The PRWIRE Press Releases https:// 2017-12-01T01:38:57Z Increasing Australia’s grain fibre intake could save the economy $3.3 billion a year 2017-12-01T01:38:57Z increasing-australias-grain-fibre-intake-could-save-the-economy-3-3-billion-a-year New research, conducted by Nutrition Research Australia and Deloitte Access Economics, has been released today announcing some staggering statistics around the economic and health implications associated with our national fibre inadequacy. The research reveals that if every Australian adult were to add two to three serves of high fibre grain food to their daily diet it could save our national economy $3.3 billion per year and help prevent 139,000 cases of cardiovascular disease and 272,000 cases of type 2 diabetes annually. These are two of Australia’s biggest killers and the prevalence of both of these diseases is unfortunately on the rise. Please find the media release below and attached and the following documents can be found in the Dropbox link here: -Research whitepaper -Infographic -Additional Statistics -Animated Content -Spokesperson Interviews -Social Media Assets Alternatively, all resources can be found at the following website: www.grainfibre4health.com.au If you would like more information, or to speak with one of our spokespeople, please get in touch with me directly. We also have the below supporting quote provided by Sturt Eastwood, CEO of Diabetes NSW/ACT: “Type 2 Diabetes is one of the most serious health challenges facing Australia today. There are currently more than 1 million people registered as living with type 2 diabetes and a potential half a million who are undiagnosed. There are a number of lifestyle factors that can be modified to slow the development and help manage type 2 diabetes, and this report identifies diet as among the most important. Helping people improve their diet can go a long way towards reducing the numbers affected by type 2 diabetes, which is a life changing condition. I encourage all Australians to look at the fibre in their diet and try to achieve a better balance in the mix of wholegrains, fruit and vegetables they’re eating. A diagnosis of type 2 diabetes is news no one wants to receive, and a few small changes to daily eating habits could go a long way to helping Australians have a much healthier outlook.” The World in 2018 from The Economist highlights key global trends to watch for next year 2017-11-21T22:07:21Z the-world-in-2018-from-the-economist-highlights-key-global-trends-to-watch-for-next-year LONDON, UNITED KINGDOM - November 20, 2017, - The World in 2018, the annual publication from The Economist, predicts that 2018 will be a nerve-jangling year as people across the world attempt to escape the tensions of politics and the frenzies of technology. But the world can also look forward to an economy growing at a respectable pace and the distraction of global events including the Winter Olympics and the World Cup. Daniel Franklin, editor of The World in 2018, said: “It will be a critical year on many fronts, including North Korea’s nuclear challenge, the Brexit negotiations, China’s economic reforms and America’s mid-term elections as well as the presidential polls in Brazil and Mexico. We will see intriguing battles for influence, ideas and leadership.” Twelve global themes for 2018 are: 1) Trumpism v Macronisme We will see competing open v closed world views. While President Donald Trump focuses on his inward-looking “America first” agenda, France’s President Emmanuel Macron promises a new kind of pro-globalisation social contract, one that boosts competition and entrepreneurship while protecting workers who lose out. Mr Macron will emerge as a modern-day equivalent of Teddy Roosevelt, the American president most associated with the Progressive Era. 2) Election game-changers: Brazil, Mexico, Italy and the US mid-terms Once every 12 years elections in Latin America’s two giants, Brazil and Mexico, coincide; there and in other countries in the region’s big election year voters will demand political renewal and an end to corruption. A messy election in Italy could constrain the country’s economic recovery. In America, the Democrats could triumph in a close contest for the House of Representatives, opening the way for the possible impeachment of Donald Trump. 3) The political and economic cocktail of the Winter Olympics in South Korea and the World Cup in Russia Two competitions will capture the world’s attention. South Korea will put on the Winter Olympics in the shadow of the North’s nuclear brinkmanship. Russia will stage the FIFA World Cup at a sensitive time in the country’s relations with the West and shortly after an election that will give Vladimir Putin another term as president. In both events, sport will compete with politics. 4) Long good-byes from leaders in Japan, Cuba and Saudi Arabia Japan’s Emperor Akihito prepares to bow out, Cuba’s President Raúl Castro steps down, Saudi’s King Salman may abdicate. But many leaders who have overstayed their welcome (such as Nicolás Maduro in Venezuela) will try to cling to office. 5) Synchronised global economic growth, at last Ten years after the start of the Great Recession, a sense of widespread wellness will begin to take hold in the world economy. To many it may feel as if 2018 is just the beginning of the real recovery, but it may in fact be approaching the end: the world economy tends to tip into a recession every eight to ten years, and the last one ended in 2009. The most likely cause of the next dip? Central banks tightening policy too much, too quickly. 6) Crunch time for critical global diplomacy: Brexit, NAFTA and North Korea Fraught Brexit talks will reach a climax in the autumn of 2018, when a divorce settlement between Britain and the European Union needs to be reached if there is to be time for parliaments to ratify it by the scheduled departure date of March 2019; the chances of a no-deal Brexit are high. The year will show whether NAFTA can survive Donald Trump’s protectionist push. And – most important of all – Mr Trump will have to decide whether to deter or contain a nuclear North Korea seeking the capability to strike the United States. 7) The march of the acronyms: GDPR, MiFID2, COP24, GNH, Remote ID, 5G, AI New European rules on data (GDPR) and finance (MiFID2, PSD) come into force. A climate-change conference in Poland (COP24) will take stock of progress on the Paris accord. Bhutan starts an intriguing experiment of applying its “gross national happiness” (GNH) to business. And in key tech developments, commercial drones develop faster thanks to rules on remote ID, the next generation of mobile technology (5G) will make its debut at the Winter Olympics and artificial intelligence (AI) will march on into more and more areas. 8) The coming “tech lash” Politicians will turn on the technology giants—Facebook, Google and Amazon in particular—saddling them with fines, regulation and a tougher interpretation of competition rules, in a 21st-century equivalent of America’s antitrust era. There will be broader pressure for transparency about the origin and accuracy of online content. And the tech behemoths’ acquisitions will come under greater scrutiny, as antitrust authorities take a harder line on attempts to squash would-be competitors by buying them. 9) Asian countries top of the league Asian countries will be world champions in 2018—probably not in football, but in a variety of other areas. Bhutan is forecast to top the league in economic growth; China could overtake Italy to be number one in terms of UNESCO-listed world-heritage sites; and India plans to complete the world’s tallest statue, of Vallabhbhai Patel, a founding father of modern India, in Vadodara in the western state of Gujarat. 10) Signs of the times, from “peak baby” to new adventures in space and at sea Telling trends of 2018 will include, in demography, a dip in the number of babies born around the world; the rise of private space ventures reflected most dramatically in SpaceX’s plan to send tourists around the Moon; consumers’ preference for oversized cars demonstrated in sport utility vehicles and their close cousins overtaking all other types in sales of new vehicles; and the trend towards gigantism at sea shown in the launch of Prelude FLNG, the world’s biggest vessel, displacing as much water as six aircraft carriers. 11) A new era for medicine Medical historians of the future will describe 2018 as the year that “advanced” medicines—therapies working upstream on DNA—started to become a reality. The most important landmark will be the approval of the world’s first RNA interference drug, heralding the arrival of a new class of drug. Advances will also come in gene therapies and gene-editing. With luck, too, an old era will end, with the final eradication of polio. 12) Word of the year: Supercalifragilisticexpialidocious “Mary Poppins Returns”, starring Emily Blunt, will come out in 2018, timed to coincide with the centenary of women’s suffrage in Britain. Its fiery suffragette Mrs Banks would no doubt cheer the political progress women have made since 1964 when the original film appeared – and march onwards with the influence women will have on America’s mid-terms. This year’s guest writers in The World in 2018 include: Ruth Davidson, leader of Scottish Conservatives; John McCain, US senator; Alexei Navalny, opposition leader in Russia; Chrystia Freeland, foreign minister of Canada; Tshering Tobgay, prime minister of Bhutan; Yuriko Koike, governor of Tokyo; Hu Shuli, editor in chief, Caijing; Carrie Lam, chief executive of Hong Kong; Binyamin Netanyahu, prime minister of Israel; Graça Machel and Richard Branson of The Elders; Stella Nyanzi, Ugandan human-rights activist; Bob Iger, CEO of Disney; Kai-Fu Lee, venture capitalist; Feng Zhang, co-inventor of CRISPR; and Rem Koolhaas, architect. The World in 2018 print edition is available for purchase on newsstands or on The Economist Store from 20th November. The website (http://www.theworldin.com) and app edition, which can be read within The Economist app on iTunes and Google Play, will go live on 21st November. For more information, please contact DEC PR, on behalf of The Economist: 02 8014 5033 economist@decpr.com.au About The Economist (www.economist.com) With a growing global circulation and a reputation for insightful analysis and perspective on every aspect of world events, The Economist is one of the most widely recognised and well-read current affairs publications. The paper covers politics, business, science and technology, and books and arts, concluding each week with the obituary. In addition to the web-only content such as blogs, debates and audio/video programmes available on the website, The Economist is available to download for reading on Android, Blackberry PlayBook, iPhone or iPad devices. The Economist Espresso, our daily briefing smartphone app, is also available for download via iTunes App Store or Google Play. Collaboration with industry and regulators key to enhancing RegTech innovation in Singapore and the region 2017-11-20T01:03:39Z collaboration-with-industry-and-regulators-key-to-enhancing-regtech-innovation-in-singapore-and-the-region 20th November 2017, Singapore. Industry delegates gathered at a high-level event in Singapore late last week, calling for financial institutions and regulators to work more collaboratively with start-ups to enhance RegTech innovation across the region. Hosted by Deloitte, Austrade and The RegTech Association, the event was held as part of Singapore’s inaugural FinTech Festival, and was attended by the Australian High Commissioner, the Hon. Bruce Gosper. At the event, industry influencers, government officials, tech start-ups and entrepreneurs came together to discuss strategies for driving cross-industry and cross-border collaboration, and opportunities to safeguard against financial crime with RegTech solutions. Julian Fenwick, Chair of The RegTech Association and Managing Director of GRC Solutions, a leading Australian RegTech, believes RegTech has a pivotal role to play in enhancing compliance practices and cross-industry collaboration. “Banks today are spending billions on paying fines. By investing in RegTech, banks can reach a stage of ‘compliance by design’, where compliance is embedded in internal processes. To foster a RegTech ecosystem in Singapore, Australia and the region, we need to drive an ongoing dialogue between technology companies, financial institutions and regulators,” he said. “MAS is doing a great job as a regulator and are setting themselves up as the model to follow. Australian regulators need to learn from this example and give banks a free pass to trial new technologies.” The Hon. Mr Gosper advocated for Australia and Singapore to work together to safeguard against potential threats and enhance RegTech innovation. “Australia and Singapore both have different but highly sophisticated regulatory systems, an appetite for innovation and an interest in the financial industry. There is a unique opportunity for us to work together to counter money laundering and terrorist financing – and that is where RegTech can come into play.” Another key spokesperson, Tim Phillipps, Partner, APAC Financial Crime Network Leader; SEA Forensic and Analytics Leader at Deloitte, said that the industry should aim to build a supportive environment to bring RegTech innovations to market faster and more efficiently. “One of the biggest challenges around financial crime is that it is constantly evolving. The pace of change has accelerated in recent years with the advancements in technology, opening up new avenues for criminal activity, RegTech solutions can help companies detect compliance issues faster, are less error prone and can ensure businesses stay ahead of criminals. For the sector to unlock its full potential, it’s important that various stakeholders collaborate with each other. We need an ecosystem that can innovate with intent, experiment with small pilots or proofs of concept to test and validate them, and build solutions that are fit for purpose.” The event also featured a panel with insights from Anthony Quinn, CEO, Artic Intelligence; Ian Chapman-Banks, CEO, SQREEM Technologies; Nick Armstrong, CEO & Co-founder, identitii; and Chionh Chye Kit, MD Cynopsis Solutions. ~ ENDS For media inquiries in Australia, contact Prue Roberts, Manning & Co. on +61 (02) 9555 5233 or at prue@manningandco.com.au. For media inquiries in Asia, contact Victor Tan, Manning & Co/Gemstar Technologies on +65 6532 1098 or at victor@manningandco.com.au. About GRC Solutions (www.grcsolutions.com.au): GRC Solutions is a RegTech company and leader in award-winning online compliance training, spanning legal compliance, risk management and ethics. Across the private, government and nonprofit sectors, GRC helps organisations to build resilient cultures amid complex legal and regulatory environments. Headquartered in Sydney, Australia, GRC has a strong international presence in Asia, the US and New Zealand. TechnologyOne sees a surge in local government sales 2017-10-18T19:57:41Z technologyone-sees-a-surge-in-local-government-sales BRISBANE, 19 October 2017 - TechnologyOne (ASX:TNE), Australia’s leading enterprise software as a service provider announced today that FY17 was a record year for local government deals with a 48 per cent increase in licence fees in this sector. The company also closed a strong fourth quarter in FY17 in the local government market with 10 new major deals totalling $40 million in total contract revenue - across Queensland, New South Wales, Victoria, South Australia and Western Australia. TechnologyOne Chief Executive Officer, Edward Chung said there was a 90+% win rate and a surge in the value and quantum of local government deals closed in FY17. “We dominated competitors in the local government sector by securing 240 deals from Australia, New Zealand and the UK in FY17. Of these, 222 were new purchases from our loyal existing customers and 18 were new customers,” Mr Chung said. “More than 18 new customers chose TechnologyOne’s integrated enterprise software as a service solution over competitors. “Also many amalgamated councils kicked-out outdated standalone software products from the likes of Civica and Infor who continue to dress-up their old hosted solutions as cloud”, said Mr Chung. TechnologyOne Executive Chairman, Adrian Di Marco said the company had geared up to continue its domination of the local government market in the coming year. “This is the tip of the iceberg for us as we continue to deliver our market leading integrated solution to meet the growing demands for digital transformation by local governments. We are uniquely placed to do this because of our mass production, digitally enabled software as a solution, that is delivering significant benefits to the sector. “We have more than 300 council customers and are continuing to grow fast” he said. “We continue to deliver exceptional projects at breakneck speed with several recent SaaS go-lives being implemented in less than 12 weeks. “The press has been unfortunately very focused on the BCC litigation. This was an entirely different project to anything else we have ever contracted, and our customers and the local government sector understand this. “BCC were a development partner which has never before been done in local government; and BCC struggled to fulfill their obligations. This was highlighted in an independent report commissioned by BCC which they have continually refused to release, because they have publicly stated it would not be in the interest of the rate payers of Brisbane. Clearly this has been an unfortunate event for both BCC and TechnologyOne.” - Ends - About TechnologyOne TechnologyOne (ASX:TNE) is Australia's largest enterprise software company and one of Australia's top 200 ASX-listed companies, with offices across six countries. We create solutions that transform business and make life simple for our customers. We do this by providing powerful, deeply integrated enterprise software that is incredibly easy to use. Over 1,200 leading corporations, government departments and statutory authorities are powered by our software. We participate in only eight key markets: government, local government, financial services, education, health and community services, asset intensive industries, project intensive industries and corporates. For these markets we develop, market, sell, implement, support and run our preconfigured solutions, which reduce time, cost and risk for our customers. For 30 years, we have been providing our customers enterprise software that evolves and adapts to new and emerging technologies, allowing them to focus on their business and not technology. Today, our software is available on the TechnologyOne Cloud and across smart mobile devices. For further information please visit: TechnologyOneCorp.com Regional Australia Bank awards over $30K to the Coonabarabran community as part of its innovative Community Partnership Program 2017-08-28T21:06:22Z regional-australia-bank-awards-over-30k-to-the-coonabarabran-community-as-part-of-its-innovative-community-partnership-program Regional Australia Bank’s innovative Community Partnership Program scales new heights of success. Regional Australia Bank’s Community Partnership Program is now in its ninth year – and with this year’s donations reaching a staggering $840,000, the program continues to go from strength to strength. Under the program, new bank customers open a transaction account and select which group they would like to support. Regional Australia Bank then calculates the average annual balance of all supporters’ accounts and donates 1% of the total to the cause on the customers’ behalf – all without costing them a cent. With more and more people getting on board, the Community Partnership Program has continued to grow at over 30% per year ­– and this year, the total amount has edged ever closer to the million dollar mark, with $840,000 of funds ready to donate to various local grass roots clubs and community groups. At Coonabarabran’s Community Partnership presentations last night, Regional Australia Bank awarded $31,769.03 to the local community – and the United Hospital Auxiliaries of NSW – Coonabarabran Branch, Rotary Club of Coonabarabran, Coonabarabran High School P&C Association, Coona Amateur Boxing Club, The Men’s Shed Coonabarabran Inc, the Coonabarabran Local Aboriginal Land Council and the Urabrible Landcare Group were just a few of the groups lucky enough to receive a donation. Over the past few years, the Bank has been able to contribute more than 1.5 million dollars to deserving community groups – and as Regional Australia Bank Coonabarabran Branch Supervisor Sarah Jackson explains, “we’re immensely proud of our ability to deliver these kinds of social and environmental returns to our regional communities.” Ms Jackson continued that “for a bank like ours, which is founded on the promise to operate in the best interests of our customers and communities, it’s entirely fitting that our customers are able to lead the way in initiatives like this, given that they’ll often be the ones benefitting from the positive impacts of this program.” “The Community Partnership Program is just one of the ways in which we assist our customers and communities,” said Kevin Dupé, Regional Australia Bank CEO. “Regional Australia Bank is proud to continue delivering the Community Support Program in 2017, enabling it to continue enhancing the quality of life and a strong sense of community for the regions it serves.” The banks goal for the Community Partnership Program is to reach $1M in donations to local communities in 2018 and invites regional Australians to get on board and choose to bank with them, so that they can take advantage of this initiative and enjoy both better value from their financial institution, and help create local communities that can fully prosper and thrive. A full list of Community Partnership Program beneficiaries has been included below. - Ends - Contact: Sara Crowe, C7EVEN Communications, 02 6766 4513 / 0438 197 559 It is requested that Regional Australia Bank is not shortened to an acronym and always referred to in full as Regional Australia Bank. Suite 4 Technology Park, Madgwick Dr, Armidale NSW 2350 Australia Phone: 02 6776 0000 Coonabarabran Community Partnership Beneficiaries United Hospital Auxiliaries of NSW - Coonabarabran Branch Rotary Club of Coonabarabran Coonabarabran High School P & C Association Coona Amateur Boxing Gym Coonabarabran Soccer Club Inc Coonabarabran Local Aboriginal Land Council Urabrible Landcare Group Inc Coonabarabran P & H Association The (Men's) Shed Coonabarabran Inc C/Bran Rugby League Football C Riding for The Disabled Association (NSW) Coonabarabran Centre Coonabarabran Volunteer Rescue Coonabarabran Public School Parents and Citizens Association St Lawrences Primary School - Canteen Coonabarabran Youth Club Inc Coonabarabran Fishing Club Coonabarabran Bowling Club Co-Op Coonabarabran Junior League & Netball Inc Coonabarabran Garden Club Binnaway Jockey Club Inc. Coonabarabran Junior Golf Coonabarabran Jockey Club Inc Baradine Country Bushfire Brigade Baradine and District Progress Association Coonabarabran Lady Golfers Improvement Fund Coonabarabran Pony Club Inc Warrumbungle Regional Radio Inc Yearinan Bushfire Brigade Coonabarabran Arts Council Coonabarabran Bran Horse & Rider Club Inc Warrumbungle Arts and Crafts Inc Coonabarabran & District Greyhound Racing Club Baradine Bowling Club - Baradine Health & Fitness Binnaway Amateur Boxing Gyminc RSL Womens Auxiliary Coonabarabran Orbital Swing Band Warrumbungle Rural Community Programme War Fm RSP Coonabarabran Physical Culture Club Coonabarabran Little Athletics Coona Civilian & Military Rifle Club Dps Coonabarabran Local & Family History Starfest Rocky Glen Branch of CWA NSW Coonabarabran Landcare Warrumbungle Eventing Inc Hell Yeah Sports & Activities Astronomical Society of C/Bran Castlereagh Working Equitation Coona Drop in Incorporated Castlereagh Support Brigade Coonabarabran Christian Education Association Gowang Rural Fire Service Coonabarabran Lions Club Incorporated Coonabarabran Teachers Bugaldie Rural Fire Brigade Napier Lane Bush Fire Brigade Burra-Bee-Dee United Coonabarabran Men's Choir Coonabarabran Amateur Dramatic Society Coonabarabran Local Aboriginal Lands Council Mindfields to democratise RPA by offering a one stop solution at a fixed price per process. 2017-08-22T21:15:38Z mindfields-to-democratise-rpa-by-offering-a-one-stop-solution-at-a-fixed-price-per-process Sydney: Australian automation and AI advisory firm Mindfields has launched Automation as a Service (AaaS), a banquet of RPA services such as research, education, consulting and execution, packaged at a fixed price per process. It will open doors to automate processes that were previously unimaginable or unfeasible. RPA takes business processes that are currently performed by human workers and creates a software bot that then performs the same task around the clock. Mindfields Managing Director Mohit Sharma said, “We do not want to charge new clients for the framework we have already developed for existing clients, instead we have customised workshops backed by ongoing research to reduce the cost of automation and shorten their decision cycle," Mindfields has automated and robotised its own consulting and delivery processes in the form of AaaS. Clients will get a bundled offering containing consulting backed by ongoing research in emerging technologies and delivery embedded with training. “Our aim is to make it free in the long-term and focus on feeding and exploiting data generated by automation. Automation is the first step in the journey and should be treated as investment in short-term” commented Sharma. AaaS will provide following benefits to clients for a fixed price per process: Automate more at faster pace Consulting backed by ongoing research on RPA tool and process selection Education to empower client teams to execute RPA in-house Execute and implement RPA efficiently based on Mindfields’ experiences and lessons learned Automation at a fixed price per process, which provides cost assurance to a business case Enabling clients to focus on the most important outcome of RPA i.e. automating data and interaction analytics, rather than the technical details. Currently, clients are paying separately for these services to various vendors who work in silos which can increase costs and project timelines. AaaS will democratise RPA irrespective of industry vertical and client’s company size. “Businesses can now think about the outcomes they are seeking, rather than getting bogged down in the technology specifications and cost of initiating the RPA journey.” Mindfields has also been recently covered in the technology section of the Australian Financial Review. You can view the article here - http://www.afr.com/technology/robotic-process-automation-on-demand-as-consultants-get-disrupted-20170816-gxx6b0 For more info on AaaS, visit - http://bit.ly/2wsMVrP or watch this video About Mindfields: Mindfields is a vendor and tool agnostic full-service Robotic Process Automation and Artificial Intelligence firm with a global presence. We provide consulting, education and execution to clients backed by comprehensive independent research. For more information, please visit our website. Australian Customers Prefer Digital-First Approach to Banking Services 2017-08-10T00:00:00Z australian-customers-prefer-digital-first-approach-to-banking-services Sydney, Australia, August 10, 2017 – Australian customers would prefer to resolve their basic banking issues without having to deal with a human being, according to a new survey by market researcher, YouGov. The Avaya-commissioned Customer Experience in Banking 2017 report indicates that Australians’ most-preferred method of contact with their bank would be via the website, while a third, 34 per cent, regularly use mobile banking apps, more than their counterparts in the UK and UAE. The survey covered more than 5,000 banking customers in four countries – Australia, India, the UK, and the UAE. Given the choice of only one channel, 28 per cent of the 1,153 Australians surveyed would prefer access to a complete list of services via their bank’s web site, only speaking to a person if they really have to. Likewise, 19 per cent would prefer to use a mobile app, while eight per cent would choose to access services through the contact center application. More than half, 54 per cent, regularly use online banking, behind only the UK’s 60 per cent, while only 36 per cent usually visit their branch, the joint-lowest with the UK. Unsurprisingly, younger generations of Australians are more likely to use mobile services, with 58 per cent of 18 to 24-year-olds and 53 per cent of 25 to 34-year-olds regularly using mobile apps, compared to just 13 per cent in the 55+ category. Interestingly, 57 per cent in the latter group use online banking, while just 45 per cent of 18-24-year olds do. Still, the YouGov study found that traditional interactions continue to hold a place in the financial services industry. In fact, 22 per cent of Australians prefer to visit branches, a figure led by older respondents, with a third of over-55s selecting that option. While more than half, 51 per cent, of Indian respondents said they regularly visit their branch, the highest of the four countries surveyed, only 13 per cent said they prefer to do so – by far the lowest of the four. “The financial services industry (FSI) has typically led technology adoption and digital services – in part due to available capital, but primarily because a highly-competitive market creates constant pressure to exceed the expectations of demanding consumers,” said Peter Chidiac, Managing Director Australia and New Zealand, Avaya. “Customers see value in more than just rates, meaning banks and other financial organisations must provide an experience that aligns to the daily lives of their consumers. To meet those expectations, they have to optimise traditional transactions while enabling interactions across the latest platforms and introducing innovations such as artificial intelligence (AI).” Regardless of how they choose to contact their bank, the most important issues for Australian customers is that they get the same level of experience and service, and that their problem is resolved on the first point of contact. The most common customer complaint is being kept waiting for a long time on the phone, cited by 21 per cent. This may explain why less than a quarter, 23 per cent, of Australian respondents regularly call a contact center. “Consumers are looking for fast resolutions, and within reason, hope for an answer within the first point of contact,” said Chidiac. “The problem is that some contact centre agents in financial institutions aren’t prepared to deal with a wide range of enquiries, especially in omni-channel environments. Contact centre agents need to be equipped to deal with enquiries no matter which platform the consumer is using to make contact, and importantly, the interaction must be able to shift across platforms without forcing the consumer to explain their issue repeatedly.” To learn about how Avaya is digitally transforming financial services, check out this short video or browse this resource guide. About Avaya Avaya enables the mission critical, real-time communication applications of the world’s most important operations. As the global leader in delivering superior communications experiences, Avaya provides the most complete portfolio of software and services for contact center and unified communications with integrated, secure networking— offered on premises, in the cloud, or a hybrid. Today’s digital world requires some form of communications enablement, and no other company is better positioned to do this than Avaya. For more information, please visit www.avaya.com. Certain statements contained in this press release may be forward-looking statements. These statements may be identified by the use of forward-looking terminology such as "anticipate," "believe," "continue," "could," "estimate," "expect," "intend," "may," "might," "plan," "potential," "predict," "should" or "will" or other similar terminology. We have based these forward-looking statements on our current expectations, assumptions, estimates and projections. While we believe these are reasonable, such forward looking statements involve known and unknown risks and uncertainties, many of which are beyond our control. These and other important factors may cause our actual results to differ materially from any future results expressed or implied by these forward-looking statements. For a list and description of such risks and uncertainties, please refer to Avaya's filings with the SEC that are available at www.sec.gov. Avaya disclaims any intention or obligation to update or revise any forward-looking statements. All trademarks identified by ®, TM, or SM are registered marks, trademarks, and service marks, respectively, of Avaya Inc. All other trademarks are the property of their respective owners ### icare (Insurance & Care NSW) implements OnBase by Hyland for digital information management 2017-07-27T05:27:03Z icare-insurance-care-nsw-implements-onbase-by-hyland-for-digital-information-management icare, the New South Wales’ government’s insurance and care provider, has selected and implemented OnBase by Hyland, an enterprise information platform, hosted in the Hyland Cloud. icare will use OnBase to support its enterprise vision of digital information management, initiating the project in its largest division, which delivers insurance and care services to customers of the NSW Workers Compensation scheme. icare is one the largest insurers in Australia with $33 billion in assets and more than 3.4 million customers. icare is a new public financial corporation undertaking business transformation from a previously adversarial process to a contemporary business, delivering a world-class service experience to employers, injured workers and motorists – focused on quality of life outcomes, not process. Through this transformation, icare is creating a fresh new business model from one based on previously fragmented systems to one powered by a common platform, providing an integrated view of the customer and service delivery. To enable this goal, icare sought an innovative technology to provide a single view of the customer information and optimise business processes. “Hyland was a natural fit for icare. They show impressive insurance and health industry experience and have provided sound advice on how we can optimise their OnBase technology within our business environment and successfully integrate it with our insurance lifecycle management software, Guidewire. We’ve enjoyed a successful partnership where they’ve met our deadlines, enabling us to meet our program milestones,” said John Nagle, icare group executive, workers insurance. “The OnBase product provides an end-to-end record management and secure storage solution to manage our customer correspondence, policies and billing – linking them to claims and care delivery, as well as enabling secure access of information from the cloud,” Nagle said. “Their solution provides a fully integrated platform which gives our underwriters and billing staff a birds-eye view of the data they need to support employers and ultimately respond to injured workers in a timely manner.” icare completed phase one of its OnBase implementation in its workers’ compensation policy processes in April 2017. It has selected workers’ compensation claims processes for phase two, implementing Guidewire ClaimCenter® and OnBase simultaneously. “Utilising the OnBase Ready for Guidewire accelerators for Guidewire InsuranceSuite™, icare staff gain instant access to important information – improving decision-making for its workers’ compensation policies and claims and eliminating the need to search multiple applications, file shares or paper records,” said Ruth Fisk, global director of insurance at Hyland. “We’re looking forward to working with icare to connect information throughout the enterprise and deliver the best service possible to their customers, resulting in getting the injured employee back to work as quickly as possible.” For more information about workers’ compensation and the OnBase integration and accelerators for Guidewire, visit OnBase.com Breaking News - ASX Listed G Medical Signs Binding MOU for US $67.5M for China Distribution 2017-07-27T00:24:14Z breaking-news-asx-listed-g-medical-signs-binding-mou-for-us-67-5m-for-china-distribution ASX Announcement 27 July 2017 G MEDICAL SIGNS BINDING MOU FOR CHINA DISTRIBUTION VALUED AT US$67.5M •Binding MOU signed with Shandong Boletong Information S&T Co. Ltd. •Agreed terms include call centre cooperation and a minimum purchase order of Smartphone Prizmaunits within the first year. •Medical and ancillary support via Nurse and Physician staffed call centres and ‘Cloud’ services. Mobile health and e-health company G Medical Innovations Holdings Ltd (“G Medical” or the “Company”) is pleased to announce it has executed a Binding Memorandum of Understanding (“Agreement”) between its subsidiary G Medical Innovations Asia Limited and Shandong Boletong Information S&T Co. Ltd. (“Boletong”), for the distribution of G Medical’s products and for call centre and ‘Cloud’ services in the People’s Republic of China. G Medical Smartphone Prizma Purchase Order Pursuant to the terms of the Agreement, Boletong has agreed to purchase a minimum quantity of units within the 1st Year of the G Medical Smartphone Prizma, and to provide associated support services for a minimum period of 60 months. Boletong will pay a pre-determined price for each unit, with the value of the agreement based on the minimum commitments being no less than US$67,500,000. The obligation to acquire the units commences on the granting of the CFDA certification to G Medical, which is currently in process. Support Services 1) Medical Services: Pursuant to the terms of the Agreement, Boletong and G Medical will set up a medical call centreproviding support services from 50-60 Nurses and 3-5 General Practising Physicians. Boletong will be responsible for the recruitment of the Nurses and General Practising Physicians, andthe establishment of the call centre. 2) ‘Cloud’ Subscription and Support Services: Pursuant to the terms of the Agreement, Boletong and/or G Medical will provide; a) Automated Cloud algorithm interpretation services, for biomedical signals 20170727_GMV - Binding MOU for China Distribution Page 2 of 3 b )Level 1 services including, Live and/or automated end-user technical support c) Level 2 services including, hardware (device) support, replacement/repairs Marketing and advertising G Medical agreed to contribute an immaterial portion of the per unit price as marketing and investment for Boletong's promotion of the products and services in China, with such payments to be set-off against payment of the purchase orders by Boletong. Non-competition Boletong and its associations are subject to non-competition restraints for the period of the Agreement, and ending five years after its termination (unless G Medical is found by a Court to have breached the Agreement). These non-competition restraints extend to competing with the products or services of G Medical. G Medical CEO Dr. Yacov Geva, commented: “I am extremely pleased to announce yet another significant relationship for G Medical within the ever-growing and lucrative Chinese territory. To have further increased our purchase commitment for our G Medical Smartphone Prizma devices, over and above our existing agreements, is an exceptional outcome with a key partner in Boletong. This adds further to our robust, multi-year revenue stream for the Company, particularly within the first year of a CFDA approval being granted”. “I have met with the executives of Boletong, and whilst in China have visited their facilities and operations. Boletong operates in 16+ provinces and works with the National Public Health care system and acts as a distributor of medical services for the government. Boletong is currently working with several large healthcare organisations such as Wanda, a medical company which is positioned in the top three in their area, and along with telecom carriers such as China Telecom. Boletong is also supported through investment from a large and reputable group in Beijing. Our team, has invested more than 3 months in bringing this MOU to fruition, during which time we were able to satisfy ourselves as to Boletong's strong financial position, their key government partnerships in place, and the ability to deliver all aspects under our agreement.” “This relationship is a significant strategic partnership, allowing the roll out the Company’s medical and ancillary support services within the Chinese territory, for both our professional call centre and Cloud based systems”. Ends Corporate Advisors Otsana Capital 108 Outram Street West Perth WA 6005 Telephone: +61 8 9486 7244 www.otsana.com About Shandong Boletong Information S&T Co., Ltd Shandong Boletong Information S&T Co., Ltd. (Boletong) is a hi-tech medical and healthcare company invested by Beijing Honghui Group which has businesses in medicine, investment, drug store automation system and new energy areas, based in China. Boletong focuses on the production and sales of medical devices, membership healthcare management systems and R&D and applications for the National Basic Public Healthcare Project Solution. Boletong is currently one of the top 16 service providers for the national public healthcare system. Boletong is located in Jinan Hi-tech Technology Development Area, Shandong province. Boletong’s website is www.sdboletong.com About G Medical Innovations G Medical (ASX:GMV) was founded in August 2014, aiming to be at the forefront of the digital health revolution, developing the next generation of mobile health (mHealth) technologies. The Company brings forth the experience and expertise of its Board to deliver best-in-class solutions to address this global opportunity. The Company specialises in innovative next generation mobile and e-health solutions and services using its suite of devices and software solutions with a view to driving multiple and recurring revenue streams, across numerous verticals and territories. For more information on G Medical, please visit www.gmedinnovations.com ThoughtWorks Releases First-Ever Report on Courageous Leadership Among Successful C-Suite Executives 2017-07-25T23:34:26Z thoughtworks-releases-first-ever-report-on-courageous-leadership-among-successful-c-suite-executives p.p1 {margin: 0.0px 0.0px 0.0px 0.0px; font: 12.0px Arial} li.li1 {margin: 0.0px 0.0px 0.0px 0.0px; font: 12.0px Arial} span.s1 {font-kerning: none} span.s2 {text-decoration: underline ; font-kerning: none; color: #0563c1} span.s3 {text-decoration: underline ; font-kerning: none} ul.ul1 {list-style-type: disc} ThoughtWorks, a global software consultancy released a first of its kind report, “The Next Big Disruption: Courageous Executives”, revealing what sets top business leaders apart from their competition. The report profiles an elite segment of C-Suite leaders referred to as “Courageous Executives” in the US, the UK, Australia and India and the findings underscore the critical role technology plays in business strategy, from navigating the chaos of digital transformation to how they’re setting their business up for future success. The report also sheds light on the leadership styles of Courageous Executives including their tolerance for risk and failure, their use of customer insights and the ways leaders in all four countries are preparing for the future of work. This report, developed by ThoughtWorks in partnership with research agency Northstar, features insight from Fortune 500 C-Suite executives who are: advocates for digital transformation; have an active role in directing how technology enables their business; have seen their company’s revenue or profit increase significantly due to a recent technology change; and 85 percent of which self-identified as risk takers. “As companies across all industries embrace the changes of our increasingly digital world, we’re seeing leaders at the helm of these companies dive deeper into how technology is implemented and how it works,” said ThoughtWorks President and CEO, Guo Xiao. “I began my time in the industry as a developer, giving me the tools I needed to approach business with a technology first perspective. Executives across the globe are learning that a strong grasp of technology matters and they’re finding ways to adapt. Our findings show that 54 percent of Courageous Executives have developed a deep understanding of technology with a remarkable 57 percent of these leaders reporting having written code,” noted Xiao. "A tenacious commitment to embrace technology is what today sets apart truly Courageous Executives." According to Ange Ferguson, Group Managing Director for ThoughtWorks Asia Pacific, “In this new age of digital disruption, technology is being catapulted closer to the business core and that’s challenging the traditional C-suite. They need to think and behave differently when it comes to the role of technology in their strategy, and to question how they are engaging technology to produce better outcomes for the business. “While capability was once a barrier to what’s possible, now the constraint lies in the willingness of decision makers to be courageous with foundational technologies,” she said. REA, which operates Australia’s leading residential, commercial and share property websites, as well as a number of property portals in Asia and interests in the US and India, credits its impressive growth and success to a culture based on consistent innovation and invention. “The REA business is built around customer delivery, which demands that we work to the same agile rhythm across all levels of the organisation. Visualised work, team stand-ups and collaboration enable the innovation and invention that has become part of our DNA,” said Nigel Dalton, Chief Inventor, REA. “Our competition is global and the landscape is set to change as AirBnB, Facebook, Google, eBay, and WeChat become major players in property over the next few years. We’re embracing the opportunities this creates by focusing our culture of innovation and invention on the technologies that will change how people find property - robotics, virtual reality, augmented reality and data science. “That, along with our diverse backgrounds, creative thinking and scalability, will see us continue to deliver new products and services to market faster than anyone else, and ensure we are the world’s best.” According to the report, notable themes uniting Courageous Executives include: Proactive Approach to Technology Changes According to the report, to keep pace and anticipate future technology shifts, Courageous Executives conduct research, analyze their competitors, troubleshoot tech challenges and hire subject matter experts. A majority of Courageous Executives (65 percent) say that digitizing and adapting to new technology is a top business priority followed by growth. Research – 63 percent of leaders do their own research to stay ahead of technology changes. Top trends they’re exploring include security threats; human and machine interaction; new hardware, software and operational platforms; machine learning and artificial intelligence; virtual reality and augmented reality. Competitor Analysis – In all four countries, big tech decisions are most often fueled by competition. Asked to identify the largest driver motivating change, 47 percent pointed to their competitors. Tolerance for Risk and Willingness to Fail Understanding risks and its impact on ongoing business success is an important characteristic of a Courageous Executive along with the ability to rebound after a perceived failure. Appetite for Risk - In fact, 87 percent of all executives agree that taking risks is necessary to achieve goals and maintain a strong competitive advantage with 62 percent pointing to their willingness to take risks their competitors won’t as a key differentiator. Failing Well - Courageous Executives reported their most common reaction to these setbacks was to focus on what went right with the second being to stay as positive as possible. When asked how failure affected their employees, 54 percent globally said that they believed failure made them even more motivated to succeed. Use of Customer Insights Throughout the world, courageous leaders recognize the necessity of maintaining a close connection to their customers. 91 percent report that customer input directly informs their strategic decision-making. While there is some agreement as to the best methods for gathering that customer input, there’s still a lack of consensus among executives when it comes to what data they’re collecting and who is assessing the insights. Data Source - Overall, the most common source of insight is customer research, followed by social feeds which are monitored by 68 percent of Australian, 60 percent of UK and Indian and only 38 percent of US leaders. Other ways executives gather information includes using analytics from a content management system or implementing a designated customer insights task force. Customer Engagement - Gathering data from multiple sources is universally valued, but 87 percent of executives report having an internal team dedicated to their customers. Additionally, 58 percent of US and 48 percent of Australian executives say they speak to their customers themselves, which is far more than 32 percent in India and 22 percent in the UK. The Future of Work Across continents, nearly half of all courageous leaders describe their company culture as “team-first,” meaning they hire primarily for cultural fit, with skills and experience the second consideration. A third define their company as having an “elite” culture, described as hiring only the best to change the world by untested means. Subject Matter Experts - An overwhelming majority of Courageous Executives (90 percent) emphasized the importance of key hires, stating that discovering subject matter experts and new talents helps their context and credibility and is crucial to success. Tech’s Impact - 70 percent believe that replacing white-collar workers with technology is a natural progression and to be expected. To prepare for the potential impact of technology on the workforce, 87 percent of leaders admit to researching new technologies that may help them save on staff costs. 83 percent also agree that they’re preparing for the impact of technology replacing their workers by limiting new hires to reduce ongoing overhead. To download the report visit www.thoughtworks.com/courage Methodology Developed by ThoughtWorks’, this report is based on data collected by Northstar Research Partners from C-Suite executives from Fortune 500 companies with 100 employees or more, 87 percent of whom have occupied their office for at least three years and 79 percent reporting more than $100 million in revenue. The executives are primarily Presidents or Chief Executive Officers, the data also includes insights from the full C-suite including CIOs, CMOs, COOs, CTOs from a variety of industries from finance and retail to healthcare and manufacturing and more. About ThoughtWorks We are a software company and community of passionate purpose-led individuals. We think disruptively to deliver technology to address our clients' toughest challenges all while seeking to revolutionize the IT industry and create positive social change. Beware of headlines promising lower electricity prices 2017-06-15T02:11:41Z beware-of-headlines-promising-lower-electricity-prices-1 Since the Finkel review was released late last week, there have been headlines stating that electricity prices would fall if the recommendations of the review were adopted.   Here’s a warning: These headlines are misleading.   While I am not in disagreement with the review or the recommendations put forward, what I take issue with is how they are falsely being framed and fed into mainstream media.   Based on my extensive knowledge of the electricity industry, a more accurate headline should be:  “Despite Finkel’s recommendations, prices will still rise for most”.   The review actually states that relative to ‘Business as Usual’ (the ongoing and unchanging state of the energy market operating within the present policy vacuum), wholesale electricity prices can somewhat improve from a forecasted ‘worst case scenario’, provided Finkel’s recommendations are adopted.   But here’s the catch: prices for most will not be lower than what we’ve seen to date. Because despite Finkel’s recommended solutions, we’re continuing to operate within the existing policy vacuum, which is pushing prices up.   Additionally, many businesses and residential users have not yet felt the full impact of the increases we have had over the last 12-18 months in the wholesale market. These increases will filter through over the next year or so as larger businesses re-contract and as retailers adjust their pricing for their other customers.   Some of this we are already starting to see with retailers announcing significant increases in pricing for residential users and small businesses from 1 July 2017. Ouch.   In short, for most us, prices are likely to go up before we experience any relief produced from Dr Finkel’s recommendations. ends * Rod Boyte is the founder and a director of Smart Power Ltd. Rod is an independent energy management solutions specialist who has helped hundreds of organisations across Australia and New Zealand rethink the way they purchase and manage energy to achieve greater levels of sustainability and operational excellence. Rod has been a member of the Energy Management Association of New Zealand (EMANZ) since 1995 and served on the EMANZ board from 1998 to 2002 (Vice Chairman in 2002). Over the past six years Rod has represented consumers at all levels by sitting on various groups including the Frequency Standard Working Group, Policy Procurement Working Group and the Metering and Reconciliation Working Group.  Rod is a frequent guest speaker at key industry conferences and events providing insights and predictions into current and future issues. His most recent engagement was in May at Vic Water's 2017 Future State of Electricity conference. With 25 years in the energy management field, Rod Boyte is deemed to be one of the most experienced energy management executives in Australia. www.smartpowerenergy.com.auMedia enquiries: Rod Boyte can be contacted on 0420 266 866. Wendy McWilliams, WMC Public Relations, T: 03 9803 2588 / 0421 364 664 E: wendy@wmcpr.com.au Banking on a sustainable future for our regions 2017-04-20T03:48:44Z banking-on-a-sustainable-future-for-our-regions Through its partnership with Landcare NSW, Regional Australia Bank is continuing to lead the way in Corporate Social Responsibility, donating $1 for every member that switches to online statements. Over the last four years, Regional Australia Bank has donated over $18,000 to Landcare NSW, a contribution State Landcare Coordinator Sonia Williams says is vital to local Landcare groups. “Without Regional Australia Bank’s support, many local Landcare groups would not be able to undertake their environmental conservation, education and sustainable agricultural projects,” Ms Williams said. “Regional Australia Bank’s contribution not only helps us to assist groups showcase their projects and build connections with their community, it also helps us fund important training to show them how they can widen their net of potential funding to help deliver their projects.” This financial year alone, six local Landcare groups, across Regional Australia Banks service regions, were the recipients of this much-needed support - support that has ensured the success of their projects. They include Southern New England Landcare – Frog Dreaming project; Congewai Valley Landcare – Regent Honey Eater project; Wollombi Valley Landcare Field Day – Meeting of the Waters project; Landcare NSW - Crowd-Funding Training workshops; Manning Landcare - Farm Gate Tour and the Murrurundi Landcare Tidy Towns Committee – Page’s River Warrior project. Regional Australia Bank CEO Kevin Dupé said: “Regional Australia Bank is proud to have contributed to these worthwhile projects through our partnership with Landcare NSW.” “As a bank we are committed to setting ourselves significant sustainability goals that will help ensure the future of our communities. We also endeavor to inspire and empower our members to make ethical decisions of their own and it is heartening to see so many already doing so by making the switch to online statements.” Through partnerships like this, Regional Australia Bank is acutely aware of the role it can play by encouraging sustainability and it seems, others are now taking notice of this ingenuity too. “Recently, a member of our Executive Management Team, Darren Schaefer was awarded a scholarship to take part in the Prince of Wales Leadership in Sustainability Programme through the University of Cambridge,” said Mr Dupé. “This programme recognises influential senior leaders operating at a strategic level within sustainability and arms them with knowledge and techniques to address key sustainability challenges in a practical way.” The Bank also recently held its second Sector Sustainability Summit in Sydney with other like-minded institutions - discussing the establishment of sector benchmarks for sustainability reporting, reviewing best practice and exploring collaboration opportunities around the UN Sustainable Development Goals. Mr Dupé says this is all part of the bank’s ongoing focus to minimising its own impact on the environment and maximising social and environmental returns to its regional communities, in the same way its partnership with Landcare NSW has done. - Ends - Contact: Sara Crowe, C7EVEN Communications, 02 6766 4513 / 0438 197 559 It is requested that Regional Australia Bank is not shortened to an acronym and always referred to in full as Regional Australia Bank. Image caption: Lucinda Chapman (Landcare NSW) and Kevin Dupe (CEO, Regional Australia Bank) at the Armidale Creeklands Suite 4 Technology Park, Madgwick Dr, Armidale NSW 2350 Australia Phone: 02 6776 0000 Alternative asset growth supports Blue Sky’s 130 per cent profit surge 2017-02-09T21:50:08Z alternative-asset-growth-supports-blue-sky-s-130-per-cent-profit-surge Blue Sky Alternative Investments (ASX: BLA) today announced its results for the half year ending 31 December 2016, reporting a significant rise in revenue, profitability, cash flow, margins and fee-earning assets under management (AUM). Highlights include: underlying net profit after tax (NPAT) for 1H FY17 up 130 per cent to $10.1 million (1H FY16: $4.4 million); underlying EBITDA margins for 1H FY17 expanding to 41 per cent (1H FY16: 28 per cent) underlying income for the period up 53 per cent to $36.4 million (1H FY16: $23.8 million); and net operating cash flow for 1H FY17 up 200 per cent to $9.3 million (1H FY16: $3.1 million). The company maintained it was on track to deliver underlying NPAT of $24 to $26 million in FY17, representing approximately 50 per cent growth on FY16. Blue Sky’s fee-earning AUM at 31 December 2016 was $2.7 billion, with the company adding $1 billion in the last twelve months. The fund manager saw a significant rise in investments from Australian and overseas institutional investors, from 25 per cent to 37 per cent of its fee-earning AUM during the period – a trend that has continued in 2017 with Blue Sky announcing a new significant mandate in January. Fee-earning AUM is expected to be between $3.1 and $3.3 billion by 30 June 2017. The company confirmed it was on track to meet or exceed its longer-term target of $5 billion by 30 June 2019. The alternative asset manager outperformed market benchmarks in each of its asset classes – private equity and venture capital, private real estate, real assets and hedge funds – delivering investment performance of 16.4 per cent per annum net of fees since its inception more than ten years ago. Blue Sky reported a robust balance sheet with net tangible assets of $134 million including a net cash position of $52.1 million. The strength of Blue Sky’s balance sheet has become a key strategic asset for the business attracting and investing alongside institutional investors, seeding new ventures, and moving quickly to secure new investment opportunities. Blue Sky managing director Robert Shand said the company’s strong financial performance came down to three key drivers: the mainstreaming of alternatives, the company’s compelling ten-year track record and institutional backing. “We have returned 16.4 per cent per annum net of fees over ten years to investors, and have won the endorsement of major institutions,” Mr Shand said. “Long-term trends have seen investors increase their allocation to alternatives and we are benefiting from the same structural tailwinds as global alternative asset managers such as Blackstone and Partners Group.[1] “While we have done well to grow to $2.7 billion in fee-earning AUM in our first ten years, we have barely scratched the surface. Australia’s funds management industry has $2.8 trillion under management, and with alternatives forecast to be our largest asset class in the next decade, the opportunity in front of us is enormous.” [2] A McKinsey & Company report noted growth in alternative investments continued to outstrip that of traditional assets. “The alts boom is likely to be one of the richest asset management growth opportunities in the years to come,” the international report states.[3] Closer to home, Australia’s Future Fund allocates nearly 40 per cent of its portfolios to alternatives.[4] “We continue to […] seek out and access pockets of opportunity particularly in our private market and alternatives programs,” Future Fund managing director David Neal said.[5] ABS data shows that over the last decade, the value of listed equities has treaded water, increasing from $1.66 trillion to just $1.69 trillion. Over the same period, the value of unlisted equities has increased by almost 50 per cent, from $1.96 trillion to $2.95 trillion. The size of unlisted equities in Australia today is approximately 74 per cent more than listed equities. [6] “What investors have experienced in Australia over the last decade is that growth in private markets has far outstripped growth in public markets. As a business that has specialised in investing in private markets, we are uniquely positioned to capitalise on this growth,” Mr Shand concluded. ENDS Note to editor Blue Sky Alternative Investments Limited (Blue Sky) (ASX:BLA) is a leading diversified alternative investment asset manager. Blue Sky was listed on the Australian Securities Exchange in January 2012 and is the only listed fund manager in Australia focused on a diversified portfolio of alternative assets. Established in 2006, Blue Sky has generated strong returns uncorrelated with Australian listed equity markets. Blue Sky has offices in Brisbane, Sydney, Melbourne, Adelaide and New York, a team of more than 80 and a broad investor base including institutional, wholesale and retail clients. Alternative assets include direct investment in private equity, real estate, infrastructure, hedge funds and other real assets. For real-time company announcements, investment opportunities and investment performance, download the Blue Sky Fingerprint app from the App Store or Google Play. www.blueskyfunds.com.au For more information please contact: Miette Lelievre | 0431 854 878 | mlelievre@agencynorth.com.au Celia Brightwell | 0423 949 727 | cbrightwell@agencynorth.com.au [1] From 2007 to 2016, Partners Group AUM has grown from EUR12.6 to EUR49.1 billion (1H 2016 interim report) and Blackstone from US$83.2 to US$277.1 billion (FY2009 report & FY2016 report) [2] Rainmaker Roundup Volume 20 Number 3 Sep Quarter 2016 [3] McKinsey & Company, Thriving in the New Abnormal - North American Asset Management, Nov 16 [4] Future Fund, Portfolio Update at 31 Dec 16 [5] Future Fund, Portfolio Update at 30 Jun 16 [6]Australian Bureau of Statistics, National Accounts; Finance and Wealth Sep 2016 Data Series ThoughtWorks receives Australian government’s 2016 Employer of Choice for Gender Equality citation 2016-12-07T23:29:27Z thoughtworks-receives-australian-government-s-2016-employer-of-choice-for-gender-equality-citation December 8, 2016 – Sydney, Australia - ThoughtWorks, a global technology company with just over 300 ThoughtWorkers across Sydney, Melbourne, Brisbane and Perth, has received the 2016 Employer of Choice for Gender Equality (EOCGE) citation, awarded by the Australian Government’s Workplace Gender Equality Agency (WGEA). The citation recognises ThoughtWorks’ active commitment to achieving gender equality in Australian workplaces and is aligned with the Workplace Gender Equality Act 2012, which acknowledges that gender equality is increasingly critical to an organisation’s success and is viewed as a baseline feature of well-managed and leading organisations. According to the WGEA, this year, despite more rigorous criteria, a record number of organisations have been granted the citation, indicating that commitment to workplace gender equality is gaining momentum. Trends in this year’s recipients include a focus on flexibility, greater support for women to progress into leadership positions and more sophisticated analysis of the causes of gender pay gaps. “Diversity, equity and inclusion are part of our DNA at ThoughtWorks. We are passionate about addressing gender imbalance in the tech industry and have taken deliberate steps to align the issue with our business mission,” said Ange Ferguson, Group Managing Director for ThoughtWorks Asia Pacific. “We invest in providing a workplace where ThoughtWorkers feel supported no matter their individual circumstances and strive to be a catalyst for positive change in the way women are viewed and treated. Our initiatives range from a focus on gender equality in recruitment to detailed gender remuneration analysis, internal policies and communities, and women in Leadership Development Programs. “We hire, support, and recognise all employees without penalty or privilege towards their gender identification, and are proud to stand out as a tech industry leader with nearly half our people in Australia identifying as female.” Since 2011, ThoughtWorks has set recruitment quotas with clear, achievable and measurable goals that are regularly assessed. Australian diversity figures for ThoughtWorkers who identify as female: - 49% ThoughtWorks Australia overall (Professional Services and Operations) - 47% ThoughtWorks Australia - Professional Services - 38% ThoughtWorks Australia – Software Developers A detailed bi-annual gender remuneration analysis has also become a primary focus for the company’s pay review process and helps identify differences in salary by grade, role and gender. Additionally, various internal initiatives ensure ThoughtWorks remains an inclusive workplace for all, including policies like flexible work, parental and other leave. “ThoughtWorks has a firm emphasis on supporting women returning to work, especially seeing as the fast pace of the tech world can sometimes mean people can feel left behind,” said Ange. This is supported by other initiatives including a Parents’ Community and a Womens’ Network, which identifies areas for improvement and greater equality within the business. Dedicated Women in Leadership Development Programs deliver tailored mentoring and support to ensure there is diversity within the company’s future leaders. Entrenched in the ThoughtWorks business, diversity and inclusion are at the forefront of all decisions, and it encourages open and regular discussions about the issues driving inequities in the IT industry so all employees are aware of the company’s stance on diversity. “We want ThoughtWorks to be an attractive and inclusive workplace as an employer of choice, but also want to lead by example and hope others will aim higher with their own diversity initiatives. “After all, a more diverse and equitable tech industry is an improved tech industry, which ultimately will mean greater success for all,” concluded Ange. -ENDS- We want to hear from you. Continue the conversation on Twitter @thoughtworks Note to editors: ThoughtWorks in the US was recently awarded Top Company for Women in Tech https://www.youtube.com/watch?v=Kffdp4aOdF0 - ahead of Google and Facebook - and was last week recognised in 19 Companies as Great as Google. About ThoughtWorks We are a software company and community of passionate purpose-led individuals. We think disruptively to deliver technology to address our clients’ toughest challenges all while seeking to revolutionize the IT industry and create positive social change. About WGEA Employer of Choice for Gender Equality (EOCGE) The WGEA Employer of Choice for Gender Equality (EOCGE) citation is designed to encourage, recognise and promote active commitment to achieving gender equality in Australian workplaces. The EOCGE citation commenced in 2014, replacing the predecessor citation, the EOWA Employer of Choice for Women. The citation is strategically aligned with the Workplace Gender Equality Act 2012 (Act), reflecting the change in focus of the legislation to promote and improve gender equality for both women and men, while recognising the historically disadvantaged position of women in the workplace. The EOCGE citation is a voluntary leading practice recognition program that is separate to compliance with the Act. Criteria for the citation cover leadership, learning and development, gender remuneration gaps, flexible working and other initiatives to support family responsibilities, employee consultation, preventing sex-based harassment and discrimination, and targets for improving gender equality outcomes. Criteria are regularly strengthened to reflect best practice. All systems go at South Hill Armidale play space 2016-11-20T22:52:40Z all-systems-go-at-south-hill-armidale-play-space Regional Australia Bank, a proud supporter of the South Hill Armidale Play Space, is pleased to report that works have started on the highly anticipated project with completion now set for December 2016. The project, which is the brain-child of the Armidale District Netball Association, started six years ago, however it wasn’t until the project was posted on Regional Australia Bank’s ‘Heart of our Community’ website that it gained genuine traction. “We started this journey back in 2010, when we identified as part of our strategic plan, a need for a safe and secure play space for children, close to the netball courts,” said Rochelle Joyce, Armidale District Netball Association. “By 2013 a change in priorities saw us focus on the play space a little more and that’s when we decided to launch our plans and post it on the ‘Heart of our Community' website and then just like that, the project took off and we raised $125,000 in just under 12 months.” The idea behind the project was to make it easy for women to get back into or engage in sport and physical activity after having children so Rochelle says it’s great to see this vision finally taking shape. The Play Space will feature state of the art equipment including a 3.5 metre climbing cube, a fort, a birds nest swing, two spinners and an embankment slide. It will also offer children a sensory experience with textured plants, a nature area and a fully fenced pathway linking the netball courts to the play space. Kevin Dupé, CEO, Regional Australia Bank said: “The construction of the South Hill Armidale Play Space is wonderful news that will no doubt be welcomed by the entire community and we are pleased to see progress being made as a result of our contribution.” Mr Dupé added “It’s particularly rewarding for us as a Bank because one of the best things about our ‘Heart of our Community’ initiative is that there is no eligibility criteria for applying. You simply post your project, idea, or event and garner community support for it. The more votes, the higher the project ranks in that community, it’s as simple as that.” Regional Australia Bank is proud to have helped many wonderful community ideas come to life thanks to its ‘Heart of our Community’ initiative. Community members who are interested in the park’s progress should contact Armidale Regional Council or the Armidale District Netball Association. - Ends - Media enquiries: Sara Crowe, C7EVEN Communications, 02 6766 4513 / 0438 197 559 Editor’s Note: It is requested that Regional Australia Bank is not shortened to an acronym and always referred to in full as Regional Australia Bank.