Hotel April 2024

Government Kicks Tourism Goal

From the President

DAVID BASHEER

Not since the earliest years of the Formula One Grand Prix has South Australia embraced an event quite like Gather Round.

It truly was ‘Adelaide Alive’ and our members played a massive part in the visitor experience that was so highly praised.

It also sent a clear signal on how Government should best invest in tourism.

When investing in tourism, the absolute single key measure is how an event or campaign fills hotel rooms.

Once a hotel room is filled with new money coming into the State, the tourist or business traveller then spends money in bars, restaurants, taxis, retail shops, tourist sites and more.

There will always be a need to invest in local events, but the reality is they merely drag local money from one part of the city or state to another.

INVEST TO FILL HOTEL ROOMS AND THE STATE BENEFITS.

The figures coming out of the weekend are phenomenal. The AHA|SA will always cast a critical eye over Government policies and activities but they deserve a massive bouquet for the energy and inspiration in firstly securing this event - and then making it our own.

It is universally recognised this entire concept has been championed by Premier Peter Malinauskas. Perhaps Gather Round should be renamed ‘Mali Round’.

The Premier had lofty ambitions to bring either Gather Round or Liv Golf to Adelaide. In doing both, he has transformed the way not only interstaters view our State, but indeed how South Australians ourselves.

South Australians have lived being derided by the Vics, with former Premier Daniel Andrews in 2020 taking it one step further by saying ‘I don’t want to be offensive to South Australians but why would you want to go there?’

How views have changed. Anna Moeller did an interview with Victorian radio where they noted

that South Australia is now the new destination state to visit. Music to the ears of many of our members!

AHA | SA - COMMISSIONED RESEARCH

The financial return for the weekend exceeded all expectations.

The AHA, working with data firm STR, quicky analysed the impact of Gather Round on the accommodation sector.

The results were stunning. Coming off last year’s high base, occupancy was relatively stable but income rose sharply.

The four actual nights of Gather Round produced a premium of $8.3m of added CBD accommodation revenue over a normal April period. That encourages those hotel owners, many from abroad, to further invest in their properties and our State.

Beyond the metropolitan area, regional venues enjoyed the upside. No surprise the Hills regionextending as far as Murray Bridge - was extremely strong, but so too were areas like Mt Gambier and the South East. One of the keys to Gather Round’s success is it falls in Victorian school holidays. The South East enjoyed the benefit of those casually driving to Adelaide and back home during this period.

Image: SATC

“The four actual nights of Gather Round produced a premium of $8.3m of added CBD accommodation revenue over a normal April.”

Further analysis demonstrated the financial upside of our Gather Round was far superior to the NRL’s corresponding event in Brisbane. The returns may not have matched Melbourne’s Formula One Grand Prix, but given the cost of running the two events, we would say Gather Round is government money better spent.

Of course, it was not just our accommodation members who enjoyed Gather Round’s economic uplift. Our general membership largely reported very positive trading. Those in the Adelaide Oval precinct, Norwood and Mt Barker were on the frontline, but the upside was very widespread and continued into the days the last match was completed.

In an added bonus, many of our members were able to host formal events around the week. I think the only sector that did better than hospitality during that period were a few ex-footballers from the 1980s and 1990s!

Full credit to the Premier and SATC for the manner in which they presented Gather Round. It is one thing to win these prestigious

events, another to ensure the visitor experience is such that people spread the word, and return themselves.

That is a fabulous investment in ensuring we maintain these key events beyond a few short years.

WARNING

As we bask in the glory of the football festival and Liv Golf, the AHA|SA does deliver one warning note. I would encourage you to read Anna Moeller’s column on our State budget submission around the labour shortage and tourism.

We remain concerned about the ‘Winter Valley of Death’. Last winter’s accommodation numbers were poor, and the forward numbers over the next few months are highly concerning.

Yes, let’s revel in the extraordinary success of these events, but never lose sight of the fact that our bread-and-butter tourism economy must factor in those rainy Tuesdays in June.

David Basheer, AHA|SA President

Image: Port Adelaide Football Club

State Budget – It’s

Time

From the CEO

ANNA MOELLER

The AHA|SA has recently submitted two funding submissions to the Malinauskas Government for the next State Budget, due to be handed down in June.

One is aimed at the skills shortage, while the other focuses on destination marketing to help fill our rooms, bars and restaurants.

We have been talking about these issues for an eternity.

In 2024, we hope that the State Government agrees with our vision for decisive action, so that we can make a difference now and for future generations.

As you will read further on in this column, we believe a relatively modest investment can reap outsized rewards for the State.

And we’re not just holding out the ‘beggar’s cap’. Our submission includes co-funding from the AHA|SA, making it a true publicprivate solution.

We’re prepared to do our part. But we can’t do it alone.

SKILLS AND TRAINING

The hospitality industry is facing critical shortages across all skill levels, hindering economic recovery and growth.

We have developed a proposal for a program called “Skilled to Serve” that would address both the skills and training challenges, as well as ongoing labour shortages.

The AHA|SA is seeking to partner with the Malinauskas Government to improve the image of the hospitality industry as an employer of choice. Conceived by the AHA|SA, Skilled to Serve would be built on three key pillars:

• Attraction. Raising the prestige of both the hotel industry, and hospitality apprenticeships and hospitality training pathways.

• Recruitment. The challenge for the hospitality industry in the current employment environment isn’t the number of apprenticeship and training pathway opportunities available. It is encouraging people to undertake apprenticeship and

training pathways by changing the mindset of parents, teachers and careers counsellors who generally view VET courses as a fallback option. To help young people, their parents and advisers to understand the value and potential of an apprenticeship or training pathway the hospitality journey needs investment in an advertising rebrand so that the benefit of VET vs University is better understood. Work also needs to be done to reinvigorate the training landscape, with more job-ready short courses, developed and delivered by local RTOs.

• Retention. Unfor tunately, the hospitality industry has among the highest rates of apprentice and training non-completion. We propose shortening the length and improving the relevance and currency of content of apprenticeships and training courses. Furthermore, there needs to be an investment in providing mentoring support to training participants, as well as attractive concessions and

“The AHA|SA supports all industry calls for the state government to invest more in tourism marketing, as a matter of urgency.”

incentive payments to keep young people within training.

In our budget submission, the AHA|SA will be seeking funding over four years to fund the Skilled to Serve program and associated initiatives.

TOURISM FUNDING

The second submission highlights the challenges facing the Adelaide accommodation sector. These include:

• the growth in accommodation supply in the Adelaide CBD outpacing demand

• related concerns regarding projected occupancy rates over the coming winter months, exacerbating the existing pressure on occupancy rates and financial performance within the sector.

for the tourism and hospitality industries in general.

The AHA|SA supports all industry calls for the state government to invest more in tourism marketing, as a matter of urgency.

As such, we support the provision of significant recurring funding for four years to the SATC for the sole purpose of destination marketing and place branding initiatives.

We enjoy a good working relationship with the State Government.

SA has witnessed the success of Gather Round and LIV Golf and we applaud the effort that has gone into attracting these and many other events.

However, we need to ‘up our game’ to compete with competition from other states so that we are bringing revenue into the state 365 days of the year. And we need the skilled workforce in place to ensure that visitors have the best possible experience.

I look forward to updating you as these initiatives progress.

There needs to be an immediate investment in tourism, destination marketing and place branding. We need to bring visitors to our city consistently, increase the demand for accommodation all year round and provide a significant uplift

Anna Moeller, AHA|SA CEO

REGIONAL MEETINGS

It was a fabulous day in the South East at the Royal Oak Hotel  in Penola for the regional meeting of hotel members and lunch with Corporate Partners. Thank you to our hosts Tony Gleeson and Lauren Nelson and their team from Duxton Hospitality for a great event!

Casual employees – are they really any different to permanent employees in 2024?

SARAH LEGOE - AHA | SA SENIOR ADVISOR – WORKPLACE RELATIONS LIQUOR LICENSING & GAMING

The overwhelming majority of employees employed in the hospitality industry are engaged on a casual basis. Many of these employees are or have been engaged on a casual basis for some time, working the same or similar hours across the same or substantially the same roster from week to week.

Despite changes to the regulation of casual employment over several years, there is still a widely held belief that casual employees are not able to access many of the entitlements available to full time employees and can be, amongst other things, terminated at will or have their hours reduced significantly for no reason.

In this article we briefly bust the myths in relation to casual employees as well as look at the upcoming changes to the Fair Work Act 2009 in relation to casual employment.

There are a number of reasons as to why casual employment is the most utilised employment category in the hospitality industry. These include, but are not limited to:

1. Flexibility for employees as they are able to refuse shifts and have more control over time off during periods of unavailability.

2. Casual loading results in a higher hourly rate of pay.

3. Flexibility for the employer as the nature of the hospitality industry is such that the number of hours an employer can offer may fluctuate from week to week or month to month, and there is no limitation on the number of hours a casual employee must be offered (other than any minimum engagement period prescribed under an industrial instrument).

WHAT DIFFERENTIATES A CASUAL EMPLOYEE FROM A FULL TIME OR PART TIME ( PERMANENT ) EMPLOYEE?

A casual employee is an employee whose employment is characterised by the absence of a firm advance commitment to ongoing and indefinite work.

Unlike full and part time employees, casual employees:

1. are not required to work a set number of hours each week (other than the minimum engagement set out in the relevant award); and

2. are paid a casual loading which is paid in lieu of a right to receive paid annual leave, personal/carer’s leave, redundancy pay and notice of termination; and

3. are not required to comply with the notice provisions (whether employee or employer initiated).3

This is about where the difference in the modern employment landscape ends. Despite common belief, casual employees:

Endnotes

1 Gilfillan, G, ‘Characteristics and use of casual employees in Australia’ (Research Paper Series 2017-18, Parliamentary Library, Parliament of Australia, 2018) <https://www.aph.gov.au/About_Parliament/ Parliamentary_Departments/Parliamentary_Library/pubs/rp/rp1718/ CasualEmployeesAustralia>.

2 Fair Work Act 2009 (Cth) s15A.

3 Fair Work Act 2009 (Cth) s 123(1)(c).

1. are entitled to payment for overtime for hours worked in excess of 38 ordinary hours per week (see the relevant award for all circumstances in which overtime is payable to casual employees),4

2. are able to access unpaid parental leave provided the minimum employment period is met and are able to return to their pre-parental leave role;5

3. can access paid domestic and family violence leave and unpaid carer’s leave, bereavement leave and community service leave;7

4. are entitled to long service leave;

5. are protected from unfair dismissal provided the minimum employment period is met and are covered by the general protections provisions;9

6. may lodge a workers compensation claim in the event of an injury being sustained at work; and

7. have a right to request flexible work arrangements if they meet the minimum employment period.

4 See for example, clause 11.4 of the Hospitality Industry General Award 2020.

5 Fair Work Act 2009 (Cth) sections 67(2) and 84.

6 Fair Work Act 2009 (Cth) sections 102, 104, 106BA and 108.

7 Long Service Leave Act 1987 (SA).

8 Fair Work Act 2009 (Cth) sections 382 and 340.

9 Fair Work Act 2009 (Cth) section 65(2)(b).

As can be seen from the above, casual employees receive many of the same protections and entitlements that a permanent employee receives. In 2024, the only real or substantial difference between permanent and casual employment is the flexibility casual employment provides both the employer and the employee.

UPCOMING AMENDMENTS TO CASUAL EMPLOYMENT

Will the upcoming changes to the Fair Work Act 2009 as a result of the passing of the Fair Work Legislation Amendment (Closing Loopholes No 2) Bill 2023 have any substantial effect on the casual employment landscape?

The amendments which commence on 26 August 2024:

1. vary the definition of a casual employee; and

2. repeal the casual conversion provisions and replace them with the employee choice provision.

Despite the variation to the definition of casual employee in section 15A of the FW Act, the focus will still be on the absence of a firm advance commitment to ongoing and indefinite work. This will need to be considered along with the ‘real substance, practical reality and true nature’ of the relationship.

Whether the variation to the definition of casual employee will have any significant or practical effect will remain to be seen, but as stated in the previous Hotel SA magazine, it is likely these amendments will only effect those employees who were never really a casual employee from the beginning.

Under the employee choice provisions the employer will no longer be required to offer to convert an employee’s employment status from casual to full or part time, rather the onus is placed on the employee who, provided certain criteria are met, will be able to request such conversion if they believe their employment no longer meets the definition of a casual employee.

WHAT SHOULD MEMBERS DO NOW?

In light of the impending changes, and the nature of casual employment generally, we recommend members give consideration to the following (if they are not doing so already):

1. Providing casual employees with a written contract of employment that clearly stipulates they are engaged on a casual basis, are paid a casual loading and have no expectation to a set number of hours.

2. Issuing rosters for casual employees no more than one roster cycle in advance.

3. Establishing a procedure for casual employees to

“While members need to be aware of the amendments, the majority of the changes are likely to have little impact on the hospitality industry on a day to day basis.”

provide notification of availability and the need to reject a shift.

4. Performance management, disciplinary action and consultation in respect of workplace change should be applied consistently to all employees, regardless of status.

5. Members will be provided with more information on the yet to commence provisions in due course.

New

Please contact the Workplace Relations Team for further information on casual employment in the meantime. Ensure employees are provided with the Casual Employment Information Statement issued by the Fair Work Ombudsman when required.

This article contains information that is of a general nature and is for informational purposes only. This article, and its contents, does not constitute legal advice.

Regulations to Manage Psy chosocial Risks

OWEN WEBB - AHA | SA DEPUTY CEO

The South Australian Government have recently introduced amendments to the Work Health and Safety Regulations 2012 (SA) (WHS Regulations) which require Persons Conducting a Business or Undertaking (PCBU) (i.e. employers) to manage the risks of psychological injuries and illnesses in the workplace. These amendments, the Work Health and Safety (Psychosocial Risks) Amendment Regulations 2023, place legal obligations on PCBU’s to ensure that they identify any psychosocial hazards in their workplace and manage and control the risks associated with such hazards.

WHAT IS A PSYCHOSOCIAL HAZARD?

So, what constitutes a psychosocial hazard in the workplace? Regulation 55A of the WHS Regulations defines a psychosocial hazard as a hazard that –

(a) Arises from, or relates to –

i. The design or management of work; or

ii. A work environment; or

iii. Plant at a workplace; or

iv Workplace interactions or behaviours; and

(b) May cause psychological harm (whether or not it may also cause physical harm).

To put this into context, the following could be considered hazards in the workplace that could lead to psychological harm:

• Job Demands which are either too high or too little in terms of work and responsibility.

• Low levels of job control.

• Poor levels of worker support in terms of being able to ask for assistance or further training.

• Lack of clarity over an individual’s job role or responsibilities.

• Poor relationships within the workplace including an environment where there is unacceptable behaviours, harassment or bullying.

• Lack of clarity in terms of management’s decision making on changes within the business.

• A lack of consistency in relation to the treatment of some workers compared to others.

• A lack of recognition and reward

• Poor environmental conditions such as working in extreme temperatures, using unsafe machinery and poor noise and lighting levels.

WHAT IS A PSYCHOSOCIAL RISK AND HOW DO WE ASSESS SUCH RISKS?

A psychosocial risk is defined under Regulation 55B of the WHS Regulations as “… a risk to the health and safety of a worker or other person arising from a psychosocial hazard”.

The greater the level of risk to an individual from a psychosocial hazard the more likely it is that that individual will suffer from psychological harm such as stress, anxiety, fatigue or musculoskeletal disorders.

• It is therefore important that PCBU’s when undertake a risk assessment of their work, health and safety risks, also include an assessment of any psychosocial risks. To determine the level of risk, the assessment needs to look at how likely the person is to be exposed to the risk and how serious the harm could be if exposed to the risk.

• Psychosocial risks can be assessed through a range of means including:

• Under taking a psychosocial health and safety checklist which looks at psychosocial hazards in the workplace and talking with employees to determine the level of risk in areas such as work demands, behaviours in the workplace, working conditions, levels of worker support, levels of job control, training and supervision, levels of recognition and reward.

• Under taking workplace pulse checks/culture surveys

• Review data from incident reports, workers compensation claims, use of employee assistance programs, levels of absenteeism.

HOW CAN A PCBU CONTROL PSYCHOSOCIAL RISKS IN THE WORKPLACE?

Where possible a PCBU should always aim to eliminate any psychosocial risks from their workplace completely.

However, the ability to eliminate such risks may not always be possible and therefore a PCBU when trying to control risks should have regard to reducing the risk as far as reasonably practicable by utilising the hierarchy of control. The hierarchy of control aims to reduce the risk to workers by looking at the following process:

1. Doing 1 or more of the following - substituting (wholly or partly) the hazard giving rise to the risk with something that gives rise to a lesser risk; isolating the hazard from any person exposed to it; implementing engineering controls

2. If a risk then remains, the PCBU must minimise the remaining risk, so far as is reasonably practicable, by implementing administrative controls

3. If a risk then remains, the PCBU must minimise the remaining risk, so far as is reasonably practicable, by ensuring the provision and use of suitable personal protective equipment.

Measures that can be implemented to control such psychosocial risks can include;

• Regular team meetings and appropriate workplace consultation on changes

• Ensuring employees have appropriate position descriptions in place which clearly outlines the job role and responsibilities.

• Ensuring there are appropriate policies and procedures in place in relation to both expected and unacceptable behaviours of employees.

• Ensure there are appropriate support mechanisms in place for employees if in the event they have an issue or grievance.

• Wherever possible allow for appropriate flexibilities for workers in the work environment.

• Under taking performance reviews

• Ensuring employees have the opportunity for career development and ongoing training.

• Ensure that working conditions are appropriately monitored and maintained.

WHERE CAN I GO FOR FURTHER ADVICE ON PSYCHOSOCIAL HAZARDS AND RISKS IN THE WORKPLACE?

Members can discuss these amendments with the AHA|SA, however there are also a range of external materials and guides that members can access from sources including:

• SafeWork SA - Psychosocial hazards & work-related stress | SafeWork SA

• Safe Work Australia - Psychosocial hazards | Safe Work Australia

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In its 60th year, the Arkaba Hotel has undergone major renovations, giving it a fresher and more contemporary feel, while preserving its unique character.

The $10 million makeover ushers iconic hotel into the 2020s with an expanded beer garden, reinvented function rooms a series of technology upgrades, including an Australian first.

And then there’s brand new air-conditioning!

It was a struggling 40-year-old air conditioning unit that was the catalyst for the entire overhaul, said Anna Hurley, the Hurley Hotel Group’s (HHG) Project Manager.

“In 2021, when we realised the work involved in replacing the air conditioning, and addressing some other fundamental infrastructure issues, it seemed was a good time to look at a larger scale renovation.

“We thought it would be nice to have a larger outdoor area in Sporty's and while we’re there, we might as well do the lounge bar… and it just rolled on from there.

“At every stage of the renovation - as the brief expanded - it was very clear that we wanted to maintain the character of the hotel; maintain the fundamental feeling you get when you walk into the Arkaba Hotel.

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“ We thought it would be nice to have a larger outdoor area in Sporty's and while we’re there , we might as well do the lounge bar… and it just rolled on from there.”

“But we wanted to give it a fresh new feel and change some of the functionality to make it more suitable for our modern needs.”

Yet much to Anna’s consternation, not everyone who walks into the Arkaba 2.0 instantly notices a significant difference.

“Some people come in and say it looks amazing. “Others say we haven’t changed anything, which can be moderately heart-breaking but in a way, it’s kind of a compliment. It means we’ve retained the essential character of the hotel.”

SA Premier Peter Malinauskas is one who sees the changes.

“It looks magnificent,” he said on the official opening night. “Coming up Glen Osmond Road just then it looks like a whole, brand spanking new hotel, and it's one that I'm sure many of your patrons will enjoy for a long time to come.”

WHAT TO EXPECT

Venture inside the new Ark and the first thing you will notice is a breezier, more spacious interior with new windows that brighten the room, in tandem with modern lighting.

“It’s always been difficult here to get the right balance of natural light given it’s such an old building with two storeys,” Anna said.

“By opening a bit more up to the outside, changing the structure of our offices and completely replacing all of our lighting throughout the old building, it’s made a big difference.

“It was a necessary step going from old technology to LED technology and it’s made quite a difference.”

The new reception area has been reduced in size and redesigned to make a statement of its own.

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“We have retained quite a bit of the existing furniture and we did a bit of vintage shopping to find some old mid-century pieces as well,”

Walking forward you’ll be drawn to the first showpiece of the redesign, the stunning 360-degree lounge area with an island bar.

The Arkaba is a dodecahedron - a 12-sided buildingwith some outer pods transformed from storage space into a new kitchen.

This space has a range of styles, including a table service restaurant, four booths near the bar, casual eating areas, high benches and low lounge seat seating. The furniture is lighter and more modern – but certainly not avante garde.

The focus was to lift the vibe of the lounge bar, while still preserving its original feel.

“We have retained quite a bit of the existing furniture and we did a bit of vintage shopping to find some old mid-century pieces as well,” Anna said.

“It was built in the ’60s and we wanted it to retain that old kind of ’60s look.”

SPORTY’S

The upgrade to the award-winning Sporty’s Bar allowed for more creative licence.

“We have 500 seats in those two spaces that we wanted to have full,” explained Anna, who previously oversaw project management of the Marion Hotel.

“If we’re going to do that, we need to appeal to different customers in different areas. We wanted them to feel quite distinct.

Reward Hospitality is proud to be a supply partner of the Hurley Hotel Group and congratulates them on the outstanding redevelopment of the iconic Arkaba Hotel.

We take immense pleasure in having installed brand new, high-quality refrigeration units in the bottle shop and keg room, outfitting the walk-in freezer and coolroom in the new kitchen area.

It’s been an honour to be involved with Peter, Jenny and the Hurley group in bringing the renovation of the Arkaba Hotel to it’s fantastic completion. It is with great pride that we acknowledge the successful completion of this first-class project, and we are honoured to have played a crucial role in ensuring the excellence of the hotel’s refrigeration systems. Contact Gary or Craig to discuss your commercial refrigeration needs today. local establishments with our quality work and service. Congratulations once again on this remarkable achievement. We are confident that patrons will savour South Australia’s coldest beer in the new bars, thanks to the expertise and dedication of the Goodall brothers

Established in 1961 by Gary and Craig’s father, Ron, Ron Goodall Refrigeration remains dedicated to supporting Gary: 0407

“The most important function of a pub is to bring people together and we have put in place some different ways to achieve this.”

“Sporty’s was a good opportunity to have some fun.

“It is a sports bar and we wanted it to be a great place to watch live sport but also a great place for families and for women.

“We had a vision of light, bright colours to freshen things up.”

A 7m shuffleboard table and digital dartboards are just part of the fun new take.

“The hospitality industry is facing some significant changes,” said Anna. “Changes to the way people drink, when people drink, how they socialise.

“The most important function of a pub is to bring people together and we have put in place some different ways to achieve this.”

But the star attraction and second showpiece of the new Ark is also an Australian first - a 360-degree wraparound LED screen that “floats” above Sporty’s Bar.

Known as ‘The Funnel’, it has the capacity to show up to six different events simultaneously.

“We are acutely aware in this day and age that if you want to get people out of their houses, you have to offer them something they cannot have in their own home.

to all at The Hurley Hotel Group on magni cent renovation at The Arkaba Hotel!

“People love coming to the pub to have a flutter but we had to adapt to recognise the changing customer behaviour . And people are happier with a smaller TAB area.”

“In this case, we wanted to have the absolute best live sport experience anywhere in Adelaide.

“Hence we installed this incredible screen that not only provides great vision to watch multiple different sports at any given time, it’s a real ‘wow’ factor when you walk in.”

The screen was designed by Big Screen Video, which also installed the massive superscreeen where the former, staffed TAB was previously located.

‘We still see horse racing as a key part of the business here,” said Anna.

“People love coming to the pub to have a flutter but we had to adapt to recognise the changing customer behaviour. And people are happier with a smaller TAB area.”

EXPANDED BEER GARDEN

Wander outside and you’ll be greeted by a bigger beer garden with 100 additional seats.

Vintage House Wine & Spirits congratulates the Hurley Family on their fantastic renovations to the Arkaba Hotel.

The new area includes more comfortable seating, including booths, and brighter colours. It has had large investment in being an all-seasons area, with a fixed roof, drop down screens around the perimeter and a significant number of heaters.

It’s a veritable oasis in the making. When the landscaping becomes fully established, the greenery will hide Fullarton and Glen Osmond Roads.

“It can be used 365 days a year and has this beautiful, light outlook,” said Anna.

“We’re thrilled with the result.”

“Sporty’s is already showing tremendous growth and functions are trending in the right direction,” said Anna.

FUNCTION AREAS

The Hurley Group has also taken advantage of the Arkaba’s large footprint to improve its function offer, which includes a series of smaller private bars. The Ark can now handle functions from 30 to 600 people.

“A really critical part of the renovations has been increasing the number of function rooms we have to sell.”

“A really critical part of the renovations has been increasing the number of function rooms we have to sell,” said Anna.

“We feel people are willing to invest in special occasions.

“Also, corporate functions have always been a really successful part of this business and we knew we had scope for growth.

“We’ve improved our technology significantly. And we’re certainly seeing the results coming through.”

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ARCHITECTURE

As stated earlier, the Arkaba has a unique design for an Adelaide pub – a dodecahedron.

Remaining true to South Australian architect Dickson and Platten’s original design was a non-negotiable aspect of the project.

Anna described their input into the most recent project as “remarkable”.

“We love the bones of this hotel, the original design. We think it is a really beautiful part of Adelaide’s history and we wanted to make sure we maintained the integrity of that original design.

“The Arkaba’s always been a very warm, cozy and inviting space that’s very welcoming for lots of different types of people whether you’re from the country, the southern suburbs, the northern suburbs or a local.

“We wanted to maintain that feeling and we hope that’s what we’ve done.

“It still feels like the Arkaba.”

Anna also paid tribute to Cook Build which encountered numerous challenges during the rebuild but still delivered 95 per cent of the project on time.

Congratulations to The Hurley Group on the fabulous refurbishment of the Arkaba Hotel

Four Seasons Fresh thanks the Hurley Group for its commitment to South Australian businesses and particularly the confidence shown in our business. We look forward to many years of service.

Those hurdles included dealing with old plumbing and dated electrical work buried in tunnels beneath the Arkaba, as well as encountering asbestos where it had not been expected.

“They took the time to understand the nature of the trading operation during construction, which not every

builder has the capacity to understand,” Anna said. It allowed hotel manager Jordarn Karpowicz to keep the doors open and the tills ringing.

“He did a really good job in very challenging circumstances, problem solving every day. Nothing was too big a drama.”

Not everything has changed. The gaming lounge and accommodation wings were not updated during this project, however visitors can expect to see some minor updates in the near future.

Head chef Jasper Anderson has introduced some higher end dishes for the restaurant.

The restaurant menu includes dishes such as hiramasa kingfish and Eyre Peninsula oysters as share plates, and mains including 12-hour pressed lamb and salmon with edamame purée, teriyaki sauce, black rice, bok choy, spring onion and peanut chilli crunch.

Gluten free, vegetarian and vegan options are available. But devotees of the Arkaba can rest assured the staples remain the same.

“A chicken parmy is the cornerstone of any good pub operation so we’ve remained true to that.”

“Head chef Jasper Anderson has introduced some higher end dishes for the restaurant.”

Anna said the hotel is enjoying the fruits of its investment.

“We’ve made a really good start,” she said, going on to pay tribute to her parents, Jenny and Peter, for their “passion, passion and willingness to take risks”.

QUIET DINNERS

Recently, the hotel made headlines for becoming the first venue in SA to introduce regular “Quiet Dinners” for the autistic community, thanks to a partnership between Autism SA and the AHA|SA.

Almost 60% of autistic people and their families avoid going to pubs and bars. Bright lights, loud noises, crowded venues, and overpowering smells can all add to a sensory overload for people on the spectrum.

To make dining out more accessible and inclusive, the Arkaba Hotel offers Quiet Dinners on the first Monday of each month from 5pm to 9pm.

A section of the venue has lights dimmed, reduced music volume, a private bar to order from, and the

McLeay Carpets is a fourth generation South Australian family owned and operated business specialising in carpet, vinyl, floating and direct stick timber and laminate flooring

We also have a comprehensive range of curtains, blinds, shutters, and awnings. With McLeay’s expertise to draw on, you can be 100% confident that we will provide an extensive range of products and a smooth and hassle-free process from beginning to end.

With over 100 years of trade we have developed a reputation for outstanding customer service at the best price. Showroom: 243 Glen Osmond Road, Frewville 5063 | Ph: 8379

594 Regency Road, Broadview 5083 |

dinners are located where people can easily enter and exit without having to walk through crowds.

“Our goal at the Arkaba Hotel is to be a venue for all occasions, we want to provide a place for everybody to make special memories and connect with their loved ones,” said Anna.

LIVE MUSIC

In 2018, The Arkaba Hotel was inducted into the SA Music Hall Of Fame.

Over the years, the Arkaba Hotel has been home to acts such as Cold Chisel, Midnight Oil, Diesel, Thirsty Merc, Paul Kelly, Tex Perkins, Mental As Anything, The Cure and many more.

Established as a premier entertainment venue in Adelaide, the Arkaba continues to deliver great quality events - whether it be weekly live music throughout the hotel or a national touring band, tribute show, DJ or comedian in the iconic Top of the Ark.

Betta Home Furnishings management and staff congratulate the Hurley Group on their wonderful refurbishment of The Arkaba Hotel.

PREMIER PRAISES ENTREPRENEURSHIP

During his speech at the opening of the new-look Arkaba, Premier Peter Malinauskas paid tribute to Peter Hurley, “one of the most remarkable entrepreneurs in the state of South Australia in conjunction with his beautiful wife Jenny, and their impressive children, Samantha, Anna and Nick.”

“Sometimes leadership is about seizing moments where no one else will.

“And what Peter and Jenny identified over the years have been various opportunities that existed that no one saw. One of them is the acquisition of Arkaba hotel in 1991 when it went into receivership.

“The transformation of the Arkaba under the Hurley’s leadership has been substantial.

“There was the big redevelopment in the year 2000 when you effectively doubled the number of hotel rooms and then of course, most recently, over $10 million investment to give this venue yet another lease of life into the long term.

“But amongst all that activity is the 600 people who are able to enjoy the dignity of work every single day because of the initiatives and the risks that have been taken by the Hurley Group. “That is to their eternal credit.”

Congratulations to the Hurley’s Arkaba. From Porter & Co. Wine Merchants

“Sometimes leadership is about seizing moments where no one else will.”

In 1991, amidst the backdrop of an unforgiving recession, the iconic Arkaba Hotel found itself in the hands of receivers. However, driven by a bold vision, hotel owners Peter and Jenny Hurley refused to let adversity hinder their dreams. After a lengthy battle for bank approval, they finally took ownership of their first freehold hotel. Meanwhile, Peter’s brother, Tony Hurley, saw the potential and seized the opportunity to build an exceptional retail liquor business on the premises.

The Hurley Hotel Group remains a family-owned business operating in South Australia for over 30 years. Peter and Jenny believe a good team is essential to the success of a large company and the Group employs over 600 staff, with many of them long term employees.

We were founded on the philosophy of providing customers with a bespoke experience when it comes to creating dream outdoor spaces.

With more than 20 years landscaping experience.

From design through to construction it’s your one stop shop for a complete project solutions provider.

Our services offered are Landscape design, construction and maintenance.

We have loved working with The Great Outdawes team to create a new look for our landscaping. The team was great to work with and we’re thrilled with the result. It was important to us that our landscaping showed off our new look and feel and we think Phil and the team have done that perfectly.

NOW OPEN NOMINATIONS

#AHASAAWARDS #SAHOTELS

2024 AHA | SA HOTEL INDUSTRY AWARDS FOR EXCELLENCE –CALLING FOR ENTRIES!

The AHA|SA Awards for Excellence are recognised as the most prestigious awards in the hospitality industry, honouring the achievement of excellence in a wide range of categories. This on-going commitment to excellence ensures our state’s hotels are some of the best in Australia.

The annual AHA|SA Awards for Excellence provides a prime opportunity to showcase your venues and be proud of your achievements. For winners, it also brings marketing, advertising and endorsement opportunities that are invaluable to your hotel.

Winners will be announced at the annual gala dinner being held at the Adelaide Entertainment Centre on Tuesday 22 October 2024. The AHA|SA Awards for Excellence is the highlight of the South Australian hotel calendar, bringing together hotel industry members and associates from all corners of the state to celebrate our vibrant industry and recognise those hotels that have achieved excellence.

Hostplus is an award-winning super fund

Hostplus is Money magazine’s Best Super Fund for 2024.

What does that mean for our members? Hostplus is a top-performing super fund that puts members first. Judged on strong performance, good value, and an ongoing focus on members, we’re proud to be a super fund that delivers on all three fronts.

THE BENEFITS OF BEING WITH US

Take a look at a few ways we’re striving to provide our members with the future they’ve worked hard for.

Consistently strong returns

We measure our success by what we deliver for our members. As well as winning Money magazine’s Best Super Fund for 2024¹, Hostplus’ default Balanced (MySuper) option, where most of our members invest, is a top performer over the long term. In fact, it's ranked the number one option over rolling 10 and 20-year periods.²

See our investment performance at hostplus/ performance.

Endnotes

A low admin fee

One of the lowest admin fees out of any MySuper product means more of members’ money is invested in their future. Every dollar our members save goes a long way to helping them achieve a future full of positivity. That’s why we aim to keep our fees and costs as low as possible. You can find out about our fees by visiting hostplus/fees 

A wide range of investment choices

While our Balanced option is designed for members who prefer to leave investment decisions to us, we offer a range of investment options – including pre-mixed and single sector options – for those who want more control over their super. Members can mix and match different options to suit their investment risk profile and financial objectives. Take a look at our range of investments at hostplus/investments 

That’s a plus.

Find out more about our winning team at hostplus.com.au 

1 Best Super Fund 2024 is awarded by Money magazine. Visit moneymag.com.au for awards criteria. Awards and ratings are only one factor to consider when choosing a super fund. Past performance is not a reliable indicator of future performance. General advice only. Consider the relevant Hostplus PDS and TMD at hostplus.com.au and your objectives, financial situation and needs, which have not been accounted for. Issued by Host-Plus Pty Limited ABN 79 008 634 704, AFSL 244392 as trustee for the Hostplus Superannuation Fund, ABN 68 657 495 890.

2 SuperRatings Fund Crediting Rate Survey – SR50 Balanced (60-76) Index for January 2024.

3 Source: SuperRatings fee data for public offer MySuper products extracted from SMART 2.0 platform on 7 February 2024. Comparison is based on the total administration fees and costs assuming a $50k account balance. Other fees and costs apply. Refer to the PDS for more information.

ACCOUNTANCY SERVICES

Bentleys SA 8372 7900

Perks Accountants & Wealth Advisers

08 8273 9300

Winnall & Co. 8379 3159

ARCHITECTS & INTERIOR DESIGNERS

Mister Lincoln 0402 777 326

Studio Nine Architects 8132 3999

ART & FRAMING

Art Images Gallery 8363 0806

ATMS

Banktech 0408 462 321

Cashzone 1300 305 600

Next Payments 1300 659 918

AUDIO VISUAL

Big Screen Video 1300 244 727

Novatech Creative Event Technology

8352 0300

BACKGROUND MUSIC

Foxtel Music 1300 148 729

Moov Music 1300 139 913

Zoo Business Media 07 5587 7222

BANKING & FINANCE

Bank SA 0403 603 018

Perks Accountants & Wealth Advisers

08 8273 9300

BEVERAGE GASES

BOC Limited 0424 647 568

Supagas 8252 7472

BEVERAGES

Accolade Wines 8392 2238

Australian Liquor Marketers 8405 7744

Billsons 03 57281304

Campari Group 02 9478 2727

Carlton & United Breweries 13 BEER (13 2337)

Coca-Cola Europacific Partners 8416 9547

Coopers Brewery 8440 1800

CUB Premium Beverages 8416 7819

Diageo Australia 0401 120 872

Empire Liquor 8371 0088

Lion 8354 8888

Liquor Marketing Group 8416 7575

Oatley Fine Wine Merchants 1800 628 539

Options Craft Liquor Merchants 8346 9111

Pernod Ricard Australia 8208 2400

Samuel Smith & Son 8112 4200

Southtrade International 0410 449 720

Treasury Wine Estates 8301 5400

BOOKKEEPING

Perks Accountants & Wealth Advisers

08 8273 9300

Winnall & Co. 8379 3159

CASH HANDLING / TERMINALS

Banktech 0408 462 321

BK Electronics 0431 509 409

Cardtronics 03 9574 4878

Coms Systems 0408 462 321

Consillion 1800 500 994

GBay/Aruze Gaming 0424 700 888

Next Payments 1300 659 918

CLEANING & HYGIENE SUPPLIES

Bunnings Group 0435 630 660

Bunzl 08 8245 6222

CLEANING COMPANIES

A Cleaner World 0426 887 364

COFFEE SUPPLIERS

Grinders Coffee 1300 476 377

COMPUTER & IT SERVICES

Boylen 8233 9433

Compnow 8133 8000

DEFIBRILLATORS

AED Authority 03 8710 8666

Alsco 8346 1391

St John 1300 78 5646

ENERGY & SOLAR SOLUTIONS

Class A Energy Solutions 8391 4853

Power Maintenance Group 1300 700 500

Trans Tasman Energy 1300 118 834

EQUIPMENT/SUPPLIES/HARDWARE

Bunnings Group 0435 630 660

Bunzl 08 8245 6222

Mr Wet Wall 1800 938 925

FACIAL RECOGNITION TECHNOLOGY

COMS Systems 1800 324 918

Vix Vision 0400 310 326

FINANCIAL PLANNING

Perks Accountants & Wealth Advisers

08 8273 9300

Winnall & Co. 8379 3159

FIRST AID

Alsco 8346 1391

St John 1300 360 455

FOOD SAFETY

Think ST Solutions 0422 285 720

FOOD SERVICES

Bidfood 0427 099 558

Galipo Foods 8168 2000

PFD Foodservice 8114 2300

Thomas Foods 8162 8400

FURNISHINGS

Concept Collections 1300 269 800

Mister Lincoln 0402 777 326

GAMBLING SERVICES

GFR Pro 0408 186 540

SA Lotteries 132 315

UBET 8354 7300

GAMING ANALYSIS

Independant Gaming Analysis 8376 6966

Winnall & Co 8379 3159

GAMING FLOAT RECONCILIATION

GBay/Aruze Gaming 0424 700 888

GFR Pro 0408 186 540

GAMING LOYALTY

Bluize 1300 557 587

GAMING MACHINE SERVICES

Ainsworth Game Technology 0409 171 616

Aristocrat Technologies Australia 8273 9900

Coms Systems 0409 283 066

GBay/Aruze Gaming 0424 700 888

IGT 8231 8430

Independant Gaming Analysis 8376 6966

Konami Australia Pty Ltd 0409 047 899

MAX 8275 9700

Light & Wonder 0400 002 229

Statewide Gaming 0448 076 144

GIFT CARDS

The Card Network 1300 375 346

HEALTH INSURANCE

Bupa 1300 662 074 (#2146982)

HOTEL BROKERS AND PROPERTY

VALUATIONS

JLL 8233 8890

Knight Frank Valuations & Advisory 8233 5222

Langfords Hotel Brokers 0410 605 224

McGees Property Hotel Brokers 8414 7800

HOTEL MANAGEMENT

H&L Australia Pty Ltd 1800 778 340

HOTEL MARKETING

Digital Marketing AOK 1300 658 543

INDUSTRY BENCHMARKING DATA

STR 7070 0103

INFORMATION SYSTEMS/SITE PREP

Max Systems 8275 9700

INSURANCE

Aon Risk Solutions 8301 1111

KITCHEN & BAR EQUIPMENT

Bunnings Group 0435 630 660

Bunzl 08 8245 6222

Stoddart Food Service Equipment

0468 923 320

LOTTERIES

SA Lotteries 13 18 68

LEGAL SERVICES

Eckermann Lawyers 8235 3990

Piper Alderman Lawyers 8205 3318

Ryan & Co Solicitors 0421 595 815

Wallmans Lawyers 8235 3018

LINEN & UNIFORM SERVICES

Alsco 1300 659 892

ORTC Clothing Co 0422 515 213

Alsco 8346 1391

MEDIA

FIVEaa 8419 1395

Foxtel 1300 138 898

Solstice Media 8224 1600

MIGRATION

Migration Solutions 8210 9800

ONHOLD/MESSAGING

1800 ON HOLD 8125 9370

PAYROLL & HR RESOURCES

Perks Accountants & Wealth Advisers

08 8273 9300

Tanda 1300 859 117

Winnall & Co. 8379 3159

POS SYSTEMS

Bepoz 1300 023 769

Bluize 1300 557 587

H&L Australia Pty Ltd 1800 778 340

RETAIL LIQUOR MARKETING

Australian Liquor Marketers 8405 7744

Liquor Marketing Group 8416 7575

SIGNAGE & PROMOTIONAL ITEMS

The Banner Crew 8240 0242

SPORTS & ENTERTAINMENT MEDIA

Foxtel 1300 790 182

STAFF TRAINING & RECRUITMENT

Adelaide Institute of Hospitality 8338 1492

Alliance College 1300 665 065

The Kingsmen 0410 416 655

Maxima 8340 7766

Perks Accountants & Wealth Advisers

08 8273 9300

St John 1300 360 455

SUPERANNUATION

HostPlus 0418 327 607

WEBSITES

Boylen 8233 9433

GAMING CARE

GAMING CARE works with all South Australian Hotels with gaming machines to reduce the harm caused by problem gambling.

 Providing the hotel industry with the capacity to respond to community concerns related to the harm associated with gambling by contributing to early intervention and support for problem gamblers and their families.

 Minimising the harm caused by problem gambling behaviour by fostering a compliant and proactive industry that works with regulators, gambling help services and gaming patrons to minimise harm caused by gambling.

 Assisting licensees and hotel staff with their compliance obligations, and suppor ting venue staff through education and training regarding the recognition of problem gambling indicators and assisting in accurately documenting patron behaviour.

 Providing licensees and hotel staff with the confidence and skills required to engage directly with patrons who are showing indicators of potential problem gambling, enabling them to intervene early and refer the patron to a gambling help service, or other support options if required.

Contact your local Gaming Care Officer, or our Office, for information on how Gaming Care can assist your venue.

For any assistance or support please contact your local Gaming Care Officer, or our office for information on how Gaming Care can assist your venue.

GAMING CARE

AED Authority

Ainsworth Game Technology

Australian Liquor Marketers

BankSA

Big Screen Video

Bluize 1800 ON HOLD

Adelaide Institute of Hospitality

Alliance College

Alsco

Banktech

Bentleys Accountants

Billsons

BK Electronics

BOC Limited

Bunnings Group

Boylen

Campari Group

Digital Marketing AOK

Empire Liquor

Foxtel

GFR Pro

Cashzone

Class A Energy Solutions

Compnow

COMS Systems

Concept Collections

Consillion

Eckermann Lawyers

GBay/Aruze Gaming

Independant Gaming Analysis

IGT

pfdfoods.com.au

Konami Australia Pty Ltd

Light & Wonder

Liquor Marketing Group

Novatech Creative Event Technology

Oatley Fine Wine Merchants

Options Craft Liquor Merchants

Samuel Smith & Son

Stoddart Food Equipment

Tanda

Knight Frank Valuations & Advisory SA

Langfords Hotel Brokers

McGees Property Hotel Brokers

Mister Lincoln

Next Payments

ORTC Clothing Co

Perks Accountants & Wealth Advisers

Piper Alderman Lawyers

Power Maintenance Group

Solstice Media

Statewide Gaming

St John

Studio Nine Architects

Supagas

The Banner Crew

The Kingsmen

Trans Tasman Energy Group

Vix Vision

Wallmans Lawyers

T 08 8100 2499

Bunzl

F 08 8232 4979

JLL

E INFO@GAMINGCARE.ORG.AU

HOTEL INDUSTRY SUPPORTER

4TH FLOOR AHA|SA HOUSE

60 HINDMARSH SQUARE, ADELAIDE SA 5000

Ryan & Co. Solicitors

A Cleaner World (ACW)

Art Images Gallery

Bupa

The Card Network

Winnall & Co

Maxima

Migration Solutions

Southtrade International

Think ST Solutions

OFFICE HOLDERS

CONTACT

OFFICE Level 4, 60 Hindmarsh Square, Adelaide SA 5000

POSTAL PO Box 3092, Rundle Mall SA 5000

P (08) 8232 4525

P 1800 814 525 Toll Free

F (08) 8232 4979

E information@ahasa.asn.au

W www.ahasa.asn.au

EXECUTIVE COUNCIL

DAVID BASHEER President

MATTHEW BINNS Vice President

LUKE DONALDSON Deputy Vice President

BRAD BARREAU

ANDREW BULLOCK SIMONE DOUGLAS

TREVOR EVANS

JASON FAHEY

SAM M c INNES Secretary Treasurer

MATTHEW BRIEN Executive Council

ANNA HURLEY Executive Council

COREY FARMER

ELISE FASSINA

JAMES FRANZON

TONY FRANZON

JOHN GIANNITTO

ANDREW KEMP Executive Council

MATT ROGERS Executive Council

ADMINISTRATION

ANNA MOELLER CEO

OWEN WEBB Deputy CEO

ALISA WENZEL Financial Officer

GARY COPPOLA Legal and Advocacy

DIDIER VOLLERIN Liquor Licensing & Gaming Advisor

PETER JOHNSON

JASON KELLY

GUY MATTHEWS

KAREN MILESI

ANDREW PLUSH

TRENT FAHEY

DARREN STEELE COUNCIL

TOM HANNAH

Views expressed in Hotel SA are not necessarily those of the AHA|SA or the publisher and neither can accept, and therefore disclaims any liability, to any party for loss or damage caused by errors or omissions resulting from negligence, accident or any other cause. We do not endorse any advertising materials, services offered within advertisements or products, special offers or goods promoted therein.

PUBLISHER

3/288 Glen Osmond Road, Fullarton SA 5063

P (08) 8233 9433 W www.boylen.com.au

TIM BOYLEN Managing Director tboylen@boylen.com.au

KATHERINE TAYLOR Accommodation Australia (SA) & Communications

NATARSHA STEVENSON Manager - Policy & Industry Affairs

SARAH LEGOE Senior Advisor - Workplace Relations, Liquor Licensing & Gaming

JAMIE RICHARDSON Advertising sales@boylen.com.au

SCOTT VAUGHAN Membership & Business Services

LUCY RANDALL Events & Partnerships

LIZ TURLEY Training Coordinator

BELINDA RICHARD Executive Assistant

PATRYCJA WHIPP Studio Manager/Graphic Designer