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A report from the Employment Department shows the proportion of new <a target="_blank" href="https://www.smartcompany.com.au/finance/cashflow/1106-graduates-bringing-in-the-money">university graduates</a> in full-time work is at its lowest level since the 1990s recession, according to <a href="https://www.theaustralian.com.au/higher-education/red-flag-over-university-graduate-jobs/story-e6frgcjx-1226812520394?utm_source=The%20Australian&amp;utm_medium=email&amp;utm_campaign=editorial&amp;net_sub_uid=87677912">The Australian</a>.

The newspaper reports the department has warned job prospects for graduates could get worse as more and more highly-educated job-seekers flood the market.
It said the department had “raised concerns” about the former Labor Government’s “demand driven” system of funding universities. This saw caps on enrolments lifted, and the number of taxpayer-subsidised places for local students rise from about 469,000 in 2009 to around 577,000 last year.
Monash University researcher Bob Birrell told the paper the additional graduates will be entering a labour market that has “weakened sharply”.
“Everyone’s going to find it tough in the next few years because we’re experiencing a dramatic slowdown in job creation,” Birrell said.
The department has reportedly called for the removal of a number of occupations from the short-supply list, including accountants, solicitors, urban planners and occupational health and safety advisers, as the list is watched by job-seekers internationally.
However, for SMEs, a field of educated people keen to get a foothold in the workplace could present a “wonderful opportunity”, according to Randstad strategic account director Mike Roddy.
“It is an opportunity to pick up talented people, even if it is not in their initial field of study,” he says.
Roddy says graduates may have initially looked at SME employment as a short-term prospect, but a lot can be gained on both sides if handled well.
“Graduates are looking for education, experience and mentoring, and this is where SMEs can capitalise,” he says.
“You can offer them broad skills and experience in areas that the graduate may not have even thought of.”
He thinks SMEs typically “undersell the opportunities they offer”.
“Small businesses are contributing to our country…they may have small numbers of people but they have large scale contracts.
“They do diverse projects…they do complex work and are drivers of important and significant projects.”
He says “SMEs need to sell the message”.
Roddy says when hiring a graduate to keep expectations realistic in terms of the time they may spend with a business, but expecting a two-year commitment is reasonable.
“You could sell opportunities to work on project-based work, or offer flexible work or working from home,” he says.
Council of Small Business of Australia executive director Peter Strong agrees the situation presents possibilities for both employers and graduates.
He says SMEs have the chance to work with graduates who are “bright and ambitious”.
While it can be disappointing for graduates hoping to leap straight into full-time work in their profession, he says countless people start their careers in sectors unrelated to their education.
“They might start in retail, or cafes or driving taxis,” he says. “The good thing is that they gain skills in communication, they get to see how the economy works, and they get more experience they can take into their career of choice.”
This article first appeared on <a target="_blank" href="https://www.SmartCompany.com.au">SmartCompany.</a>
 
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Proportion of graduates in full-time work at lowest level since 1990s recession

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The year 2013 has been plagued by collapses – some more notable than others due to the history of the business, the impact on staff members, or the statement the collapse makes about the state of an industry.
Many mining and construction companies crunched, while a number of prominent fashion labels such as Lisa Ho and Bettina Liano wound up.
Fitness equipment companies, printers and dairy businesses took a dive, showing how some areas were harder hit than others.
Here are 20 that made the most impact within their industry and resonated with readers.
1. <a href="https://www.smartcompany.com.au/1.%09http:/www.smartcompany.com.au/growth/economy/32958-family-owned-menswear-business-founded-in-1936-collapses-with--6-million-turnover">Brenstew</a>
In August, family-owned retail fashion business Brenstew, based in rural New South Wales and founded in 1936, collapsed, with administrators blaming tough trading conditions and a poorly-timed expansion. The company had five retail outlets in Dubbo, Tamworth and Armidale, under the brands Blowes Menswear, The Wardrobe and URXs. At the time of the administration it was reported that it turned over more than $6 million annually.
2. <a href="https://www.smartcompany.com.au/finance/31873-cleaning-company-with-2500-employees-and--92-million-turnover-collapses">Swan Services</a>
Cleaning giant Swan Services faced administration after reportedly suffering losses from a number of unprofitable contracts. The administration encompassed Cleaners QLD, Cleaners SA, Cleaners ACT, Superior Cleaners WA, Cleaners New South Wales and Cleaners Vic. All companies ceased to trade and the employment of the 2379 cleaners was terminated unless otherwise advised. The business operated for 43 years. It reported it had turnover of $92 million in the last financial year.
3. <a href="https://www.smartcompany.com.au/growth/30719-byron-bay-cookie-s--13-million-business-crumbles-into-administration">Byron Bay Cookies</a>
In March, the manufacturing arm of Byron Bay Cookies went into voluntary administration following a court notice from the ATO regarding tax debts. The 23-year-old Australian gourmet biscuit producer turned over $13 million in 2012, boasting partnerships with a number of major airlines. In July, the company was <a href="https://www.smartcompany.com.au/growth/economy/32679-byron-bay-cookie-company-bought-by-rinoldi-pasta">rescued by pasta makers Rinoldi Pasta</a>.
4. <a href="https://www.smartcompany.com.au/growth/31608-high-end-blinds-manufacturer-turning-over--4-5-million-collapses-into-administration">Lidi Group</a>
Melbourne-based high end blinds manufacturer Lidi Group collapsed in May, amid challenges in the building industry. The business was founded in 1976 and manufactured blinds for commercial and residential properties.
5. <a href="https://www.smartcompany.com.au/growth/economy/33222-king-of-knives-retail-chain-with-60-stores-collapses-into-administration-after-25-years-in-business">King of Knives</a>
Kitchenware chain King of Knives, which has operated for 25 years with 60 locations across Australia and New Zealand, went into administration in August. The business was founded in 1987 and continued to operate throughout the administration.
6. <a href="https://www.smartcompany.com.au/growth/economy/31740-retail-on-its-knees-as-iconic-70-year-old-department-store-collapses">Trims</a>
Adelaide department store Trims went into administration after 76 years of business. It was established in 1937 by Alf and John Trim and originally sold reconditioned clothing and hired out clothing, including formal wear. The family-owned clothing store had 25 staff at the time of administration, and was forced into administration after a downturn in retail left it unable to pay its suppliers, according to reports inAdelaide Now.
7. <a href="https://www.smartcompany.com.au/growth/31014-harrison-group-chain-of-14-pharmacies-and-six-medical-centres-collapses">The Harrison Group</a>
The Harrison Group, comprising 14 pharmacies and six medical centres, went into receivership in March. The group includes Harrison's Health and Beauty Pharmacies. It has pharmacies across New South Wales, Queensland, South Australia and Northern Territory, as well as a number of medical centres and a head office in Sydney.
8. <a href="https://www.smartcompany.com.au/growth/economy/31176-big-losses-from-hospital-projects-cause-nsw-construction-company-to-collapse">National Buildplan</a>
A regional family-owned construction company in New South Wales responsible for redeveloping regional hospitals across Australia collapsed in April putting 180 jobs at risk. At the time of administration, it was revealed that some of the companies 50 active projects were unprofitable, with four major projects taken resulting in substantial financial losses for the company.
9. <a href="https://www.smartcompany.com.au/growth/30467-printing-company-once-valued-at--320-million-goes-under--leaving-1-000-jobs-at-risk">Geon Group</a>
Commercial printing company Geon Group went into receivership in February, leaving the jobs of its 1000 employees at risk. The group created print catalogues and marketing material as well as mail out campaigns.
10. <a href="https://www.smartcompany.com.au/growth/economy/32568-discount-book-chain-turning-over--21-million-goes-under-after-director-s-death">Allbooks4less.com.au</a>
Two years after the local book industry was rocked by the collapse of Borders and Angus &amp; Robertson, discount book chain Allbooks4less.com.au went down. The business was turning over about $21 million a year with a retail network of 30 stores in four states. However, a variety of factors reportedly influenced the decision to enter administration – including the death of company director Paul Alford.
11. <a href="https://www.smartcompany.com.au/growth/economy/31918-victorian-winery-group-collapses-as-wine-industry-continues-to-get-crushed">Mornington Winery Group</a>
Victorian-based Mornington Winery Group collapsed in May as the wine industry battled against a "double whammy" of high exchange rates and a consolidated retail sector. The company sought expressions of interest for the winery, cellar door and restaurant with seating capacity for 110 people. Brands in the group include Dromana Estate, Mornington Estate, 'i' Range and David Traeger.
12. <a href="https://www.smartcompany.com.au/growth/economy/33698-stop-the-press-printing-business-with--8-million-in-turnover-in-administration">Print National</a>
Printing company Print National, with 35 staff and a turnover of around $8 million per year went into receivership in September. The NSW-based business offered offset and digital printing, binding, distribution and in-house design.
13. <a href="https://www.smartcompany.com.au/legal/34320-outdoor-apparel-retailer-snowgum-australia-collapses-after-89-years-in-business">Snowgum</a>
Outdoor apparel retailer Snowgum Australia collapsed in October, with a sale the core focus of the administration. The business, which had operated for 89 years, had an estimated debt to unsecured creditors of up to $2.3 million.
14. <a href="https://www.smartcompany.com.au/technology/information-technology/31763-computer-crash-it-services-company-collapses-with--3-8-million-debt">ICT</a>
Perth-based information and communication services firm ICT collapsed in May, owing unsecured creditors $3.8 million. The branches of the group employed approximately 80 people, with 55 jobs lost at the time of the administration.
15. <a href="https://www.smartcompany.com.au/growth/economy/33837-27-year-old-award-winning-sheet-metal-family-business-collapses">Advance Metal Products</a>
NSW-based sheet metal manufacturing family business Advanced Metal Products went into liquidation in late September. The business also trades under the names Bosco Storage Solutions and Boscotek, and has two engineering and manufacturing facilities and approximately 150 employees. The 27-year-old company has since been acquired by Wilson &amp; Gilkes.
16. <a href="https://www.smartcompany.com.au/growth/30519-family-owned-printing-company-turning-over--17-4-million-collapses-into-administration">Vega Colour Group</a>
Just days after Geon Group went into administration, family-owned printing company Vega Colour Group, worth 17.4 million collapsed. It was reported the company turned over $17.4 million a year. It was founded in 1960 and operated out of a factory and office space larger than 5000 square metres.
17. <a href="https://www.smartcompany.com.au/growth/economy/33854-tamar-valley-dairy-goes-under-following-turbulent-times">Tamar Valley Dairy</a>
Tasmanian-based yoghurt producer Tamar Valley Dairy collapsed in late September, with administrators pointing to slower sales and pressure on margins as causes. The 17-year-old business was established in 1996 near Launceston and has 170 employees. In November it was rescued when acquired by dairy giant <a href="https://www.smartcompany.com.au/finance/investment/34471-fonterra-saves-tamar-valley-diary-from-administration">Fonterra Australia</a>.
18. <a href="https://www.smartcompany.com.au/growth/economy/31302-australasian-telco-with--5-4-million-in-turnover-collapses">Infratel Networks</a>
Telecommunications company Infratel Networks collapsed in April, despite turning over $5.4 million in the 2012 financial year. At the time, a legal battle with a sub-contractor and debts owed to the Australian Taxation Office were reported as the likely causes. A spokesperson for the administrators told SmartCompany unsecured creditors were owed $3.8 million at the time.
19. <a href="https://www.smartcompany.com.au/growth/economy/31651-iconic-fashion-brand-lisa-ho-collapses-into-administration-after-failed-ipo">Lisa Ho</a>
One of Australia’s most prominent fashion brands collapsed this year leaving the fashion industry mourning. The company recorded $13.05 million in revenue in 2012 but made a loss of $2.3 million, which the business attributed to "one-off issues". The administration was also plagued <a href="https://www.smartcompany.com.au/growth/33007-phoenix--issue-rises-to-plague-lisa-ho-following-the-brand-s-collapse">by talk of phoenix trading</a> after the designer bought the intellectual property rights to her name and the brand.
20. <a href="https://www.smartcompany.com.au/finance/cashflow/34836-workout-world-in-administration-but-name-living-on-with-super-retail-group">Workout World</a>
Fitness equipment business Workout World collapsed into administration in December, less than a month after finalising a deal to sell its key assets to Super Retail Group. Workout World had fitness equipment showrooms across Australia, and in late November this year it sold its brand name, intellectual property, inventory and store assets to retail giant Super Retail Group. Super Retail Group announced at the time that Workout World would become part of the group's sports retailing division.
This article first appeared on <a target="_parent" href="https://www.SmartCompany.com.au">SmartCompany.</a>
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The 20 most notable collapses of 2013

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It is not sunny in Surfers Paradise when it comes to mortgage delinquencies, with the beachside Queensland city proving the worst for mortgage delinquencies across the country.
A report by Fitch Ratings found that in the six months to September this year, Surfers Paradise became the worst-performing postcode when it comes to arrears on mortgages.
The area had a 30-plus day delinquency rate of 4%, <a target="_blank" href="https://www.smartcompany.com.au/growth/economy/32456-mortgage-delinquencies-rise-in-first-quarter-the-nation-s-worst-performing-postcodes-revealed">replacing Nelson Bay in New South Wales</a>, which was the highest delinquency area in the first half of this year.
Regional Western Australia proved to be a deteriorating area, with delinquencies up to 1.76%.
The report said this area has experienced an increase in unemployment and declining house prices over the six months to September 2013, which contrasts with the rest of the western state.
It also found that other regional areas in New South Wales and Queensland have not improved as much as the rest of Australia.
Across the country overall, mortgage delinquencies were down to 1.25% for the period, from 1.45% at the end of March this year.
The figure is below the six-year average of 1.52%, but still above the 1.2% compared to the end of September 2012.
Tasmania was found to be the overall worst performing state, with 30-plus day arrears in Tasmania improved by only three basis points to 1.51% at start of September 2013.
The worst-performing region nationally was Hume City in Victoria, with a 30+ day delinquency rate of 2.10% at end-September 2013.
This replaced Fairfield-Liverpool in NSW, which Fitch Ratings reported has been the worst-performing region over the past seven and half years.
Fitch Rating’s James Zanesi told SmartCompany this morning that the rise of Surfer’s Paradise for mortgage delinquencies was not a surprise.
He says it took over Nelson Bay, which had held the post for seven years, as some coastal properties that had been very slow to sell in Nelson Bay were finally sold.
Zanesi says some properties took nine or ten months to get picked up by a buyer, which severely impacted the ability to repay mortgages in certain areas. He explains that a delinquency is measured at either one month of late repayments, or up to three months of late repayments, which suggests that the mortgage cannot be paid.
In regional Western Australia, Zanesi says mortgage delinquencies could be related to the mining boom, with people investing heavily in property, but as the boom dropped so did the ability to repay.
Zanesi expects the next six months of results to show the impact of the Christmas spending season, which can cause people to get behind on repayments.
Not surprisingly, the most affluent regions had the lowest mortgage delinquency rates, with lower northern Sydney, south east inner Brisbane, northern middle Melbourne and central Perth the best regions.
The delinquency rates in these regions were in the 0.45 to 0.74% range.

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This article first appeared on <a target="_blank" href="https://www.SmartCompany.com.au">SmartCompany.</a>
 
 
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Surfers Paradise the worst postcode for mortgage delinquencies

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The Coalition looks set to abandon its target to return the federal budget to surplus within four years, as it hits 100 days in power.
Tomorrow, the federal government will release its Mid-Year Economic and Fiscal Outlook, ahead of which Prime Minister Tony Abbott has suggested to media that achieving budget surplus by 2017 will be unrealistic.
Despite pre-election talk of returning the budget to surplus, Abbott appeared to back-pedal on timeframes, as reported in The Australian Financial Review.
“We said we would return the budget back to surplus at least as quickly as Labor had proposed. What we are discovering the more we dive deeply into the budget is the extent of Labor’s fiscal disaster,” he said.
The forecast deficit could hit more than $40 billion, The Age reported.
He told radio that tomorrow’s fiscal outlook would reflect the management of the previous Labor budget.
"Next year's budget will put us back on a path [towards] a sustainable surplus," Abbott said.
''We are purposefully, carefully and methodically putting in place policies to help families by reducing their cost-of-living pressures, improving job security, encouraging small business and delivering better services,'' Abbott said, as reported in The Age.
Council of Small Business of Australia chief executive Peter Strong told SmartCompany he was not concerned about a surplus delay as it was the “sensible and proper thing to do”.
“Internationally we don’t have the same debt as other countries, and we dealt well with the GFC, so we don’t want to achieve a surplus for the sake of it,” he says.
“It is important to keep the balance and to keep up the standard of government services.”
Strong was more disappointed about cuts to the <a target="_blank" href="https://www.smartcompany.com.au/legal/33371-coalition-to-scrap-instant-asset-tax-write-off-and-loss-carry-back-measures">loss carry-back tax</a> and the instant asset tax write off, which he says will have a greater impact on small business.
He says the government should find alternative ways to fill the financial hole, such as taxing digital purchases online including music and eBooks, and ensuring that major businesses do not dodge taxes.
A spokesperson for the Business Council of Australia said they would not speculate on tomorrow’s findings, but would comment after the official release.

<hr>
This article first appeared on <a target="_blank" href="https://www.SmartCompany.com.au">SmartCompany.</a>
 
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100 days in, Abbott’s about face on budget surplus stirs up industry groups

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Online shopping for Christmas gifts is becoming the norm for shoppers, with 65% planning to buy a gift via local websites this year, new research shows.
A survey of more than 1000 shoppers conducted by financial services group Aussie found that 47.7% of shoppers plan to buy a gift from overseas retailers.
However 4.4% confessed they stop at a service station on Christmas Day to buy a last-minute gift, while 24.3% do their shopping at a local shopping centre on Christmas Eve.
Aussie chief executive Ian Corfield said that local and online retailers are making a “real dent” in Australian’s gift spending habits.
One quarter of shoppers plan to spend between $250 to $499 on gifts, while almost 19% intend to spend between $1000 and $1999.
Just over 15% responded that they will spend between $750 to $999 on spoiling friends and family.
The remaining 5.7% intend to spend under $249 in total on gifts.
Cash looks set to be the number one method of payment for gifts, at 67.6%, followed by credit cards at 54.3% and debit cards at 48.8%.
PayPal and other online purchasing tools will get a solid workout, 32.4% of respondents intending to use them.
“It looks like Australians will be racking up many millions of dollars in credit card fees again this Christmas,” Corfield said.
The survey also found that 70% of shoppers do their shopping at a steady pace leading up to Christmas, while 60% dedicated a full day to get it done before December 25.
Handmade gifts still got a look-in, with just over a 25% intending to give things they had created themselves. And 8.3% said they will re-gift last year’s presents.
The results come as Australian Christmas shoppers are forecast to spend $7.07 billion this week, up $490 million from last week, in the second-biggest shopping week of the year, according to the Australian National Retailers Association Christmas Retail Index.
This is part of a <a target="_blank" href="https://www.smartcompany.com.au/marketing/sales/34545-pre-christmas-spending-tipped-to-rise-to-42-1-billion-but-it-s-not-the-whole-picture">$42.1 billion expected spend on Christmas</a> from November 14 until Christmas Eve.
ANRA chief executive officer Margy Osmond said the next two weeks will see the bulk of Christmas shopping occur.
“We’ve reached the serious end of the shopping calendar and Australian shoppers are expected to spend almost $16 billion over the next fortnight in what will be the two biggest shopping weeks of the entire year,” she said.
“Bricks-and-mortar stores will experience a sizeable increase in sales at the till, with spending expected to hit $5.5 billion – an increase of 32% since last week.
“Domestic online retailers will have their biggest week of the year where sales will reach $1.55 billion – up 23% on last week’s figure.
“Overseas online purchases will begin to peter off as the delivery deadline closes in and shoppers look for other alternatives to ensure they’ve crossed everyone off the Christmas shopping list.
Ormond said that shoppers in NSW will make the biggest contribution to sales, spending about $2.15 billion, while in Queensland they will spend $1.49 billion.

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This article first appeared on <a target="_blank" href="https://www.SmartCompany.com.au">SmartCompany</a>.
 
 
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Online retail a priority for buying Christmas gifts, but some still dash into the servo

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A director and sales manager of a <a href="https://www.smartcompany.com.au/growth/economy/33481-red-energy-bears-brunt-of-accc-crackdown-on-telemarketing---fined-for-false-claims">telemarketing</a> company that sold ink cartridges have copped $100,000 in fines for knowingly breaking Australian Consumer Law.
Tuan Nguyen, the sole director of Artorios Ink, and sales manager Thuan Nguyen have each been ordered by the Federal Court to pay a penalty of $50,000 each.
The pair admitted to acting deliberately to mislead and deceive small businesses to generate ink cartridge sales.
Artorios Ink was a telemarketing company that sold printer cartridges to businesses from 2008 to 2012. It went into voluntary liquidation in February after the ACCC began proceedings against it in September 2012.
The Federal Court found that between 2011 and 2012, the company engaged in false and misleading representations to five small businesses.
The misrepresentations included telling businesses that they had agreed to purchase printer cartridges from the company, when there had been no agreement. They also told the small businesses that they were already an approved or regular supplier of the business when in fact they were not.
Artorios Ink also told businesses they instituted proceedings in the Magistrates’ Court of Victoria against the business to obtain payment for printer cartridges, when they had not instituted any such proceedings.
The court also found that the company asserted a right to payment for unsolicited goods, by sending demands for payments for ink cartridges to businesses, which had never been purchased.
Justice Mortimer stated that the conduct involved “deceit” of businesses for financial benefit.
Justice Mortimer also inferred “there was a deliberate and calculated plan constructed to misrepresent to small businesses (through calls to unsuspecting employees or shop managers) some kind of existing supply relationship, then to take advantage of the misrepresentation to supply goods and then demand payment”.
The judge found that the most serious aspect of this was its “premeditated character”.
In addition to the fines, the Court accepted undertakings from the pair that they would not manage or be a director of a corporation for five years.
ACCC deputy chair Michael Schaper said in a statement that the court’s ruling was a lesson for people involved in misleading practices.
“These penalties send a warning to traders that dishonest business practices can result in substantial penalties being imposed against the individuals responsible,” he said.
Schaper said small business should watch out for companies targeting them with misleading claims, perhaps via inexperienced junior staff members who may not know the company’s history.
Hall &amp; Wilcox partner, competition and consumer law, Ben Hamilton told SmartCompany that the conduct of the pair was at the more “extreme” end of misleading actions he had seen.
He said the fine towards the two individuals appeared fair, and commented that when companies are fined for misleading conduct the amount can be far greater.
“The court considers a lot of factors in determining a fine … the judge appears to have been guided by the premeditated character of the offences, which influences the penalty,” he says.
Hamilton advises business owners that to avoid <a href="https://www.smartcompany.com.au/legal/34415-accc-issues-luv-a-duck-360-000-fine-for-misleading-claims">misleading customers</a>, they should ensure their teams are compliant with competition and consumer law.
“Often risks can arise when salespeople [who don’t know the law] are representative of the business,” he says.

<hr>
This article first appeared on <a target="_blank" href="https://www.SmartCompany.com.au">SmartCompany</a>.
 
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Telemarketing director and manager cop $100,000 in fines for “deceit” of five small businesses

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Fitness equipment business Workout World has collapsed into administration less than a month after finalising a deal to sell its key assets to Super Retail Group.
Administrators Michael Smith and Peter Hillig from Smith Hancock Chartered Accountants have been appointed, with the first creditors meeting scheduled for December 12.
Workout World had fitness equipment showrooms across Australia, and in late November this year it sold its brand name, intellectual property, inventory and store assets to retail giant Super Retail Group.
Super Retail Group announced at the time that Workout World would become part of the group's sports retailing division.
It said the acquisition would provide the opportunity for the division to build on its fitness product business.
The price paid for the assets was not revealed, with the company stating that it was “not material” and therefore not likely to have an impact on earnings in the short term.
Super Retail Group has a strong stable of sports businesses including Rebel, Amart Sports, Ray’s Outdoors and Goldcross Cycles. It also operates Supercheap Auto.
Super Retail Group chief executive officer Peter Birtles told SmartCompany this morning that the retail giant saw the potential of the brand and was pleased to take it on at the value of its inventory.
“We are in the process of taking on the leases for 21 retail sites,” he says.
“The company owned 26 stores, but five were not profitable.”
He says there are a small number of franchises, but Super Retail Group has not taken on the franchise arm. However, he says the company is in discussions with franchisees about their next steps.
Employee liabilities have been taken on by Super Retail Group, with a number of staff staying on.
Birtles says the Workout World business focused “a bit too much on expansion” with its sights set on the US, and had to pull back on marketing. He understands it has some debts that need to be settled.
He says Super Retail Group has the right capital building capacities to take the Workout World brand to the next level.
Birtles says the Workout World acquisition enables the group to offer equipment that it can’t fit into its Rebel and Amart stores. He thinks the fitness industry is doing well, particularly people wanting equipment to help them get fit in the privacy of their homes.
Super Retail Group’s profits from sales were up 23% for the 2012-13 financial year.
The administrators for Workout World were contacted but were not available to talk prior to publication.
It is not the first fitness equipment business to collapse in recent times, with <a target="_blank" href="https://www.smartcompany.com.au/leadership/strategy/34511-fitness-choice-collapses-despite-industry-boom">Fitness Choice collapsing</a> in early November this year. The downfall contradicts the rise in 24-hour gym franchises, including <a target="_blank" href="https://www.smartcompany.com.au/finance/wealth-management/33408-the-balancing-act-anytime-fitness-co-founder-jacinta-mcdonell-jimenez-on-business--fitness-and-babies">Anytime Fitness</a> and <a target="_blank" href="https://www.smartcompany.com.au/growth/economy/31623-the-24-hour-gym-king-how-brendon-levenson-created-jetts-fitness">Jetts Fitness</a>.

<hr>
This article first appeared on <a target="_blank" href="https://www.SmartCompany.com.au">SmartCompany</a>.
 
 
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Workout World in administration, but name living on with Super Retail Group

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Dairy giant Fonterra Australia has rescued <a target="_blank" href="https://www.smartcompany.com.au/growth/economy/33854-tamar-valley-dairy-goes-under-following-turbulent-times">Tamar Valley Dairy from administration</a>, acquiring the assets of the Launceston-based yoghurt business.
Fonterra will take on the processing equipment, related services, intellectual property and trademark for the Tamar Valley Dairy brand. The amount paid was not disclosed.
The acquisition will be effective from late November, subject to completion of the sale.
<a target="_blank" href="https://www.smartcompany.com.au/growth/economy/34398-fonterra-buys-stake-in-bega-cheese-david-jones-enjoys-sales-lift-midday-roundup">Last week Fonterra also bought a 6% stake in Bega Cheese</a>, causing the Australian dairy business’s shares to lift 9.75% in early trade.
Fonterra said in a statement it had purchased 9.3 million shares in Bega at $4.95 a share, equating to a total cost of $46 million. Bega is one of three businesses locked in battle for Warrnambool Cheese and Butter Factory.
Fonterra managing director Judith Swales said the two companies had worked closely with the administrators to push through a difficult period for the Tamar Valley Dairy and its founders.
“The founding family has created a business with strong capability and innovation, known for producing new yoghurt formats and formulations, and in a relatively short timeframe they have built a national brand in Tamar Valley Dairy,” Swales said.
Details regarding roles for employees and the transition of company operations are still to be refined. However, Fonterra, which currently operates the Nestlé SKI brand, has confirmed the Tamar Valley Dairy site will be fully integrated into Fonterra’s Tasmanian and Australian manufacturing operations.
This will enable the business to create “greater efficiencies and scale, while ensuring that Tamar Valley Dairy’s innovation and its Tasmanian origin continues”, the company reported.
Fonterra has announced it will invest in manufacturing assets, as well as upgrading quality and safety systems. It also reported it will invest in people and further innovation in the yoghurt product range.
Tamar Valley Dairy went into administration in late September, with Deloitte Restructuring Services partners Glen Kanevsky and Tim Norman appointed.
The 17-year-old business was established in 1996 near Launceston, Tasmania and has 170 employees.
At the time Kanevsky said the business operated in an “extremely competitive sector” and that it had been challenged due to a “slowdown in sales and pressure on margins”.
Tamar Valley Dairy produces a variety of yoghurt products including classic, low fat and Greek varieties. It has been stocked in major retailers including Coles supermarkets, with its own brand and private label offerings.
In April this year the business was reported to have financial challenges, with founder Archie Matteo confirming with The Australian that his family company owed creditors and suppliers several million dollars as part of a “short-term liquidity problem”.
Fonterra operates two manufacturing facilities in Tasmania, and reports that it is responsible for processing over half of Tasmania’s milk. It collects almost 500 million litres of milk from almost 260 dairy farms each year, and employs 220 people.
Over the last two years, Fonterra has invested $20 million in these operations.

<hr>
This article first appeared on <a target="_blank" href="https://www.SmartCompany.com.au">SmartCompany</a>.
 
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Fonterra saves Tamar Valley Dairy from administration

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The Melbourne Cup may stop the nation, but the economic impact of the event races ahead for many industries.
Consumer spending on fashion, gambling, food and entertainment is forecast to be up this year, <a target="_blank" href="https://www.smartcompany.com.au/growth/economy/34104-fashion--food--gambling-and-beauty-set-for-spring-racing-win--but-tourism-could-fall-behind">according to industry analysts IBISWorld.</a>
IBISWorld predicted in October that positive post-election consumer confidence will see Melbourne Cup Carnival spending increase by 3.5% this year to $455.5 million.
It expects fashion to be the fastest growing expenditure segment, increasing 13.9% on 2012 spending to $53.2 million.
The other key industry set to benefit is betting, with punters attending the Melbourne Cup Carnival expected to boost gambling spend by 12.4% to $68.1 million this year. Overall betting on the event is forecast to reach $806 million, an increase of 7.4% on 2012 figures.
Trackside food and beverage spending is predicted to lift by 3.3% to $167.9 million.
The Carnival reaches its peak today, with the Melbourne Cup horse race. Other key days include Derby Day (last Saturday), Oaks Day on Thursday November 7 and Stakes Day on Saturday November 9.
The Victorian Racing Club, organisers of the Melbourne Cup Carnival, released a statement with their analysis of the economic impact of the 2012 event related to tourism.
It reported that the Flemington-based event generated a value-added contribution to Victoria’s gross state product of more than $176.58 million.
This figure quantifies the money spent through Victorian businesses by out-of-state visitors specifically on purchases for the four race days.
The VRC said the Victorian economy benefited from $366.15 million in financial stimulus (gross economic benefit) generated by the Melbourne Cup Carnival, an increase of 4.9% from 2011.
It said that nationally, the event generated an economic benefit of more than $751 million in 2012, an increase of 0.7 per cent compared to 2011.
However, while some industries, particularly in Victoria, are set to profit, others may suffer due to low workplace productivity as people stop to watch the race.
AMP Capital Investors head of investment strategy and chief economist Shane Oliver did an on-the-spot calculation for SmartCompany. He suggested that if employees around the nation cease to work for half a day after watching the race, it could lead to a 0.2% drop in GDP.
“The losers are in the other states [not Victoria] where it is not a public holiday, but people may not do any work after lunch time,” he says. “Chunks of people leave work after the race.”
He speculated that office workers may be the prime culprits, as the nature of factory and services industries mean it is harder to step away from tasks.
“They may have bosses more likely to encourage them to get back to work,” he says.
Oliver says the counter argument is that the race brings a boost to consumer spending, is a great benefit to the horse racing industry and related services.
Another “offsetting positive” is the boost to the national psyche.
“You can do the maths… but a day like this can boost the national psyche and feelings of wellbeing,” he says, referring to other national sporting events that unite people.
Pitcher Partners partner Adrian Clerici agrees that the impact of the event on productivity can be countered by the chance for people to take a break, or if at work, to stop and socialise with co-workers for the afternoon.
“I think the idea of the impact of people slacking off is overplayed,” he says.
“With the digital world people are doing work at all times at home.”
And what will the economists will be up to?
“We will be watching the RBA (Reserve Bank of Australia) this afternoon – first Tuesday of the month is rate day,” says Oliver.
However, Clerici will be enjoying the race, not the rates.
“We don’t expect any rate change today…there hasn’t been one on Melbourne Cup Day for around five years,” he says.

<hr>
This article first appeared on <a target="_blank" href="https://www.smartcompany.com.au">SmartCompany</a>.
 
 
 
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The economic winners and losers of the Melbourne Cup

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The design of your workspace can impact your employees’ feelings of wellbeing and productivity, so it makes good business sense to pay it attention.
Where people sit, meet, eat and what they can see around them all play a role, however many businesses persist with poorly set out offices, where staff sit uncomfortably and in dimly lit areas.
HASSELL principal Matt Blain says changing the work environment doesn’t have to be expensive, but requires creative thinking. He says to ask, what spaces can you provide for your staff? And how can you open up the space to embrace natural light and views?
HASSELL recently won a prize for small office interior design at the INSIDE Festival, part of the World Architecture Awards held in Singapore. The prize was for work on advertising firm Clemenger BBDO’s 750sqm Sydney workplace.
Blain offers his key advice for small to medium businesses on creating a better work space for your employees, without breaking the budget.
<img src="/images/stories/2013/10/08/number-1.jpg" width="20" height="30" alt="number-1" style="float: left;">First impressions count
The reception area is the first impression staff and guests get of your business. Rather than a traditional desk for the receptionist, and walls that hide working spaces, Blain says in the Clemenger space, they opened it up.
In the open-plan entry area, guests can see the staff at work, the busy kitchen area, and see pin-up boards displaying creative work in progress.
Blain says this projects an image of a welcoming, buzzing workplace where the staff are a key advertisement for the approach of the company.
<img src="/images/stories/2013/10/08/number-2.jpg" width="27" height="30" alt="number-2" style="float: left;">The square desk
Many offices are like rabbit warrens, with desks tucked away in corners behind barriers, or with three employees isolated from the rest of the team in an office.
“It was all about opening the space up,” Blain says of the Clemenger project.
The new set up sees employees seated around large, square desks, with around six to eight on each hub.
He explains this enables collaboration via face-to-face discussions, which leads to continual generation of ideas. If staff want to do concentrated work, they can go to other areas of the office, or wear headphones, which is now common practice.
<img src="/images/stories/2013/10/08/number-3.jpg" width="22" height="30" alt="number-3" style="float: left;">Activity spaces
An open-plan design needs spaces for meetings and informal activity, Blain explains.
“The key is having a flexible environment, with brainstorming places,” he says.
In the Clemenger offices, Blain’s team implemented alcoves where small teams can sit and meet with a curtain drawn around them. There are pin-up boards for creative ideas to be put on display, for everyone to comment on.
<img src="/images/stories/2013/10/08/number-4.jpg" width="22" height="30" alt="number-4" style="float: left;">Embrace the kitchen
An open-plan kitchen is the heart of the Clemenger space. It is home to a barista for coffee-making, and lunch orders are delivered there.
While not all business can have a barista, a welcoming, open kitchen is a worthwhile investment. Blain explains that this area is usually buzzing with staff, and they meet to have lunch throughout the day.
<img src="/images/stories/2013/10/08/number-5.jpg" width="22" height="30" alt="number-5" style="float: left;">Let there be light
In the Clemenger office, the brief was to create a sense of a New York loft, that was light and airy. The designers embraced Scandinavian style furniture, neutral colours, raw industrial features and some timber surfaces for warmth.
The trick, Blain says, is to harness available views, make the best use of natural light sources and not to block windows. He says to keep view-lines through the office as clear as possible, rather than enclosing too many areas.
A simple colour palette that is easy on the eye is also a good idea.
<img src="/images/stories/2013/10/08/number-6.jpg" width="22" height="30" alt="number-6" style="float: left;">Don’t blow the budget
Blain says that the cost of re-doing an office space doesn’t need to blow out. He advises working with existing furniture where possible, scouring eBay and other second-hand sources for inexpensive items and simplifying finishes.
Depending on the extent of change, expert advice could be worth the investment.
This article originally appeared on <a href="https://www.smartcompany.com.au" target="_parent">SmartCompany</a>.
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Six top tips for the ultimate workplace design

Perth’s new apartment market recorded its strongest quarter of sales since Q4 2021, with 412 apartments sold in Q1 2026 and a record quarterly sold value of $537 million, according to Urbis’ latest Apartment Essentials results.

Urbis said the March quarter result reflects strong, highly product‑specific demand across both ends of the market, from more attainable projects delivering at scale, through to premium stock being absorbed by equity‑rich downsizers.&nbsp;

David Cresp, Partner at Urbis, said the key story in Perth is not demand, it is the market’s ability to convert demand into delivered housing.&nbsp;

“This is the strongest sales quarter since Q4 2021, and it reinforces that demand in Perth is real and it’s local,” David Cresp said. “But the task now is delivery, turning that demand into projects that can actually be built and completed.”&nbsp;

[smartcode_project:default project_id=110291 project_image_fid=302785]

<h2>Affordable product leads, premium demand remains resilient</h2>

Sales in Q1 were led by more affordable projects, with The Boulevard (SKS Group) recording 115 sales in the quarter, the presentation noting this is only the second time a single project has surpassed 100 quarterly sales. The project was able to offer more affordable housing product right next to a train station.&nbsp;

Palmyra West (Finbar) also delivered strong results with 28 sales in Q1, following 84 sales in Q4, with an average price of under $800,000, underscoring depth of demand for well‑located, attainable new stock.&nbsp;

At the premium end, Urbis said downsizer demand is continuing, with the results highlighting Romeo (Applecross, Finbar) recording 75 sales and reaching almost 50% sold in one quarter.

Jual (Shenton Park, Celsius Property) also posted a strong quarter with 28 sales, reaching 39% sold in one quarter.

Urbis noted that Perth apartment demand is not speculative, not investor‑led, and not uniform, describing it as localised, often equity‑driven and highly product‑specific, a pattern reflected in the polarisation between strong “attainable” performers and premium downsizer product.&nbsp;

[smartcode_project:default project_id=148957 project_image_fid=364102]

<h2>Prices underpinned by costs, and the delivery risk is growing</h2>

Urbis said pricing pressure is cost not demand‑driven: construction costs and delivery risk are now a central constraint, with the results noting build costs remain elevated and volatile, and that energy, fuel and labour uncertainty weigh on feasibility.

David Cresp said a growing challenge for private Build‑to‑Sell developers is simply securing a builder in the current environment.

“Developers are really feeling the pressure from a building market that was operating at capacity and securing a builder is challenging,” David Cresp said, adding that even where a builder can be secured, “trying to get to the price that makes the development financially viable is incredibly challenging in the current market.”&nbsp;

Urbis’ broader WA commentary also notes that industry remains at or above capacity with lot and housing creation, and that many builders are limiting new sales to manage stretched workforces and fixed‑price contract pressures, conditions that flow directly into apartment feasibility and delivery timing.

[smartcode_project:default project_id=108869 project_image_fid=317905]

<h2>Supply: improving later, but still constrained, and Perth lags eastern benchmarks</h2>

While near‑term supply remains constrained, Urbis’ forecast shows completions lifting “Supply is forecast to be back above 1,500 apartments per annum for the first time since 2019”, with 1,775 completions forecast for 2026, and volumes remaining above that level over the following years.&nbsp;

Looking further ahead, completions are forecast to reach 2,500 in 2028, with the report noting 32% of that total is social/affordable, reflecting the role of government‑supported delivery in rebuilding the pipeline.&nbsp;

However, Urbis said Perth remains behind comparable markets on pipeline scale. In a national comparison of projects under construction, the report shows under construction Perth Build‑to‑Sell (BTS) at 3,446 apartments versus the Gold Coast at 7,922. Mr Cresp said “The challenge for Perth is how to we grow the delivery pipeline”.

Urbis’ conclusion is that Perth’s market is increasingly defined by product discipline and delivery certainty, with the research identifying “delivery certainty is key” and calling out builder risk and procurement models as core success factors, alongside “timing and staging”.&nbsp;

Joel Robinson

Perth apartment sales hit strongest pace since late 2021 as builder capacity tightens

<a href="https://www.apartments.com.au/developers/sammut-developments">Sammut Group</a> has secured development approval for its latest Brisbane apartment project, marking the Sydney developer’s next step in expanding its Queensland pipeline following the success of its debut Gold Coast development, Coast.

The approved project at <a href="https://www.apartments.com.au/new-apartments/44-glen-road-toowong-qld-4066">44 Glen Road, </a><a href="https://www.apartments.com.au/developments/toowong-qld-4066">Toowong</a> will deliver a 15-storey riverfront apartment building with 42 residences, significantly increasing the scale of the site’s previous approval for a smaller luxury scheme. Designed by Bureau^proberts, the development will comprise a mix of predominantly four-bedroom and two-bedroom apartments positioned to maximise Brisbane River and city views.

Sammut Director Julian Sammut said the group had been actively searching Brisbane for several years before identifying Toowong as the right fit.

“Brisbane was the right step for Sammut,” Sammut said.

“With the success of Coast we thought we should definitely look to do more in Queensland alone. We then pushed up to look at Brisbane. We've been looking for I'd say two to three years actually and it was hard to find the right location.”

<img alt="Sammut makes Brisbane apartment play" data-entity-type="" data-entity-uuid="" src="https://res.cloudinary.com/dz9xllyip/image/fetch/f_auto,c_limit,w_1440,q_75/https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/field/image/Screenshot%202025-12-23%20at%203.27.14%E2%80%AFPM.png?VersionId=dYAVIL7qdcGA8ojvkslSrLjczXFejSSx" />

Sammut said suburbs including New Farm and Teneriffe were considered before the group ultimately focused on Toowong due to its strong downsizer demographic and limited supply of developable riverfront land.

The site was acquired off-market after what Sammut described as a lengthy negotiation and planning process, with the developer pursuing an uplift to the original approval.

“We are DA approved now which is very exciting,” Sammut said.

“We've had our change approval come through and we've obviously doubled the height, 15 storeys plus rooftop. We've got 42 amazing apartments that are going to be coming to market soon.”

<img alt="Sammut makes Brisbane apartment play" data-entity-type="" data-entity-uuid="" src="https://res.cloudinary.com/dz9xllyip/image/fetch/c_scale,w_580,dpr_2.0,q_auto:good/https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202025-12-23%20at%203.27.26%E2%80%AFPM.png?VersionId=ohkRkY0dIZlqdfME2EZePsCQavRiBadE" />

Bureau^proberts said the design responds to Toowong’s evolving urban character, balancing contemporary apartment living with the area’s established residential identity.

“A place where traditional Queensland living has taken place for centuries; Toowong is seeing a shift of contemporary influence, commercial and retail hubs mixed with well-considered residential offerings – all the while maintaining its character and charm,” the architect noted in planning documents submitted to Brisbane City Council.

The architecture practice said the project’s form was shaped by its riverfront setting, flood considerations, neighbouring building scales, and view corridors.

“They said the mix of four and two-bedroom apartments capture the ‘fundamental qualities of Queenslander living,’ translated into the context of a contemporary subtropical building.”

The development sits just off Coronation Drive within walking distance of Toowong’s retail precinct and the upgraded Regatta ferry terminal, while also benefiting from proximity to the incoming green bridge connection to West End. Sammut said the accessibility and amenity offering were central to the site’s appeal.

The approval adds to growing residential activity along the Toowong riverfront, joining nearby projects including Consolidated Properties’ Monarch Residences and Spyre Group’s ARC Residences.

Sammut secures approval for debut Brisbane apartment development in Toowong

Developer Lanevick is heading back into Sydney’s apartment market after focusing more heavily on the luxury townhouse and terrace sector in recent years.

Lanevick, founded and directed by Steve Maroun, is expecting to receive approval in the coming months for a new apartment development in Gladesville, with the aim to launch it to the market later this year.

The 51-apartment project, designed by Studio Johnston, will comprise a mix of one-, two-, and three-bedroom apartments positioned toward the Hunters Hill downsizer market.

“Traditionally it’s been difficult for people in that market to downsize because there just hasn’t been the right product available,” Maroun said.

“We’re targeting buyers who might have 30 to 40 per cent of their house value sitting in the bank after downsizing.

“They still want good spacious entertaining areas, they still want quality design, but they also want flexibility and the ability to enjoy life a bit more after working hard for a long time.”

The project sits near Boronia Park and within close proximity to the Parramatta River foreshore, an area Maroun says offers more of a Hunters Hill lifestyle than a traditional apartment precinct.

“From a lifestyle perspective, it’s really more Hunters Hill than Gladesville,” Maroun said. “You’re close to the foreshore, close to parklands, and still connected back into the village precinct.”

From level four and above, apartments will capture water views&nbsp;toward Sydney Harbour. Communal amenity will include rooftop entertaining areas, wellness spaces, and a gym tailored toward owner-occupier buyers.

“We’ve really designed these apartments around that buyer coming from the Hunters Hill LGA and what they’re actually looking for in their next chapter.”

The proposed development has also been designed to respond to the changing character of the broader Gladesville town centre, where a growing number of mixed-use and residential proposals are expected to emerge over the coming years.

“Gladesville presented a rare opportunity to deliver a genuinely design-led residential project within an evolving lifestyle precinct, just moments from the growing Gladesville town centre, and we’ve approached the project with a strong focus on architecture, liveability and long-term community value,” Maroun said.

Maroun said Lanevick saw a first-mover advantage within the precinct as planning controls continue to evolve to accommodate greater housing density.

“We think there’s a real opportunity there that hasn’t really been serviced properly yet,” he said.

“There’s going to be a broader evolution of the whole Gladesville village precinct over time, particularly with more activation and mixed-use outcomes.”

The Venus Street proposal will include a commercial and retail component at ground level designed to contribute to that evolving streetscape activation.

“A big part of the thinking was how do you activate that area properly and create more vibrancy and amenity, which is what Hunters Hill has been looking for,” Maroun said.

Lanevick’s focus since 2020 has largely been on smaller-scale luxury townhouse and terrace developments. The developer recently completed Royale Randwick, also designed by Studio Johnston, where prices reached $3.65 million. The project was featured in the UDIA NSW 2026 Professional Development Prospectus and was also named a finalist for Development of the Year.

&nbsp;

Lanevick to cater for Hunters Hill downsizers with new Gladesville apartment development

Property developer One Living, backed by former Macquarie banker turned investment manager Chris Green’s investment firm, has unveiled plans to bring more institutional capital into housing to help address the national supply crisis.

The New York-based investor has focused his firm, GreenPoint Partners, on addressing the supply shortage hitting middle market housing in Australia.

It is backing the new One Living business to develop more than 1000 units along the eastern seaboard. The new firm is starting with a development on Mona Vale Road, on the border of Mona Vale and Pymble, in Sydney’s Northern Beaches, with around 140 apartments planned. They are eyeing off more sites across the city.

With cost pressures rising in the industry, One Living’s model is to be a vertically integrated developer-builder, so it can respond directly to the housing gap by removing the cost inefficiencies embedded in traditional residential delivery.

“We are building a platform designed to operate at scale and starting in a market where there’s a clear need for quality, attainable housing,” One Living joint managing director Joseph Scuderi said.

“It’s that missing middle – it’s that attainable end of housing… that’s what most Australians invest into and what Australians can actually afford.”

<img alt="Mona Vale" data-entity-type="file" data-entity-uuid="798dfa93-4941-4db6-a696-31e9dc18e81c" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202026-05-28%20at%202.31.50%E2%80%AFPM.png?VersionId=mKBqi5C_DmeiXS.AtJkcR8LQIxqCqmFi" />

GreenPoint Partners brings years of experience assembling and scaling real estate operating businesses across major markets. And Green sees a big opportunity in Australia.

“For its size, sophistication and importance to the community, Australia’s living sector has remained largely under-institutionalised, which represents significant opportunity,” Green said. “GreenPoint identified that gap, assembled the right team, and is backing One Living to build a platform that is aligned to market needs.”

Green said being a builder-developer would give the company the capacity and flexibility it required to deliver reasonably-priced homes.

“We want it to be at that attainable level; not super high end luxury but at that attainable level,” he said.

<img alt="Mona Vale" data-entity-type="file" data-entity-uuid="74a5344a-4b26-4d4a-ada3-056b1220be77" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202026-05-28%20at%202.32.15%E2%80%AFPM.png?VersionId=vY8hXHO4reBMdO8ZXMWCNtGZJofUPQ3j" />

&nbsp;

One Living will undertake a component of affordable housing in its schemes, which it will own and operate, and it could also run build-to-rent on some sites.

Green praised local policy settings.

“The NSW government is being very supportive, strategic and pragmatic in terms of how do we generate more supply of housing,” he said. “We think it’s actually positive for development and the bit that’s been lacking at that attainable level is that it’s lots of relatively small private developers, whereas we want to create an institutional platform.”

One Living is also&nbsp;looking at high-density projects and could take on more institutional funding in the future.

“The way we will be able to achieve economies of scale is through size,” Green added.

One Living enters Sydney's new apartment market with Northern Beaches site acquisition

It's been several years since there's been an opportunity to buy a brand new townhome in Melbourne's coastal suburb of Mordialloc. Even apartment developments in recent times have been few and far between in the area.

Local developer LDS Property identified the gap in new housing, securing a site on White Street, directly opposite&nbsp;Woodlands Golf Club Mordialloc. They've recently launched&nbsp;<a href="https://www.apartments.com.au/new-townhouses/wm-residences-mordialloc-102-white-street-mordialloc-vic-3195">WM Residences</a>, just 13 townhouses which they have already started building.

Projects by Buxton Director Heath Thompson, who is selling WM Residences, says the townhouses x that perfect middle ground be

"Mordialloc residents have had limited options to downsize within the suburb, often forcing them to look elsewhere despite long-standing ties to the area," Thompson says.

"With very little comparable new supply coming to market, projects like WM Residences are well placed, particularly as buyers look to capitalise on current conditions amid constrained supply."

[smartcode_project:default project_id=134646 project_image_fid=6109]

The development, designed by regarded architecture firm&nbsp;<a href="https://www.apartments.com.au/architects/ewert-leaf">Ewert Leaf</a>,&nbsp;adopts a deliberately restrained architectural approach, focusing on simplicity, durability and liveability rather than overt design gestures.

The boutique scale is central to the offering. With only 13 three-bedroom residences, each home is configured to prioritise functional layouts and everyday use, supported by private terraces and secure two-car garages.

Ewert Leaf’s design response leans into a calm, neutral material palette. Interiors are defined by oak flooring, white walls and soft finishes, creating a consistent and understated backdrop. The approach avoids trend-driven detailing in favour of longevity, with an emphasis on natural light and spatial clarity.

[smartcode_project:default project_id=134646 project_image_fid=6110]

Beyond aesthetics, the homes are designed to meet contemporary performance expectations. Each residence targets a minimum 6-star energy rating, incorporating double glazing, comprehensive insulation and all-electric Bosch appliances.

The project’s location supports a walkable coastal lifestyle, sitting within close proximity to Mordialloc’s foreshore, Main Street retail strip and the train station. Local cafés and dining venues, including Suburbia Deli and Hendriks Café, are within a short walk, reinforcing the area’s established neighbourhood character.

[smartcode_project:default project_id=134646 project_image_fid=6116]

While <a href="https://www.apartments.com.au/developments/mordialloc-vic-3195">Mordialloc</a> is often defined by its beach and pier, the project taps into other areas of day to day living, offering easy access to local food, casual dining and transport, rather than positioning itself purely as a lifestyle retreat.

WM Residences reflects a continued trend across Melbourne’s coastal suburbs towards smaller-scale, design-led townhouse developments, particularly on infill sites where proximity to amenity is already established.

With construction commenced prior to its market entry, the project aligns with a growing preference among buyers for developments with visible progress and defined delivery timeframes.

[smartcode_project_cta:default project_id=134646]

Melinda Oliver

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