Hotel SA April 2022

T H E O F F I C I A L P U B L I C AT I O N O F T H E A U S T R A L I A N H O T E L S A S S O C I AT I O N ( S A B R A N C H ) A P R I L 2 0 2 2

INSIDE

PIER’S POTENTIAL COMES TO LIFE

PLUS

Maximising Your Tax Advantage Video: Staff Crisis Bites Greg Fahey - This is Your Life

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Adapt and thrive in a world of change.

Our Perks Hospitality specialist team offers insight, guidance and advisory to publicans across South Australia. We work with you to increase operational efficiency; streamline logistics and reporting; and maximise your financial position, no matter what the economic environment throws at you.

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Telephone (08) 8273 9300

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SKIP TO 

APRIL 2022

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The Pier Glenelg

When Greg Maitland saw the opportunity to acquire one of SA’s largest seaside pubs, he had a clear vision in mind.

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Greg Fahey - This Is Your Life The Fed on Semaphore Greg Fahey, AHA’s National Hall of Fame inductee, will tell his story on the AHA|SA’s soon-to-be released podcast.

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Workplace Relations

Enjoy Scott’s Spot feature hotel of the month - a fantastic story of innovation, resilience and longevity within the hospitality industry.

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Scott’s Spot

Hotel Industry Conference

04 From the President

14 Peerless Pier Realising Its Potential

06 From the General Manager

22 Regional Meetings

32 Hospitality Traineeship Leads to Role in Events

08 Scott’s Spot

24 Performance Management: Getting the Basics Right

34 AHA|SA Corporate Partners 2021-2022

27 Greg Fahey – This Is Your Life

35 AHA|SA Corporate Partner Directory

28 2022 AHA|SA Hotel Industry Conference

36 AHA|SA Office Holders and Publishing

The AHA|SA WR team provide a significant amount of advice in the area of performance management and disciplinary processes.

I N

T H I S

The April edition of Scott’s Spot will cover the usual short stories, photos and random observations over the last month.

Photos and tips from the 2022 AHA|SA’s Hotel Industry Conference, held on Tuesday 29 March.

I S S U E

11 AHA|SA Podcasts 12 Tax Planning - Maximising Your Tax Advantage

33 Gaming Care

Loans that keep your business buzzing.

The Government’s SME Recovery Loan Scheme has been expanded. If you have been financially affected by COVID-19 we’re here to help your business recover or grow with: • Loans from $15k to $5m • $0 establishment fee Speak to Peter Panas 0412 156 478 or Andrew Hicks 0403 603 018 today.

BankSA SME Recovery Loan

Years Serving the SA Hotel Industry

Things you should know: Available until 30/6/2022. T&Cs, fees, charges and eligibility and credit criteria apply. © BankSA – A Division of Westpac Banking Corporation ABN 33 007 457 141 AFSL and Australian credit licence 233714. WBCBSA08515 0322

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From the President DAVID BASHEER – AHA|SA PRESIDENT

COVID-19, Red Tape and Tax NEW GOVERNMENT The AHA|SA congratulates Peter Malinauskas and his team on securing a majority victory at the recent State election.

The AHA|SA enjoys excellent relationships with the new Premier, along with key Ministers and advisors and we have already been requested to present a detailed policy agenda to the new Cabinet.

Last year, and certainly during the election campaign, we strongly lobbied both sides of politics around restrictions, close contact rules and the mechanism used to make decisions. It was comforting to hear that the announcements made by the new Premier in his first week in office very much reflected those discussions.

It Is appropriate to thank and acknowledge the efforts of the outgoing Liberal Government, and particularly Premier Steven Marshall. Whilst their period In office will be characterised largely

for Issues surrounding COVID-19, it should not be forgotten our industry won important concessions working with the then government around new gaming technologies, liquor Iicensing and tourism opportunities.

The AHA|SA will always be a bipartisan industry organisation. The make-up of the Upper House demands we continue to work collaboratively with the Government, Opposition and key crossbenchers to protect the investments of our members whilst aspiring to future growth.

STRANGLED BY RED TAPE Every incoming government, State and Federal, proclaims one of their key goals is to reduce red tape for small business.

Every incoming government, State and Federal, then proceed to increase red tape for small business.

The fundamental issue is government expects small and family businesses, with limited resources, to behave like big multi-

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nationals and in too many cases, become unpaid public servants.

Endless forms to fill out - and you don’t want to be late when your work pressures and deadlines don’t match theirs.

The recent visits many of our members enjoyed from the National Measurement Institute (yes, there is such a thing) during their week- long blitz of licensed premises was a case in point.

Forget about the small fact we are taking the first tentative steps of finding our feet after two years of COVID-19 disruptions. Forget about the fact with close contact and isolation rules, that every pub in this State has endured extreme labour shortages. A failure to comply can lead to prosecution, with potential fines of more than $222,000 for each offence. That seems a fair and proportionate response as we grapple our daily work pressures…

We are not saying we should be exempt from such inspection Back to Contents

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SORRY, KITCHEN CLOSED!

blitzes but surely there should be a mechanism in place that recognises that such non-urgent audits should be performed when industry is less under siege and our resources are stretched to the limit.

Out of proportion processes abound at CBS. Whilst a Bean Bar can entertain tradies with $5 stubbies free of many of our obligations, a CBD hotel manager this month alerted me to the predicament of seeking to change gaming trading hours by one hour for two days of the week. No change in licensing hours, just opening gaming one hour later and closing one hour later- in the heart of the CBD and its supposed 24-hour economy.

That hotel had to advertise their changes, and wait six weeks for a hearing date to allow for community consultation before they could make such a minor change. So much for a nimble outlook to help business in their COVID-19 recovery phase.

We have a new Minister for Small and Family Business and Consumer and Business Services, Andrea Michaels, and we will be raising such issues with her.

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FEDERAL BUDGET The AHA was bitterly disappointed its submissions for a reduction in beer excise and changes to the Fringe Benefits Tax were ignored.

We made detailed and professional submissions on both counts and were given encouraging feedback from key decision makers along the way.

The failure of the Federal Government to realise that onpremise hospitality has been damaged more than most sectors

by COVID-19 is a slap in the face to our 560 members in South Australia and our nearly 6,000 members Australia- wide.

With cost of living pressures central to budget discussions, some relief to the everyday punter from this hidden beer tax would have been welcome.

As we were able to directly communicate to key Coalition members on budget night, we are not going away. The AHA will continue to fiercely lobby to reduce the burden of this unfair, twice annual impost.

VALE MARIE ROGERS The Rogers name is iconic in the South Australian hotel industry and I was saddened to learn of the passing of Marie, wife of the late Major Rogers.

On behalf of members, I would like to extend my condolences to Executive Council member Matt Rogers and his family, and publicly acknowledge them for their contribution to the industry and the AHA|SA.

David Basheer, AHA|SA President

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From the General Manager IAN HORNE – AHA|SA GENERAL MANAGER

Off to a Good Start!

The new State Government took little time to recalibrate the State’s response to COVID-19 management. Within the first week, the Premier announced the isolation period for a household close contact was reduced from 14 to 7 days, effective immediately. Further, the Premier also announced that the length of time a COVID-19 positive person cannot be considered a close contact is extended from 8 weeks to 12 weeks and, importantly, the definition of close contact changed to require close personal interaction with a positive case from 15 minutes to 4 hours.

These changes brought South Australia in line with the rest of the nation and reflected the National Cabinet decision of 25 November 2021.

A research study commissioned by the AHA|SA, and undertaken by the SA Centre for Economic Studies at the University of Adelaide, found that 85% of hotels suffered staff shortages due to COVID-19 infection or isolation such as close contact. Of those affected, 64% had to reduce operating hours or close at least temporarily due to unavailability of staff.

Lack of staff resulted in significant pressure on owners, their families and existing staff to cover multiple shifts, leading to an increase in stress and exhaustion levels.

It was therefore of great relief that the new Premier recognised early the inconsistency of the South 6 | Hotel SA | W W W . A H A S A . A S N . A U

Australian rules that struggled to be supported by any compelling evidence and, as a consequence, placed significant but unnecessary burdens on business and workers alike.

The Premier then abolished the COVID-Ready Committee and replaced it with a sub-committee of cabinet. That sub-committee is the Emergency Management Council.

Plans to scrap mask mandates in the state by April 14 are underway, ‘barring any big change in circumstances, and barring a new variant’.

All in the first week!

What remains for hotels and hospitality is the seven-day isolation for close contacts (despite the importance of the implementation of the National Cabinet standard) be replaced with changing hospitality worker status to ‘essential workers’, which would allow staff deemed close contacts but having no symptoms to simply have a daily rapid antigen test (RAT) prior to commencing shifts.

We believe that the Government has sympathy for this proposition as it also currently applies to logistic, and transport and health workers.

ADELAIDE 500 The Supercars’ famous Adelaide 500 is set to be revived in December 2022 after Labor’s win in the Back to Contents

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South Australian election. Premier Peter Malinauskas vowed to bring the popular event back to the streets of Adelaide in a pre-election promise.

While the Adelaide 500 traditionally opened the Supercars season, the long-standing event was axed during the first year of the COVID-19 pandemic amid financial concerns.

In its reformatted guise, the race will now return as the season finale, with 1-4 December flagged as the dates for this year’s event.

The AHA|SA welcomes the decision to reinvest and reinvent the race and supporting concert with a change of dates, a new management structure and renewed commitment. The event has historically been a significant contributor to visitor numbers, bed nights and a sense of state pride. We look forward to it regaining its former glory and the economic and social rewards that go with such an event.

Another positive start for the Premier and South Australia.

South Australian Tourism Commission

JUMP TO  The Pier Glenelg: Hotel Feature  Workplace Relations: Performance Management 

Ian Horne, AHA|SA General Manager Back to Contents

Greg Fahey - This is Your Life 

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O N E

F O R

T H E

R O A D

W I T H

V A U G H A N Y

Scott’s Spot Hello all and welcome to the April edition of Scott’s Spot. This month’s edition will cover the usual short stories, photos and random observations over the last month.

This month, the spotlight will be on the publicans from The Fed in Semaphore, Patsy Henwood and Phil Myles, that highlights an entertaining and comprehensive insight into their venture into the hotel industry.

A Energy Solutions, provided a stirring rendition on the piano of ‘Happy Birthday’ for a lucky local family, which you can watch on the AHA|SA Facebook page . See photo of Trevor in his younger years.

I had to leave the Berri meeting early, however Didier Vollerin, our well known AHA|SA staffer, once again stepped in to host the day.

Unfortunately, his driving of golf carts leaves a lot to be desired, throwing Phil Carson, from the Terminus at Morgan out of the cart (accidently of course). Having a French name does not make Didier an Alain Prost. This photo was taken just after the incident with Phil hanging on for dear life.

• Bentley’s Hotel  • Barmera Hotel Following are a few snaps taken over the month of March.

A big welcome to Deb and Sean, Kalangadoo Hotel . The AHA President will be a happy man.

REGIONAL MEETINGS Regionals were finally back in the month of March with the Big River Motor Inn  kicking the year off in Berri for the Murray/Mallee Regional meeting, then the Bordertown Hotel  hosted the Southeast Regional meeting. Both were fantastic days and we greatly appreciate the responses from both publicans and corporate partners in these regions.

• Desert Cave & Opal Inn Hotels 

OUR SHOUT PODCAST I had the pleasure of interviewing the delightful, Stacey Butler, publican at the Commercial Hotel  in Strathalbyn. Have a listen to all that Stacey has to say in the March edition, along with previous podcasts from our publicans and corporate partners. Listen to the podcast 

Jens Town Hall  in Mount Gambier.

Welcome to Laura, Luke and their beautiful baby, Olivia at the Tantanoola Tiger Hotel .

Fantastic upgrades at The Presidential  in Mount Gambier.

FAREWELL & WELCOME I wanted to acknowledge venues who have been part of the AHA|SA for a number of years, and wish all the best for future endeavours while welcoming new licensees.

Meanwhile at the Bordertown Hotel, regular corporate partner attendee, Trevor Schiller from Class

• Warooka Hotel 

That’s all for the April edition. As always, any funny or even weird stories and or photos, please email to svaughan@ahasa.asn.au .

• Minnipa Hotel 

Until next time, A plus tard’.

• Kadina Hotel 

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On the road Enjoy the feature story for the month. It’s a fantastic read and another story of innovation, resilience and longevity within the hospitality industry.

THE FED ON SEMAPHORE The Fed  is owned and operated by a partnership of Phil and Patsy who were introduced by mutual friends and associates.

Phil and his family had recently returned to Adelaide for family reasons after twenty odd years on the Eastern seaboard in the corporate sector and Patsy had recently sold her part ownership of the McLaren Vale Hotel. They both had an interest in not only running their own business but in owning and operating a hotel in particular.

Consequently, they entered into a partnership with the intention of purchasing a “renovators delight” venue and progressively introducing cultural change, building the business, improving presentation, elevating the image of the venue and renovating the premises.

After considerable research they came across the Federal Hotel in Semaphore or the “Feral” hotel as it was quaintly known at the time.

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The Fed is situated in the heart of seaside Semaphore, less than 100 metres from one of the most beautiful beaches in the southern hemisphere. It is conveniently located close to public transport, the beach, shops, supermarkets, cinema, cafes, chemists, bakeries with many other facilities being only a “stone’s throw away”.

Phil and Patsy were of the opinion that the hotel had enormous potential but were also aware that tapping this would involve considerable serious work. They considered themselves up to the challenge and successfully purchased the hotel in 2002.

They immediately implemented strategies designed to reposition the hotel. Formal processes, policies and practices were implemented, the name of the hotel changed to Fed on Semaphore, to distance the hotel from being known as the “Feral” Hotel, and the presentation upgraded as they transitioned the Fed to a family friendly, zero tolerance venue where anti -social behaviour was both discouraged and penalised. Formal barring orders became common place as they divorced the hotel from its previous reputation and market position.

Having achieved what they set out to do in stage one, Phil and Patsy then proceeded to stage two which was to undertake a major redevelopment of the building.

The strategy was to meticulously restore, renovate, extend and reconfigure this iconic 1865 heritage hotel. A core component was to retain the heart and soul of the old lady while sensitively integrating state of the art facilities which would sit in complete harmony with the olde world charm and architecture of the building.

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On the road A range of left field challenges, accompanied by the advent and uncertainty of the Global Financial Crisis, delayed the redevelopment.

However, perseverance saw the major redevelopment successfully completed in March 2012.

While they have been associated with live entertainment throughout, involvement was increased from late 2011 to the point where The Fed is now a highly recognised and credentialled live music venue hosting Karaoke on Thursday nights and live bands on Friday nights, Saturday’s nights and Sunday afternoons.

The journey has been a constant intertwining and ever-changing mix of being enjoyable, satisfying, interesting, challenging, frustrating and amusing. In this industry, Patsy and Phil say you should always expect surprises, both good and bad, and you will never be disappointed.

Phil and Patsy have learnt through experience the many difficulties in running a small business due to increasing “Red Tape” – there has been increasing demands, complexity and uncertainty associated with operating a hotel.

Management and staff time required to manage and comply with the requirements imposed upon hotels by government and regulators has effectively doubled over the journey.

service throughout the challenge of COVID-19. Unfortunately, adversity brings out both the best and worst in people. The staff have endured a very stressful working environment for the past two years in having to carry the burden of the responsibility to monitor and enforce compliance with COVID-19 restrictions while copping constant abuse for their efforts from a small percentage of members of the public.

Having been members of the AHA|SA throughout the journey they will be ever thankful for the support and guidance the AHA|SA have provided throughout this time.

The past twenty years or so have flown by fairly quickly. However, the significance and magnitude of this passage of time is brought home to us when we take into account that during this time Phil’s three sons have been married, Patsy’s three daughters have been married and a combined eleven grandchildren have been born.

fashioned service in a charming atmosphere and experience that warm welcoming feeling. Enjoy the diverse offering of quality live music, relax in one of their four bars, dine from the extensive “value for money” menu, select from the wide range of beverages in Fed Cellars, try your luck in the Gaming Room or Sport Bar with TAB & SA Lotteries, or stay a few nights in one of the rooms which all come with ensuites. Memories are created at the Fed. CHECK THEM OUT: www.fedonsemaphore.com.au  facebook.com/thefedonsemaphore 

Twenty odd years and still going strong. The Fed is better than ever.

So, do yourself a favour, come on down, relax and enjoy good old-

Consequently, it isn’t any surprise to have witnessed the demise of the once prevalent owner operator of metropolitan pubs.

Both Phil and Patsy are extremely proud and thankful to their wonderful staff who have continued to provide excellent 10 | Hotel SA | W W W . A H A S A . A S N . A U

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AHA|SA Podcasts

The AHA|SA now has a range of podcasts available for members, to suit all your needs and interests. Podcasts are a great way for you and your staff to receive up-to-date information for the hospitality industry, access important resources, and learn more about SA pubs and publicans, both old and new. Whatever your mood, there’s a podcast for you. Tune in via your favourite podcast app!

OUR SHOUT: THE SA HOTEL PODCAST

CHECK INN: MENTAL HEALTH & WELLBEING IN HOSPITALITY

BEHIND THE BAR: STORIES OF SA PUBLICANS

LISTEN ON

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Our Shout is the official podcast of the SA Hotel industry, brought to you by the AHA|SA. Hosted by Mandy Collins, publican of the Lady Daly Hotel, Our Shout is a great 30-minute listen to keep you and your team up-to-date with the latest hotel industry news and information, interesting pub stories and business tips from our corporate partners.

Published on the last Monday of every month, this is a podcast not to be missed!

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The last two years have been incredibly challenging for the hospitality industry, so the AHA|SA and corporate partner EML, have created the Check Inn - Mental Health and Wellbeing in Hospitality podcast to help those in the industry.

Hosted by Tim Boylen and Organisational Psychologist Hayley Lokan, this series of six podcasts covers various topics in short, easy-to-understand episodes for you and your staff.

In the brand new podcast series, Behind the Bar - Stories of SA Publicans, SA publicans recall “the way things used to be” - the days of SP bookies, paying off police and hotels doubling as prisons and morgues.

Listen to tales of the day beer ran out, memories of the “six o’clock swill” and previously untold stories of political intrigue, as well as Peter Hurley’s thoughts on Nick “No Pokies” Xenophon.

Topics include resilience, managing stress, emotional intelligence, managing change, wellbeing and dealing with difficult customers.

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Tax Planning - Maximising Your Tax Advantage The past two years have undoubtedly been a challenging period for many in the hospitality industry. However, South Australia’s relative success in managing COVID-19, coupled with the range of government support measures that have been made available, has meant that a number of hospitality operators have found themselves in a stronger financial position than originally anticipated.

With the end of financial year fast approaching, tax planning  should now be high on your list of priorities, as there are key considerations for the current 2021-22 tax year that could have a significant impact on your financial plans and investments for the year ahead.

Importantly, for those business that have found themselves in a better-than-expected position, and even for those that haven’t fared as well, there are some simple steps you can take to optimise your tax position and put yourself in a good position for when June 30 rolls around.

TIMING IS EVERYTHING Tax planning  is particularly important this year as those operators who have accessed measures such as the State Government business support packages  will need to be aware that any money received through such programs will be assessed as part of your taxable income. This could actually drive your tax bill up, particularly if your business has achieved a strong COVID  recovery.

For those business operators who have found themselves in a strong cashflow position heading toward June 30, there are several steps you can take to optimise your tax position and maximise the amount of money that remains in your pocket.

For those with cash at hand, there are opportunities to invest now or

bring forward expenses that you would otherwise incur in the 202223 financial year to put yourself in a more advantageous tax position.

TEMPORARY FULL EXPENSING In recent years the Temporary Full Expensing was introduced as a stimulus measure and a follow-on to the Instant asset write-off scheme . This temporary depreciation method continues the valuable tax incentive for eligible businesses who are considering purchasing and installing new business assets.

For hospitality businesses, this could include any large equipment upgrades such as fridges or furniture. It means that eligible businesses can deduct the full cost of eligible depreciating assets of any value if they are purchased and ready to use before the end of the financial year.

Even if you haven’t fared as well over the past 12 months, investing in upgrades is a way to fast-track your recovery and financing those upgrades is a way to minimise the cashflow impact while also maximising the tax benefits.

If you are considering taking advantage of Temporary Full Expensing, it’s important to note that any equipment needs to be installed and ready to use by June 30 to take advantage of the tax benefit this financial year. With the overall cut-off date for the scheme pinned for 30 June 2023, any purchases made in the 2022-23 financial year will still be eligible for Temporary Full Expensing, but the tax benefits will be delayed by a year. Be sure to get in touch with our Finance Team  to discuss a suitable arrangement for your business.

BRINGING FORWARD EXPENSES INTO THE CURRENT FINANCIAL YEAR Another consideration for publicans would be to bring forward any

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spending or invoicing into the current financial year for work or expenses that are planned for the year ahead. This could include planned renovations, rent or insurance costs, as this expenditure can be offset against your taxable income to put your business in a more advantageous position heading into next financial year.

Bringing forward planned staff expenditure is also another good way to maximise your tax position. Consider paying your superannuation liability or paying out any planned staff bonuses prior to June 30 to ensure these expenses are on the books before the end of financial year.

As we’ve previously discussed, many of the opportunities to pivot due to economic conditions is largely dependent on keeping strong proactive management of your business  and regular bookkeeping practices . If you are questioning what improvements can be made in any of these areas, don’t hesitate to contact us  for a chat.

A PRE-JUNE 30 TAX PLANNING CHECKLIST Bring staff expenses forward – if you have outstanding superannuation liabilities or plan to give any staff annual bonuses, consider bringing these expenses forward to ensure they are deductible.

Document accrued staff entitlements – other staff entitlements should also be documented before EOFY as they are deductible when incurred rather than when they are paid.

Review your debtors – if you have unpaid accounts that are unlikely to be settled before June 30, you may be able to write these off as bad debts in order to claim a tax deduction.

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Resolve trustee income distributions – if you operate your business or have investments held in a trust, ensure you make trustee income distribution resolutions prior to June 30 to ensure ATO compliance and tax effectiveness.

Declare dividends and reconcile shareholder or director loans – this includes Division 7A loans and minimum repayments should be made prior to June 30. Franking percentage on declared dividends should also be confirmed.

Accrue personal expenditures – consider topping up personal voluntary super contributions up

Pat Hodby

to the maximum annual deductible amount of $25,000 and prepaying interest on investment loans for geared assets such as rental properties.

Deferring income – depending on your cashflow situation, you may be able to defer creditor payments until after June 30 in order to push recognition of accrued income to the next financial year, reducing your overall tax liability.

Instant asset-write off – now called the Temporary Full Expensing measure, consider purchasing key business assets now, remembering they must be installed and ready for

use prior to June 30 to be eligible for a deduction this financial year.

Pre-pay business expenses – you may be able to claim a deduction this year for works or expenditure planned in the next 12 months (provided your business has a turnover under $10m per annum).

Review compliance and reporting obligations – these can include: • Vehicle log books • Finalisation and reconciliation of Single Touch Payroll • Taxable Payments Annual Report

Pat Hodby  and Tom Paine  are Directors at Perks , South Australia’s leading privately-owned accounting and private wealth firm. They are the driving force behind the Perks Hospitality specialisation team and have both provided key advisory and operational support to a number of owner-operators in the sector, ranging from the structuring of their business, to back-of-house bookkeeping, to the streamlining and digitization of their support systems. Pat is also an active industry advocate for publicans and the hospitality industry and owns a successful pub in the Adelaide Hills.

Tom Paine

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> Basic Gaming > Espresso Coffee Making > Responsible Service of Alcohol Enrol to upskill yourself today!

FOR FURTHER INFORMATION CALL 1800 882 661

tafesa.edu.au/courses/hospitalitytourism/short-courses

Some of these courses include accredited units. Please check the website for further details.

If you are a person who is Deaf, hard of hearing, or have a speech impairment, contact us through the National Relay Service relayservice.gov.au

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The Pier PEERLESS PIER REALISING ITS POTENTIAL WORDS: TYLER MAUND

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When Greg Maitland saw the opportunity to acquire one of SA’s largest seaside pubs, he had a clear vision in mind.

The CEO of GM Hotels Group purchased The Glenelg Pier  in December 2020 with a vision of capitalising on the venue’s unrealised potential.

The Group operates 16 properties, 15 of which are hotels. A challenging task for many, but Greg has over 20-years’ experience in multi-site management.

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“The Pier Hotel has one of the largest beachfront licenses in the state, and it had been totally underutilised as far as revenue and performance,” he says.

“The current renovation is part of a broader renovation programme which will be done over a number of years.”

“It was dated, no money had been spent on it for over 20 years, I saw it as a dormant opportunity.”

The $2 million investment in upgrades are being executed in three stages, which started with the opening of Coast, a new restaurant that consolidates three previous restaurants into one.

Located on the Holdfast Promenade 15 minutes from the CBD, the Pier commands more than 80 metres of beachfront The opportunity Greg speaks of has certainly been seized with both hands, and just over 12 months later a staged renovation is in full swing , with initial upgrades delivering encouraging results.

“I purchased the hotel and always had the intention of doing a renovation,” he says.

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HAMPTONS FEEL

Coast is the not-so hidden gem of The Pier, offering people an enjoyable Mediterranean dining experience by the sea in a contemporary and stylish setting that Greg says echoes the feel of the ‘Hamptons’.

“It has that sort of feel that you’re sitting in the Hamptons with white-wash floors, clean lines and a fresh look.”

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Specialising in hospitality refurbishments and new builds, Structural Concepts Australia offer a wide range of in-house services.

The Pier Glenelg

The Tower Hotel Bar

Beach Hotel

The Tower Hotel

The Lodge

SCA is unique in that is has a number of trades in-house which enables us better quality control and time efficiencies.

Civil | Landscaping | Demolition | Carpentry | Joinery | Metal Work | Structural Steel Linings & Flushing | Logistics & Cranes Backi e tosContents A H A S A . A S N M.AU . A U | Hotel SA | Enquir : J a s o n B a i l y 0 4 1 8 8 5 7 5 0W4W W| . SCAUS.CO

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“It’s been amazingly popular, we’ve essentially tripled the trade.”

Coast is open for breakfast, lunch and dinner and is the perfect spot for people to enjoy the seafood-inspired menu while enjoying the stunning views of the Glenelg foreshore.

FUNCTIONS The hotel’s function rooms - Events by Coast - have also receiving a significant makeover.

The beachfront function rooms offer a similar Hampton-style theme with stylish new furniture, a new bar and a seasonal menu that aims to satisfy patrons all year round.

It has the flexibility to cater for meetings, and corporate events, as well as social gatherings such as birthdays or weddings.

The function rooms can be broken up into four separate rooms, with a combined capacity of 315 people.

The highly experienced hotelier believes that Coast and Events by Coast will be two significant factors in attracting people not only from out of town but also the Glenelg community.

“When I purchased the venue it was predominately just getting trade from people who stayed upstairs,” he explains.

“We want to not only attract the people who are upstairs but also the broader Glenelg community, surrounding areas and people coming to the beach for the day.

“It was very much a generic positioning so that we would attract people to come for the restaurant and the offer, not just because it was downstairs.”

Greg believes that The Pier Hotel stacks up well against the competition with its multi-faceted nature.

“I think the offer is equal to any restaurant in the area without a doubt,” he says

Greg hopes that the renovated function rooms will provide a major boost to the hotel.

“We have a diverse offering, you can come and have a beer, have a glass of champagne or a lobster in Coast that we have fresh every day.

“We’re hoping to attract significant wedding and function trade with people staying upstairs,” he says.

“You can also have your wedding or your 21st in the rooms just down from it.”

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S.A. FAMILY OWNED AND OPERATED David Hamilton 0421 344 777 Joshua Maurici 0421 344 701 Chris Bradbury 0421 344 795 Office 8340 2217 Email info@ahwarehouse.com.au

W W W . A H A S A . A S N . A U

| Hotel SA | 19

WINTER IN GLENELG The quality of the restaurant and the functions facilities are also intended to be a magnet for patrons and guests during the difficult winter months.

Offer commercial cleaning services to a wide range of Adelaide businesses including: • Medical Centres • Industrial Sites • Restaurants • Hotels • Office Buildings • Child Care Centres

• Sporting Clubs • Private Schools • Credit Unions • Car Dealerships • plus many more location types!

“The winter trade will be more Coast, the locals and where you can drink whilst the sun goes down,” says Greg.

“With the function rooms in the winter we can book out corporates, there are also 200 rooms upstairs.

“People are coming because the offer is good, the food and quality of the drinks is good, people are coming here to dine, not just because it’s downstairs or on the ocean.”

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PACE Cleaning Services P 8367 8299 E pacecleaningservice.com We are certified in infection control and provide innovative virus solutions 20 | Hotel SA | W W W . A H A S A . A S N . A U

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PASSION Greg is incredibly passionate about the hotel industry and is excited by what the future holds for The Pier.

“It’s my life, it’s been my life and my income for a long, long time,” he says.

“The Pier has been a success to date and I’m very, very happy with its performance, we’re just looking forward to the rest of the trade.”

The next stage of upgrades will focus on the Gaming Room and The Pier bar, which are set to be completed by early next year.

Supplying THE PIER GLENELG with quality Australian Seafood 201 – 203 Richmond Road Richmond Retail open 7 days

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Wholesale enquiries P: 8354 1000 E: sales@samtass.com

W W W . A H A S A . A S N . A U

| Hotel SA | 21

R E G I O N A L

M E E T I N G S

Regional meetings are back for 2022, kicking off with a meeting for the Murray/Mallee region at the Big River Motor Inn  on 8 March. The Bordertown Hotel  hosted the Southeast regional meeting on 22 March.

Both were fantastic days and we greatly appreciate the response from hoteliers and corporate partners in these regions.

22 | Hotel SA | W W W . A H A S A . A S N . A U

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Regional

SHORTCUT TO  Hotel Industry Conference Wrap 

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W W W . A H A S A . A S N . A U

| Hotel SA | 23

AHA|SA MEMBER INFORMATION

Performance Management: Getting the Basics Right OWEN WEBB - AHA|SA WORKPLACE RELATIONS MANAGER The AHA|SA Workplace Relations team provide a significant amount of advice in the area of performance management and disciplinary processes.

MINIMUM EMPLOYMENT PERIOD / PROBATIONARY PERIOD

for a period of 6 months (for nonsmall businesses) or 12 months in the case of a small business.

A small business under the Fair Work Act is one which employs fewer than 15 employees. For the purposes of calculating the number of employees employed by the employer at a particular time a casual employee is not to be counted unless they are a regular casual employee of the employer, and any associated entities of the employer are to be taken as one entity.

Prior to onboarding an employee it’s important that employers understand the significance of the Minimum Employment Period under the Fair Work Act 2009 (Cth) (Fair Work Act). Under s.383 of the Fair Work Act an employee may make an application for unfair dismissal remedy if they have been employed

It is therefore very important that employers closely monitor the overall performance and conduct of an employee within their initial period of employment, as an employee that has been employed beyond the minimum employment period will potentially be able to make a claim for unfair dismissal.

In this article we look at some of the most important areas that employers need to cover when undertaking the performance management and disciplinary process with employees.

24 | Hotel SA | W W W . A H A S A . A S N . A U

WHAT ARE WE MEASURING PERFORMANCE AGAINST? It’s important that when an employer is measuring an employee’s performance, both the employee and employer understand what criteria an employee is being measured against.

The best place to start is for the employee to have a clear and transparent position description that has been signed by both parties. Not only does the position description outline the key requirements and responsibilities of the role, but it also helps to clarify what the employee’s performance is going to be measured against.

Aligned to the position description, the employer may also want to establish some key performance indicators (KPI’s) to help determine what the expectations are for the Back to Contents

employee and employer. KPI’s could be in areas such as revenue and gross profit margins, labour cost percentages, and customer service standards.

With respect to employee’s conduct and behaviour, formalised policies and procedures are also critical to ensure that there are clear guidelines around what the employer’s expectations are of employees.

HOW DO WE MONITOR PERFORMANCE? Employers informally measure individual employees’ performance on a day-to-day basis by providing ongoing guidance and feedback which assists the individual to try and perform at their optimum level.

However, there are some more formalised processes that employers can go through to monitor and document performance. For example, many employers will undertake a performance appraisal/ review process.

When undertaking a formal performance review process there are a few key elements that employers need to undertake to ensure that the process is working effectively, such as: • Ensuring that both management and employees are on board with the process and it doesn’t just become an administrative ‘tick and flick’ process.

• Aligning the performance review to employee’s key duties and responsibilities and any KPI’s that have been set for the individual.

• Ensuring that any managers that are going to be conducting performance reviews of their team are made accountable and trained in how the process is going to work.

• Ensuring that both the employer and the employee see some sort of benefit out of the process by following through on any promises or commitments made in the performance review.

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• Ensuring that there are regular reviews of the employer’s overall performance review process.

COUNSELLING So, what does an employer do when an employee is performing poorly and how do they ensure that the employee is afforded procedural fairness?

Rather than jumping straight into a disciplinary meeting, its often more appropriate to undertake a counselling meeting with the employee, particularly where it relates to initial performance issues that have not been previously addressed with the employee. It may also be necessary to counsel the employee if their behaviour or conduct is not appropriate but not to a level that would warrant the issuing of a formal written warning.

The counselling process involves the employer documenting a process (improvement plan) with the employee which outlines the following: • Identification of the specific areas of performance and or conduct concern • Outlining what is expected of the employee in relation to their performance and or conduct • Dissecting those factors that may be affecting poor performance/conduct • Outlining how the employee can improve their performance/ conduct • Establishing a review period By undertaking such a process, the employee becomes aware that there is an issue and at the same time is provided with an opportunity to try and fix the issues before a formal disciplinary process is engaged.

A written record of any informal process used should be kept on the employee’s personnel file.

DISCIPLINARY MEETINGS It may unfortunately be necessary to undertake a formal disciplinary meeting where an employer

has exhausted the counselling process or where an employee has potentially seriously breached a policy or procedure of the employer.

Where it is likely that an employee could be issued with a written warning or potential termination of employment it is very important that the employer follows an appropriate course of action which involves following the principles of procedural fairness.

When managing the disciplinary meeting process, the following basic steps are recommended: 1. Undertake a thorough preliminary investigation into the matter Employers prior to sitting down with the employee for the disciplinary meeting need to ensure that they have undertaken sufficient preparation for the meeting.

Preparation can involve ascertaining detailed examples of performance concerns, reviewing position descriptions & KPI’s, reviewing policies/ procedures, reviewing CCTV and any necessary transactional records, and other necessary information relevant to the matter.

2. Notify the employee of the meeting and details of the allegations/concerns Prior to undertaking the disciplinary meeting, the employee needs to be notified in writing of what the allegations/concerns are. The employee should be given at least 24 hours’ notice of the meeting and the opportunity to have a support person or representative of their choosing present.

3. The employee needs to be provided with an opportunity to respond to the allegation(s) At the formal meeting the employee should be advised of the precise nature of the issue(s), including the gap between the actual behaviour/ performance and the required

W W W . A H A S A . A S N . A U

| Hotel SA | 25

behaviour/performance.

Prior to the employer making any decision as to the outcome from the meeting, the employer needs to ensure that the employee is given every opportunity to respond to the allegations/issues.

4. The employer needs to consider the employees response(s) The employer will need to consider the employee’s response(s) to the issues/ allegations raised. This may require the employer to take further time beyond the first meeting to consider the employee’s responses. It may also require the employer to undertake further investigations such as obtaining further statements from other employees.

5. Advise the employee of the outcome based on employee’s responses and available evidence Having considered the employee’s responses and the available evidence, the employer needs to notify the employee verbally of the outcome. The outcome will vary dependent upon a range of factors such as seriousness of the issues, available evidence and previous employment history and any prior warnings. The employee should be provided with confirmation of this outcome in writing post the meeting.

DISCIPLINARY ACTION FACTORS TO CONSIDER The employer needs to consider a range of different factors before ultimately determining what disciplinary action (if any) is required.

Factors to consider when determining appropriate action include: Length of Service – For example an employee who has been employed with the employer for 10 years with an unblemished record would need

to have that length of service taken into consideration.

Employment History – If an employee has an unblemished work history, that will impact upon the type of warning an employer may give or whether an employer terminates or not Prior warnings – When it comes to areas such as performance prior warnings are going to become important when assessing potential disciplinary action Seriousness of incident or performance issue – The level of seriousness of the incident is going to be very important to the level of disciplinary action taken. An incident such as theft is going to warrant immediate termination as opposed to ongoing performance issues.

Available evidence – To take disciplinary action it is very important that the employer has evidence to back up their claims.

The venue’s disciplinary policy – It is important that a venue’s disciplinary policy is followed if there is one in place.

Treating all employees equally Ensuring that others in the same circumstances are treated the same.

Any mitigating circumstances For example was the employee not shown something or didn’t understand a particular policy.

WHAT ACTION COULD BE TAKEN? There are a range of actions that an employer could take following a disciplinary meeting dependent upon the circumstances of the matter. Such actions can include: • No further action • The employee being placed on a performance improvement plan • The employee being issued a written warning and depending on the nature of the issues the employee also being placed on a performance improvement plan • Termination of employment

26 | Hotel SA | W W W . A H A S A . A S N . A U

Other actions that the employer could choose to take as a result of the disciplinary action could include providing the employee with further training and reiterating any relevant policies and or procedures.

Where the employer has made a decision to terminate the employee’s employment, it is a requirement under s.117 of the Fair Work Act that all full-time and part-time employees are provided with a notification in writing of the termination of their employment.

The AHA|SA also recommends that casual employees who are terminated are provided with a letter of termination.

WHY IS IMPORTANT TO GET IT RIGHT? Getting the basics of the performance management process right is important for so many reasons, but in particular: • It ensures that the employer mitigates their risks associated with any claim that an employee could take due to disciplinary action including a potential workers compensation claim, unfair dismissal claim, general protections action or a bullying and or harassment claim.

• It ensures that managers provide a consistent procedurally fair approach to all employees if they are not performing to appropriate standards, or their conduct is not deemed acceptable.

• It ensures that employees are clear on what the expectations of the employer are and have a clear understanding of what their role and responsibilities are and how their performance will be measured.

Members with any queries regarding the performance management and disciplinary process should contact the Workplace Relations Team at the AHA|SA. Back to Contents

Greg Fahey – This Is Your Life When Greg Fahey was originally approached to ‘star’ in an AHA|SA podcast about his life in pubs, he politely declined, not wanting to place himself on a pedestal.

But after he was inducted into the AHA’s National Hall of Fame, he was persauded that his story might be worth listening to.

He entered the industry young, jumping in to help his mother run the family pub after the loss of his father.

It was a steep learning curve – but the lessons he learned – about life and the business- would mould him into one of South Australia’s most influential hoteliers

When the podcast goes live in the next few weeks he reveals the deceptively simple secrets of his success, takes us on a journey from country pubs to building a major metropolitan hotel group … and recalls a do-or-die fishing adventure with football’s Hall of Fame legend, the late, great Russell Ebert.

In a tiny, rural South Australian town - which at the time boasted a population of just 80 people - he met the love of his life.

The following is the speech that AHA National President, Scott Leach, gave when inducting Greg into the Hall of Fame:

While operating the Peterborough, the couple also found time to start a family.

Tonight’s inductee comes from hotel royalty.

And following their wedding, the couple branched out on their own, taking on the Peterborough Hotel which they would run for the next decade.

They had three children before taking a break from hotels in 1981 to put their focus firmly on family, and for our inductee… a lot of fishing.

But unable to stay away, just a year later the couple made their return to the industry with the purchase of their first Adelaide-based hotel leasehold - the Settlers Hotel.

The couple introduced a disco at the hotel on Thursday and Friday nights… a move which would see the pub become the second biggest keg beer hotel in South Australia, emptying more than 120 18-gallon kegs every week.

And while pubs like the Peterborough and Settlers may have created the foundation of the couple’s hospitality career, these venues were just the beginning.

Since those early days, the couple and their now grown children - have gone on to lend their Midas touch to more than 20 venues.

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Our inductee has also taken time to share his knowledge with others, holding positions on the AHA SA Council, and later the Executive Committee.

He was elected AHA Vice President and served in the role from 1997 to 2001. He also served on the Board of the Independent Gaming Corporation and the AHA National Board.

Throughout his entire career, he has never backed away from taking a leadership role or stepping forward as an industry spokesperson when a strong voice was needed.

He has been an active participant - and led the way - in various liquor marketing cooperative groups such as Sip and Save, Clancy’s, Liquor Smart and other South Australian cooperative groups.

But it was his contribution and leadership throughout the 1994 Manco deal… a joint venture that would see the transfer of 120 South Australian Brewery owned hotels and bottle shops to their tenants… that would forever change the face of hospitality in South Australia.

This transfer of ownership had a profound impact on the profile and make-up of the hospitality industry across the entire state… and forever etched the name of our inductee into South Australian history.

So, tonight please join me in welcoming to the stage…Greg Fahey.

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| Hotel SA | 27

Over 100 hoteliers and corporate partners came together on 29 March for the AHA|SA State Conference at the Adelaide Convention Centre. Attendees enjoyed a rich program covering topical issues, such as creating new energy post COVID-19, navigating the staffing crisis, and food and beverage trends.

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28 | Hotel SA | W W W . A H A S A . A S N . A U

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High Performing Teams

Julian Farkas from Leading Teams made the point that high performing teams have high performing leaders.

These people lead by example, reward the right behaviour and challenge people when they don’t exhibit the right behaviours.

He proposed that more time should be spent on the dynamics of a hotel business (see chart) and that working on culture and behaviour would improve performance in the delivery of the mechanics of a business (e.g. strong customer service).

YOUR BUSINESS GROW

WITH A TRAINEE

Considering investing in a trainee?

TAFE SA’s Certificate III in Hospitality [SIT30616]* subsidised traineeship will equip your trainee with specialist hospitality skills to give your business the competitive edge.

To learn more visit tafesa.edu.au/AT or phone 1800 882 661 If you are a person who is Deaf, hard of hearing, or have a speech impairment, contact us through the National Relay Service relayservice.gov.au *This qualification is subsidised through the Government of South Australia’s Subsidised Training Initiative.

Eligibility criteria applies. Visit tafesa.edu.au for more information.

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W W W . A H A S A . A S N . A U

| Hotel SA | 29

Tourism – Looking Forward

Rodney Harrex, Chief Executive of the South Australian Tourism Commission (SATC), gave an information-rich presentation on the current state of the tourism market, with forward projections. The following charts have been taken from his presentation.

OFFICIAL

SA VISITOR ECONOMY | PROJECTIONS

• •

•

Tracking ahead of our expected position, but recovery had stalled in late 2021 with border closures.

$8.1

Conditions remain uncertain and challenging across the sector.

Recovery to pre-COVID levels by December 2023, but highly dependent upon growth restarting soon.

$7.8

$6.5 $5.8

$5.6

$ billions

•

SOUTH AUSTRALIAN COVID TOURISM IMPACT PREDICTION MODEL - ANNUALISED ACTUAL VS PREDICTED -

While the dollars will be the same, the composition will be very different, with international recovery not predicted until 2025.

$5.9

Dec-21 $6.2

$4.7 $4.4

$4.9

$5.3

$5.7

$7.3

$7.6

$7.8

$8.0

$8.4 $8.1 $8.3

$9.0 $8.8 $8.9 $8.6 $8.7

$6.8 $5.9

$6.1

$6.4

$4.1

Predicted

Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21 Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Mar-22 Apr-22 May-22 Jun-22 Jul-22 Aug-22 Sep-22 Oct-22 Nov-22 Dec-22 Jan-23 Feb-23 Mar-23 Apr-23 May-23 Jun-23 Jul-23 Aug-23 Sep-23 Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24 Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25

Actuals

30 | Hotel SA | W W W . A H A S A . A S N . A U

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TOURISM – LOOKING FORWARD

OFFICIAL

DOMESTIC FOCUS | OVERVIEW •

•

While international recovery is starting in 2022, it will be slow. This year will continue to be driven by domestic tourism: •

Upward trend in expenditure and occupancy, in spite of challenges presented by COVID, lead by domestic markets.

•

Domestic and regional aviation on track for recovery, but international lacks behind.

•

Intrastate continues to perform well, although border certainty may entice South Australians to travel out of our borders – interstate can cover this gap.

•

Interstate appeal is higher than before COVID.

The opportunity for South Australian tourism recovery in 2022 lays with interstate travel.

OFFICIAL

DOMESTIC FOCUS | TRAVEL SENTIMENT •

The impact of the Omicron variant has affected travel sentiment for day trips as well as domestic and overseas travel.

•

Australians feel less comfortable with intrastate, interstate and overseas travel than they did before Omicron, although domestic travel is on the cards ATTITUDES TOWARDS TRAVEL (%)

Interstate trips

80

70

70

70

60

60

60

45

50

47

38 28

40 30

80

50

50

36

40

40

34

30

19

30

20

10

10

10

0

0

0

AUG 20 SEP 20 OCT 20 NOV 20 DEC 20 JAN 21 FEB 21 MAR 21 APR 21 MAY 21 JUN 21 JUL 21 AUG 21 SEP 21 OCT 21 NOV 21 DEC 21 JAN 22

AUG 20 SEP 20 OCT 20 NOV 20 DEC 20 JAN 21 FEB 21 MAR 21 APR 21 MAY 21 JUN 21 JUL 21 AUG 21 SEP 21 OCT 21 NOV 21 DEC 21 JAN 22

20

24

Would consider

Overseas trips

20

22

19

11 9

AUG 20 SEP 20 OCT 20 NOV 20 DEC 20 JAN 21 FEB 21 MAR 21 APR 21 MAY 21 JUN 21 JUL 21 AUG 21 SEP 21 OCT 21 NOV 21 DEC 21 JAN 22

Intrastate overnight trips 80

Actively planning

Source: BDA Tracker

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W W W . A H A S A . A S N . A U

| Hotel SA | 31

venues are busy – it’s a great feeling,” she says.

With her eyes on a career in the events industry, Georgia joined Adelaide Oval as a hospitality trainee, gaining on-the-job experience while studying a Certificate III in Hospitality through TAFE SA. “The whole traineeship experience was great. I was able to learn on the job and apply everything straight away,” she says.

“The TAFE SA lecturer came to us every few weeks and in between visits we had assignments to do.

“I really enjoyed that the lecturer came to us and we were trained on the facilities that we were going to use every day.”

Hospitality Traineeship Leads to Role in Events Working behind the scenes at Adelaide Oval, the pace is frenetic and Georgia Heatley loves every minute of it.

Georgia is a Hospitality Administration Assistant helping to make sure that everything goes smoothly for the many conferences, meetings, weddings and other

events held at Adelaide Oval’s function rooms.

Fresh from the opening weekend of the Australian Football League’s 2022 season, Georgia says AFL game day is a real favourite.

“I love seeing the oval come alive when it’s full of people and our

Georgia is now part of the Venue Hospitality department looking after administration for events, which includes checking invoices, approving rosters, confirming the timing of meal service and much more.

She says teamwork and good communication skills are essential in the hospitality industry and she particularly enjoys the problem solving that comes with her role.

“I love being the behind-the-scenes administration person and knowing I can handle anything that’s thrown at me. Every day is different,” Georgia says.

For more information on traineeships, visit tafesa.edu.au/AT  or phone 1800 882 661.

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Maximise your gaming profits and enjoy peace of mind by using South Australia’s leading independent gaming advisor.

Call Rob Mullarvey today for confidential advice on your gaming operations and the way you can make it grow.

32 | Hotel SA | W W W . A H A S A . A S N . A U

P 08 8376 6966 W www.ingaming.com.au E info@ingaming.com.au

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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 supporting 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.

T 08 8100 2499 F 08 8232 4979 E INFO@GAMINGCARE.ORG.AU 4TH FLOOR AHA|SA HOUSE 60 HINDMARSH SQUARE, ADELAIDE SA 5000

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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.

W W W . A H A S A . A S N . A U

| Hotel SA | 33

Corporate Partners D I A M O N D

2021/22

P L A T I N U M

G O L D

131 733 S I L V E R

pfdfoods.com.au For full product range and details of your nearest branch

Social Media AOK

Ainsworth Game Technology

Foxtel

Technology

Australian Liquor Marketers

GFR PRO

Oatley Fine Wine Merchants

St John

BankSA

IGT

OneMusic

Stoddart Food Equipment

Big Screen Video

Independant Gaming Analysis

Options Craft Liquor Merchants

Tanda

Bluize

Konami Australia Pty Ltd

Samuel Smith & Son

Winnall & Co

Boylen

Liquor Marketing Group

Scientific Games

Bunnings Group

Novatech Creative Event

Smart Cleaning Solutions

1800 ON HOLD

COMS System Ltd

Langfords Hotel Brokers

Power Maintenance Group

Adelaide Institute of Hospitality

Concept Collections

Liquor Legends

Ryan & Co. Solicitors

Andale Hotel Services

DBH Lawyers

Make it Cheaper

Banktech

Solstice Media

DNA Security Solutions

Maxima Training Group

Bentleys Accountants

Studio Nine Architects

EML

McGees Property Hotel Brokers

BK Electronics

Empire Liquor

Migration Solutions

GBay/Aruze Gaming

MyVenue

International Oyster & Seafoods

Next Payments

Knight Frank Valuations & Advisory SA

Perks Accountants & Wealth Advisers

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B R O N Z E

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34 | Hotel SA | W W W . A H A S A . A S N . A U

Supagas The Banner Crew Trans Tasman Energy Group Vix Vision Wallmans Lawyers

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A C C O U N TA N C Y S E R V I C E S

CLEANING SERVICES

Bunnings Group 0435 630 660

Bentleys SA 8372 7900

Smart Cleaning Services 1300664647

Stoddart Manufacturing & Food Service

Perks Accountants & Wealth Advisers

ENERGY

08 8273 9300

Equipment 0427 106 103 DBH Lawyers 1800 324 324 / 8231 3668

Banktech/Maxetag 1800 08 09 10

Class A Energy Solutions 8391 4853 Make it Cheaper 02 9137 5260 Power Maintenance 1300 700 500 Trans Tasman Energy Group 1300118 834

Cardtronics 03 9574 4878

FA C I A L R E C O G N I T I O N T E C H N O L O G Y

Next Payments 1300 659 918

COMS System Ltd 04 21 341 261 Vix Vision 0400 310 326

Winnall & Co. 8379 3159 AT M S

ARCHITECTS & INTERIOR DESIGNERS

Studio Nine Architects 8132 3999 AUDIO VISUAL

Big Screen Video 1300 244 727 Novatech Creative Event Technology

F I R S T- A I D

St John 1300 360 455 FOOD SERVICES

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 BEER DISPENSE EQUIPMENT BEVERAGE GASES

BOC Limited 0424 647 568 Supagas 8252 7472

Bidfood 0427 099 558 Galipo Foods 8168 2000 International Oyster & Seafoods 8231 6441 PFD Foodservice 8114 2300 Thomas Foods 8162 8400 Concept Collections 1300 269 800 G A M I N G A N A LY S I S

Independant Gaming Analysis 8376 6966 Winnall & Co 8379 3159

Accolade Wines 8392 2238

GBay/Aruze Gaming 0424 700 888 GFR Pro 0408 186 540

Australian Liquor Marketers 8405 7744

G A M I N G L O YA LT Y

Carlton & United Breweries 8416 7819 Coca Cola Europacific 13 26 53 (13 Coke) Coopers Brewery 8440 1800 CUB Premium Beverages 8276 4888 Diageo 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 Treasury Wine Estates 8301 5400 BOOKKEEPING

Liquor Legends 0429 825 072 Perks Accountants & Wealth Advisers 08 8273 9300 Winnall & Co. 8379 3159 BUILDING EQUIPMENT/SUPPLIES/ HARDWARE

Bunnings Group 0435 630 660 CASH & COIN EQUIPMENT

Banktech/Maxetag 1800 08 09 10

Social Media AOK 1300 658 543 MEDIA

Boylen 8233 9433 FIVEaa 8419 1395 Solstice Media 8224 1600

G A M I N G F L O AT R E C O N C I L I AT I O N

BEVERAGES

L O YA LT Y & R E W A R D S Y S T E M S

Foxtel 1300 306 460

FURNISHINGS

Andale Hotel Services 8234 0388

Wallmans Lawyers 8235 3000

M A R K E T I N G & C O M M U N I C AT I O N S

Perks Accountants & Wealth Advisers 08 8273 9300 Winnall & Co. 8379 3159

BACKGROUND MUSIC

Ryan & Durey Solicitors 6166 9000

Liquor Legends 0429 825 072

FINANCIAL PLANNING

8352 0300

LEGAL SERVICES

MUSIC LICENSING

OneMusic 8331 5800 ONHOLD/MESSAGING

1800 ON HOLD 07 5587 7222 PAY R O L L & H R R E S O U R C E S

Liquor Legends 0429 825072 Perks Accountants & Wealth Advisers 08 8273 9300 Tanda 1300 859 117 Winnall & Co. 8379 3159 POS SYSTEMS

Bluize 1300 557 587 H&L Australia 1800 778 340 Liquor Legends 0429 825 072

Bluize 1300 557 587 GAMING MACHINE SERVICES

insworth Game Technology 0409 171 616 A Aristocrat Technologies Australia 8273 9900 GBay / Aruze 0409 673 778 IGT 8231 8430 Independant Gaming Analysis 8376 6966 Konami Australia Pty Ltd 0409 047 899 MAX 8275 9700 Scientific Games 0400 002 229 GAMBLING SERVICES

MyVenue 0407 329 953 P R O M OT I O N A L P R O D U CT S

The Banner Crew 8240 0242 P R O P E R T Y S A L E S & V A L U AT I O N S

Knight Frank Valuations & Advisory SA 8233 5222 R E TA I L L I Q U O R M A R K E T I N G

Liquor Legends 07 3107 7422 Liquor Marketing Group 8416 7575 SECURITY SERVICES & PRODUCTS

The Lott 132 315 UBET 8354 7300

DNA Security Solutions 1300 667 688

H OT E L B R O K E R S

Foxtel 1300 306 460

S P O R T S & E N T E R TA I N M E N T M E D I A

Langfords Hotel Brokers 0410 605 224 McGees Property Hotel Brokers 8414 7800 H OT E L M A N AG E M E NT

Maxima 8340 7766

H&L Australia 1800 778 340 Liquor Legends 0429 825 072

Migration Solutions 8210 9800

I N F O R M AT I O N S Y S T E M S / S I T E P R E P

Max Systems 8275 9700 Aon Risk Solutions 8301 1111

Cardtronics 03 9574 4878

I . T. P R O D U C T S & S E R V I C E S

Perks Accountants & Wealth Advisers 08 8273 9300 St John 1300 360 455

INSURANCE

BK Electronics 0431 509 409

S TA F F T R A I N I N G & R E C R U I T M E N T

Adelaide Institute of Hospitality 8338 1492

S U P E R A N N U AT I O N

Host­Plus 8219 3902 WEBSITES

GBay/Aruze Gaming 0424 700 888

Boylen 8233 9433 CompNow 1300 2667 669

Boylen 8233 9433

Hostplus 0418 327 607

KITCHEN & BAR EQUIPMENT

W O R K E R S C O M P E N S AT I O N S E R V I C E S

Next Payments 1300 659 918

Andale Hotel Services 8234 0388

EML 1800 469 931

Coms Systems 0408 462 321

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W W W . A H A S A . A S N . A U

| Hotel SA | 35

L I C E N S E E

MARCH 2022

T R A N S F E R S

H OT E L

L O C AT I O N

E F F E C T I V E D AT E

NEW LICENSEE

Castle Tavern

Edwardstown

01/03/22

BGR Hospitality Pty Ltd

Minnipa Hotel

Minnipa

15/03/22

DC & HC Coles Pty Ltd

Olary Hotel (new)

Olary

16/03/22

Anthony Schaedel

Warooka Hotel

Warooka

16/03/22

Appleton Group Pty Ltd

Bentley’s Hotel

Clare

17/03/22

Bentleys Hotel Trading Pty Ltd

Yorke Hotel

Yorketown

21/03/22

Yorkesake Pty Ltd

Desert Cave Hotel Motel

Coober Pedy

28/03/22

Black Rhino (Desert Cave) Pty Ltd

Opal Inn

Coober Pedy

28/03/22

Black Rhino (Opal) Pty Ltd

+

NEW MEMBERS

Avenues Café Bar

Mick O’Sheas Hotel

Unley Hotel

Colonist Tavern

Mile End Hotel

Victoria Hotel Strathalbyn

Kalangadoo Hotel

The Duck Inn

West End Tavern

O F F I C E

3/288 Glen Osmond Road, Fullarton SA 5063 P (08) 8233 9433 W www.boylen.com.au

C O N TA C T

TIM BOYLEN Managing Director tboylen@boylen.com.au

Level 4, 60 Hindmarsh Square, Adelaide SA 5000 POSTAL PO Box 3092, Rundle Mall SA 5000 PHONE (08) 8232 4525 TOLL FREE 1800 814 525 FAX (08) 8232 4979 EMAIL information@ahasa.asn.au WEB www.ahasa.asn.au

EXECUTIVE COUNCIL DAVID BASHEER MATTHEW BINNS ANDREW BULLOCK SAM McINNES LUKE DONALDSON MATTHEW BRIEN MATT ROGERS

President Vice President Deputy Vice President Secretary Treasurer Executive Council Executive Council Executive Council

COUNCIL Andrew Kemp Andrew Gunn Andrew Plush Anna Hurley

+

P U B L I S H E R

H O L D E R S

Brad Barreau Darren Steele Elise Fassina Guy Matthews

James Franzon Jason Fahey Jason Kelly John Giannitto

Karen Milesi Luke Donaldson Peter Johnson Simone Douglas

Tom Hannah Tony Franzon Trent Fahey Trevor Evans

JAMIE RICHARDSON Advertising sales@boylen.com.au

MADELAINE RASCHELLA ELLIOTT Studio Manager/Graphic Designer

Reach the decision makers in SA hotels by advertising in Hotel SA.

A D M I N I S T R AT I O N IAN HORNE General Manager ANNA MOELLER Deputy General Manager OWEN WEBB Workplace Relations GARY COPPOLA Legal and Advocacy SCOTT VAUGHAN Membership & Business Services KATHERINE TAYLOR Communications and TAA (SA) LUCY RANDALL Events & Partnerships BRONTE McCARTHY Finance & Administration DIDIER VOLLERIN Liquor & Gaming LIZ TURLEY Training Coordinator 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.

36 | Hotel SA | W W W . A H A S A . A S N . A U

08 8233 9433

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