Why we're working anywhere but the office
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Why we’re working anywhere but the office

In a post pandemic environment, Australian workers are voting with their feet and skipping the office in favour of other, more appealing environments

By Sara Mulcahy
Thu, Nov 7, 2024 10:21amGrey Clock 4 min

From the latest issue of Kanebridge Quarterly magazine. Order your copy here.

For many, working from home is the new normal. The transition from being based in the office to working off-site has been a fundamental one, and almost four in 10 Australians worked from home at least once a week throughout 2023.

While figures show a slight decrease on 2021, working from home (WFH, it even has its own acronym) has continued to escalate in white-collar occupations, with 60 percent of managers and professionals eschewing the traditional office set-up. And those who aren’t already doing it wish they were. According to the annual Taking the Pulse of the Nation report, almost all workers (94pc) would like to do at least part of their work hours at home.

“I would say that the days of only full-time in the office for all employees are likely gone for good,” says the author of the report, the Melbourne Institute’s Professor Ragan Petrie.

“The trends in Australia mimic those in other countries where hybrid schedules are quite common.”

But is it all good news? Among the many compelling reasons to ditch the commute — saving time, improved mental health, higher productivity and being able to put the washing on — there are the well-documented shortcomings regarding the isolation, and missing out on the opportunities that those casual catch ups in the stairwell can offer.

Opportunities for casual connections for in-office workers are not enough to entice many. Image: Shutterstock

“Constant drop-bys for chit-chat are not productive, but purposeful conversations are,” counters Petrie. “There might not be shortcomings of working from home per se, but rather not having the right infrastructure and support in place for workers to be productive. It’s important for employers and workers to figure this out.”

For those who are new to the workforce, flexible working arrangements are just the way things are. According to one survey, two out of every three Generation Z workers believe that the option to work from home is a non-negotiable.

Underpinning the normality of remote work are the advancements in automation and technology that make the transition smoother than ever — and perhaps support the use of email and text over the meetings and phone calls that younger generations shy away from.

“People of different ages have differential experience with technology, and there are some ways of communication people may feel more comfortable with than others,” says Petrie. “Certainly, technology plays a large role. Those whose jobs allow them to tap into technology to perform their tasks are well poised to be successful with a hybrid schedule.

“In the end, if worker output is satisfactory, why is it important where it is done?”

At the start of the pandemic as office-goers scrambled for a space to call work, the kitchen table was the go-to location. Now working remotely has become a more permanent arrangement, a purpose-designed study area or hybrid space is as desirable in real estate brochures as a media room or butler’s pantry.

Roger Wardy is a director at Ray White Touma Group in inner city Sydney, where more than 100,000 office employees have left the CBD for the greener pastures of remote work arrangements.

“Most house hunters want to see a home office or office space these days, and in larger homes it’s an expectation,” he says.

“As such, we’d be more likely to market a six-bed home as a five-bed plus office. If a buyer works from home, that will definitely add value.”

But the home office is just the beginning. Having paved the way for more flexible work arrangements, there’s now a growing trend towards co-working environments for companionship, productivity and a delineation of work and home.

High-tech co-working spaces offer several advantages over working from home, making them the preferred choice for many. A professional environment means distractions are minimised, and you’ll have access to state-of-the-art amenities that you probably won’t have at home. And then there are those networking opportunities — co-working spaces attract a diverse group of professionals and who knows what you might find out at the communal coffee bar? It’s something that’s making its way up the agenda for apartment developers, too, with those on the front foot offering co-working spaces along with the pool, gym and rooftop entertaining.

At the luxury new development Paradiso Place in Surfers Paradise (pictured above), the entire 2900sqm 26th floor is dedicated to a state-of-the-art co-working space, maximising 360-degree views of the Gold Coast from the ocean to the hinterland.

“To have the option of working in a space like this with all the facilities of a high-tech office within your own apartment building is an exciting prospect for buyers,” says Total Property Group Managing Director Adrian Parsons. “We have been receiving a great deal of interest in this development from business owners, entrepreneurs and professionals who can see themselves waking up in their luxury apartment with ocean views to go for a walk or run along the beach, use the onsite gym, then conveniently head to work in a state-of-the-art co-working space within their own building.”

The space incorporates a boardroom, private meeting rooms, work pods and multiple hot desks. And it’s not all about focused work; there’s also a spacious balcony event space and a Coffee Emporium complete with baristas.

“With working from home becoming the new normal, we are seeing many Australians choosing to move to quality lifestyle locations like the Gold Coast, and a full-floor co-working space of this standard is attracting a high level of inquiry,” says Parsons.



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The Federal Budget may have softened some of its proposed tax reforms, but it has exposed a bigger issue: too many families are relying on wealth structures that no longer reflect the realities of modern life.

By Opinion, Anthony Hunt
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For many Australians, the 2026 Federal Budget initially felt like a direct challenge to the way wealth is created, held and transferred between generations.

The headlines were immediate: changes to capital gains tax, reforms to discretionary trusts, restrictions on negative gearing and increased scrutiny of investment structures. Unsurprisingly, affluent families, business owners and investors began asking the same question:

Is the way we hold our wealth still fit for purpose?

In recent days, the government has announced several significant amendments following industry consultation and public feedback, including exempting testamentary trusts from the proposed 30 per cent minimum tax and expanding capital gains tax concessions for small businesses.

The backdown is welcome. But it also highlights something much bigger.

This Budget has accelerated a conversation that many Australian families have been postponing for years.

The conversation is not really about tax. It is about wealth stewardship.

For decades, Australians have built wealth through businesses, property, investments and careful long-term planning. Yet many families have not revisited the legal structures surrounding those assets in years, sometimes decades.

We often see clients who have spent years building significant wealth, only to discover their legal arrangements no longer reflect their current circumstances.

Their children are now adults. They may own multiple properties.

They may have sold a business, entered a second marriage, become grandparents or accumulated digital assets that did not exist when their original estate plans were prepared.

The trust that distributes income may need to be reconsidered. The bucket company may no longer be so attractive.

The Budget has simply exposed a reality that already existed: wealth structures cannot remain static while life continues to evolve.

Importantly, trusts themselves are not the issue.

Trusts are legitimate planning tools that provide flexibility, protection and continuity. When used appropriately, they allow families to adapt to changing circumstances over time.

And neither is tax the issue, really. Getting the fundamentals right is more important for long-term, sustainable wealth than a few favourable tax treatments around the edges.

Anthony Hunt

The real issue is complacency.

Too often, families create structures and assume the job is done. It isn’t.

Estate planning is no longer a document you sign once and file away in a drawer. It is an ongoing process that should evolve alongside your life.

We are also seeing a broader shift in how Australians define wealth itself. It is no longer just the family home and an investment portfolio.

Modern wealth includes businesses, digital assets, cryptocurrency, intellectual property, frequent flyer points and increasingly complex family arrangements.

At the same time, Australians are living longer than ever before, meaning wealth may need to support multiple generations simultaneously. This creates new responsibilities and new risks.

How do you help your children enter the property market without exposing family wealth to relationship breakdowns?

How do you structure wealth so that it remains a source of opportunity rather than future conflict?

These are the questions families should be asking now.

The recent debate surrounding testamentary trusts also serves as an important reminder that policy decisions can have unintended consequences for vulnerable Australians. It is encouraging that the government has listened to feedback and clarified its position.

But the lesson remains: the wealth landscape is changing.

Increasingly, governments, regulators and tax authorities are paying closer attention to how wealth is held and transferred. That means families cannot afford to adopt a “set-and-forget” approach to their structures.

The families who will be best placed for the future are not necessarily those with the greatest wealth.

They are the families with the greatest clarity. Clarity around ownership, succession and governance. And clarity around how wealth will transition from one generation to the next.

Ultimately, preserving wealth is not about avoiding change.

It is about preparing for it.

Because the greatest risk is not change itself.

It is losing the ability to respond to it.

Anthony Hunt is Co-Founder of Wealth Lawyers and former COO of Westpac Private Bank. He advises business owners, investors and affluent Australian families on wealth protection, succession planning and intergenerational wealth transfer

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