Hotel SA June 2023

IAN HORNE RETIREMENT ISSUE

British Hotel

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Workplace Relations

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SOARING COSTS WILL HAVE SEVERE CONSEQUENCES

From the President

The recent Fair Work Commission announcement of a 5.7% wage increase from July 1 - in addition to an increase in superannuation by 0.5% - will place a further burden on our operators still grappling with sharp rises in power costs, insurance, council rates, government fees and charges, food and interest rates.

The rise comes off the back of a 4.6% wage rise only nine months ago and was higher than the rise forecast in the recent Federal budget.

Businesses and consumers alike are suffering from the current cost of living pressures.

However, the inevitable impact this wage rise will have on inflation means hoteliers are hit with the double penalty of a spiraling CPI further increasing future alcohol excise increases.

AHA|SA members are in the firing line of so many cost increases. We are a labour-intensive industry, so any wage rise will hurt our members the most.

People are quick to point out that we are a lower paying industry. What those critics choose to ignore is that well over half of our

employees enjoy penalty rates or are on a casual wage - or both. We want to make ensure our staff are well paid. And for many, we are their first job in life. An occupation where they learn their soft skills, before extending their work life. But right now, there appears to be minimal consideration of the huge cost impost being imposed on businesses like ours.

Post-COVID-19, we have had increased debt to pay, as well as deferred rent and other payments requiring attention.

Some 65% of our operators are family based. As the cost of paying staff and doing business spirals, there is only so much that can be passed onto the consumer. Family members will find themselves working the extra day, or cutting back trading hours.

Make no mistake: you cannot continually drive up the cost of

doing business without severe consequences.

The warning signs are obvious. Unchecked wage rises are simply not sustainable, they will do little to ease cost of living burdens and continue to create a huge burden in our operators.

ACTION STILL NEEDED TO ASSIST APPRENTICES

The recent State budget did not contain several key initiatives that the AHA|SA has been calling for, but we will keep them on the agenda.

As we continue to grapple with our labour and skill shortages, particularly in our kitchens, some

DAVID BASHEER

very simple actions would deliver us welcome relief.

It’s no secret how hard it is to get apprentices to complete their fouryear training scheme. Apprentices require milestone payments to incentivise these Gen Z chefs of tomorrow to stay the course.

The most sensitive period appears to be around the end of their second year.

It has been suggested by Federal Skills and Training Minister, Brendan O’Connor, that such payments should be prioritised towards the jobs of the future.

After our industry was sacrificed for the purpose of public health, and lost 60,000 of our staff nationally, we must be a priority right now. Milestone payments would mean host venues don’t feel like they have wasted two years of training when apprentices abandon their apprenticeship.

Tools of the trade and other measures to assist young apprentices were strangely abandoned by the Weatherill Government. There is no more appropriate time than now to restore those important cost of living concessions.

There is also an opportunity to explore other cost of living relief measures for young apprentices that relate to a range of Government fees and charges.

None of these programs would be a major impost on the State budget, but would be a welcome relief for employers and our apprentices.

UNIQUE HONOUR BESTOWED ON IAN HORNE

At Ian Horne’s farewell, the AHA|SA State Council bestowed Life Membership on our outgoing CEO, Ian Horne.

We know how revered and adored Ian is by our members.

AHA|SA Life Membership is awarded very sparingly. Historically, it has only been awarded to publicans.

In recognition of Ian being the longest serving CEO in our historybut more importantly for all he has done for our members, well above and beyond expectation - the State Council departed from 152 years of custom and in awarding award Life Membership.

It will also mean we should still see plenty of Ian at our various events!

David Basheer, AHA|SA President

CEO Ian Horne receives AHA|SA Life Membership.

Mount Lofty House Wins Again

Congratulations to Mount Lofty House , which has won TripAdvisor’s Best Luxury Hotel in Australia and the South Pacific in its Best of the Best Awards. It’s back-to-back success for the property, with the Trip Advisor judges saying: “This hotel is no stranger to the Travellers’ Choice Best of the Best Awards. Built in 1852, the historic Mount Lofty House is the premier destination for luxury escapes, fine dining and boutique day spa experiences.”

Mt Lofty House was also ranked No.24 in the world in the Small Hotels category for 2023.

SA on Show at Concierge Briefings

Hotel concierges and guest relations teams came together recently as part of the AHA|SA’s ongoing series of Concierge Meetings. Attendees heard from a wide range of tourism stakeholders, with time also set aside to develop networks with each other.

Presenters during the day at Mount Lofty House  included: Illuminate Adelaide, Guitar Festival, SALA Festival, Cabaret Festival, Adelaide Hills Tourism CEO – Tanya Jarman, Grünthal Brew and Howards Vineyard.

“We were delighted to host the most recent concierge meeting at Mount Lofty Estate,” said Rebekkah Ramsay, General Manager of Mount Lofty House.

“These meetings are such a valuable resource for concierges to hear all the latest information about SA events and tourism products. It was also a wonderful opportunity to showcase Mount Lofty House, which is a tourism destination in its own right. We were very excited to treat guests to canapes and menu tasters from Chef Kaushik Aiyer ,from our newest restaurant, Martha Hardy’s Kitchen.”

The Mount Lofty House team (L-R): Chris Speck - Chief Concierge, David Horbelt - Owner and Rebekkah Ramsay - Hotel Manager.

REGIONAL MEETINGS

A massive thanks to Michael and the wonderful team at the Barossa Weintal Resort  for hosting the Gawler/ Barossa AHA|SA regional meeting and lunch on 30 May 2023. Also a huge thank you to Josie and Tony for hosting a wonderful meeting at the Aldgate Pump Hotel  for the South Coast Hills regional meeting on 9 May 2023. Both meetings had a fantastic turnout from our members and corporate partners who continue to support the hospitality industry within these regions.

Best of British as Coulls Family Backs Port to Boom

BY DION HAYMAN

Ashley Coulls is part of a new breed that is taking take a punt at the Port.

The new operator of The British Hotel at Port Adelaide  is ‘all in’ after taking over the licence from previous owner Bruce McFarlane in September, 2022.

But he admits, it’s one of the biggest gambles of his life as his young family embarks on a handson venture in a gaming-free, family friendly pub that also continues to promote live music.

“A couple of mates who were accountants tried to talk me out of doing it because it’s not doing great but there is potential if you can stick it out,” Ashley said.

“Another mate of mine has just opened a pub in the city, the Prince Albert, and he said it’s the best thing he’s ever done.

“It’s tough but you’ve got to put the hours in to get the reward.”

NOW OR NEVER

Ashley knows The British and the

Port intimately, having run the pub as venue manager for almost a decade.

“When Bruce put the pub on the market, I thought, ‘oh, okay, I should probably start thinking about things because obviously when new owners come through, it means new management or they run it themselves’.”

But it was one he would only have to ‘endure’ for seven months.

“They wanted someone to come back in and run The British and I said, ‘Well I won’t come back and just be the venue manager again, I’m on a pretty good gig where I am’.

“The way it is, I don’t think it would have been easy to find someone to buy the lease of a pub that wasn’t doing so well.

“But they put together an offer too good to refuse in taking over the lease and I thought, ‘Well you only get an opportunity like this once in a lifetime, especially with my financial status’.

"I don’t know if the timing would ever be perfect.

By the time property developer Hans Ehmann took over The British, Coulls - a passionate Crows fan - had moved to the Port Adelaide Football Club as venue manager.

“It was a tough gig going to the Port Club and putting on that shirt every day!”, he joked.

“I was like, ‘I’ll kick myself if I don’t give it a go, what’s the worst that could happen?’”

BULLISH

Ashley knows that doesn’t bear thinking about but is bullish about the future of the Port.

“It’s tough but you’ve got to put the hours in to get the reward.”

“It’s about to go boom I think,” he said.

“Everyone used to talk about ‘the Port’s about to take off in 10 years, it’s five years away from really going crazy’.

“But I think it’s less than a year away from going boom.

“There’s something like 1500 homes going up between Dock One and Fletcher's Slip - 1500 homes, 1500

families. It’s a big thing.

“Once there are people in those houses, it’s going to be crazy down here.

“Having Pirate Life brewery coming to the Port has been a massive drawcard to the area.

“People would have never come down here for a pub crawl, now they do.

“The Admiral reopening is a big one too. There’s the Clipper Ship, that’s always a big drawcard to the area. We get a lot of people coming for lunch after they do a tour of that.

“There are the museums – there’s so much down here to see and do but people just don’t realise it.

“The Quest being built four years ago was a huge drawcard to the area because there was never any accommodation down here.

“Two years later the new government building went up, both across the road from the pub.

“There’s huge growth in the area, the council’s definitely behind a lot of things going ahead, lots of events, big things happening.”

NEW QUEST HOTEL

The building of a second Quest Hotel by Ehmann, adjacent to the pub he now owns, looms as a potential goldmine for Ashley.

“The plan is to have a door going through from one of our restaurant

areas into the lobby part of the Quest,” he said.

Work is expected to commence in September, with the doors opening some time in 2025.

“It’s just sticking it out until that’s finished, making the most of all the tradies that are coming through and it should work really well for me.”

While The British retains its pokies licence, after a multimillion dollar renovation the decision was made to focus on good food, good functions and good staff.

Searching for that point of difference, Ashley is trying to appeal to young families, whose numbers are expected to grow in the area.

“Having a little play area inside has made a huge difference - just getting the odd booking here and there saying ‘can we be near the little kids area?’.

“And we’re hopefully putting in a

playground soon.

“We want to keep the rest of the pub as it is, with a nice dining area down the other end, live music Friday nights and keep that clientele away from the families.”

A new-look menu is a welcome nod to the pub’s proximity to the water.

“A lot more seafood orientated, bit more of a winter-style, obviously going into the colder months.”

LOCAL LIVE MUSIC

Ashley remains fiercely parochial and loyal in terms of everything on offer at The British, which holds the oldest continuous pub licence in Port Adelaide.

“We’re a South Australian-only wine list, use local businesses for our food, our fruit and veg and our meat produce.

“All our live music is local and we have local artists displaying their artworks quite regularly, which we

change over every three months so they can display and hopefully sell their work.

“Live music is the big one for me on a Friday night. We kept live music going all the way through COVID-19.

“I’d love to have Sunday afternoon sessions down here because until the Port really does go boom, Sunday night is a bit of a ghost town here. With the markets closing down, there are not as many people floating around.”

Until that boom, Ashley plans to use everything he’s learned in the industry to keep his head above water in the calling he says was never part of his grand plan.

“It was never on my agenda to own my own pub. I’ve always wanted to be a firey – that was my mission but that’s proven pretty difficult to get into.

“Owning my own pub was never something I’d ever thought of.”

Of course, although he knows the job backwards, there is one significant difference that separates licensee from venue manager.

“I suppose it’s the bills, the bills are the big one.

“Running it for Bruce, I was doing everything back then anyway. He gave me free rein of the pub, he was just the one paying the bills.”

A FAMILY AFFAIR

Like the customer he is hoping to attract, Ashley is a young family man himself - husband to Abby and father to two boys under 10, William and Jackson.

“I don’t think she’d ever thought that I’d have my own business,” he said.

“We’ve never thought about financials on this big a picture. We liked the easy life of getting a pay cheque and living life and not having the stress of 15 staff to worry about and bills to pay.

“So it was a big, scary shock but one that we’ve come to terms with and we’re managing somehow.”

WOMEN IN HOTELS

Over 100 hotel members and corporate partners gathered for the Women In Hotels Presentation and Network on 29 May at the Oval Hotel  The group were privileged to be joined by Hitaf Rasheed from Events SA along with the SA Minister for Women, Katrine Hildyard MP. Guests enjoyed wine tasting thanks to AHA|SA Silver corporate partners Options Craft Liquor Merchants, Samuel Smith & Son, Oatley Wines and Empire Liquor.

NEXT EVENT – Women in Hotels biennial conference, 22 August 2023 at Eos by SkyCity.

Managing the Disciplinary Process

The AHA|SA Workplace Relations team recently held a Zoom information Session for Members on Managing the Disciplinary Process.

In this article we look at the key take outs from the session, focussing on those important steps to ensuring Members undertake the appropriate procedure when counselling and disciplining staff.

MEASURING AND MONITORING PERFORMANCE & CONDUCT

Where an employer is of the view that an employee is not performing at an acceptable level of performance or behaviour, it’s imperative that the employee

understands what their employer’s expectations are. What is the employee being measured against? Is the employee aware of what the key requirements and expectations are of their position? Have they been given appropriate training and instruction on how to perform their role?

In the first instance, the employer needs to ensure that the employee has a clear and transparent position description. Not only does the position description outline the key requirements 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 goals/targets/key performance indicators. Again, the Key Performance Indicators will help to determine what the expectations are for the employee and employer. For example, for a Head Chef one of their Key Performance Indicators may be to reach a certain level of food revenue per month or to achieve a certain percentage with respect to their labour costs. Whilst an employer consistently monitors an employee’s performance on a regular day to day basis, the AHA|SA recommends that Members also undertake reviews of employee’s performance and behaviour in a more formal

OWEN WEBB - AHA | SA WORKPLACE RELATIONS MANAGER

setting. One of the ways that this can be achieved is through regular performance appraisals/reviews being undertaken. Performance reviews provide a formal avenue for documenting an employee’s performance against their key tasks and responsibilities as well as establishing a framework for looking at any future training and development needs and targets for the next review period.

With respect to employee’s conduct and behaviour, formalised policies and procedures are critical to ensure that there are clear guidelines around what the Hotel’s policies are in relation to areas such as requests for leave, cash handling, grooming and drugs and alcohol use at work just to name a few.

of factors including but not limited to the severity of the incident, the employee’s length of service and the employee’s employment history. A factor may also be that the employee’s performance may not have been at an acceptable level because they haven’t been given appropriate instruction and training in an area.

INFORMAL DISCIPLINARY PROCESSES - COUNSELLING

It may be necessary for an employer to undertake an informal disciplinary process, counselling, with an employee where for example 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 such a level that it warrants 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:

EARLY INTERVENTION

Where there are instances of poor performance or where an employee breaches a policy or procedure, the issues need to be addressed with the employee as soon as possible. It is important to address such issues early as failure to do so not only condones the behaviour but also means what may start off as a small, easily managed problem, grows into a large, complex and perhaps costly problem to resolve. In addition, it reduces the likelihood of the performance or behavioural issue occurring again.

The approach the employer takes to address the issue(s) may be one of a less formal counselling approach or a more formalised disciplinary approach depending upon a number

• Identification of the specific areas of performance and or conduct concern (providing examples)

• Outlining what is expected of them 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 fix the problem before the formal disciplinary process is engaged. A written record of any informal process used should be kept on the employees personnel file.

DISCIPLINARY MEETINGS

It may be necessary to undertake a formal disciplinary meeting where an employer has exhausted the informal disciplinary process or where an employee has potentially seriously breached a policy or procedure of the hotel. 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 Hotel follows an appropriate course of action which involves following the principles of procedural fairness. By following an appropriate procedurally fair process it will help to mitigate the impact from any potential litigation an employee may later decide to take.

When managing the disciplinary meeting process, we recommend that Members undertake the following basic steps:

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 a whole range of information dependant on the circumstances which may include: detailed examples of performance concerns, reviewing position descriptions & KPI’s, reviewing policies/

“...it’s imperative that the employee understands what their employer’s expectations are.”

“Written warnings should not be issued at the disciplinary meeting in a pre-determined fashion.”

procedures if there has been an alleged breach, 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. The employee should also be notified of the fact that one of the outcomes of the process could include possible disciplinary action and dependant of the severity of the issue, potential termination of employment.

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 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. This may require the employee to seek external advice on the matter before responding and may require further meetings once further evidence is obtained.

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.

FACTORS TO TAKE INTO CONSIDERATION WHEN DETERMINING APPROPRIATE ACTION

The employer needs to consider a range of different factors before ultimately determining what disciplinary action (if any) is required including: an employee’s length of service, employment history, prior written warnings, seriousness of the incident/performance concerns, the available evidence, treatment of others in the same circumstances and any other mitigating circumstances.

WRITTEN WARNINGS

Where an employer decides to issue an employee with a written warning, there are some basic tips that

should be adhered to.

• Written warnings should not be issued at the disciplinary meeting in a pre-determined fashion. They should be issued post the disciplinary meeting process once the employee is given the opportunity to respond to all of the allegations/issues.

• Written warnings should contain sufficient enough detail to ensure that it is clear as to the gap between the actual behaviour/ performance and the required behaviour/performance.

• Employers should not seek to rely on a written warning that was issued more than 12 months ago.

• An employee cannot be forced to sign a written warning.

• Employees should be provided with a copy of any written warning issued to them.

THE IMPORTANCE OF MANAGING THE PROCESS

It is extremely important that employers manage the disciplinary process appropriately by ensuring they afford an employee appropriate procedural fairness throughout the process. Such a process will ensure that if an employee lodges a claim for unfair dismissal or general protections, the employer can mitigate any potential risks as best as possible. If the employer can prove that an appropriate process was followed, as per s 387 of the Fair Work Act 2009 (Cth), it will be of assistance during proceedings for such claim and may result in the employee’s claim being unsuccessful.

Members with queries regarding the disciplinary process should contact the Workplace Relations Team at the AHA|SA on 08 8232 4525.

Perks Streamlines Success for The Cumby & The Gallery

BY PERKS ACCOUNTANTS & WEALTH ADVISORS

Led by Accounting Director Tom Paine , Perks worked closely with John’s point-of-sale software provider to deliver a solution that would provide the integrated capability that was desired by both parties.

“Tom has been with us throughout our time at Perks and he’s been really proactive in bringing ideas to the table about how we can be smarter in managing financial aspects of the business.”

“Importantly, for us as owners, this has meant that we can focus on customer service and the frontline management of the business.”

In the heart of Adelaide’s CBD lies the vibrant Waymouth Street. Home to a healthy ecosystem of businesses and cafés during the day, it also boasts some of Adelaide’s best bars, restaurants, function spaces and pubs.

Among the most popular venues along this strip are the heritage listed Cumberland Arms Hotel and the chic entertainmentcum-art hub The Gallery. Both establishments are owned by John Waltham, a 20-year industry veteran who entered hospitality straight out of school and rose through the ranks to become a publican. He now works alongside his business partner Alex Taylor, and his brother Tom who also has a small share in both businesses. For more than 10 years, John and Alex have been drawing on the expertise of the team at Perks  to help manage the businesses, with the relationship now encompassing a full-suite of

taxation , payroll, bookkeeping  and accounting  services.

John says this relationship has delivered several innovations to the management of the businesses and, notably, in recent years, Perks has implemented full integration between their point-of-sale software and cloud accounting platform, Xero – a pioneering capability in the hospitality space.

“Everything we do at our two venues come through the till system, whether that be sales, stock control or reporting, it’s essentially the management centre for our businesses,” he said.

“Perks identified a need to integrate this system with our accounting platform, to ensure that all the data being received at the till flowed through to Perks to ensure we can access an accurate snapshot of all our sales, debtor and creditor records in real-time.”

“I come to work everyday with the confidence that the financial side of the business is taken care of and the knowledge that if any issues do arise, they will be flagged before they become a big problem.”

However, John says the management of finances hasn’t always been so worry-free. When he first started working with Perks, the relationship was focused on accounting and compliance only, while his bookkeeping requirements were being taken care of by a smaller practice that used outdated methods.

“When I first branched out into ownership of pubs, everything was being done by hand and we were still writing cheques each week to send to suppliers; there was a lot of manual processes involved that were really clunky and inefficient,” he said.

“Instead of having access to real-time data, we were having to estimate our weekly expenses which is difficult to do in hospitality because no two weeks are the same.

“This was where Perks played a critical role in recommending a better, more efficient way of managing these processes to streamline our reporting requirements and giving us that real-time data we need to manage our businesses on a day-to-day basis.

“A couple of months into a fullservice arrangement with Perks we could already see the benefits through the efficiencies generated by automating the payroll and invoicing processes that we were

previously doing by hand.”

John said Perks’ has also provided critical guidance in asset management, particularly when making the decision to acquire both The Cumberland Arms Hotel and The Gallery as freehold properties.

“We worked closely with Perks during that process as it wasn’t something any of us had much experience with,” he said.

“I know my brother had a lot of queries he worked through with

Tom, particularly in analysing the value of the properties and how much we wanted to pay for them, so it was really important to have Perks there to lean on for advice.

“We also recently sold off a small share of The Gallery to a manager who works there, and Tom was really helpful in structuring that deal to ensure the process was managed properly and for everyone’s benefit.”

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

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Pat Hodby  and Tom Paine 

Adelaide Hills. Pat Hodby

Tom Paine

Ian Horne Farewells AHA|SA

BY IAN HORNE

The following is an edited version of the speech I gave at my retirement dinner. It sums up my thoughts and emotions as I prepare to step down from my role as CEO of the AHA|SA.

I joined the AHA|SA back in November 1983 (approaching 40 years ago), as the inaugural manager of what was then AHA Chef Training, which went on become the Hospitality Group Training Scheme. I was 29 years old

I was ‘poached’ from the SA Automobile Chamber of Commerce (now MTA) by a youthful 36-year-old Executive Director of the Australian Hotels Association SA Branch, Bill Spurr.

Some 31 months later and after a stint as the AHA’s IR manager, and on Bill’s recommendation, I replaced him as Executive Director of AHA|SA in May 1986 when he resigned to establish the Adelaide Tourism School at the recently developed TAFESA complex in Light Square.

Ian Philip Horne: A Snapshot

Ian was born in Adelaide in 1954.  He graduated from Henley High School and in the ensuing years, has gone on to complete an MBA at Adelaide Uni and journeyed to Stamford University to study Strategy Beyond Markets:

Mind you, this celebration tonight almost didn’t happen!

As you would expect with the imminent loss to TAFESA of Bill, the AHA President and exec committee rightly decided to go to market, engaged a suitably credentialed executive search company (such as they were in 1986) and advertised in both the morning and afternoon newspapers. As was necessary in those days, candidates would need to mail in their applications.

As an AHA|SA veteran of just 29 months I naturally applied, ran the gauntlet of interviews and psych tests and even had the backing of the then Liquor Trades Union State Secretary Trevor Crothers who, at a regular IR round table with AHA President Peter Whalin and Vice President Fred Basheer - and prior

Building Competitive Advantage Though Government Relations and Public Affairs.

He serves on many boards, including the SA Tourism Commission, Adelaide Venue Management Corporation, Gaming Care, Independent Gaming Corporation, Tourism Accommodation Australia and Business Events Adelaide.

SOME OF HIS ACHIEVEMENTS INCLUDE :

• Establishing the Gaming Care agency as the hotel industry’s $1.5m annually funded response to early intervention with problem gamblers

• Developing and managing the process of establishing the Independent Gaming Corporation Ltd (IGC) as the first industry-based, private sector gaming authority in Australia (IGC operates the centralised computer monitoring system

to any recommendation by the Executive Search consultant declared in his deep Irish tone that ‘the LTU fully endorse Ian Horne as the next executive director’. He went further, suggesting it was in the interests of AHA|SA to do so forthwith.

With the benefit of hindsight, we loved the LTU!

I can only assume that carried some weight as the consultant didn’t recommend me… can you imagine! Apparently, my psych test results suggested I was much better suited and would be more comfortable in the arts!

Of course, to my good fortune Bill simply ignored the recommendation, disappointed that the Consultant had seemed quite oblivious to their clients subtle expectations! Bill then received unanimous endorsement of the Executive and so my journey began at just 31 with the Association $10k lighter!

I am so delighted that Helen Spurr could join us tonight. In acknowledgement of our great friend, ally, coconspirator and fellow traveler AHA|SA, in 2022, permanently established an annual award reflecting two of his passions – Hotels & Tourism.

Its forever named the “W.T Spurr AO Award for Tourism & Regional Promotion” at the AHA|SA annual awards.

PRESIDENTS

One of the great strengths of the AHA|SA is our stability. To that end, since World War ll we have had just seven Presidents, and that is despite a requirement for them to run for election every twelve months. It’s generally worked very well. We call it guided democracy.

for gaming machines in SA)

• Establishing Hotel-Care (now Pubs with Heart), the Hotel industry Community Projects Fund with annual community contributions now exceeding $.7m per annum

• Facilitating the establishment of the Gamblers Rehabilitation Fund

• Establishing the AHA –Hospitality Group Training Scheme for the employment

And with great affection I wish to acknowledge and thank the four that I worked with, for their constant and unfaltering support over my journey. They were:

• The late Peter Whallin AM who, while at the end of his career when I arrived, was the AHA’s President for some 21 years and was an incredibly wise man.

and training of apprentice cooks and food and beverage trainees (over 380 in 1998).

Ian was Executive Director, of the Motor Trade Association of SA from 1998 to 2005 September and Executive Chairman of that organisation’s Group Training Scheme.

CAREER SUMMARY

• 2005 to 2023: CEO, AHA|SA

• 1998 to 2005: CEO, Motor Trade

Association of SA

• 1983 to 1998: Executive Director, AHA|SA

• 1985 to 1986: Industrial Relations Manager, AHA|SA

• 1983 to 1985: Manager, AHA Group Training Scheme – AHA|SA

• 1981 to 1983: Group Training Manager: South Australian Automobile Chamber of Commerce Inc. (S.A.A.C.C.) - Now MTA SA/NT.

“And with great affection I wish to acknowledge and thank the four [Presidents] that I worked with, for their constant and unfaltering support over my journey.”

AHA|SA Council 2007.

Former AHA|SA Executive Director, Bill Spurr AO, with AHA|SA CEO, Ian Horne.

PUDU has partnered with a number of major hotel brands, including Marriott and Hilton. PUDU’s robots have also been put to use at restaurants, shopping malls, convenience stores and office buildings.

Peter was softly spoken and a diplomat, yet was incredibly effective in getting his message across. He would regularly entertain with great ease Premiers, politicians, the Chief Justice and heads of Government departments at his then Sturt Arcade Hotel on Grenfell Street.

• The late Fred Basheer OAM then became the President. He had been a long-term Vice President and Chairman of Sip’n Save, our Liquor Marketing Group. And he was the Inaugural Chair of the Independent Gaming Corporation, so he was a very important part of the early establishment of the SA gaming offer.

• He was followed on by Peter Hurley AO, who now holds the record as the longest-serving President for 24 years (17 with me). But to do that he had to win 24 annual elections! Which he did!

Peter and I became very close, which happens when you work with someone for such a long, long period. One of his great words of wisdom was “the best thing I can do for the poor is not join them”.

Think about it. It’s actually not a flippant response at all because like so many successful hoteliers, he and Jenny currently employ significant numbers of South Australians; in their case, some 700+ South Australians who all have dependents, families, dreams and ambitions. Peter and Jenny ensure they can pursue their dreams. The last thing those 700 needor the economy needs - is for Peter and Jenny, or the multitude of other successful hoteliers, to join the poor.

Peter, of course, has a lot of other sayings which are best not shared here.

Under Peter’s leadership, we were able to develop the association into an incredibly influential organisation, which has paid dividends to this day in terms of an industry that makes such a significant contribution to employment, investment and the cultural and social wellbeing of so many South Australians.

• And finally, the son of Fred, David Basheer. We identified that David was a potential leader of the future. Remember I talked about guided democracy!

Peter and I literally ‘bullied’ David to come onto the AHA Council ,having failed to convince him of his obligations under the father son rule. In the end he weakened and joined Council and Executive, and he’s now heading up an organisation at a state level and is part of the national AHA leadership group.

The Association success because of the legacy of these Presidents is reflected in our balance sheet, our record membership participation and our standing with Government and opposition.

INCREDIBLE STAFF

I’m very proud to say that my replacement, Anna Moeller, and my last President at AHA|SA, David Basheer, are already a formidable team who bounce off each other in a most proactive and energetic manner… both of them in a hurry. It’s so exciting to see their enthusiasm.

While mentioning Anna, in addition to being described by the recruiter (yes, it was a different recruiter to the one that almost wrecked history in 1986) as head and shoulders above the other contenders. As a result we have a woman heading up AHA|SA for the first time in 152 years. Isn’t that just fantastic? It could have been sooner I’m sure, but her immediate predecessor simply hung around for much longer than expected.

AHA|SA President David Basheer with CEO Ian Horne.

Former AHA|SA President Peter Hurley AO with AHA|SA CEO Ian Horne.

“We have had some exceptional women pass through employment at AHA|SA on their way to building solid careers...”

We have had some exceptional women pass through employment at AHA|SA on their way to building solid careers and they include Wendy Bevan, who worked with me closely over several years and is now the CEO of KESAB, and Jodie Van Deventer who was AHA Communications Manager in the 2000s and is now CEO of Ai Group.

And Margo Hill-Smith who was my right-hand Government Relationship Manager with the introduction of gaming in the mid-nineties. Margo went on to become a senior manager at the then Wine Federation of Australia and importantly established the AHA Women in Hotels network with her inaugural WIH Chairperson, Patricia Hurley, some 30 years ago. Thanks for joining me tonight.

We also have exceptional men and women who have made a career at AHA|SA. With Anna at the helm, they will broaden our Association’s horizons even further with long term team members Lucy Randall, Anna Caretti and Didier Vollerin being in their 18th year, Katherine Taylor 16, Lorraine Kranz, John Hilton, Nicole Checker and Owen Webb at 13, and Liz Turley 12.

We’ve been blessed with incredible staff and stability - and it is the staff that are the engine room of the association, both in AHA|SA and our parallel organisation Gaming Care.

But I would like to make special mention of Wally Woehlert. Wally had a unique capacity and knowledge, was Deputy Vice President of the Association for a period and then as head of a restructured Gaming Care, he was integral to our response to all-things liquor, allthings gaming, and all-things legal.

He had discipline and wisdom in his thinking and application that was more valuable than two or more people. He was a rock that kept us grounded.

People said, ‘Well, when Wally goes, you’ll need at least two people to replace him.’ True, we simply couldn’t replace Wally, there is only one of him.

Family & the CTPL Team

AHA|SA CEO Ian Horne with Wally Woehlert.

But we found Anna who has brought a whole range of skills, different ways and different styles. So as the CEO of some 30 years (over two stints), I’ve been blessed to have 2ICs who have been outstanding.

PREMIERS

Now Premiers are a bit different. I’m already on my ninth, the first being amicable John Bannon and the current equally amicable Peter Malinauskas. In his former life with the SDA, Peter will rightly claim some success in his dealings with AHA, in particular over part day holidays but at the very least our partial loss gave us the opportunity to exercise our creative skill with our moderately AHA/MTA funded campaign that went something like “You can put lipstick on a pig but it’s still a pig”.

The term ‘it’s a pig of a deal’ referring to the deal conjured up between a then very conflicted Business SA, some salivating independent grocers desperate for all businesses to pay so they could to sell wine inside supermarkets, and significantly, a much more astute SDA secretary. We did take some comfort in running a Derryn Hinch inspired ‘Shame, Shame, Shame Business SA’ full pager ad in The Advertiser, expressing our disapproval at one of our own side’s treachery! And we dipped our lid to a strategically clever SDA State Secretary.

PERSONAL LIFE

It’s quite incredible that I ended up spending most of my career in employer associations because I had no natural affiliation with the business community. Some of you would know that I’m the son of a Churches of Christ Minister of Religion. Churches of Christ in that day were ‘anti’ several things that I now hold dear to my heart, namely gambling and alcohol. I was born in Queensland, my dad was a Salvation Army Officer who defected to the Churches of Christ (I suspect in pursuit of my mum). As a three-year-old, we moved to Adelaide in 1957 to take up residence in the church manse next to the church on Brooker Terrace in Cowandilla.

Premier of SA Peter Malinauskas with AHA|SA CEO Ian Horne.

“Thank you Ian Horne for your outstanding service to the AHA” from Harold and the team at Concept Collections

I did my primary schooling at Cowandilla school and I signed the pledge to abstain from alcohol at eight years of age - because in what I considered a fair trade, I received a very attractive enamel “Band of Hope Temperance Medal”. I recall I broke that pledge sometime in my mid-teens.

High school was Henley High, more famous for its football prowess than academic excellence, although prominent South Australians such as Jay Whetherill, John Rau, Paul Ciaca and Wayne Mathews followed on after me.

seek forgiveness once a week and start each week with a clean slate!

BIGGEST CHALLENGES

I’m often asked what my biggest challenge or success has been. The truth is there have been many, many highs and lows. Sometimes, running the AHA is a bit like trying to sip water from a fire hydrant.

Certainly the gaming legislation of May 1992 was transformative for an industry almost on its knees, with commercial lending rates as high as 21% in some cases.

The choice for Parliament was essentially to pick one of two options. There was a model that would be controlled and managed completely by the Lotteries Commission. Or there was an industry model, where we would also create a central monitoring system.

When I discovered the AHA, I immediately wanted to identity as Irish and become a Catholic. You see, Protestants accumulate and carry their burden of guilt to the grave, while Irish Catholics who run pubs simply

TRY IT NOW

That industry’s model passed through Parliament about 6am Friday morning, the 8th of May in 1992. We remain indebted to then Treasurer Frank Belvins, Tourism Minister Barbara Weise and many others for their focus and advice, and to Rob Lucas and Diana Laidlaw for their support.

Two years later, on the 25th of July 1994, the first gaming machines came into operation with a fully approved and operating Independent Gaming

Ian Furby, client Director of Aon, with AHA|SA CEO Ian Horne.

AHA|SA CEO Ian Horne speaks at the Annual General Meeting.

“It’s quite incredible that I ended up spending most of my career in employer associations because I had no natural affiliation with the business community.”

Corporation central monitoring system, which has operated flawlessly for nearly thirty years and is currently chaired by Ben Doyle KC.

It was the beginning of an extraordinary decade of growth - and controversy. However ,I am pleased that in South Australia we have the most comprehensive harm minimisation framework of any State.

He decided he could do no more in South Australia, ran for the Senate and was successful, which was a great comfort to us because he was in Canberra. But in 2017 he announced that he was resigning from the Senate to come back to South Australia to contest the 2018 election with his own party, SA Best. Three weeks out, the poll suggested that with enough seats, he could influence either party - but he also had the potential to be the Premier.

Now, not only would that have been a disaster for our industry, but in our opinion it would also have been a disaster for South Australia. We would have ended up with something akin to Tasmania, which is almost ungovernable.

We had no choice but to take him on, head-on. Unashamedly, we ran significant media campaigns, we ran significant community information forums, we did everything and anything we could to raise the awareness in the population to ‘be careful what you vote for’.

We pushed the message, ‘Vote for anyone else but do not vote for him, put him last.’

THE 2018 ELECTION

It would be difficult not to mention Nick Xenophon. Senator Nick Xenophon was originally elected in the South Australian Upper House in 1997, on an anti-pokie platform.

The election result was a great success for the industry - but a disaster for Nick because they didn’t get a seat. There are several people that made up the response team, who will remain nameless, but they know who they are so I simply say thank you.

We provide professional, affordable and reliable service for all: Pubs - Hotels - Motels - Restaurants - Cafes - Clubs - B&Bs Prepare now for next season.

T: 1300 796 337

E:

SA Pub Burger Challenge judging panel - Bill Lindsay MLA, AHA|SA CEO Ian Horne, Stephen Rowe FIVEaa and Margie Gregg.

AHA|SA CEO Ian Horne delivering a speech at the AHA|SA President’s Lunch.

Combustion Heaters - Open Fireplaces - Pizza Ovens

CHEAP SWEEP CHIMNEY SWEEPING SERVICES

“I’m often asked what my biggest challenge or success has been... Sometimes, running the AHA is a bit like trying to sip water from a fire hydrant.”

And of course I enjoyed the total support of the AHA SA Executive and Council. Peter, David, Matt and the executive met on an as-needs basis and not once failed to give anything but 100% support both personally and in allocating precious resources. It was an expensive campaign.

PANDEMIC

I’ve talked about many other challenges but amongst the greatest was COVID-19.

Who could ever imagine that on the 23 March 2020 that every single pub and hotel would be closed, from the Indian Ocean to the Pacific Ocean and everywhere in between. That never happened in World Wars or in any natural disaster, and there was no exit date.

It was devastating for all our members and all of our hundreds of thousands of employees across Australia. And it was a challenge for the AHA.

The resilience of the industry was really tested. Sadly, there were casualties along the way, but generally we got through it.

Post-COVID-19, we’ve entered an incredible growth period but we’re still paying a price in terms of chronic skill shortages, among a range of other issues.

What did work for us was the role of SAPOL under the leadership of Commissioner Grant Stevens in communicating, sharing and, on occasions, advocating for better outcomes. In particular I would like to acknowledge Assistant Commissioner Noel Bamford whose direct dealing with us and our access to him and his team was unprecedented. Thank you Grant and Noel.

We have enjoyed an economic moat for some time, largely because we deal with alcohol and gambling... in fact, since 1836!

Others keep kicking dirt into this moat trying to fill it up fill it up. It’s our job to shovel it out as quickly as possible.

Finally I would like to acknowledge wonderful my family, my wife Lyndsay who over the journey has managed single handedly every important decision of our lives, like raising two daughters, caring for elderly parents, selling, buying and moving houses, and providing tangible, unquestioning support for me.

Thank you all with my love and great appreciation.

While I’m retiring from AHA|SA, I’m not retiring from life. It’s been a fantastic journey which I would love to start again but with the knowledge I have now! That’s not possible, so to Anna Moeller and David Basheer and the AHA|SA Council and members of AHA|SA, thank you for an extraordinary ride!

Ian Horne, AHA|SA General Manager

MY KPI s

David Basheer and others have heard me try to describe what I do. I’m generally seen as unhelpful when I respond that ‘my KPIs at the AHA are to achieve nothing’. Quite simply, the status quo may be the best it will ever be. The word reform usually means nothing of the sort for hotels - but a further undermining of hotels and their capacity to employ and sustain communities.

Aristocrat Technologies would like to sincerely thank Ian Horne for his more than three decades commitment to the hospitality industry in South Australia as CEO of AHA SA.

Ian’s tireless efforts in support of his members were remarkable and his successes were many.

Ian established the AHA as an effective and respected advocate and his wealth of knowledge and professionalism meant the industry was in safe hands right through his tenure.

From the entire team at Aristocrat, we thank you Ian and wish you all the best for the future.

“Who could ever imagine that on the 23 March 2020 that every single pub and hotel would be closed, from the Indian Ocean to the Pacific Ocean and everywhere in between.”

DAVID BASHEER President, AHA|SA

Watch Video 

the lion’s share of his battles.

And on a personal level, I have always welcomed his insight and his candour, even when we’ve been on opposite sides of a dispute.

Most of all, Ian has been respected for being a man who always operated with integrity, a fact recognised and acknowledged by both sides of politics.

For so many of us, the AHA is synonymous with Ian Horne.

For 31 years Ian has steered the Association through some of the most challenging of times. But despite obstacles the sector has matured and thrived, and now generates $4 billion a year for the South Australian economy – a great testament to the AHA and his steady leadership.

His is an enviable track record of success as a master negotiator, not least because history showed he won

His wisdom and his counsel have been of great benefit to our state’s hospitality and tourism sectors, and I am pleased to hear that he will remain involved with the AHA in an advisory capacity. You can take the man out of the industry, but you can’t take the industry out of the man.

As he moves to this next phase in his life, he has every reason to be proud of the legacy he leaves in this state and beyond.

Thank you, Ian, for everything you’ve contributed to South Australia, and I look forward to raising a glass with you soon.

Whether it’s a charming country pub, or five-star city accommodation, they all make vital contributions to our visitor economy, and to our social fabric.

In South Australia, Ian Horne’s contribution to our state’s tourism and hospitality sectors, over more than three decades, has been immeasurable.

I first met Ian nearly 40 years ago and have always been impressed by his dedication to the industry.

Ian has been a great leader for the industry in South Australia and leaves it in great shape as he hands the reins over.

I congratulate Ian on a great career and wish him all the best in his retirement.

PETER MALINAUSKAS MP Premier of South Australia

Hotels are at the heart of our hospitality and tourism sectors.

SENATOR DON FARRELL Minister for Trade and Tourism

PETER HURLEY AO

Former AHA|SA Vice President, AHA|SA Life Member

Ian entered the AHA family to head up our Group Training Scheme. The late Bill Spurr AO identified his talent and promoted Ian to manage our newly formed IR Advocacy service.

Then, when Bill departed in 1985 to head up the school of Tourism & Hospitality at Adelaide TAFE, the AHA Council had no hesitation in replacing him, from within our own ranks, with Ian Horne.

What an incredibly inspired and successful decision that proved to be.

Ian’s credibility as an industry advocate has been based on his honesty.

You are not taken seriously by the bureaucrats, regulators, media and political operatives over a long time, if they think you are a bull duster.

It’s the trust that follows the perception of honesty that leverages your ability to influence outcomes that are important for the state, for AHA membership, and the tourism and hospitality industry at large. That trust and respect is why Ian was appointed to committees and boards in the IR domain, festival & event boards, training, economic recovery, venue management and most notably the SA Tourism Commission for many years.

“His major achievements over this long career will be well documented by others but include:

• driving the introduction of gaming to the industry’s service offer

• the creation and licensing of IGC as the sole, industry-funded monitoring authority

• creation of world-leading harm minimisation strategies

• seeing off the political aspirations of those who sought to destroy the industry

• and much more.

The broad tourism industry, the entire hospitality sector and AHA membership have been massive beneficiaries of his intellect and negotiating skills. The Hurley family have also benefited from that, with a close family friendship with Ian and Lyndsay that will doubtless transcend his tenure at the AHA.

PETER BRIEN Former AHA|SA Vice President, AHA|SA Life Member

The AHA|SA has evolved from being an organisation that was mainly worried about the price of pints, to being almost a political organisation. We’ve been very fortunate that we’ve had the right people at the right time.

When the late Bill Spurr AO announced his resignation,

I remember our President, Peter Whallin, ringing me up and saying ‘We’re never going to get another Bill Spurr.’ We didn’t. We got Ian Horne, which has been fantastic. But then Ian thought the grass was greener on the other side of the fence and went off to the Motor Trade Association for a while. Eventually we got him back and he’s been fantastic.

Ian’s ability to appreciate the problems and issues of owner operators, at the same time as handling issues which affected the groups, was outstanding. Across the whole gamut of the industry, from on premise food & beverage, take away liquor, gaming, IR and anything else which cropped up, Ian had a handle on it. He was a confidant of publicans from city and country, large and small.

The industry has been very privileged to have had the services of a great bloke.

RETIREMENT DINNER

Over 200 people gathered for Ian Horne’s retirement dinner on June 6 at Adelaide Oval , celebrating his enormous contribution to the SA hotel industry. In attendance were many current and former Members of Parliament, industry stakeholders, AHA|SA councillors and AHA|SA Staff.

Watch Video 

MARK HENLEY Life Member SACOSS Chair of the former Heads of Christian Churches Gambling Taskforce

Ian Horne is retiring – and about time too!

Though I confess this is not an original response, Ian said the same about me last year when I (semi) retired. His retirement has caused me to reflect on engaging with Ian for the better part of 30 years, I’m no doubt best known by the AHA for advocacy opposing the introduction and proliferation of poker machines, but there were matters we agreed on too.

One of my first memories of Ian, however, predates pubs, pokies and politics. It was a camping ground in Devonport, Tasmania in the Summer of 1979. There was a group of us one summer evening, swigging Stone’s green ginger wine and a local brew, who’s nomenclature was described by a guy in the bottle shop as “boags, bo-ags or bogs.”

Still, the brew was cold and tasted OK. We were both travelling around Tasmania, albeit in opposite directions, though with many a friend in common. To both groups Ian, of course, was with the motor cyclists, riding his 750 Honda.

I’d known of Ian as son of Rev KD Horne, Director of Home Missions with Churches of Christ and Ian was one of many sons of the Manse who were great mates and knew how to enjoy life. It’s fair to say that they all retained strong values in a diversity of careers. Ian’s passion was motors and he trained as a mechanic. He was always keen to test the smoothness of the acceleration from the motors that he worked on!

Fast forward to early 1990s, when there was a strong push from the hotels and clubs sectors to introduce poker machines into South Australia. I was Chair of SACOSS, the SA Council of Social Service and as our members were adamant that poker machines would cause harm for many people, we campaigned actively against their introduction.

I vividly remember leading a delegation to meet with Premier, John Bannon and eloquently putting our case for the Government to reject the proposal to legislate to bring pokies into SA. I recall concluding our case and

the Premier looking me in the eye and saying “I agree with everything that you have said Mark”. My pulse quickened momentarily thinking that our campaign had been successful.

“But” the Premier continued, “we need them to help boost the economy.” And with the long shadows of the State Bank debt looming over the State Budget … my heart sank. Ian Horne had beaten us to the Cabinet, the die was cast. South Australia was going to have poker machines.

I won’t re-prosecute our case against pokies, nor the detail of subsequent campaigns and challenges – some things we’ll never agree on, rather I reflect on Ian Horne as a fellow advocate, seeking to improve life for the people of our fantastic state.

A few years later and another Premier, Mike Rann, and another pokies debate, I recall walking into the visitor’s gallery at Parliament House for the debate. The gallery was full of AHA members - and the Premier played to this gallery for the entire debate.

Ian Horne again, impeccably organised and knowing which strategy to apply when. And it wasn’t just one element of a strategy, there were media stories from hoteliers in every media outlet, visits to parliamentarians and more.

Ian was always meticulously organised, clear about what he wanted to achieve for his members, clear who his allies were, clear who was likely to be opposing and had a clear strategy obviously backed 100% by the AHA Board and executives. This is part of what has made Ian an outstanding AHA CEO.

While I haven’t seen Ian in action behind closed doors at the AHA offices, I suspect that his persona with members, the Board and staff is much the same as his persona outside the AHA walls. He is always calm (or at least giving that impression) and clear in his role and plan. He is rational and methodical in executing any campaign. I can’t recall ever hearing Ian raise his voice. It’s also been my observation that Ian doesn’t mind a little mischief from time to time. For example, I’d have an interview on a social policy topic with Matt (Abraham) and David (Bevan) on ABC mornings and the interview would conclude with a question like “why do you like the casino so much?” I suspect that Ian had found a way to stir the pot, to his advantage – but we might never be sure. He is adept at giving the right words to the right people at the right time. For the record, I had and have no favour for any casino.

I also reflect that, arguably, Ian’s greatest strength is that he has always been respectful - unlike other parts of the gambling industry. He has never sought

to intimidate or to belittle people who disagree. Above all Ian was, is and remains a decent human being who treats colleagues and opponents alike with dignity and respect.

The mechanic has kept the AHA engine purring with every part of the machinery tuned and balanced and

the components working together in harmony. He also knows how the mechanics of government work too.

Of course, apart from being a sensational advocate, he is good fun to be with, ideally sharing a beer, a Jasmin curry or a decent red. Best wishes with whatever comes next. Congratulations Ian.

ROB LUCAS Former Treasurer of South Australia

Ultimately it was a single vote in the Legislative Council which was finally confirmed late at night that saw the passage of the legislation which has meant so much to the hotel industry.

This debate demonstrated clearly many of Ian`s attributes working on behalf of his members. He was always well briefed with exceptional knowledge of the hotel sector and together with his common sense, patience, sense of humour and willingness to compromise was a key factor in helping achieve what his members wanted.

Ian Horne commenced his career with the AHA in 1983 which was a year after I entered Parliament, which means I have had the pleasure of interacting with Ian and the AHA for about 40 years.

So I have lost count of the number of `interactions`

I have had with Ian and the AHA over those years. Whenever I saw DoubleH in the diary (Horne and Hurley!) I knew I was going to get the detail of the AHA view on some issue, or issues!

So much has changed in that time, including the introduction of the casino and gaming machines, together with gambling regulation and taxation changes, smoking bans, trading regimes and the challenge of interactive gambling options.

Unless you were actively involved in the 90`s debate on gaming machines you can`t fully understand the complexity, intrigue, controversy and political manoeuvring of that time.

Ian and the AHA were obviously actively engaged throughout that debate with Clubs SA and all other interested parties, lobbying all MPs because it had been designated as a conscience vote for MPs.

Ian and the AHA were active participants in negotiating amendments and seeking compromise to try and gather the numbers to achieve the objective of the AHA and Clubs SA.

I was forever grateful for Ian sharing every month the monthly NGR figures which he used to remind me of the impact of smoking bans and other changes on the viability of the hotel sector! After some years when I stopped receiving them, I asked to be reinstated and I was delighted to see the significant turnaround in those figures which I quoted back to him whenever hotel sector viability was discussed!

Ian of course also helped put the AHA view on many other policies which impacted all industries, such as workers compensation, health and safety, federal taxation and industrial relations changes.

Whilst we didn`t always agree on issues I have always enjoyed my personal interactions with Ian over those 40 years. Whether in opposition or government, Ian was always prepared to take a call or have a meeting to explain the AHA view on an issue. The AHA has benefitted from this approach and Ian`s commitment.

At the end of those 40 years the only changes I noticed was that he had a lot less hair and he stopped drinking alcohol with me!

I wish Ian good health and happiness in his future challenges and issue a cautionary note that grandchildren offer as many challenges as managing AHA members!

Ian has served the AHA in SA as CEO for over three decades. It is an extraordinary achievement and testimony to his dedication and the complex set of skills he possesses in leading such an iconic and influential Association.

He is an expert in Association management.

He has made an outstanding contribution to the hotel and tourism industry and the hospitality sector as a whole. Wherever he travels he is well known.

As CEO he has demonstrated both nuanced political and policy skills as well as tough hard campaigning work when needed.

He has been a tireless worker in pursuing the interests of his members.

Along the journey he has always acknowledged the support of the brewing industry and Coopers has enjoyed a very good working relationship as we have navigated the various overlapping challenges our broader industry faces together.

He will be greatly missed and at a personal level, having known Ian for a long time, I will miss his insightful conversation and understanding of the political environment and his cheerful disposition.

His retirement is well earned but his experience and commitment to hotels, hospitality and tourism will not be lost to our marvellous industry as he pursues other interests but still close to home.

When I was lucky enough to be appointed to the AHA back in 2015, one of the best tips I got was to “make sure you touch base with Ian Horne as soon as you can”. From my background running two racecourses and a licenced club, I was familiar with the hospitality industry and many of the industry stakeholders.

However, I was new to the AHA way of doing things –especially as it related to the Association’s own internal culture and processes.

The AHA is a big complex organisation with 5,000 members spread over eight branches and a wide range of issues it must deal with at the state and federal levels.

The membership itself is diverse, with members ranging from small country pubs to metropolitan five-star hotels – and everything in between.

So, I copped the tip early on and spent time talking with Ian … and the conversation has never really ceased.

I was smart enough to realise that when I didn’t know something, Ian probably would – and he never let me down.

There is no one else in the AHA who has a better political antenna or is a better people manager.

When we set out on the path to amalgamate with the Accommodation Association, then National President Scott Leach made the inspired decision to have Ian assist me with all the legal, financial and cultural complexities.

The amalgamated accommodation division commences on 1 July.

It simply would not have happened without Ian.

Ian certainly is a man of many talents – I wish him all the best – and I am glad he will still only be a phone call away!

STEPHEN FERGUSON CEO, National AHA

CAM PEARCE Executive Director, Coopers Brewery

MARTIN FERGUSON AM Chairman, National AHA

The retirement of Ian Horne as CEO of the AHA South Australia sees the departure of one of the hospitality sectors most outstanding leaders, at both a state and national level.

Over many years, Ian has steered the industry through a period of dramatic changes, it being more attractive and community-orientated today than when he first took the job.

Whilst the introduction of gaming machines into pubs and clubs is probably the most revolutionary change under his stewardship, the biggest change is in the culture of the industry. When Ian started, pubs and clubs were seen as male orientated, with limited trading hours including no Sunday trade and little to offer other than alcohol in a smoke-filled environment.

Today, our hotels are modern community orientated venues that offer family and friends a range of offerings including high class meals, event facilities

and accommodation. For many young people setting out to work they also represent their first taste of employment in an inviting environment.

As you also drive around the Adelaide CBD, suburbs and regions the dramatic change in accommodation offerings is also in stark contrast to the old days. Tourism is now a vital part of the Australian and local economies with major international chains now aggressively pursuing local opportunities.

Ian’s wealth of experience and wisdom was recently called upon to assist nationally in helping to facilitate the long outstanding merger of Tourism Accommodation Australia and the Accommodation Association of Australia. The success of these discussions will be to the long-term benefit of Australia and Ian’s role was instrumental in helping achieve this outcome.

Ian’s standing as an outstanding hospitality leader also saw him appointed to a range of Board’s including the SA.Tourism Commission, Business Events Adelaide, Host Plus, Hospitality Group Training and Independent Gaming Corporation where he made a highly valued and respected contribution.

We wish Ian, Lyndsay and extended family a long, healthy and enjoyable retirement. The hospitality sector today is more prosperous, vibrant, and attractive than when you first entered it.

Ian thank you for a job well done!

ANDREW DANIELS Chairman, Adelaide Venue Management Corporation & South Australian Motorsport Board

Ian has always been a staunch supporter of the importance of major events in attracting people and business to South Australia, and also in ensuring that the hotel sector grasps the benefits that can flow from these events.

Ian has been a consummate professional. Eloquently, (and fiercely at times) putting forward the views of the hotel sector on issues as they arise and, when necessary, standing up to governments of all persuasions for the benefit of hoteliers.

I have had the privilege of working with Ian for over twenty years on the development of both tourism and major events in South Australia. This connection has been through his position as head of the Australian Hotels Association and also as a long standing Director of the South Australian Tourism Commission.

While I wish Ian all the very best for his retirement, I do note that we are very fortunate that Ian will be retaining an involvement as a Member of the Board of the Adelaide Venue Management Corporation. In this position, I am sure Ian will be continuing his relentless push to further grow our conference and convention business for the continuing benefit of the hotel sector and South Australia as a whole.

Hostplus is a top-performing super fund that puts members first. That’s why we’re proud to have been named the 2023 Fund of the Year by third-party ratings agency SuperRatings. Judged across three areas: strong performance, competitive fees, and an ongoing focus on members, we’re thrilled to receive this recognition.

The rating is issued by SuperRatings Pty Ltd ABN 95 100 192 283 AFSL 311880 (SuperRatings). Ratings are general advice only and have been prepared without taking account of your objectives, financial situation or needs. Consider your personal circumstances, read the product disclosure statement and seek independent financial advice before investing. The rating and awards are not recommendation to purchase, sell or hold any product and are only one factor to be taken into account when choosing a super fund. Past performance information is not indicative of future performance. Ratings are subject to change without notice and SuperRatings assumes no obligation to update. SuperRatings uses objective criteria and receives a fee for publishing awards. Visit www.lonsec.com.au/superfund/ratings-and-awards/ for ratings information and to access the full report. © 2022 SuperRatings. All rights reserved. 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. Awards and ratings are only one factor to consider. Host-Plus Pty Limited ABN 79 008 634 704, AFSL 244392 trustee for Hostplus Superannuation Fund, ABN 68 657 495 890. HP2390

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

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

Big Shed Brewing Concern 8240 5037

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

Mighty Craft 0434 269 997

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

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

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

SCS Group 1300 664 647

COFFEE SUPPLIERS

Grinders Coffee 1300 476 377

COMPUTER & IT SERVICES

Compnow 8133 8000

ENERGY & SOLAR SOLUTIONS

Class A Energy Solutions 8391 4853

Trans Tasman Energy 1300 118 834

EQUIPMENT/SUPPLIES/HARDWARE

Bunnings Group 0435 630 660

Bunzl 08 8245 6222

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

St John 1300 360 455

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

The Lott 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

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

Scientific Games 0400 002 229

Statewide Gaming 0448 076 144

HEALTH INSURANCE

Bupa 1300 662 074 (#2146982)

HOTEL BROKERS

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

INFORMATION SYSTEMS/SITE PREP

Max Systems 8275 9700

INSURANCE

Aon Risk Solutions 8301 1111

I.T. PRODUCTS & SERVICES

Boylen 8233 9433

KITCHEN & BAR EQUIPMENT

Bunnings Group 0435 630 660

Bunzl 08 8245 6222

Mister Lincoln 0402 777 326

Stoddart Food Service Equipment 0468 923 320

LEGAL SERVICES

Eckermann Lawyers 8235 3990

Ryan & Co Solicitors 0421 595 815

Wallmans Lawyers 8235 3000

MEDIA

Boylen 8233 9433

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

PROPERTY VALUATIONS

Knight Frank Valuations & Advisory 8233 5222

RETAIL LIQUOR MARKETING

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

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 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.

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.

CORPORATE PARTNERS 2022/23

Ainsworth Game Technology

Australian Liquor Marketers

BankSA

Big Screen Video

Bluize

Boylen

Bunnings Group

Campari Group

Digital Marketing AOK

Foxtel

IGT

Konami Australia Pty Ltd

Liquor Marketing Group

Novatech Creative Event Technology

Oatley Fine Wine Merchants

Options Craft Liquor Merchants

Ryan & Co. Solicitors

Samuel Smith & Son

Stoddart Food Equipment

Tanda

1800 ON HOLD

A Cleaner World (ACW)

Adelaide Institute of Hospitality

Banktech

Bentleys Accountants

Big Shed Brewing Concern

BK Electronics

BOC Limited

Bunzl

Cashzone

Class A Energy Solutions Compnow

COMS Systems

Concept Collections

Eckermann Lawyers

Empire Liquor

GBay/Aruze Gaming

Independant Gaming Analysis

Knight Frank Valuations & Advisory SA

Langfords Hotel Brokers

Maxima Training Group

McGees Property Hotel Brokers

Mighty Craft

Migration Solutions

Mister Lincoln

Next Payments

Perks Accountants & Wealth

Advisers

SCS Group

Solstice Media

Statewide Gaming

St John

Studio Nine Architects

Supagas

The Banner Crew

The Kingsmen

Trans Tasman Energy Group

Vix Vision

Wallmans Lawyers

Winnall & Co

NEW AHA|SA MEMBERS

Globe Hotel Mount Gambier

Royal Exchange Hotel Burra

Commercial Hotel Burra

Old Bushman Gawler

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

COUNCIL

BRAD BARREAU ANDREW BULLOCK

SIMONE DOUGLAS

TREVOR EVANS

JASON FAHEY

TRENT 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

TOM HANNAH

ANDREW KEMP Executive Council

MATT ROGERS Executive Council

ADMINISTRATION

IAN HORNE

General Manager

ANNA MOELLER

Deputy General Manager

ALISA WENZEL

Financial Controller

OWEN WEBB

Workplace Relations

KATHERINE TAYLOR

and TAA (SA)

LUCY RANDALL

DIDIER VOLLERIN

PETER JOHNSON

JASON KELLY

GUY MATTHEWS

KAREN MILESI

ANDREW PLUSH

DARREN STEELE

LIZ TURLEY Training Coordinator

GARY COPPOLA

Legal and Advocacy

SCOTT VAUGHAN Membership & Business

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

JAMIE RICHARDSON Advertising sales@boylen.com.au

MADELAINE RASCHELLA ELLIOTT Studio Manager/Graphic Designer