, with the federal government recently introducing in-country migrant skills recognition funding to help expedite the process. At the same time, Master Builders Australia has pushed back against restrictive policy changes that could disrupt the 50% of businesses in the industry that operate under independent contractor models. Proposed legislative reforms, such as the Closing the Loopholes bill, aimed to reclassify many independent contractors as employees, creating financial and operational challenges for businesses. “In the last federal budget, we successfully lobbied for in-country migrant skills recognition funding,” Wawn says. “And earlier this year, we led efforts to push back against the Closing the Loopholes bill, which would have forced independent contractors into employee relationships.” 18 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
Independent contractors play a vital role in the construction sector, offering flexibility and expertise to keep projects running efficiently. Overregulating these professionals would create unnecessary financial burdens for small businesses and limit the industry’s ability to scale in response to demand. A NET-ZERO FUTURE As part of its long-term strategy, Master Builders Australia has committed to Sustainability Goals 2050, an industry-wide effort to support a net-zero built environment. “We launched our sustainability goals last year and have since been tracking progress annually,” Wawn explains.“The first pillar is about achieving net-zero emissions by 2050, which is no small feat given the transition required across materials, processes, and regulations.” Beyond emissions, the federation is tackling waste reduction and water conservation. With construction generating significant material waste, the organization works with international partners to adopt best practices in circular economy principles. 19 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03 MASTER BUILDERS AUSTRALIA
“Another critical focus is workplace safety,” Wawn adds. “Construction has some of the highest rates of injuries and fatalities of any industry. We aim to bring those numbers down to match or fall below the national industry average.” A PROFITABLE AND SUSTAINABLE FUTURE Looking ahead, Master Builders Australia is focused on ensuring the industry’s profitability and sustainability while advocating for sound government policies. “Our mission is clear: a sustainable and profitable building and construction industry,” Wawn says.“We need government settings that support businesses, not hinder them with excessive regulation.” With a federal election on the horizon, Master Builders Australia is committed to keeping construction issues at the forefront of political discourse. “Housing affordability and cost-of-living pressures are the number one concern for voters,” Wawn states. “That gives us a strong platform to advocate for better policies that support both the industry and the broader community.” 20 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
21 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03 MASTER BUILDERS AUSTRALIA
“This organization represents builders, contractors, and industry stakeholders,” Wawn emphasizes. “We are their voice; every decision must be in their best interests. Too often, industry associations become disconnected from their members—that will never happen on my watch.” 22 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
RIPPLES OF IN BLUE HAVEN POOLS AND SPAS DEFINING DURABILITY TO CREATE THE PER AT A GLANCE BLUE HAVEN POOLS AND SPAS WHAT: A n award-winning Australian pool builder specializing in custom-designed concrete and fibreglass pools. WHERE: New South Wales, Australia WEBSITE: www.bluehaven.com.au 23 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
NNOVATION RFECT BACKYARD EXPERIENCE In 1973, Ray Awadallah established Blue Haven Pools to redefine backyard living. His introduction of above-ground, vinyl-lined pools provided families an affordable and convenient way to enjoy their outdoor spaces. But it wasn’t just about accessibility— Ray’s commitment to quality led to a key innovation that significantly enhanced the strength and durability of these pools. He staged a bold demonstration to prove it: an elephant walking into an aboveground pool. 24 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
This moment reinforced Blue Haven’s reputation for Jumbo durability (pardon the pun) and inspired the company’s elephant logo. In the 1980s, this image became the focal point of a television commercial that brought national attention to the brand. The commercial showcased the strength of Blue Haven Pools in a way that resonated with audiences, establishing the company as a trusted name in the industry. Under Ray’s leadership, Blue Haven grew from a local business into an international brand, expanding into markets across Europe and the USA. The 1990s marked a pivotal shift as the company transitioned to concrete pools in Australia, making high-quality designs more accessible to homeowners, without compromising quality. NEW ERA OF LEADERSHIP By 2011, after decades of growth, Ray passed the leadership torch to his daughter, Remonda Awadallah, ushering in a new era of modernization. Having worked alongside her father since the age of 14, Remonda deeply understood the company’s operations and values. As Managing Director, she has embraced the changing landscape of consumer behavior and set out to transform how people buy pools. Recognizing a shift in customer expectations, she championed a digital-first approach that simplified the buying process.“We’ve come full circle—people are more informed, know what they want, and want a seamless experience,” Awadallah explains. With this in mind, Blue Haven became the first company in the world to offer custom-designed concrete pools available for purchase online, revolutionizing an industry long reliant on traditional sales methods. PERSONALIZED POOL DESIGN Blue Haven’s approach to pool design is highly personalized, shaped by three key factors: engineering challenges, compliance requirements, and the client’s architectural vision. Beyond personal preferences, these elements ensure that each project is visually stunning, structurally sound, and fully compliant with Australian building standards. Engineering considerations are necessary in 25 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03 BLUE HAVEN POOLS AND SPAS
determining the feasibility and execution of a pool design. Sloping terrain, rocky or sandy soil conditions, and natural landscapes require specialized solutions. Some projects involve pools built into the side of a cliff, requiring extensive retaining structures, while others incorporate sunken designs that blend seamlessly into the surrounding environment. Each site presents unique challenges, and Blue Haven’s expertise in structural engineering allows them to create pools that maximize stability and aesthetics. Compliance is another critical component.Australian building regulations dictate everything from pool safety standards to neighbor privacy considerations and the ratio of hardscape to landscaping. Blue Haven ensures that every design meets or exceeds these standards, allowing for smooth certification processes while maintaining the integrity of the client’s vision. Regulations surrounding fencing, water displacement, and environmental impact must also be factored in, requiring careful planning to balance form and function. Finally, integrating a client’s architectural style ensures that the pool complements existing and future structures. Whether the goal is a sleek, modern aesthetic, a resort-inspired retreat, or a classic, timeless design, Blue Haven works closely with clients to align their pool with the overall vision of their home. This approach ensures a seamless transition between indoor and outdoor spaces, enhancing the property’s visual appeal and functionality. FREESTANDING FIBERGLASS POOLS Blue Haven continues to push the boundaries of pool design with groundbreaking solutions that redefine convenience and efficiency. One of their most recent innovations is the freestanding fiberglass swimming pool—a lightweight yet exceptionally durable precast structure that arrives ready to swim. Unlike traditional pools that require excavation and structural reinforcements, this design simplifies installation by eliminating the need for full shoring, additional steel, and requires virtually no on site build time. This fiberglass pool is designed explicitly for out-ofground applications and is ideal for rooftops, sloping 26 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
blocks, and above-ground installations. Traditional out-of-ground concrete pools require significant structural support, adding substantial time and cost to a project. However, the freestanding fiberglass model is a drop-in solution, drastically reducing construction time and expenses while maintaining a sleek, modern aesthetic. Once placed, it only requires filtration installation, allowing homeowners to enjoy their pool almost immediately. This efficiency makes it an attractive option for properties where conventional pools are difficult or cost-prohibitive to install. AUTOMATION: A SMARTER WAY TO SWIM Beyond structural innovations, Blue Haven is also pioneering advancements in automation, making pool ownership more seamless than ever. Modern 27 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03 BLUE HAVEN POOLS AND SPAS
pools are now equipped with intelligent systems that communicate directly with a homeowner’s mobile device, sending real-time alerts for maintenance needs such as adding salt or acid. This allows easy monitoring and control, whether adjusting water balance or activating spa jets and waterfalls.“We’ve had funny stories of customers telling us they’ve turned on spa jets or waterfalls while their family or children are in the pool,” Awadallah shares. “And they’re wondering,‘How did this happen?’ Meanwhile, Dad’s controlling it from his phone.” The app-controlled system also enhances energy efficiency, allowing users to schedule heating so that their pool is ready to use when they arrive home. These advancements align with today’s demand for low-maintenance, high-tech solutions, ensuring that pool ownership is effortless and enjoyable. MINERAL-RICH WATER In addition to structural and technological advancements, Blue Haven is at the forefront of mineral pool technology. Traditional chlorine and saltwater pools are now replaced with magnesium- and potassium-rich water systems, offering a healthier, more luxurious swimming experience. These mineral-based pools provide therapeutic benefits, soothe muscles, and promote relaxation while reducing the harsh effects of traditional pool chemicals on skin and hair. www.aquaquip.com.au Founded in 1975, Aqua-Quip is a manufacturer and innovator of world-class LED swimming pool lighting systems. We value our association with Blue Haven Pools and Spas (Sydney, Australia) and appreciate that Aqua-Quip lights are specified in and enhance their award-winning pools. 28 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
Blue Haven’s EnviroSmart Mineral Pool system also incorporates high-efficiency pumps and filtration systems, significantly reducing water usage—by approximately 15,000 liters per year—and power consumption, which saves homeowners up to $800 annually. With antimicrobial cartridge filters, water quality remains pristine while promoting ecofriendly practices. INVESTING IN PEOPLE Blue Haven’s success is driven by its dedicated workforce, which strongly emphasizes cultivating a positive and innovative culture. The company recognizes its people as its greatest asset and ensures every team member embodies its commitment to excellence.“Everyone represents us at every step of the way, always,” Awadallah says. This philosophy is reflected in a hands-on approach to training, where the focus extends beyond recruitment—it’s about unlocking potential, nurturing talent, and providing employees with the tools to excel. Rather than prioritizing experience, Blue Haven invests in training from the ground up, often bringing in individuals straight out of high school through apprenticeships in trades such as plumbing, carpentry, and pool construction. However, the company understands that career paths are not 29 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03 BLUE HAVEN POOLS AND SPAS
always linear. Employees are encouraged to explore different facets of the business, whether in technical trades, design, marketing, or customer service. Many apprentices begin in one trade and later transition to roles that better align with their skills and interests. With exposure to multiple aspects of pool building—including excavation, soil assessment, concrete work, tiling, and landscaping—employees gain a comprehensive understanding of the industry, making them well-rounded professionals capable of adapting to various roles within the organization. Beyond developing trade skills, Blue Haven is committed to supporting its employees’ personal and financial growth.Young tradespeople often enter the workforce with limited financial knowledge, and the company actively guides them toward responsible financial planning. Blue Haven provides education beyond the job site, covering budgeting, savings strategies, and informed decision-making on vehicle investments and long-term financial stability.“When they’re young, it’s very important,”Awadallah explains. “And it often gets overlooked.” BRINGING DESIGNS TO LIFE As Blue Haven moves forward, the company has set its sights on enhancing customer experiences through immersive showroom environments. Plans are 30 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
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PREFERRED VENDOR/PARTNER n AQUAQUIP www.aquaquip.com.au Aqua-Quip is a premier Australian manufacturer of high-quality swimming pool equipment. With a commitment to innovation, Aqua-Quip specializes in producing Australian-made pool products that are sold internationally. The company’s mission is to provide the finest pool equipment, including LED lighting and related technologies for both residential and commercial pool owners. underway to incorporate virtual reality technology, enabling clients to visualize their future pools within their existing backyards. This advancement aims to bridge the gap between conceptual designs and tangible outcomes, making decision-making more engaging and informed. Additionally, Blue Haven is exploring collaborations to expand its product offerings. One such initiative involves partnering with an outdoor furniture company to create an exclusive range tailored to complement their pool designs. While specifics remain under wraps, this venture signifies Blue Haven’s commitment to providing comprehensive outdoor living solutions. Blue Haven Pools has consistently been recognized for its trailblazing efforts in the construction industry, earning a spot in the Financial Review’s Top 10 Most Innovative Companies in 2021 and again in 2024. Looking ahead, Awadallah is eager to continue forging partnerships with innovative minds and companies.“It’s not often that new things happen in our industry, and being front and center of innovation is our priority,” she says.“We welcome collaboration with those who are pushing the industry forward. The power is in the collaboration of minds, and we want to be the vessel that brings these innovations to life.” 32 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
MASTERS OF H TRANSFORMA CHROMA GROUP AT A GLANCE CHROMA GROUP WHAT: A n Australian company specializing in hotel and hospitality refurbishments, offering consultancy and project delivery services across Australia and New Zealand. WHERE: Offices in Melbourne, Sydney, and Wellington, New Zealand. WEBSITE: www.chromagroup.com.au 33 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
HOSPITALITY ATION Specializing in luxury hotel and hospitality refurbishments, Chroma Group is recognized for delivering sophisticated, high-quality spaces that elevate guest experiences. Focusing on precision, innovation, and seamless execution, the company transforms premium hotels into timeless, meticulously crafted destinations. Chroma Group sets the standard for luxury hospitality design and construction quality, from bespoke fit-outs to full-scale refurbishments. DELIVERING LUXURIOUS, TOPTIER HOSPITALITY CRAFTSMANSHIP OPTIONS FOR ITS DISCERNING CLIENTS 34 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
A NICHE OPPORTUNITY Brett Patterson, Director of Chroma Group, founded the company in September 2016 after nearly 25 years in the industry. Recognizing an opportunity in the Australian market for a business specializing in hotel and hospitality projects, he established a firm that could cater to this niche. “The company I was previously with was shifting focus away from this sector and moving more into workplace fit-outs,” Patterson says. “There was no other business at the time purely dedicated to hotel and hospitality refurbishments, so I saw an opportunity to fill that gap.” Three months later, Paul Devlin, also a Director, joined Patterson. The two had worked together previously and shared a common understanding of the industry. “We knew how each other operated, and I think that’s been a key part of our success,” Devlin adds. “From the outset, we aimed to create a business that would not only deliver top-quality projects but also build strong, lasting client relationships.” DELIVERING QUALITY WITHOUT DISRUPTION With expertise spanning consulting, construction, and procurement, Chroma Group delivers comprehensive solutions tailored to the hospitality sector. We’re builders first and foremost, but we also provide project management and FF&E procurement services,” Patterson explains. “What makes us different is that most of our projects are completed in a live environment, meaning the hotels remain operational throughout the refurbishment process.” This live environment factor adds a layer of complexity that few other builders contend with.“We have to be incredibly mindful of scheduling noisy works, ensuring minimal disruption to guests, and coordinating every aspect of the project seamlessly,” Patterson continues. “Any delays impact the hotel’s revenue, so precision is critical.” This requires meticulous planning, strong communication, and a highly adaptive approach to project execution. Every detail, from material deliveries to contractor scheduling, must be managed precisely to avoid interfering with the guest experience. The team works closely with hotel operators to ensure all work 35 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03 CHROMA GROUP
aligns with the property’s operational requirements, minimizing potential downtime or inconvenience. Devlin highlights another distinguishing factor: quality assurance. “Once a project is complete, we can’t return to rooms to fix issues. That would mean taking rooms offline again, directly affecting our clients’ bottom line. So, we emphasize getting everything right the first time.” This commitment to quality extends to every aspect of their work, from the choice of materials to the craftsmanship of the finished product. “We implement rigorous quality control measures throughout the project lifecycle,” he explains.“This includes on-site inspections, detailed handover procedures, and a proactive approach to addressing potential issues before they become problems.” Chroma Group also leverages technology to enhance its project execution. “We use digital tools to track progress, document quality checks, and streamline team communication,” Patterson adds.“This allows us to maintain consistency across projects and deliver the high standard that our clients expect.” REPUTATION BUILT ON TRUST Chroma Group’s success is primarily driven by repeat and referral business.“Most of our clients come to us through referrals from hotel operators, designers, or project managers who have worked with us before,” Devlin says. “We recently secured a project where four consultants independently recommended us to the client. That kind of reputation speaks volumes.” Unlike many competitors who rely on sales teams to generate business, Chroma Group lets its work speak for itself.“We focus on delivering exceptional outcomes rather than chasing revenue,” Patterson notes.“Our priority is working with trusted partners who value what we bring to the table.” BUILDING ICONIC SPACES Over the years, Chroma Group has delivered several high-profile projects.“We completed the Royce Hotel, one of Australia’s finest luxury boutique hotels,” Patterson says. “Another significant project was the Playford Hotel in Adelaide, which exemplifies our entire business model.” 36 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 03
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