b'NEW SOUTH WALES MASONIC CLUBABN 79 000 003 289Your Directors present their report on the Newbybeingconsistentinallrespectswiththose South Wales Masonic Club (the Club) for theobjectives.financial year ended 30 June 2023. Key Performance MeasuresThe names, qualifications, experience and specialThe Club measures its own performance through responsibilities of the Directors in office at any timetheuseofbothquantitativeandqualitative during, or since the end of, the year are: benchmarks.Thebenchmarksareusedbythe Stephen George Bates, B. Bus, CA. directors to assess the financial sustainability of Elected to the Board on 25 November 1996. the company and whether the Clubs short-term Occupation: Director, Watson Erskine & Co Ptyand long-term objectives are being achieved. Key Ltd, Chartered Accountants.Special Responsibilities: Treasurer and Member,DIRECTORS REPORT performance benchmarks used include:Finance Committee. FOR THE YEAR ENDED 30 JUNE 2023 Average monthly room rate for accommodation;Robert Eaglesham, Dip. AII Average monthly room rate for accommodation Elected to the Board on 23 November 2015. net of commissions;Occupation: Company Director. Clubs Objectives Monthly occupancy rate for accommodation;Special Responsibilities: Member, FinanceThe Clubs short term objectives are to: Monthly EBITDA against budget;Committee. Provide Members with bars, restaurant/bistro,Monthly departmental operating results against Peter Read, B. Bus, CPA, GAICD meeting rooms, function rooms and a high qualitybudget;Elected to the Board on 23 November 2015. of service; Cash flow forecasting;Occupation: Principal, Present and AccountedProvide Members and guests with high qualityFunction enquiries capture rate;For, Strategic Financial Consultants. accommodation facilities; Feedback from members, guests and social Vice President since 22 November 2021. Provide Members and guests with service of themedia;Special Responsibilities: Convenor, Financehighest practical level; Survey of members and guests;Committee. ProvideMembersandguestswithahighMembership growth;Peter Zeilic, B. Sc., B. Arch, M. Proj Mgmt,standard of food and beverage offering; Capital expenditure program against set Justice of the Peace Provideappropriatetrainingforstaffandmilestones; andElected to the Board on 23 November 2009. directors; and Monitoring of regular training programs for Occupation: Managing Director, Peter Zeilic PtyReducegreenhousegasemissions,whereemployees.Ltd, trading as Dimension 5 Design Architecturepractical, through a program of continuousOperating Results& Project Management. review of operational activities.President since 22 November 2021. The Clubs long term objectives are to: The profit for the year amounted to $1,055,883 Special Responsibilities: Member, House(2022 loss: $125,519) after allowing for an income Supply and Staff Committee; Member, FinanceContinually upgrade the quality of the hotel intax expense (an income tax benefit in 2022).Committee. order to maximise its commercial returns for theReview of OperationsStephen Hodgson, Dip. Co. Directorship, Dip.overall betterment of the Club and the facilitiesThe accommodation segment achieved a significant Forensic Medicine, Justice of the Peace it provides to Members; increase in revenue compared to the previous year, Elected to the Board on 25 November 2019. Continually upgrade the quality of service offeredas did the food and beverage operations. As a Occupation: Managing Director, KASH Imagesby staff; and result, the contribution achieved from all of the Pty Ltd, Forensic Inspection Reporting ServicesPlan for the upgrade of the entire Clubs buildingClubs operational areas was $1,866,000 higher & Testing (FIRST). infrastructure (electrical and mechanical) thatthan the previous year. Costs were $507,000 higher Special Responsibilities: Member, House Supplywill achieve a reduction in the Clubs greenhousethan the previous year, due to higher costs across and Staff Committee. gas emissions. the business, mainly personnel, marketing, utilities, William Redpath Strategies and repairs and maintenance costs. Investment and Elected to the Board on 25 November 2019. To achieve these objectives the Club has adoptedother income was $73,000 lower than the previous Occupation: Retired. the following strategies: year. The Clubs operating profit before tax was Special Responsibilities: Convenor House,Developmentofanintegratedcapitalbetter than the prior year loss by $1,286,000.Supply & Staff Committee. improvements program funded from retainedTransport for NSWs construction of the Sydney Gunnar Habitz and current earnings that will produce reducedMetro station to the immediate south of the Clubs Elected to the Board on 22 November 2021. greenhouse gas emissions through efficiencybuilding continues, with the project now in the Occupation: Social Media Consultant. of function; construction stage of the Metro train station. To Special Responsibilities: Member, House SupplyDevelopmentofarefurbishmentandthis date there has been minimal effect on the Clubs and Staff Committee. maintenance program designed to uphold thebuilding and its operations resulting from the Metro Directors have been in office since the start ofheritage status of the building, enhance theconstruction works. However, the future effect of the financial year to the date of this report unlessquality of the facilities available to Memberssuch construction works on the Clubs building and otherwise stated. whilst achieving a reduction in greenhouse gasoperations cannot be determined at this stage.Meetings of Directors emissions; The Club is progressing its obligations under the During the financial year, the Board ofMaintenance of best practice technology toSydney City Council (SCC) issued Fire Safety Directors met on 16 occasions, the House,maximise returns from accommodation andOrder, supported by our fire safety engineers and Supply and Staff Committee met on 12ancillary revenue streams for the benefit ofheritage consultants to develop a timeline and occasions and the Finance Committee metthe Club; and engineered solution that preserves the heritage on 12 occasions. The number of meetingscharacter of the Clubs building. Substantial capital attended by each director during the year outCommission an annual report to measureexpenditure will be incurred once the fire safety of the total number possible were: annual greenhouse gas emissions. designs have been finalised and approved by Principal Activities Council.Board Committees TheprincipalactivitiesoftheClubduringtheWhilstthereisnocurrentrequirement SG Bates 13/16 11/12 yearweretoprovideMemberswithamenitiesforDirectorstomeasureandreportonthe RJ Eaglesham 15/16 12/12 and facilities usually associated with a Licensedenvironmental impacts of the Clubs operations, G Habitz 14/16 11/12 Social Club and to operate a boutique hotel atweadvisethattheBoardcommissioneda not less than a four-star standard. No significantreport on the Clubs estimated greenhouse gas S Hodgson 15/16 12/12 change in the nature of these activities occurredemissionsforthe2020/21financialyear.This P Read 14/16 11/12 during the year. provided the Board with a baseline impact from W Redpath 14/16 12/12 Theseactivitieshaveassistedinachievingwhichtomeasureagainstinfuturefinancial the short and long term objectives of the Clubyears. During the past 18 months the Club has P Zeilic 15/16 23/24 reduced its environmental impact by upgrading October 2023 NSW Masonic Club11'