TANGALOOMA ISLAND RESORT AN OASIS TO BE SAVORED VOLUME 6, ISSUE 11 | NOV 2024 Also in this issue B LAB AUSTRALIA & AOTEAROA NEW ZEALAND • NEWDIRECTION CARE
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 06, ISSUE 11
EDITOR’S NOTES November brings more good economic news for the Oceania region. Organizations and businesses across the area are working hard to ride the economic wave and capture the growth opportunities. Economic prospects remain bright for many sectors from healthcare, and logistics to the buoyant housing market. If the steady lowering of interest rates is any indication, inflation is leveling out and this remains the right time for organizations to dive into initiatives to set sail in the new year. For our November issue, Business View Oceania was privileged to interview several leading organizations, all leaders in their fields. In the realm of health care and aged care, we were fortunate to interview New Direction Care. Moving a step ahead of other assisted living models, this well-established organization provides a supportive and welcoming atmosphere for its residents and places special emphasis on community connections that has led to its continued innovative success. We also featured Tangalooma Island Resort, a standout in the tourism sector. Capitalizing on the region’s booming tourism industry, this resort has all the ingredients that make up a top-tier travel destination. For this issue we profiled B Lab Australia Aotearoa & New Zealand. We got a glimpse into some of this organization’s specialized initiatives and plans for 2025. 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 have a chance to enjoy the last few weeks of fall with family and friends. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
VOLUME 06, ISSUE 11 21 B LAB AUSTRALIA & AOTEAROA NEW ZEALAND Purpose-Driven Business 9 NEWDIRECTION CARE Redefining Senior Living COVER TANGALOOMA ISLAND RESORT 2 EDITOR’S NOTES 5 OPENING LINES HEALTHCARE PROFESSIONAL SERVICES NEWDIRECTION CARE 09 3 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
29 29 TANGALOOMA ISLAND RESORT An Oasis to be Savored TOURISM 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. TANGALOOMA ISLAND RESORT 4 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
VICTORIA’S STAMP DUTY CHANGES: WHAT BUYERS NEED TO KNOW Source: https://www.realestate.com.au/, , Eleanor Creagh, First published 25th November, 2024 Beginning in October, stamp duty has been significantly reduced for all off-the-plan apartments, units and townhouses in Victoria. This Victorian government initiative aims to spur development in a bid to ease chronic housing supply shortages. Before, first-home buyers and owner-occupiers could benefit from a stamp duty concession on off-the-plan purchases, which permitted the deduction of construction costs from the sale price for the purpose of calculating the stamp duty owed. Previously, the stamp duty concession for off-the-plan purchases was limited to first-home buyers and owner-occupiers: to qualify, the value calculated for stamp duty purposes, after construction costs were subtracted, had to fall below $750,000 for first-home buyers and $550,000 for owner-occupiers. If these thresholds were exceeded, the concession was not applicable. Under the new changes, the concession has been expanded to include anyone purchasing an off-the-plan apartment, unit, or townhouse, regardless of their buyer status, so it now includes investors. Moreover, the value thresholds have been eliminated, making the concession available for properties at any price point. The 12-month extended concession, which began at the end of October, permits a full 100% deduction of remaining construction and refurbishment costs in calculating the stamp duty due. This means that, for developments not yet under construction at the time of purchase, stamp duty will be calculated based only on the land value, rather than the total price of the property. The savings are considerable: a Victorian taking advantage of this concession could save approximately $28,000 on stamp duties for a $620,000 apartment if purchased off-the-plan before construction begins — reducing the duty from about $32,000 to roughly $4,000. Stamp duty concessions reduce the upfront costs for buyers, and these changes may mean some buyers are able to purchase sooner than they otherwise would have, of particular importance with housing affordability at its lowest level in three decades. With the state having ambitious targets to meet in the completion of new homes, the move is a welcome step toward stimulating demand for new construction and being able to build more new homes. The choice to focus on apartments, rather than houses, coincides with a period where the number of high-density homes planned for development has dropped to historic low levels on a per Opening Lines 5 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
existing apartments is not high enough for the feasibility of the development to stack up. Though new builds are typically priced at a premium to existing, this premium has expanded significantly with cost escalations since Covid. This has made buying an existing home more attractive for some and created a difficult environment for the pre-sales necessary for property development finance in the multi density sector, hindering the feasibility of new projects and contributing to the undersupplied apartment market. In the inner Melbourne region, a part of the city that has historically delivered a large proportion of Melbourne’s new apartments, analysis of existing and new apartment sales shows the new construction premium based on median sales prices sat at 44% in September 2024. This analysis of existing and new apartment sales in Inner Melbourne, home to hotspots of apartment development in areas like Melbourne city, Southbank, Armadale, Toorak, Carlton, and Docklands, show the median new construction premium has surged 29 percentage points over the past year alone. This represents a more than $250,000 price gap. While the concessions on off-the-plan significantly minimise the stamp duties and help to minimise the cost premium buying new currently entails, it is not by enough to return this premium to more normal levels. The same is also true in Melbourne’s inner east and inner south, home to areas like Kew, Burwood, Glen Iris, and Malvern where a lot of new apartments are also delivered. In Melbourne’s inner east, the median new construction premium has surged 31 percentage points over the past year. Part of the price differential is likely a product of new apartment developers’ focus on the downsizer market. However, this significant premium illustrates prices of established units need to adjust upwards or the cost of supplying new apartments needs to reduce to see better pricing conditions, increasing financial viability and capital flows into building new homes. For buyers that prefer new to existing and the investor market, the move is still likely to entice more to purchase.This may help to increase the feasibility of some projects, making it easier to achieve the pre-sales necessary for commencement. Further, the concession now includes investors, for whom some prefer buying new given the depreciation benefits are at a maximum. This should be a step forward in bringing the investor market back in Victoria and aiding rental supply at a time of critical need. The changes may also accelerate the introduction of new projects to the market, aiming to leverage the buyer’s access to these incentives over the 12 months to October 2025. Overall, enhancing incentives for purchasing new properties is a positive step. However, there are many barriers hindering homebuilding that require continued work from the approval and planning phase, right through to completion. capita basis. Encouraging the purchase of off-the-plan units should also help support urban density objectives, making efficient use of land and infrastructure. However, there are some challenges in whether this move will significantly move the needle in driving a recovery in the supply of high-density homes. In recent years the residential construction industry has been challenged by capacity constraints and higher costs, with the cost of construction having risen more than 30% since the pandemic onset.The resulting tight housing supply is exacerbating already high rents and prices and the chronic shortage of housing. Higher labour, materials, holding and financing costs compress margins, resulting in a lower return on investment with some projects non longer financially viable, which has delayed and cancelled many projects particularly in the high-density space. Labour shortages and the surge in construction and financing costs has pushed up prices of new builds and this greater price inflation for new builds has increased the premium of buying new housing over existing. A major hindrance to delivering new homes in the current environment has been the price discrepancy between new and established homes. In many cases, the current market price of 6 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
NEWDIRECTION CARE REDEFINING SENIOR LIVING healthcare 7 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
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REDEFINING SE NEWDIRECTION CARE AT A GLANCE NEWDIRECTION CARE WHAT: A specialized aged care facility offering an innovative MICRO TOWN® model for people requiring care, including those living with dementia or complex care needs. WHERE: B ellmere, Queensland, Australia WEBSITE: www.newdirectioncare.com.au FREEDOM OF MOVEMENT, INDEP 9 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
ENIOR LIVING Few have innovated as meaningfully in aged care as Natasha Chadwick, founder of NewDirection Care. With over 30 years in healthcare, Chadwick’s career has been dedicated to redefining the senior living experience. Her latest endeavor, NewDirection Care, responds to a pressing need she encountered personally and professionally: to create a genuinely supportive, community-centered environment for older Australians. Driven by a vision for a compassionate and empowering model of care, Chadwick’s “MICRO TOWN®” is PENDENCE, AND CHOICE 10 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
reimagining what aged care can be, allowing residents to live with independence and dignity. Chadwick’s journey began with an all-too-familiar realization: standard aged care facilities didn’t align with the life she envisioned for her mother. “I just couldn’t think of anywhere that I would be happy for her to live out the rest of her life,” she shares. This led Chadwick to question why she, as a leader in the industry, would continue offering a model she wouldn’t endorse for her loved ones. Thus began a personal and professional quest to create an environment where seniors could maintain a sense of home and autonomy. BUILDING A MICRO TOWN® Unlike the typical institutional model, NewDirection Care’s MICRO TOWN® in Bellmere, Queensland, feels like a neighborhood.“When you walk in, there are six streets, each lined with houses that look, feel and function just like a real home,” Chadwick explains. Each house accommodates seven residents, with dedicated staff trained to provide personalized, holistic care. This “small house” model, one of the smallest globally, ensures an intimate, home-like environment where residents can live with dignity and choice. Every aspect of the MICRO TOWN®’s design focuses on normalcy and community. Residents choose when to wake up, when and what they eat, and how they spend their day—mirroring the freedoms of independent living. “If someone wakes up at six, their day starts. It’s up to them what they want to do, whether it’s breakfast, a shower, or even a workout,” Chadwick says. For some, that may mean heading to the gym, stopping by the cafe, or picking up a few items from the corner store. This flexibility allows seniors to engage in life on their terms, a privilege seldom found in traditional aged care facilities. NEW WORKFORCE, HOUSE COMPANION™ SUPPORT WORKER Integral to this approach is a new role created by NewDirection Care: the “House Companion™ Support Worker” (house companion). In Chadwick’s words, these house companions “do everything the residents need, but with them, not for them.” Highly trained in personal care, nursing, dementia 11 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11 NEWDIRECTION CARE
care, medication management, and even cooking and cleaning, house companions work alongside residents, supporting them in day-to-day tasks and fostering a sense of agency and independence. Unlike traditional staff roles centered around regimented tasks, house companions shape their day around the resident’s preferences, fostering a collaborative and nurturing atmosphere. Chadwick explains,“In traditional aged care, it’s taskfocused—how many showers can be done by this time, how many residents can be dressed by eight o’clock. But here, it’s the residents who drive the schedule. They live how they want to live.” This shift from task-driven care to person-centered support is transformative, enabling residents to maintain control of their lives and NewDirection Care is a pioneer in this approach. CHANGING PERSPECTIVES ON AGING In Australia, discussions about aging and dementia are often postponed until a significant life event forces the conversation. “It’s quite scary that our communities feel that way about dementia and aging,” Chadwick reflects.“Usually, something dramatic has to happen in somebody’s life for them to look at it, which is unfortunate that it’s not discussed sooner.” NewDirection Care’s innovative approach aims to take the fear out of aging, showing that with the proper support, people can age well no matter their diagnosis or care needs.Through their wellness center and accessible support services, Chadwick’s team helps seniors live the best possible life, achieving remarkable improvements in mobility. “Research states “20% of residents experience improvement in function within 8-12 weeks of moving in, while 90% of residents at least maintain their functional mobility status during the same period.This is a vast improvement over the more common experience of residents moving into residential aged care who typically experience a rapid decline in their functional ability from their date of admission and within 2 years their functional capacity has reduced by 56% on average,”Chadwick shares. This progress stems from NewDirection Care’s commitment to resident engagement. Whether participating in gym activities, socializing, or 12 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
simply walking around the community, seniors are encouraged to be active and involved. By normalizing senior living, the MICRO TOWN® model fosters community interaction and challenges the stigma around aging and dementia. “We have various community programs to teach what dementia is, how to interact with someone living with cognitive change, and how to engage with aging positively,” says Chadwick.These initiatives contribute to a more compassionate, informed community, reducing the fear and misconceptions surrounding aging. BREAKING THE BARRIERS OF ISOLATION The MICRO TOWN® community is designed to welcome residents, neighbours, and visitors from the surrounding Moreton Bay region. Unlike traditional aged care facilities, it encourages interaction by opening its on-site cafe, corner store, wellness center, cinema and other amenities to the public. Visitors can stop by for a coffee, do some grocery shopping, or access wellness services—fostering an inclusive atmosphere where the lines between aged care and everyday community life naturally blur.“People from the houses next door to the aged care community come in and use the facilities, creating natural interactions and a real community feel,” Chadwick explains. MICRO TOWN® 2.0: EXPANDING THE VISION Despite the success of the current MICRO TOWN®, Chadwick isn’t content to rest on her achievements. Plans are underway for what she calls “MICRO TOWN® Version 2.0,” an expansion of the current Bellmere community. The improved model will 13 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11 NEWDIRECTION CARE
feature a health and wellness hub with GP clinics and other health services, an expanded gym, and adult day respite centre care to support people living at home.“Our goal is to help people stay at home as long as possible by providing restorative care and connecting them with our community,” Chadwick notes. This expanded model will allow people to continue living at home with a higher quality of life, integrating them into the MICRO TOWN® as they need additional support. However, perhaps one of the most groundbreaking components of version 2.0 is the integration of childcare within the community. “We’re building a childcare center fully integrated with our adult programs,” Chadwick shares. This cross-generational approach will see children and seniors engaging in daily activities together, from shared meals to arts and crafts, fostering bonds that enrich both groups. Chadwick envisions a truly integrated environment where “older people are engaged daily in what’s happening with the children, and vice versa.” FAMILY BUSINESS VALUES NewDirection Care’s transformation into a family business brings an added layer of dedication. Chadwick’s brother, Greg Aleckson, and her son, Justin Chadwick, are now deeply involved, working with her to sustain and expand the company’s mission. “Having them on board has renewed my desire to continue innovating and challenging the status quo,” Chadwick reveals. “It’s inspiring to know that we’re building something together, not only for residents we support but also for the future of aged care.” Proud suppliers of beds and bedroom furniture to NewDirection Care. wentworthcare.com.au 03 9408 9710 info@wentworthcare.com.au Trusted aged care furniture supplier for over 20 years 14 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
The dedication to family values extends to how the organization selects its staff. Every new hire is chosen based on five core values Chadwick believes are essential to NewDirection Care’s mission. “When we engage with potential team members, we look for those who truly believe in these values and can articulate what they mean to them,” she says. This alignment ensures that everyone in the organization—from directors to house companions— is committed to compassionate, person-centered care. PIONEERING CHANGE As NewDirection Care continues to evolve, Chadwick hopes to inspire broader change across the aged care sector. She notes that traditional aged care is often steeped in “paternalism and ageism,” with residents expected to accept whatever services they’re given without question. NewDirection Care takes a different approach, advocating for the “human rights” of every resident. “We’re just now beginning to see this concept become part of the wider conversation, but it’s something we’ve been championing since the beginning,” Chadwick states. 15 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11 NEWDIRECTION CARE
Based on user rights,Australia’s upcoming aged care reform aligns with the principles that NewDirection Care has promoted from day one. SUPPORTING STAFF AND FOSTERING WELLNESS In addition to supporting residents, NewDirection Care goes to great lengths to support its team members. Understanding caregiving’s physical and emotional demands, the organization offers programs promoting employee well-being.“We offer meals to the team and even at-cost meals for them to take home, so they’re not stressed about what to feed their families after a long day,” Chadwick says.This support extends to educational programs, mentorship, and partnerships with universities, enabling staff to grow within the organization. Such initiatives reduce turnover and create a workplace culture grounded in empathy and support. AGING WITH GRACE NewDirection Care’s innovative approach extends to the very details of daily life. For instance, residents have access to double and queen-size beds, a rarity 16 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
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in aged care, allowing couples to maintain their relationships even as they age.“As adults, we’re used to sleeping in bigger beds. Yet aged care facilities often reduce people to single beds. It just doesn’t make sense,” Chadwick says. Partnerships with suppliers, such as Woolworths and Coles, further emphasize this commitment. By providing familiar grocery items, Chadwick ensures that residents continue enjoying the exact products they did at home, keeping their lives routine and comfortable. Similarly, collaboration with Wentworth Furniture led to the introduction of full-sized beds, another thoughtful initiative. Ultimately, NewDirection Care exemplifies how aged care can honor the person, not the patient. As Chadwick reflects, “We all age, and we can all age well if given the right support.Aging isn’t something to fear, but something to embrace.” PREFERRED VENDOR/PARTNER n Matrix CNI www.matrixcni.com.au Matrix CNI is the managed Network Security partner of choice for Aged Care Providers in Australia. We ensure reliability and security of the data network so that staff can provide the best level of care to residents using the technology at their fingertips. n Wentworth Care Furniture Pty Ltd www.wentworthcare.com.au The team at Wentworth have been supplying home-style aged care furniture for over 20 years. With a focus on quality and durability, Wentworth is a market leader supplying all the furniture a facility needs: Bedroom (hi-lo beds, lo-lo beds, mattresses, furniture, linen); Dining; Lounge; Activities and Outdoor. 18 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
professional services B LAB AUSTRALIA & AOTEAROA NEW ZEALAND PURPOSE-DRIVEN BUSINESS 19 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
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B LAB AUSTRALIA & AOTEAROA NEW ZEALA PURPOSE-DRIV PROMOTING ETHICAL AND SUSTAINABLE BUSINESS PRACT AT A GLANCE B LAB AUSTRALIA & AOTEAROA NEW ZEALAND WHAT: A global nonprofit organization certifying companies as B Corporations based on rigorous social and environmental performance standards, accountability, and transparency. WHERE: Australia and Aotearoa, New Zealand WEBSITE: www.bcorporation.com.au 21 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
ND VEN BUSINESS TICES THROUGH AN INCLUSIVE ECONOMIC SYSTEM In the fast-paced, often profit-driven world of modern business, it’s easy to assume that ethics and sustainability take a backseat. However, for Andrew Davies, CEO of B Lab Australia and Aotearoa New Zealand, ethical, sustainable and profitable business is achievable and essential for the long-term future of both business and society.At the heart of his mission is a drive to “fix capitalism” by promoting a regenerative, inclusive economic system where companies are held accountable for their social and environmental impact. Davies believes this concept is key to transforming how businesses operate on a fundamental level. 22 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
COMMITMENT TO SYSTEMIC CHANGE B Lab operates as a global network, with each regional branch working toward the organization’s unified mission: to create an equitable and regenerative economy. Davies explains, “ Our work rests on the idea of systems change, and our levers include firstly changing the behaviour of business directly with our impact tools and B Corp Certification.Then we focus on cultural change as a lever: the norms and mental models of what is expected of business do much to determine how our system works. Lastly we look at structural change: the rules and regulations that govern business.” Through the B Corp certification, B Lab encourages companies to move beyond profit as their sole driver and, instead, to prioritize positive impact on people and the planet. Davies emphasizes that B Corp is more than a label— it’s a rigorous certification requiring businesses to analyze their practices deeply across multiple areas. “It’s a business certification for ethical and sustainable business performance,” he explains,“and we’re known for having some of the highest social and environmental performance standards.” This commitment to high standards is central to B Lab’s philosophy, with certified businesses as examples of what Davies hopes will become the new norm in business practice. CORPORATE RESPONSIBILITY IN ACTION The last few years have seen a surge in interest from businesses eager to become Certified B Corporations, even during the pandemic—a period that could have seen companies shy away from extra initiatives. Surprisingly, Davies says, “The opposite happened. We were overwhelmed by demand through the pandemic period,” attributing this increase to a rising global awareness of corporate responsibility. “Businesses increasingly recognize their role in driving change, whether addressing climate change, social inequality, or other pressing issues.”The pandemic, he notes, highlighted the need for accountable and sustainable business practices, spurring companies to seek frameworks like B Corp certification to improve their performance. Over the past five years, the B Corp community in Australia has grown exponentially. There are now approximately 750 B Corps in the region, representing around $22 billion in revenue and employing some 45,000 people—a significant economic footprint that underscores the movement’s relevance and growing impact. B CORP CERTIFICATION B Corp certification is a comprehensive process structured around three main requirements: performance, transparency, and legal accountability. According to Davies, the certification assesses five key areas: customer impact, community engagement, governance, employment practices, and environmental footprint.To achieve certification, companies must reach a benchmark score of 80 points.“Most businesses on their first try might land somewhere in the fifties,” says Davies, highlighting 23 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11 B LAB AUSTRALIA & AOTEAROA NEW ZEALAND
that many must rethink and redesign aspects of their business to meet B Corp’s rigorous standards. The commitment to transparency requires companies to disclose their performance in a global directory accessible to anyone. Davies states, “This public accountability is key for ensuring that companies remain committed to their impact goals.” Finally, the legal requirement mandates that companies embed a purpose-driven mission into their organizational DNA.“It’s not enough to simply declare that you care about stakeholders; it must be formalized in a company’s constitution or shareholder agreements,” says Davies. This commitment to stakeholder governance is fundamental in ensuring businesses remain true to their ethical mission, even as they navigate challenges and growth. ONGOING ACCOUNTABILITY AND COMMUNITY SUPPORT B Corp certification isn’t a one-time achievement; companies must recertify every three years. Davies explains that the process is as thorough the second time around as it was initially.“We assess documents, visit larger companies, and even talk to employees or suppliers.The goal is to ensure that these companies are meeting standards and continuously improving.” Beyond the certification, Davies underscores the power of the B Corp community.“We don’t just certify them and leave them to their own devices,” he says. B Lab organizes events and programs where B Corps can collaborate on issues they collectively care about, from climate change to sustainable packaging. This sense of community encourages companies to “work together to solve problems and drive change,” fostering a network of ethical businesses committed to collective impact. STORIES OF SUCCESS One of the movement’s shining success stories is KeepCup, a company at the forefront of developing reusable coffee cups. “They targeted cafes to stop single-use, disposable coffee cups,” Davies notes. KeepCup’s success has since inspired other businesses in Australia and beyond to adopt similar solutions. “It’s now common to bring your cup for takeaway coffee in our part of the world,” he adds, underscoring how individual businesses can drive systemic change. Another notable example is R.M. Williams, the iconic Australian bootmaker. As a heritage brand with nearly 150 years of history, R.M. Williams recently achieved B Corp certification, marking a significant commitment to sustainability and social responsibility. “Brands recognize that they can no longer rely just on product-based claims around quality” says Davies. “They also need to have a credible conversation about sustainability.” By certifying as a B Corp, R.M. Williams demonstrated that established companies with long histories are evolving to meet modern standards of corporate responsibility and sustainability. WORKING WITH GOVERNMENTS 24 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
B Lab’s collaboration extends beyond businesses to governments and other certification bodies, especially as regulatory expectations around climate and social impact continue to evolve. “We have to ensure that B Corp standards are interoperable with other certifications,” says Davies, pointing out the importance of avoiding redundancies in certification requirements. By harmonizing standards with other organizations, B Lab makes it easier for businesses to focus on improving performance rather than simply meeting compliance. Furthermore, Davies believes collaboration is essential in changing the dominant narratives surrounding business. “For decades, we’ve been told that the role of business is to make money for shareholders,” he says, referencing the famous Friedman Doctrine that shaped corporate philosophy for much of the 20th century. “But that truth is outdated and doesn’t reflect our current economic and environmental realities.” He advocates for an alternative approach, where businesses operate profitably while addressing societal challenges like poverty, inequality, and climate change. OVERCOMING REGULATORY AND COST CHALLENGES Changing the way businesses operate is not without challenges. One significant obstacle is the enduring narrative that companies need “freedom” from regulations to thrive. Davies counters this by pointing out that regulatory measures like climate disclosure are becoming the norm, pushing companies to be more transparent. He also acknowledges that some sustainable choices may be more expensive in the short term, requiring leaders with “moral courage” to prioritize long-term impact over short-term gains. Davies emphasizes the need for leadership that goes beyond traditional business skills. “We need business leaders who can exhibit moral courage 25 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11 B LAB AUSTRALIA & AOTEAROA NEW ZEALAND
and tackle the complex challenges of the modern economy.” This type of leadership, he explains, is necessary to guide both small and large businesses toward sustainable practices.The ultimate goal is to ensure companies aren’t just focused on profit but also contribute positively to society. CONSCIOUS CONSUMERISM Despite the challenges, Davies remains optimistic about the future. “We’re already seeing conscious consumerism on the rise,” he says, “with people demanding more from the businesses they support.” He highlights the growing expectation for transparency, especially in packaging, where consumers ask about recyclability and environmental impact. Davies believes that the capitalist system can be a powerful tool for change when tweaked to reward ethical and sustainable practices. “If we can show that ethical, sustainable, and profitable business is effective, that’s the kind of innovation we want to see.” He’s confident that the system will continue to evolve with the right balance of regulation and consumer demand. AN INVITATION TO CHANGE For companies considering B Corp certification, Davies has a simple message: “Give it a go.” The B Impact Assessment, the primary tool used to measure and improve business impact, is accessible to any company whether they decide to pursue certification. He believes this democratizes access to better business practices and allows companies to assess themselves against high standards, potentially setting them on a path toward certification. Davies says that the community of B Corps is a testament to the possibility of creating impactful, responsible businesses across various industries and scales. From sole proprietorships to multinational corporations, companies of all types have successfully pursued B Corp certification, challenging the traditional notion that profit and purpose are at odds. “Once you start to see the B Corp symbol,” he notes, “you’ll start noticing it everywhere.” LEADING WITH PURPOSE For Davies, leading B Lab Australia and Aotearoa New Zealand is deeply fulfilling. Reflecting on his journey—from corporate law to running a family business to his current role—he sees his varied experiences as crucial to understanding the different needs and challenges of companies seeking certification.“I’m surrounded by people who inspire me every day,” he says, “and I feel fortunate to work alongside businesses that are actively making the world a better place.” In a world facing unprecedented environmental and social challenges, B Lab offers a model for businesses that aim to do better for their shareholders and society. Through certification, community collaboration, and a faithful commitment to accountability, B Corp is leading the charge in redefining what it means to be a successful business. “If we can redefine business as a force for good,” says Davies, “we can build an economy that truly serves people and the planet.” 26 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
TANGALOOMA ISLAND RESORT AN OASIS TO BE SAVORED tourism 27 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
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TANGALOOMA ISLAND RESORT AN OASIS TO BE SAVORED AT A GLANCE TANGALOOMA ISLAND RESORT WHAT: A beachfront resort offering a range of accommodations and experiences, including dolphin feeding, snorkeling in the Tangalooma Wrecks, ATV quad biking, sandboarding, and whale watching. WHERE: Moreton Island, off the coast of Brisbane, Australia WEBSITE: www.tangalooma.com 29 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
Once the largest whaling station in the Southern Hemisphere, Tangalooma Island Resort, located on the stunning Moreton Island (Mulgumpin) in Queensland, Australia, has transformed into a world-renowned island oasis. It offers a unique blend of nature, adventure, and relaxation, making it a sought-after destination for travelers from around the world. FROM WHALING TO WELCOMING VISITORS Tangalooma’s origins date back to the mid-20th century, when it served as a major whaling station. In 1963, as the whale population declined, O D ESCAPE THE ORDINARY: THE PERFECT ISLAND GETAWAY 30 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
the whaling station was shut down, and local businessmen transformed the area into a tourist destination. The Osborne family acquired the resort in 1980, taking on the challenge of expanding it from just 20 basic rooms and 27 staff members. Over the following decades, the resort underwent extensive development. “We welcome around 400,000 visitors from Australia and worldwide each year,” David James, Director of Tangalooma Island Resort, proudly states. The resort features a range of accommodation options, from beachfront villas and luxury apartments to family suites and hotel rooms tailored to meet the diverse needs of its guests. “A diverse range of accommodation allows us to cater to various market segments—families, couples, business conferences, and educational groups—ensuring our long-term success.” ISLAND ADVENTURES AND ATTRACTIONS Located just 20 kilometers off the coast of Brisbane, Tangalooma’s accessibility is a significant advantage. Its proximity to the city’s international airport and the availability of easy boat transfers make it an attractive destination for time-conscious travelers. ‘Being so close to Brisbane, guests can quickly get away without the hassle of long travel times,’ James says. Tangalooma Island Resort is situated within the Moreton Bay and Islands region, a unique area in Queensland blessed with some of the world’s largest sand islands. Moreton Island, known as Mulgumpin, is the third-largest sand island globally, spanning 37 kilometers in length and 7 kilometers in width, covering approximately 185 square kilometers. The island is home to three small fishing villages with a permanent population of around 150. Tangalooma is the only resort on the island, offering guests an exclusive experience in a pristine environment. The Moreton Bay region also includes North Stradbroke Island (Minjerribah), the second-largest sand island, and Fraser Island (K’gari), the largest sand island in the world. This area offers some of Queensland’s most beautiful beaches and natural landscapes. ‘The island is a pristine marine and national park, rich with biodiversity and natural 31 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11 TANGALOOMA ISLAND RESORT
beauty,’ James shares. The resort’s location in this stunning setting provides a sanctuary for wildlife, including a family of dolphins that has become a signature attraction. ‘Our dolphin feeding program allows guests to connect with nature meaningfully, and it’s been a part of our identity since the early 1990s,’ he adds. With its fleet of boats, including a 340-seat wave piercer and several catamarans,Tangalooma ensures efficient transport for guests, making it a convenient option for weddings, business conferences, and student education programs.The resort’s accessibility and the surrounding marine and national parks provide visitors a perfect blend of convenience and natural beauty.” EXPERIENCES FOR ALL AGES The resort runs over 50 tours daily, ranging from whale-watching to sand tobogganing and quad biking.“We run various tours seven days a week, all year round, providing something for everyone,” says James. Whale-watching is one of the resort’s most popular activities.“We are one of the largest whale-watching operators in Australia, with tours running daily from June to October,” James highlights. The proximity of the whales to the resort’s shores offers an extraordinary experience for visitors. “Seeing a 40foot humpback whale from the beach is surreal, especially when they swim as close as 100 meters from shore.” “Our adventure offerings attract a range of guests, from families to thrill-seekers, and our sustainability programs resonate with eco-conscious travelers,” James says.“We’ve developed a model where people can enjoy the environment while learning how to protect it.” ECO-CONSCIOUS TOURISM Tangalooma Island Resort welcomes over 15,000 students from across Australia and the globe each year. These programs focus on marine conservation and environmental awareness, providing students with hands-on experiences in a protected and biodiverse environment. ‘It’s a safe, pristine 32 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
DISCOVER OUR RANGE A BLEND FOR EVERY CUP 100% RESPONSIBLY SOURCING* ROASTED LOCALLY IN SYDNEY *Learn more about responsible sourcing of coffee, as part of JDE Peet’s Common Grounds program, visit www.jdepeets.com/sustainability Speak to us today to learn more about Piazza D’oro. 1300 33 1753 or au.hello@piazzadoro.com.au www.piazzadoro.com.au Follow us @piazzadorocoffee
PIAZZA D’ORO: REFLECTING THE MODERN COFFEE DRINKER After three decades in the Australian market, Piazza D’Oro has been relaunched, bridging heritage with a bold new look for today’s coffee lovers. Since its inception in 1991, Piazza D’Oro has transitioned from a niche coffee brand to a key player in Australia’s vibrant coffee culture, providing quality beans to cafes and hospitality venues nationwide. The original vision of Piazza D’Oro, introduced by European coffee leader, JDE Peet’s, was to make exceptional coffee accessible to Australians. Inspired by the brand’s Italian roots,“Piazza” reflects the sense of a community gathering place, where people connect over a shared love for coffee. This purpose endures, even as Piazza D’Oro evolves alongside Australia’s dynamic café culture. As consumer preferences change, so too has Piazza D’Oro’s image.After thorough market research and monitoring consumer trends, the brand recognised the need for a refreshed look in 2023. The transformation combines European heritage with a uniquely Australian style, using warm terracotta hues and layered visuals to capture a coastal connection between Australia and Italy. The refresh not only modernizes the brand, but also reinforces its established position in the market. Piazza D’Oro’s range has expanded in line with the evolving tastes of Australian coffee drinkers. Core blends like Mezzo (a medium-dark roast with tasting notes of milk chocolate and caramel), Forza (a sweet dark roast with notes of dark chocolate), and Colombian (a single origin featuring caramel and citrus notes) have remained consistent to honour loyal customers. Newer offerings, such as certified organic coffee with caramel and honey notes, and Dolce, a specialty blend sourced currently from Colombia, Brazil, and Ethiopia, add diversity. Dolce, known for its light citrus acidity and caramel and almond notes, reflects Piazza D’Oro’s commitment to catering to varied palates. Sustainability also remains a key focus for Piazza D’Oro. With JDE Peet’s global reach, the brand benefits from sustainable practices across the coffee lifecycle, from selecting beans to delivering quality brews. Through JDE Peet’s Common Grounds program, Piazza D’Oro follows three ethical pillars: responsible sourcing, minimizing its environmental footprint, and fostering community connections. Over 60 global Common Grounds projects today, directly partner with and impact coffee farmers at origin to creating positive economic, social, and environmental impacts. With its refreshed image and steadfast dedication to quality and sustainability, Piazza D’Oro continues to lead and connect with Australia’s coffee community, staying true to its roots while embracing the future.
environment ideal for learning about marine life and sustainable practices,’ James explains.‘We have worked hard to balance tourism with environmental conservation, ensuring the island’s natural beauty remains preserved for generations.’ The resort’s operations are carefully designed to minimize environmental impact. By keeping 80% of visitors within the resort’s boundaries and managing access to the national park, Tangalooma reduces the pressure on the island’s delicate ecosystems. ‘Managing visitor numbers carefully is crucial in protecting the environment and maintaining the natural beauty that draws guests here in the first place,’ James emphasizes. TARGETING INTERNATIONAL MARKETS Although the resort is rooted in serving the Australian domestic market, international visitors have become essential to its strategy. Tangalooma specifically targets markets that align with its off-peak seasons to maintain business continuity year-round. “To balance the seasonal dips, we target international visitors from North America, Europe, and Asia,” James explains. “Our winter, with temperatures ranging from 10 to 24 degrees Celsius, coincides with their 35 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11 TANGALOOMA ISLAND RESORT
summer, making it an attractive destination for travelers seeking mild weather.” The North American market has seen rapid growth. “With direct flights to Brisbane from five major US cities and Canada, our accessibility to North American guests has never been better,” James notes. By aligning these international bookings with the Australian low season, the resort flattens out the typical fluctuations experienced by many tourism businesses.“This approach provides stability for our business, ensuring our staff have consistent work and that we maintain a steady revenue stream.” EMPLOYEE GROWTH AND DEVELOPMENT Tangalooma Island Resort’s success isn’t just built on beautiful landscapes and well-planned marketing strategies; it’s also rooted in its commitment to its staff. “We have over 400 employees from more than 20 nationalities, creating a vibrant and diverse workplace,” says James. This multicultural environment benefits the resort’s operations and enriches the guest experience. “Having a diverse team helps us better connect with our international guests, especially those from Asian and South American markets.” Staff development is a core focus. The resort offers extensive training programs, allowing employees to rotate through various departments. “Our hotel management program allows staff to gain handson experience and develop their careers,” James explains. The investment in staff growth has paid off, with many senior managers starting in entrylevel roles.“We have a 90% rate of promotion from within, which we’re immensely proud of. It’s rare 36 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
to find another resort of our size with such a track record.” Even the Osborne family’s children work through the ranks, reinforcing the resort’s commitment to equality and opportunity. “We have third-generation family members starting at entry-level positions alongside other staff,” James shares. “It’s part of our culture— there are no shortcuts here, just opportunities to grow and learn.” GIVING BACK TO THE COMMUNITY Tangalooma’s influence reaches beyond the island, actively supporting local schools, community groups, and charities in southern Queensland. “We support over 20 schools and multiple charities, including those focused on mental health and children’s health,” James says.“We put 20-25% of our net profit back into the community each year, which we’re very proud of.” One of Tangalooma’s standout initiatives is the EcoMarines Foundation, launched in 2013. “We’ve reached over a million people through this program, educating young Australians on waste reduction, recycling, and environmental preservation,” James explains. Supported by the Queensland government and local councils, the foundation influences environmental curricula in 400 schools across the state. “It’s a testament to our commitment to sustainability, and we’ve been the largest corporate funder since its inception.” UPGRADES AND INNOVATIONS With the 2032 Brisbane Olympics on the horizon, Tangalooma Island Resort is preparing for growth. 37 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11 TANGALOOMA ISLAND RESORT
PREFERRED VENDOR/PARTNER n Piazza D’oro www.piazzadoro.com.au Piazza D’Oro brings over 30 years of expertise to crafting premium coffee, locally roasted in Kingsgrove, Sydney. With blends like Dolce, Mezzo, Forza, Colombian, and Organic, Piazza D’Oro delivers exceptional flavour, freshness, and consistency, making quality coffee accessible to everyone. Read more about it at our website above. n JDE Peet’s www.jdepeets.com JDE Peet’s, the world’s leading pure-play coffee and tea company, serves ~4,100 cups per second. JDE Peet’s unleashes the possibilities of coffee and tea in more than 100 markets, with a portfolio of over 50 brands including L’OR, Moccona, Harris and Piazza D’Oro in Australia. Read more about our journey towards a coffee and tea for every cup at our website above. n Unilever Australia Ltd www.streetsicecream.com.au Enjoy a Streets ice cream for any occasion! Whether it’s a sunny day with a Paddle Pop, a celebration with a Magnum, a fun outing with a Cornetto, or a refreshing break with a Cyclone, Streets has the perfect treat for you. “The Olympics will bring tremendous opportunities for tourism, and we’re positioning ourselves to capitalize on that,” James states. The resort has invested heavily in infrastructure, including refurbishing its 100-room hotel and acquiring a new 300-passenger catamaran. Looking ahead, Tangalooma is planning new developments, such as beach cabanas and luxury offerings, that enhance the guest experience.“We’re always working on upgrading and expanding our facilities to maintain our competitive edge,” James says. The resort also focuses on minimizing its environmental footprint, implementing innovative waste management systems, and generating electricity. “We have a worm garden to recycle organic waste into fertilizer and a comprehensive recycling program to minimize landfill. Sustainability is not just a trend for us; it’s a core value.” EXPLORE, EXPERIENCE, AND CONSERVE Tangalooma Island Resort is a model of how tourism can harmoniously blend with sustainability and community involvement. James emphasizes, “We’re always looking to the future, ensuring that we stay one step ahead in offering a world-class experience.” He extends an open invitation to those considering a visit: “No matter where you are in the world, we’d love for you to experience the magic of Tangalooma. Come visit, explore the natural beauty, and see firsthand the incredible experiences we offer.” 38 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 11
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