\nFrom Max Lionel Realty business plan FY 2012\/13
\nAbout Max Lionel Realty
\nMax Lionel Realty (MLR) was founded in 2008 by property developer Max Lionel. The company
\ncurrently employs approximately 100 people, 80 of whom are licensed real estate agents.
\nThrough its client agents, the organisation manages property sales and rentals (both residential
\nand commercial) on behalf of a range of clients. The organisation also separately engages in
\ninvestment activities, such as property and land development.
\nMax Lionel Realty has been a member of the Real Estate Institute of Victoria (REIV) since 2008 and
\nproudly follows the REIV Code of Conduct.
\nMission:
\n? to achieve the highest returns for our clients and to deliver a client experience that is
\nsecond to none in the industry.
\nVision:
\n? to establish, within five years, the MLR brand ? the highest ethical standards with
\nbest-in-breed performance for clients.
\nValues:
\n? integrity
\n? client-focus
\n? active encouragement of excellence, innovation and continuous improvement
\n? teamwork
\n? recognition of the diversity and expertise of MLR employees and agents.
\nStrategic directions:
\nThe strategic context in which Max Lionel Realty will achieve its mission and vision is through:
\n? engaging with customers and clients
\n? building goodwill and reputation for integrity
\n? supporting innovative thinking, management and leadership skills.
\n? creating a high-performing, highly profitable organisation.
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\nChapter 2 ? Organisational chart and management profiles
\nMax Lionel Realty organisational chart
\nBoard of Directors
\nand CEO
\nMax Lionel
\nChief Financial
\nOfficer
\nRiz Mehra
\nOperations General
\nManager
\nKim Sweeney
\nHuman Resources
\nManager
\nLes Goodale
\nManager
\nResidential Realty
\n(Sales and Rentals)
\nSam Lee
\nManager
\nCommercial Realty
\n(Sales and Rentals)
\nPat Mifsud
\nManager
\nInvestments
\nPeter Mitchell
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\nChapter 3 ? Management responsibilities
\nMax Lionel, CEO
\nMax is responsible for working with the Board of Directors to oversee the business, set overall strategic
\ndirections, manage risk, and authorise large financial transactions.
\nRiz Mehra, Chief Financial Officer
\nRiz is responsible for preparing quarterly financial statements and overall budgeting. Riz Is also responsible
\nfor overseeing budgets for cost centres and individual projects. At the completion of financial quarters and
\nat the end of projects, Riz is responsible for viewing budget variation reports and incorporating information
\ninto financial statements and financial projections.
\nKim Sweeney, Operations General Manager
\nKim is responsible for the day-to-day running of the company. Kim oversees the coordination, as well as the
\nstructural separation, of the Residential, Commercial, and Investments centres. Kim is responsible for
\nsponsoring projects which affect operations of the organisation as a whole. Kim works with the Human
\nResources Manager to coordinate systems and projects in order to achieve company-wide synergy.
\nLes Goodale, Human Resources Manager
\nLes is responsible for the productive capacity and welfare of people at MLR. With the
\nOperations General Manager, Kim works to coordinate projects and management systems such
\nas performance management, recruitment, and induction. Kim will need to ensure aspects of
\nthe recently launched WHS management system, such as risk assessment, management,
\nconsulting, reporting and continuous improvement, are coordinated with all subsequent
\nactivities.
\nSam Lee, Manager Residential Realty
\nSam is responsible for the management of all aspects of residential realty. Sam manages the activities of
\nresidential agents.
\nPat Misfud, Manager Commercial Realty
\nPat is responsible for the management of all aspects commercial realty. Pat manages the activities of
\ncommercial agents.
\nPeter Mitchell, Manager Investments
\nPeter is responsible for the management of all aspects investment realty. Peter manages the activities of
\ninvestment agents. Peter works with the Operations General Manager to ensure separation of investment
\nfrom obligations to residential and commercial clients.
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\nChapter 4 ? Budget summary
\nMax Lionel Realty 2012?13 budget by activities to be undertaken
\nIncome:
\nCommissions, fees from
\nclients
\n$2,566,000 Commissions and agents? fees for the
\nperiod.
\nInvestment income $1,567,000 Real estate investment income.
\nCOGS $150,413 Cost of provision of services.
\nTotal Income $3,982,587 Gross profit.
\nExpenses:
\nWages, salaries and on costs $1,567,890 Wages, salaries, superannuation, work
\ncover insurance, payroll tax.
\nConsultancy fees $50,000 Project management: WHS management
\nsystem; AD awareness program.
\nCommunication expenses $42,000 Telephone, ISP costs, IT support.
\nStaff travel, transport and
\naccommodation.
\n$55,500 Cost of staff travel and associated costs for
\nsales, etc.
\nPremises expenses $250,000 Rent, electricity, maintenance, cleaning.
\nCapital expenditure $120,000 Purchase of new office equipment (90%),
\nvehicles; purchase of properties, land.
\nDepreciation and
\namortisation
\n$177,569 Computers and capital equipment that is
\ndepreciated.
\nOffice supplies $65,068 Printing and stationery, postage, amenities.
\nProfessional fees
\n(consultants, legal and audit),
\ninsurances, taxes and
\ncharges, subscriptions and
\nmemberships.
\n$62,187 Audit fees, external accounting costs, bank
\ncharges, insurance except workers
\ncompensation.
\nTotal Expenses $2,390,214
\nSurplus $1,592,373 Net income before tax.
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\nChapter 5 ? Operational plan
\nMax Lionel Realty operational plan (summary) FY 2012\/2013
\nObjectives: Performance measures Tasks:
\n1 Engage with
\ncustomers\/build
\nethical profile:
\nraise
\norganisational
\nprofile by 20%
\nimprove client
\nsatisfaction
\nperformance by
\n25%.
\n? Percentage of brand
\nrecognition in sought-after
\ncategories in periodic
\ncustomer surveys.
\n? Percentage of customers
\nwith positive view of
\norganisational
\nresponsiveness,
\ninnovation, quality.
\n? Number of client\/tenant
\ncomplaints.
\n? Project to raise awareness of antidiscrimination,
\nWHS and other
\nlegislation\/codes of conduct among agents,
\nclients, tenants.
\n? Conduct of quarterly surveys: clients and
\ntenants.
\n? Training needs analysis and training of
\nagents.
\n? Ensure agents disclose potential conflict of
\ninterest to clients, tenants.
\n? Development of ethical charter, including
\nprinciples all agents must follow.
\n2 Increase revenues
\nby 20% within the
\nthird quarter.
\n? Total income.
\n? Agent income.
\n? Investment income.
\n? Investigate resourcing needs: number of
\nagents; personnel; office equipment, cars,
\netc.
\n? Fulfil resourcing needs in accordance with
\npolicies and procedures.
\n3 Reduce direct and
\nindirect costs of
\noperations by
\n10%.
\n? General ledger accounts;
\nfinancial statements:
\n? wages
\n? cost of agent services
\n? consultancy fees
\n? wastage and associated
\nexpenses.
\n? Renegotiate with suppliers.
\n? Research potential new suppliers.
\n? Management engagement with employees to
\nachieve greater employee support of
\norganisational goals.
\n? Include explanation of how activities work
\nwith organisational strategic goals in all
\ncommunications to internal personnel.
\n? Greater use by managers of budgets to
\nencourage restraint.
\n? Greater focus on budget restraint in
\nmanagement of projects.
\n4 Engage workers
\nwith strategic
\ngoals of business
\nand support
\nprofessional
\ndevelopment in
\nline with strategic
\ngoals. (Targets to
\nbe set by
\nindividual
\nmanagers.)
\n? Percentage completion of
\nperformance plans and
\nperformance management
\nprocess.
\n? Numbers of coaching
\nsessions completed.
\n? Numbers of operational ?
\nrelated training programs
\ncompleted.
\n? Management engagement with employees to
\nachieve greater buy in of organisational
\ngoals.
\n? Include explanation of how activities work
\nwith organisational strategic goals in all
\ncommunications to internal personnel.
\n? Regular coaching.
\n? Training needs analysis and training.
\n? Strategic goals included in induction program
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\nMax Lionel Realty operational plan (summary) FY 2012\/2013
\nObjectives: Performance measures Tasks:
\nfor estate agents.
\n? Employee incentives for performance in all
\nareas relevant to operational and strategic
\ngoals.
\n5 Improve health of
\nemployees (range
\nof specific areas).
\n? Numbers of injuries (Target
\n= 0).
\n? Numbers of absentees
\n(Target = <3% of total
\nhours).
\n? Training needs analysis and training on WHS
\nand implementation of recently launched
\nMLR WHS management system.
\n? Research incentives for: safe work
\nachievement and healthy lifestyle.
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\nChapter 6 ? Operational risk register
\nMax Lionel Realty risk register FY 2012\/2013
\nIdentified risk Probability Impact Current controls Future actions
\nFailure to recruit qualified
\nreal estate agents due to
\nincreased competition.
\nMedium High ? All office equipment
\nregularly reviewed and
\nupdated as required; IT
\nsecurity monitored and
\nmaintained.
\n? Appropriate insurances
\nheld and coverage
\nreviewed annually.
\n? Managers encouraged
\nand incentivised to
\nfollow performance
\nmanagement policy.
\n? Employee performance
\nplans align with
\nbusiness plan and sixmonthly
\nreview process
\nin place.
\n? Project to raise
\nawareness of antidiscrimination,
\nWHS
\nand other
\nlegislation\/codes of
\nconduct among agents,
\nclients, tenants
\n? Appropriate HR policies
\nand procedures in place.
\n? WHS management
\nsystem in place.
\n? Industry
\nbenchmarking in
\nall areas of
\norganisational
\nperformance
\n? Conduct
\nperiodic reviews
\nof agent
\nperformance to
\nensure
\nprofessional
\nconduct
\n? Staff trained in
\nuse of
\ntechnology as
\nneeded.
\n? Keep abreast of
\nchanges in
\npotential
\nliabilities.
\n? Review and
\ndevelop HR
\nrelated policies
\nwhere required.
\n? Development of
\nethical charter,
\nincluding
\nprinciples all
\nagents must
\nfollow.
\nFailure to realise revenue
\ngains due to recent slump in
\nreal estate prices.
\nHigh High
\nInadequate insurance cover. Low High
\nNon-compliance on antidiscrimination.
\nMedium High
\nPerception of discriminatory
\npractice reducing client and
\ntenant base.
\nMedium High
\nPoor organisational culture;
\nlow level of staff engagement
\nand morale.
\nMedium Medium
\nLoss of knowledge and
\ncapability through departing
\nstaff.
\nLow High
\nFailure to meet occupational
\nhealth and safety
\nrequirements.
\nLow High
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\nChapter 7 ? Work Health and Safety (WHS) Policy
\nMax Lionel Realty WHS policy
\nMax Lionel Realty recognises its responsibility to provide a healthy and safe working environment for
\nemployees, contractors, clients and visitors. Max Lionel Realty is committed to the continued wellbeing of its
\nemployees and to ensuring that all employees are safe from injury and health risks whilst undertaking workrelated
\nduties, including home-based work.
\nPurpose The purpose of this policy is to ensure the acquisition of resources is carried
\nout consistently, fairly and transparently and in accordance with
\norganisational requirements.
\nIn order to ensure a healthy and safe working environment, Max Lionel
\nRealty will (in accordance with the WHS management system):
\n? undertake risk assessments and implement procedures to
\nadequately manage any risks in the working environment
\n? provide written procedures and instructions for safe working
\npractices
\n? ensure compliance with all relevant legislation
\n? maintain safe systems of work including the work premises and
\nenvironment
\n? provide appropriate support, instruction, training and supervision
\nto employees to ensure safe working practices.
\nScope The scope of this policy covers employees and contractors of Max Lionel
\nRealty (MLR).
\nResources Specific procedures for the implementation of this policy are available below
\nand on the company intranet.
\nResponsibility Max Lionel Realty management and employees are ultimately responsible
\nfor ensuring that safe systems of work are established, implemented and
\nmaintained.
\nManagement is responsible for:
\n? the effective implementation and regular review of WHS
\nprocedures
\n? consultation with employees regarding health and safety issues
\nand changes to legislation and\/or working practices which may
\naffect the health, safety or welfare of employee
\n? providing and maintaining a safe system of working practices
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\n? providing support, training, and supervision to employees to
\nensure safe and healthy workplace practices are carried out,
\nincluding relevant first aid training where appropriate
\n? the provision of adequate resources for employees to meet the
\nWHS commitment, including an up-to-date first aid kit.
\nIndividual employees are responsible for:
\n? following all WHS policies and procedures
\n? ensuring they report all potential and actual risks to partners or
\nmanagers\/supervisors
\n? taking care to protect their own health and safety and that of
\ntheir colleagues at work
\n? ensuring their own or others health and safety is not adversely
\naffected by the consumption of drugs or alcohol
\n? encouraging others to follow healthy and safe working practices
\nin the workplace.
\nPolicy
\nImplementation
\nand Review
\nThis policy has been established and implemented through the human
\nresource functions of the organisation and will be reviewed regularly in
\nconsultation with MLR management and employees to ensure compliance
\nwith legislation, industry standards and organisational changes.
\nRelevant
\nlegislation, etc.
\n? Privacy Act 1998 (Cwlth)
\n? Estate Agents Act 1980
\n? Equal Opportunity Act 2010 (Vic)
\n? Occupational Health and Safety Act 2004
\n? Dangerous Goods Act 1985
\n? AS\/NZS 4804:2001 Occupational health and safety management
\nsystems ? General guidelines on principles, systems and
\nsupporting techniques
\nUpdated\/
\nauthorised
\n10\/2012 ? Riz Mehra, CFO
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\nChapter 8 ? Anti-discrimination policy
\nMax Lionel Realty Anti-discrimination Policy
\nPurpose The purpose of this policy is to ensure transactions with clients, tenants
\nand other employees is handled fairly and transparently and in
\naccordance with organisational and legal requirements. Generally it is
\nunlawful to discriminate on the basis of the following 16 characteristics:
\n? sex
\n? relationship status
\n? pregnancy
\n? parental status
\n? breastfeeding
\n? age
\n? race
\n? impairment
\n? religious belief or
\nreligious activity
\n? political belief or
\nactivity
\n? trade union activity
\n? lawful sexual activity
\n? gender identity
\n? sexuality
\n? family responsibilities
\n? association with, or
\nrelation to, a person
\nidentified on the basis
\nof the above.
\nScope The scope of this policy covers all employees and contractors of Max
\nLionel Realty (MLR).
\nResources Specific procedures for the implementation of this policy are available
\nbelow and on the company intranet.
\nResponsibility Responsibility for the implementation of this policy rests with all
\nemployees, contractors and management of Max Lionel Realty.
\nRelevant
\nlegislation, etc.
\n? Privacy Act 1998 (Cwlth)
\n? Equal Opportunity Act 2010 (Vic)
\n? Age Discrimination Act 2004
\n? Australian Human Rights Commission Act 1986
\n? Disability Discrimination Act 1992
\n? Racial Discrimination Act 1975
\n? Sex Discrimination Act 1984.
\n? Estate Agents Act 1980
\nUpdated\/
\nauthorised
\n10\/2012 ? Riz Mehra, CFO
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\nChapter 9 ? Procurement policy and procedures
\nMax Lionel Realty procurement policy
\nPurpose The purpose of this policy is to ensure the acquisition of resources is
\ncarried out consistently, fairly and transparently and in accordance with
\norganisational requirements.
\nScope The scope of this policy covers the purchasing and acquisition of
\nresources by employees and contractors of Max Lionel Realty (MLR).
\nResources Specific procedures for the implementation of this policy are available
\nbelow and on the company intranet.
\nResponsibility Responsibility for the implementation of this policy rests with employees
\nand management of Max Lionel Realty with responsibility for purchasing
\nresources.
\nRelevant
\nlegislation etc.
\n? Privacy Act 1998 (Cwlth)
\n? Estate Agents Act 1980
\n? Equal Opportunity Act 2010 (Vic)
\n? Australian Securities and Investments Commission Act 2001
\n(Cwlth)
\n? Corporations Act 2001 (Cwlth)
\n? A New Tax System (Goods and Services Tax Administration)
\nAct 1999 (Cwlth)
\n? A New Tax System (Goods and Services Tax) Act 1999 (Cwlth)
\n? Income Tax Assessment Act 1997 (Cwlth)
\n? Fair Work Act 2009 (Cwlth)
\n? Occupational Health and Safety Act 2004 (Vic)
\nUpdated\/
\nauthorised
\n10\/2012 ? Riz Mehra, CFO<\/p>\n
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\n14 Principles governing the Max Lionel Realty procurement process
\n1. Probity and ethical behaviour
\nThe principle of probity and ethical behaviour governs the conduct of all procurement activities. Employees
\nwho have authority to procure goods and services must comply with the standards of integrity, probity,
\nprofessional conduct and ethical behaviour. Employees or directors must not seek to benefit from supplier
\npractices that may be dishonest or unethical.
\n2. Value for money
\nValue for money is the core principle underpinning procurement. Contracted organisations must be cost
\neffective and efficient in the use of resources whilst upholding the highest standards of probity and integrity.
\nIn general, a competitive process carried out in an open, objective and transparent manner can achieve the
\nbest value for money in procurement.
\n3. Non-discrimination
\nThis procurement policy is non-discriminatory. All potential contracted suppliers should have the same
\nopportunities to compete for business and must be treated equitably based on their suitability for the
\nintended purpose.
\n4. Risk management
\nRisk management involves the systematic identification, analysis, treatment and, where possible, the
\nimplementation of appropriate risk-mitigation strategies. It is integral to efficiency and effectiveness to
\nproactively identify, evaluate, and manage risks arising out of procurement related activities. The risks
\nassociated with procurement activity must be managed in accordance with the organisation?s risk
\nmanagement policy.
\n5. Responsible financial management
\nThe principle of responsible financial management must be applied to all procurement activities. Factors that
\nmust be considered include:
\n? the availability of funds within an existing approved budget
\n? staff approving the expenditure of funds strictly within their delegations
\n? measures to contain costs of the procurement without compromising any procurement principles.
\n6. Procurement planning
\nIn order to achieve value for money, each procurement process must be well planned and conducted in
\naccordance with the principles contained in this document and comply with all of the organisation?s policies
\nand relevant legal and regulatory requirements.
\nWhen planning appropriate procurement processes consideration should be given to adopting an approach
\nthat:
\n? encourages competition
\n? ensures that rules do not operate to limit competition by discriminating against particular suppliers
\n? recognises any industry regulation and licensing requirements
\n? secures and maintains contractual and related documentation for the procurement which best
\nprotects the organisation
\n? complies with the organisation?s delegations policy.
\n7. Buy Australian Made\/support for Australian industry
\nEmployees who are involved in procurement activities must make a conscious effort to maximise opportunities
\nfor Australian manufacturers and suppliers to provide products where there is practicable and economic value.
\nIn making a value for money judgement between locally-made and overseas-sourced goods, employees are to
\ntake into account:
\n? whole-of-life costs associated with the good or service
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\n? that the initial purchase price may not be a reliable indicator of value
\n? the quality of locally made products
\n? the record of performance and delivery of local suppliers
\n? the flexibility, convenience and capacity of local suppliers for follow on orders
\n? the scope for improvements to the goods and ?add-ons? from local industry.
\n8. Pre-registered list of preferred suppliers
\nMax Lionel Realty shall maintain a pre-registered list of preferred suppliers, following a request for expressions
\nof interest and an evaluation of the submissions. Suppliers can request to be evaluated for inclusion on the
\nexisting pre-register list at any time.
\nAll purchases under $5,000 may be made from preferred suppliers without undertaking a competitive process.
\nPurchases above $5,000 where a preferred supplier exists should include a competitive process if practicable.
\nThis list is reviewed at regular intervals with admission of interested parties on a rolling basis. Care should be
\ntaken to ensure that such lists are used in an open and non-discriminatory manner. Max Lionel Realty
\nencourages new contractors to provide information on their experience, expertise, capabilities, pricing, fees,
\nand current availability. It is in the interest of the organisation that the pool of potential suppliers is actively
\nmaintained and updated. Employees should be encouraged to provide reports of their experiences in working
\nwith each contractor\/consultant to assist future decisions concerning commissioning suitable contractors and
\nconsultants.
\n9. Avoid conflict of interest
\nEmployees and directors are required to be free of interests or relationships in all aspects of the procurement
\nprocess. Employees and directors are not permitted to personally gain from any aspect of a procurement
\nprocess.
\nEmployees and directors shall ensure that to the best of their knowledge, information and belief, that at the
\ndate of engaging a contractor no conflict of interest exists or is likely to arise in the performance of the
\ncontractor?s obligations under their contract.
\nShould employees or directors become aware of potential conflicts of interest during the contract period, they
\nmust advise the CEO and the Board of Directors immediately.
\nPrior to any situation arising with potential for a conflict of interest, complete disclosure shall be made to the
\nCEO and the Board of Directors to allow sufficient time for a review.
\n10. Report collusive tendering
\nEmployees should be aware of anti-competitive practices such as collusive tendering. Any evidence of
\nsuspected collusion in tendering should be brought to the attention of the CEO and the Board of Directors.
\n11. Competitive process
\nIt is a basic principle of procurement that a competitive process should be used unless there are justifiable
\ncircumstances. For purchases under $5,000, the list of preferred suppliers may be used. The type of
\ncompetitive process can vary depending on the size and characteristics of the contract to be awarded.
\n12. Direct invitation (selective or restricted tendering)
\nA process of direct sourcing to tender may be used. This may involve:
\n? an invitation to organisations deemed appropriately qualified for a particular product or service
\n(this may be appropriate for specialised requirements in markets where there is a limited number
\nof suppliers or service providers)
\n? an invitation to tender to organisations on MLR?s pre-registered list of preferred suppliers if
\napplicable.
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\n13. Evaluation and contract award
\nFor projects being awarded, consideration will be given not only to the most economically advantageous
\ntender, but also to the track record of the tender respondent and the degree of confidence that the panel has
\nin the quality if the bid. It will be the normal practice to have the evaluation of tenders carried out by a team
\nwith the requisite competency.
\n14. Results of tendering process
\nAll tender respondents should be informed in writing of the result of a tendering process immediately after a
\ncontract has been awarded.
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\nSummary of procurement policy delegations
\nAuthority Purchase amount Required number of
\nquotes
\nComment
\nCEO and one Director Authority to sign
\ncontracts for products
\nand services over
\n$75,000.
\nTwo or more
\ncompetitive quotes for
\ncontracts over $75,000.
\nDetailed services
\ncontract required.
\nCEO Authority to sign
\ncontracts for products
\nand services up to
\n$75,000.
\nTwo or more
\ncompetitive quotes.
\nDetailed services
\ncontract required for
\ncontracts over
\n$20,000.
\nGeneral Managers
\nDelegated authority
\nonly through CEO
\nAuthority to sign
\ncontracts for products
\nand services under
\n$30,000.
\nOne or more
\ncompetitive quotes
\npreferred.
\nProvided they are
\nwithin the approved
\nbudget and
\nconsistent with
\nbusiness\/operational
\nand strategic
\nplanning.
\nManagers Authority to sign
\ncontracts for products
\nand services under
\n$10,000.
\nOne or more
\ncompetitive quotes
\npreferred.
\nFollow MLR
\npurchasing
\nprocedures.
\nAgents Authority to sign
\ncontracts for products
\nand services under
\n$5,000.
\nMust use preferred
\nsuppliers list.
\nFollow MLR
\npurchasing
\nprocedures.
\nContractors and
\nexternal consultants
\nNo authority. One or more
\ncompetitive quotes
\npreferred.
\nMust use preferred
\nsuppliers list.
\nContractors and
\nexternal consultants
\nmust follow MLR
\npurchasing
\nprocedures and
\nmust seek approval
\nfor purchases from
\nperson holding
\nrelevant authority.
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\nChapter 10 ? Max Lionel Realty current tenants list
\nBSBMGT605B Provide Leadership across the organisation ? Appendix 1 ` LAST UPDATED: Jan 2016, Version No. 1<\/p>\n
<\/p>\n","protected":false},"excerpt":{"rendered":"
From Max Lionel Realty business plan FY 2012\/13 About Max Lionel Realty Max Lionel Realty (MLR) was founded in 2008 by property developer Max Lionel. The company currently employs approximately 100 people, 80 of whom are licensed real estate agents. Read More …<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-2509","post","type-post","status-publish","format-standard","hentry"],"_links":{"self":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/2509","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/comments?post=2509"}],"version-history":[{"count":0,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/2509\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/media?parent=2509"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/categories?post=2509"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/tags?post=2509"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}