a) Conflicts with contractors over work methods, materials, payments, deadlines, quality of work and other issues;
b) Conflicts with financiers over deadlines and payments owing under mortgages;
c) Conflicts with Councils and Government Departments regarding approvals, conditions and other matters;
d) Conflicts with staff over all manner of issues;
e) Conflicts with Joint Venture Partners and projects again over all manner of issues;
f) Conflicts with neighbouring property owners in respect of developments;
g) Conflicts with public activists including environmentalists, residents groups and other such activists.
· My previous employment also involved me dealing with constant public policy changes such as changes to environmental planning instruments, taxation and other law changes. All of these adjustments created stress in terms of the running of my businesses.
· Further, I was constantly juggling projects as my business is usually undertaking numerous developments and of various sizes at any given time. I was required to coordinate all of these developments as well as the business activities of my companies as a whole. Again, I found my mind constantly preoccupied with my work and ongoing projects and never found myself able to relax even when on holidays or away from work.
[Mr Walton's affidavit of 11 March 2004]
90 I am satisfied that the above evidence is reliable. Further that the evidence establishes that Mr Walton's pre-heart attack duties and activities as project manager and property developer at the least included:
· Constant liaison with Agents and others in the Industry to identify potential development projects;
· Constant contact with Agents of choice and financial people;
· Identification potential sites, and the carrying out of due diligence tasks, including investigations with Councils;
· Liaison with owners and agents and negotiation of purchases. Issues for liaison would include the terms and conditions, time frame, the issue as to whether or not a development is to be a Joint Venture, the issue as to whether the likely development will be subject to a successful Development Application (DA), etc;
· Negotiation and monitoring of contracts for purchase with legal advisors;
· Keeping constantly informed on development issues through industry bodies on issues such as the Threatened Species Conservation Act, the Rivers and Foreshore Improvement Act, Department of Infrastructure and Natural Resources (DIPNR) requirements, Rural Fire Service (RFS) requirements, etc;
· Preparation of draft plans, costings, and submissions for finance;
· Appointment of Consultant teams, and the supervising of project teams;
· Running team meetings prior to lodging Master Plans or DA's;
· DA pre-lodgement meetings with Consent Authorities (usually Council but sometimes DIPNR), and meetings with authorities under integrated development projects;
· Negotiation of Master Plans/DA's through Consent Authorities (when required, this is a major task in any development);
· Constant contact with Consultants during preparation of working drawings, engineering plans and infrastructure plans;
· Negotiation on the issue of construction certificates, which may include consents from RFS, Water and Sewerage infrastructure providers, electricity authorities, telephone and gas providers, etc;
· Liaison with Consultant teams for the calling and letting of tenders;
· Supervision of works in progress to minimise extras and contingency items. At critical phases of a project, this may include daily, and sometimes twice daily, visits to the project site;
· Authorisation and payment of progress claims from Contractors, Consultants, and Statutory Authorities;
· Constant liaison with Consultant teams as a project nears completion, to avoid unnecessary delays and to ensure all conditions of the Development Consent are complied with;
· Negotiation of final certificates through Consent Authorities - release of linen plans and/or occupation certificates;
· Supervising sales programmes, and if sold "off the plan", constant negotiations with agents and purchasers;
· Lodgement of final documents with financiers for consent, and subsequent lodgement of the same with the NSW Land and Property Information Service (LPI).
· Management of sales contracts with agents and legal advisors;
· Management of settlements;
· Attending Board Meetings, and preparation of reports for the Board including cash flows, budgets, etc;
· Preparation of reports for financiers.
91 The evidence further established that:
· property development and project management is a busy and demanding occupation, both physically and mentally;
· considerable pressure is exerted on an individual in this occupation on a daily basis, as there are strict time limitations, usually enforceable by way of contracts, and regular finance issues that require constant attention and negotiation;
· an inability to perform one or more of the important duties of the occupation would severely limit the ability of one in this occupation to operate a successful business, and thereby earn a wage;
· very few of these duties may be prudently or effectively delegated to other staff, as they commonly require the authority and influence of the principal project manager and property developer [here regardless of the corporate arrangements, effectively Mr Walton].
The position following the onset of the heart-attack
92 The position in relation to the events following the onset of the heart-attack was the subject of the particular focus of the vast bulk of all of the evidence called and cross examined upon.
93 It is unnecessary to detail all of that evidence. What is called for are findings of fact.
94 Before going into that evidence it is convenient to identify the purpose of the exercise. The purpose of the exercise includes the endeavour to establish:
· whether the plaintiff was from any, and if so what point in time, a person whom, if ever he had been, was no longer continuously disabled within the meaning of the policy;
· whether the claims made under the policy were made fraudulently;
· if it be that Mr Walton was (1) working in an occupation (2) doing so during the continuance of a period of continuous disability, what if anything, was his entitlement to be paid a monthly benefit in terms of the formula provided for in clause 1.9.
95 Standing back from all the evidence Mr Walton seems in some ways, to have been his own worst enemy. His problem quite simply concerns an extremely curious approach to being open with the insurer in answering its questions as to his activities.
96 I would have thought that he would have had little difficulty in establishing to the insurer's satisfaction, that which he clearly established during the hearing namely:
· that the core important duty of his anterior occupation was to be at the apex and in charge of every final decision requiring to be made by his development group;
· that in order to perform that duty it was necessary for him to descend to the intimate detail required to be mastered in order to permit informed decisions to be made in that regard.
97 One would have thought that if this had been the truth, it would not have been difficult for him to establish that following the heart-attack he had become considerably hampered in that regard: that is to say, simply could not and did not thereafter spend anything like the hours previously spent in carrying out the task of mastering that detail. But was this the truth?
98 There are really two questions involved. The first is what was he actually doing following the heart attack and in particular was he 'working in an occupation' within the meaning of the policy? The second is what did he communicate to the insurer in answering its relevant questions on that topic?
99 It is not inconvenient to endeavour to answer both of these questions at the same time as they are so very interrelated.
Group affairs prior to the heart attack
100 I am satisfied that on the evidence the financial affairs of the group prior to the heart attack disclose very considerable problems in many areas. It is not putting too fine a point upon matters to find that companies within the group were engaged in a struggle for survival. The evidence was replete with the detail. When it was put to Mr Walton that Corpcom had been in considerable difficulty for months at least before his heart attack, Mr Walton accepted that it had had cash flow problems due to the Balmain project [transcript 176.6]. There were other indications in the evidence of similar nature. One only example is that Corpcom had not been paying workers compensation premiums for at least two years prior to his heart attack. He accepted that a significant element of any company's responsibilities would be to insure itself for the benefit of its workers against workers compensation and associated risks. [Transcript 177].
101 On the other hand speculative development will often carry high risk. But sometimes concerted effort may keep a group alive. Generalisations are of limited value.
Disquiet following the heart attack
102 Following the news that Mr Walton had suffered a heart attack there was considerable disquiet amongst Mr Walton's contacts, partners and those, including financiers, whose confidence required to be maintained in order for the group to survive as a whole and/or for individual companies to be in a position to continue their anterior roles.
Evidence of Mr Parisi
103 An example of the evidence in this regard is that given by Mr Parisi. He is a solicitor. He was involved with Mr Walton and his companies in the Balmain development project. His evidence is accepted as reliable. To his observation Mr Walton was running the development project up to the time of his heart attack.
104 His evidence was that his own involvement increased substantially following Mr Walton's heart attack, Mr Walton not being well and it becoming necessary for Mr Parisi to become far more involved on a day-to-day basis and to deal with employees of Mr Walton in terms of obtaining accurate figures, forecasts to complete and the like. His evidence was that Mr Walton was not very involved following the heart attack, was not well and was not coming in to work. Mr Parisi was aware of this because his own solicitor's practice and the office of Mr Walton's company were in the same premises. Another partner had been introduced in relation to this project. His evidence was that from that time, Mr Walton occasionally attended meetings held on site and contributed to discussions at those meetings but "wasn't involved in any day-to-day activities. That was pretty much tightly controlled by the other project manager." [Transcript 276].
105 His evidence was that after the heart attack he formed the view that Mr Walton was incapable of completing a project of the size of the Warwick Farm project. The onset of the heart attack had been another catalyst for Mr Parisi wanting to end his involvement in projects with Mr Walton. In particular he had observed Mr Walton not coming to work and a general malaise or lethargy in terms of matters which Mr Parisi thought were significant. After the heart attack there were some important and urgent matters which had needed to be attended to: for example in relation to the Balmain project. His evidence was " Mr Walton just didn't seem to be particularly interested about those matters".
106 Another example was when a notice to complete had been received in one of Mr Walton's matters and Mr Parisi's staff had been unable to obtain proper instructions from Mr Walton. That was several months after the onset of the heart attack. Those were his observations wearing his hat as a solicitor.
Mr Walton's relevant state of mind
107 The particular evidence given by Mr Walton which is accepted as reliable, was that ever since 17 November 2000, he had felt physically and psychologically weak and did not feel that he could perform the important duties of his employment, as he feared that he may have another heart attack, and may not survive. His evidence was that in the past, his employment had been very stressful and physically demanding. He was afraid of leaving his wife and five daughters without a husband and father.
108 What the evidence makes plain is that Mr Walton, notwithstanding as I accept, that he had a continuing and close anxiety that too much stress may lead to the onset of another heart attack, was literally forced by dint of the pressing circumstances to continue to play a reasonably active role in the affairs of the group. There were adjustments which were made to accommodate his difficulties and were designed to step back from that active role. And to a certain extent he certainly is shown to have clearly lessened his number of hours of work and to have carried out his best attempts to remove himself from his former duties. The real problem which faces the Court in fact-finding here is that the cross-examination showed Mr Walton to have participated to a very high degree in very many of the group's affairs. Notwithstanding his evidence to the contrary, he is shown to have been the decision maker in relation to all of the critical decisions which required to be made and there were very many of those. His hand is to be seen in many meetings, dealings with financiers, dealings concerning project management and development, the furnishing of instructions to lawyers and otherwise. Indeed at almost every level of concern one finds evidence of his participation.
109 The problem is endeavouring on the evidence to work out to what degree his attempts to remove himself from his former duties succeeded. His case is not assisted by for example there being no evidence from his wife in this regard. His case is not assisted by for example there being no evidence from Mr Agostino in this regard.
110 Nor is his case assisted by what seems to have been the private definition of the word "working" which, on his evidence, he adopted. I turn to that matter.
Mr Walton's private definition of the word "working"
111 At one stage Mr Walton was being cross-examined in relation to certain mortgage arrangements of December 2001. The transcript then includes the following: