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 ) J U N E 2 0 2 1
COMBAT THE SKILLS CRISIS
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JUNE 2021
C O N T E N T S
19 Hotel Manager Q&A
Kingsley Smith of the Yankalilla Hotel.
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Skills Crisis: 36 Ideas to Help Find Staff Staff shortages are a major problem for many hotels in both the metro and regional areas of South Australia. For many owners and managers, it’s their number one problem. There are many accounts of venues receiving little or no interest in job ads, while those that do apply lack the required skills. I N
T H I S
Don’t Get Caught Out – Getting it Right With Salary Arrangements
There are many benefits associated with an employee and employer entering into a salary arrangement.
I S S U E
04 From the President 06 From the General Manager 08 One for the Road with Vaughany 10 Regional Meetings 12 Why One Bookkeeper Could Cost You More Than a Team 14 Skills Crisis: 36 Ideas to Help Find Staff 19 Hotel Manager Q&A: Kingsley Smith
20 Don’t Get Caught Out – Getting it Right With Salary Arrangements 24 Funding for Electric Vehicle Chargers 26 AHA|SA Partner News 27 Hotels Praised for Embracing FRT 28 AHA|SA Corporate Partner Directory 29 AHA|SA Corporate Partners 2020-2021 30 AHA|SA Office Holders and Publishing 31 Gaming Care
27 Hotels Praised for Embracing FRT
The State Government has praised hotels for the take up of Facial Recognition Technology.
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Years Serving the SA Hotel Industry
From the President DAVID BASHEER – AHA|SA PRESIDENT
Moving Forward, Not Backwards The AHA|SA has launched an extensive campaign urging all South Australians to continue to scan into venues. Looking at what unfolded in Victoria simply reinforces our continual vulnerability. QR scanning is critical to allow contract tracers to quickly track any outbreak, keep South Australians healthy and, in turn, it helps keep our businesses open and our jobs in place. It has been 12 months since our tentative reopening. Can you remember when we celebrated being allowed 10 people in our pubs?! We still ride the roller-coaster, as the following facts starkly illustrate: 1. We were told in late April last year that downloading the COVID-SAfe app was our ticket to normality. 2. Then it was adhering to the various restrictions. Some of those restrictions we understood, others made little sense. Many seemed too onerous. Yet we did what we had to for the good of all South Australians. 3. In August we had COVID-SAfe marshals imposed upon our business. We were assured that was our ticket to freedom.
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4. Before the November lockdown, that changed, and it became QR codes. 5. Now we have learnt our return to normal trading will be governed by how many people get vaccinated. SAPOL has been consistent in its view it is QR codes that are the most important weapon to allow business to return to normal. We will continue to back SAPOL’s initiative. It is a simple obligation that has very real benefits. Please encourage your staff and patrons to stay vigilant on this. Additionally, in March and again late last month the national AHA wrote to the Prime Minister and national cabinet seeking a targeted, coordinated assistance for businesses and employees forced to close due to any snap lockdowns, such as we saw in SA in November. We cannot be caught in a stand-off between a State and Federal Government, as has occurred most recently in Victoria. A more liberal definition of a hot spot needs to be agreed upon. Clearly, the best result is for whole cities and states not to be locked down in the first place. Keeping the doors open is the best support for businesses such as ours.
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SKILLS SHORTAGE The skills shortage is fast becoming a major handbrake on our businesses and the problem is escalating. It was a problem pre-COVID-19, but when we were forced to shut down, employees moved into other sectors that weren’t shut down and many have not returned. Our people have disappeared. The issue right now is getting both quantity and quality of staff. As the feature on page 14 reports, we are suffering because of the lack of overseas students and backpackers. We have also seen a change in our pool of staff that are undertaking tertiary staff. They can now watch lectures online at a time of their choosing, which means the necessity to ‘study during the day/work at a pub during the night’ is no longer required. The feature gives some fresh ideas on how to attract the staff you need. In addition, I would urge you to speak with your local member at every opportunity so that they understand the severity of the problem and the need for government action.
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from pubs as a harm minimisation measure. Clubs were exempt. History proved it was a measure that wasn’t grounded in solid facts; it was just an action that would gain an easy headline. That was the birth of the trading round system that allows venues to buy and sell gaming entitlements. By any measure, it has been a total flop. It is time to remove the bureaucracy and let private enterprise take over. We can already buy a hotel - complete with the liquor license and gaming entitlements - privately. The time is overdue to allow venues that hold a gaming licence to trade entitlements between each other, with the role of the bureaucracy restricted to approving the process just as it does with other license transfers. This would suit business and trigger activity to allow the remodel of the remaining (approx) 700 gaming machines and put a stop to that flawed policy of removing 3000 machines from the hotel sector.
GAMING MACHINES: TIME TO CHANGE Way back in 2005 the then Rann Government compulsory lowered the number of gaming machines
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David Basheer, AHA|SA President
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From the General Manager IAN HORNE – AHA|SA GENERAL MANAGER
Show Us Your Tick – AHA|SA Launches QR Check In Campaign As the President has highlighted in his column, the AHA|SA has recently launched a campaign to increase community support and cooperation around QR check in at hospitality businesses. Show Us Your Tick is an education campaign aimed at hospitality businesses and their patrons, highlighting the importance of checking in whenever visiting hospitality venues. Customer QR check in is the single most important thing that people can do to assist South Australians to enjoy a restriction free lifestyle. Why? Checking in to a venue provides SA Health with the assurance that contact tracers can quickly identify close contacts in the event of an outbreak, keeping South Australian’s safe, and businesses open. The clear message to consumers is when visiting a local hotel, don’t be offended if staff ask you to show them your tick. It is our way of ensuring that we are working together to protect South Australians’ health, jobs, and businesses. There is no doubt that South Australia has done incredibly well in our response to the pandemic, and the community has always done its best to comply with government restrictions so let’s encourage our customers to keep up the good work and make sure 6 | Hotel SA | W W W . A H A S A . A S N . A U
all patrons check in when we are out supporting their favourite venues, and let’s see the industry return to restriction free trading as soon as possible.
“Customer QR check in is the single most important thing that people can do...” This campaign is about satisfying SAPOL that QR Scanning is strongly supported by hospitality customers, and therefore providing them with the comfort to continue to allow us to trade at 75% capacity and move to 100% capacity in the foreseeable future. The recent interstate experience in Victoria as a result of their sudden 7-day lockdown has found that many hotels and hospitality venues were sadly lacking in their QR check in compliance, and therefore compromising the efforts in that State to trace the close contacts of those tested positive within the community. Of course, the Victorian Government also shares in the blame for failing to implement a single regulated QR scan system until last week. Courtesy of the SA Centre for Economic Studies, we in SA know the consequences of lockdowns - the November 2020 three-day event cost the SA Hotel Back to Contents
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sector in excess of $100 million. It is estimated that the cost to the Victorian economy of their latest closure will exceed $1 Billion. So please take the time to share campaign information with your staff and encourage them to ask patrons in a polite and positive manner if they have checked in – this approach is now the ‘norm’ in NSW and Queensland and compulsory in Victoria. What you can do to make it absolutely easy is ensure that your venues QR code is displayed in multiple places in addition to entrances. Why not place them on every table, on bars, on the back of toilet doors, on rest room mirrors. We can only expect to retain and improve trading conditions if we demonstrate a commitment to making QR scanning work. We really need members support to protect SA businesses and SA jobs. The Show Us Your Tick resources can be found on the AHA|SA website. The AHA|SA has distributed Show Us Your Tick posters to member hotels to display in their venues. SA hotels are working hard to comply with QR check in requirements.
Show us your tick to help us protect South
Ian Horne, AHA|SA General Manager Back to Contents
Australians’ health, jobs and businesses.
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Scott’s Spot Hello all and welcome to the June edition of Scott’s Spot. This month’s edition will cover the usual short stories and photos that have occurred over the last month. REGIONAL MEETINGS There were two bumper Regional meetings held throughout May, with attendances for both the South Coast Hills and Gawler & Barossa nudging 70, which must be extremely close to a world record for both of these areas. A massive thanks to the Murray Bridge Hotel and the Vine Inn Barossa for hosting the events, along with all the members and corporate partners who attended. Based on attendance levels, there is an appetite to socialise and the chatter and noise during both lunches was just a beautiful thing! AHA|SA OFFICE NEWS Stories on the office front have been on the quiet side this month, however a disturbing note was dropped on my desk this morning regarding Owen Webb’s sense of direction.
interview with Lynton Cram, I have added a few more to the portfolio which I will call, “Interview with the AHA|SA” For this month, see interviews with Andy at the Cudlee Creek Tavern along with Angie at the Mount Torrens Hotel . I will be featuring 2 each month so let me know if you would like to be involved.
It you are driving out of Murray Bridge back to Adelaide it is nearly impossible to get lost, or so you would think. Either take Adelaide or Swanport Road which leads to the freeway, load up the travelling music on Spotify and hit cruise control. Well not so on the day of the Regional at the Murray Bridge Hotel for Owen. All started well as he headed out on Swanport Road, however he missed the right-hand turnoff under the bridge. Seeing the Swanport Hotel to his right, Owen recognised his error - which is fair – however, he then drove back under the bridge after negotiating a U-turn, missing the freeway turn-off now on his left for the second time. By the way, the signage there is not too bad. By all accounts, Owen who is known for his patience, was starting to crumble as anger kicked in. By chance only, he had made his way on to Old Swanport Road which leads into Adelaide Road and guessed left which got him directly onto the freeway. I can’t recall anyone ever getting lost coming out of The Bridge. Love your work, Owen! As luck would have it, someone who recognised Owen took a snap while he was negotiating the map of Murray Bridge. After the amazing feedback regarding the video 8 | Hotel SA | W W W . A H A S A . A S N . A U
Following are a few quick snaps over the last few weeks. I was lucky enough to enjoy a couple of walkthroughs with the nearly completed Bridgeport Hotel in Murray Bridge, and the Rezz Hotel in Newton. At time of writing, both are just weeks away from completion. I took a couple of snaps, which don’t do each venue enough justice at all, however I am hanging for the result with both sure to feature in Hotel SA over the coming months. Back to Contents
on the road A quick snap taken by Richard Hamood, Licensee the Rezz from left, David Johncock Construction Manager, Didier Vollerin, Fred Hamood and yours truly. Only a few weeks from opening and will be spectacular.
The classic Kentish Hotel on a beautiful late Autumn afternoon.
Thanks to Bridgeport hotel GM, Mary Lou for taking Steve Markham and myself on guided tour of the unrecognisable Bridgeport Hotel. Spectacular views, rooms and facilities set to open early June.
Looking in from the deck at the Mosaic Hotel . The classic Kingsford Hotel , Gawler.
Thomas Zinn GM at the truly wonderful Indigo Hotel taken on the rooftop bar and level 1. Urge all to have a look.
Early evening at the British Hotel , North Adelaide.
To finish off, I would like to congratulate the Victory Hotel being named in the top 10 pubs by the sea as featured in Sunday Mail Escape section back in April. A fantastic venue with world class views and sunsets. To Doug, Matt and the team, we raise our glasses!
Hotel Indigo.
Bye for now. Back to Contents
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R E G I O N A L
M E E T I N G S
Thank you to our terrific members for hosting exceptional regional meetings through May and early June. Thanks to Karen, Nick and the team at the Murray Bridge Hotel for hosting a superb event on 11 May, to Chris and the wonderful team at the Vine Inn for a fabulous German style lunch on 25 May, and to
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Josh, Megan and their wonderful team at the Marion Bay Tavern for hosting the Yorke Peninsula AHA|SA regional meeting on 8 June. These meetings were well attended by members and Corporate Partners and are a great way for those in the industry to learn, connect and network.
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Regional
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Why One Bookkeeper Could Cost You More Than a Team Off the back of our article Maximising your Tax Advantage last month, we’ve had a number of Publicans enquire about our closing comment on keeping strong bookkeeping practices in check and whether this is best done building talent in-house or out-of-house, especially when faced with the ongoing challenge of their operation’s needs outpacing their internal resourcing. For many organisations, their bookkeeper acts as a central point for their financial operations , regardless of whether they work inside the business, or are an outsourced supplier. This can take the form of the business’ bookkeeper having combined responsibility for specific bookkeeping tasks, and also crossing over to operation duties. Whilst this is a convenient way to operate, it can increase risk as there is a lack of segregation of duties, plus it often causes inefficiencies. Inefficiencies can take place where the bookkeeper takes on responsibilities that should sit with other roles within the organisation, causing duplications and a lack of understanding. Segregation of duties can be difficult to achieve for many operators, so outsourcing is a way of achieving some segregation and therefore reducing the opportunity of fraud and increasing the ability to prevent costly errors. Below are some examples of key financial areas in a business that should be managed separately: • Processing invoices and authorising payments • Ordering, invoice checking and processing • Credit card access and reconciliation IS IT TIME TO REVIEW YOUR OPERATION’S BOOKKEEPING? Elizabeth Elliot , our Director of Bookkeeping at Perks shares with us some insight into how to go about assessing this. “Before setting down the path of selecting a bookkeeper for your business, all operators should ask themselves the following questions: • When your current bookkeeper is sick or on holidays, what is the impact on your business? • If your current bookkeeper were to leave your business, what would the impact be? • How many “backups” do you have trained that can step into the shoes of your bookkeeper for any given duration of time? 12 | Hotel SA | W W W . A H A S A . A S N . A U
• How many of the following areas below are managed by the same person/manager? - Purchases/Accounts payable - Sales/Accounts receivable - Payroll - Bank accounts and reconciliations” If, like many operators, you find that it is difficult to succinctly answer any one of the above questions, chances are that your organisation has a highly centralised practice of bookkeeping. Whilst at the best of times this may provide a sense of control, it can easily derail if the person in question is absent from the business for any length of time. HERE ARE SOME OF THE KEY WAYS AN OUTSOURCED BOOKKEEPER CAN HELP YOUR BUSINESS 1. Agility for your business By having well-maintained books and processes, you will gain a clearer picture on your financial and operating position. In addition, by having the added benefit of centralising your information into a cloud-based system means that you can access information on your business in realtime, enabling you to make well-informed decision or pivot where necessary. Relationships are also critical to good business practices. Having an outsourced bookkeeping team can enable you to streamline your accounts payable and receivable processes, minimising delays and keeping you in good standing with your customers and suppliers. 2. Peace of mind A robust, well-resourced bookkeeping team should be able to deliver 365-day year-round coverage to ensure that your business’ needs are always met. This means that your business should not be subject to staffing ebbs and flows, such as annual leave, sick leave and staffing changes. 3. Fixed costs With a seasoned bookkeeping team, you should benefit from being able to negotiate the scope of work and subsequent fees upfront. In a well-resourced bookkeeping partner, this means that your supplier can work on a fixed fee model that suits your business requirements. Your supplier should also be able to provide experienced and qualified staff in whom they Back to Contents
invest training and ongoing development at their own expense. This means that you should no longer have to worry about bearing the ongoing internal costs of hiring, training and managing (and paying) bookkeeping staff because your provider will have it covered. 4. Scalability An experienced bookkeeping supplier should be equipped to work with you in any number of ways whether it be the full outsourcing of your accounts and bookkeeping functions, or taking care of a single component of the bookkeeping function; whatever suits your overall needs. And if your needs change, your bookkeeping partner should have the ability to scale accordingly and in a timely fashion. 5. Easier collaboration The strength of your team working towards the common goal of your business is key. Regardless of whether you use outsourcing to complement your internal team, a well-established external bookkeeping team should act as an extension of your team. They should be able to provide tangible examples and referees that can attest to how they have helped alleviate time, divided focus and reduced burden from the internal staff of other organisations. It is also critical that your operational bookkeeping translates seamlessly into the information that your Accounting Partner requires to meet your business’ compliance and reporting needs. Regardless of whether your accounting partner sits on the other side of the country, or next door to your bookkeeping partner, having your processes and information welldocumented and organised into an accessible, multiuser, cloud-based environment means less time spent (and billed) sorting through the information. 6. More security The nightmare of all operators is the impact of a fatal hardware/software/server crash. With so many businesses storing key information on spreadsheets and on desktops, the vulnerability to an unforeseen computer crash is fodder for business nightmares. Informed, modern, outsourced bookkeeping teams help to alleviate these fears. Supported through a cloudbased environment, your day-to-day financial operations are run and backed up in the cloud. Goodbye local hardware, software (or personnel) crashes!
Pat Hodby
Check that the credentials and listed partners of your bookkeeping team match your expectations of a supplier that is constantly evolving, staying on top of the changing technology and qualified to assist your business get the most out of the available tech and software. Is your provider a Xero Platinum Partner? Are they well-versed with MYOB, Quickbooks and other legacy systems? Without proven experience with a variety of systems, it might be questionable as to whether they will be equipped to ensure that your everyday bookkeeping information is accessible at the touch of a button. 7. Specialised expertise If you are going to outsource a function of your business, you will want to ensure that you have access to a talent pool of highly skilled bookkeeping professionals whose key focus is delivering accurate and timely results for your business. The following should be queried when looking into a supplier: • How often their Team Members actively participate in ongoing professional up-skilling. • How the organisation ensures that their knowledge base is up-to-the-minute. • What are the rigorous standards that they adhere to. • Who oversees that their standards are assessed and met, ongoing? 8. Free up your headspace Finally, no plan for success is complete without a roadmap to get there. Ensuring that your bookkeeping processes match your businesses’ needs are critical in enabling your operation to run as efficiently and effectively as possible. Experienced bookkeeping providers should be able to articulate how they would go about assessing, discussing, designing, and onboarding processes to (better) support your business, if needed. A great bookkeeping team will ensure adherence to your approved processes, making sure that the right people are responsible for the right approvals and that the information they provide gets to the bookkeeping team in a fast and accurate manner. And the all-critical on-boarding process should allow for minimal to no downtime, so that your day-to-day operations are uninterrupted, and efficiencies felt from day one.
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. Back to Contents
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Tom Paine
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SKILLS CRISIS 36 Ideas to Help Find Staff For many owners and managers, it’s their number one problem. There are many accounts of venues receiving little or no interest in job ads, while those that do apply lack the required skills.
at the same time.” Competition for staff is fierce and not confined to hotels and hospitality. Other sectors, such as construction, are reporting a similar problem, where it has been claimed that “for every five skilled trade workers who leave the industry, only one new hire replaces them.”
COVID-19 has delivered a triple-whammy:
STAFFING HEADACHE
Staff shortages are a major problem for many hotels in both the metro and regional areas of South Australia.
1. During lockdowns, staff that were stood down found work in other sectors and have not returned to hospitality. Many have moved into the booming mining sector. 2. The closure of Australia’s borders virtually closed the pipeline of staff who are overseas students or on working holiday visas. 3. A strong rebound after lockdown has led, in some areas, to record consumer demand that requires more staff than ever before. For example, a backlog of weddings and delayed birthday celebrations added to the pent-up demand of people that had been confined to home for an extended period. Better-than-expected economic figures has seen a fall in unemployment figures for South Australia. This strength in jobs is the case nationwide, so it is no surprise to find that staff shortages in hospitality is an Australia-wide problem. In fact, staff shortages in hospitality is a global problem. As one person put it: “Everybody in the world is hiring 14 | Hotel SA | W W W . A H A S A . A S N . A U
Staff shortages creates many problems for hotels, including: 1. Paying overtime hurts margins. So does increasing incentives to attract new staff. (In the UK, restaurant group Hawksmoor is promoting bonuses scaling up to £2,000 to their who recommend friends for jobs.) 2. Increased demand on reduced staff numbers means you run the risk of burn out for existing staff 3. Customer service can suffer, leading to reputation damage. 4. Hours are being wasted on job search activities, often with limited return. The ABC quoted one owner as saying: “"I used to have a lot of people just walk in looking for a job … at the moment I have to say, I have zero resumes.” 5. There are reports of hotels and restaurants imposing caps on numbers because they can’t get the staff, or closing on certain days. Back to Contents
GOVERNMENT RESPONSE When you take 115,000 people on working visas out of the system, there is a clear need for governments to help solve the problem. Staff shortages don’t just constrain individual businesses, it is also puts a brake on economic recovery. Compounding the problem are reports of a lack of affordable housing in some country areas, effectively blocking new employees from relocating. 46,000 hospitality jobs are currently advertised online but industry leaders say the real shortage may be much higher. Restaurant and Catering Australia estimates the number of positions is closer to 100,000. "We are sick of hearing it's a nice problem to have, it's actually a bad problem," Hospitality NT CEO Alex Bruce told the ABC recently. The Federal Government has temporarily lifted the fortnightly limit of 40 hours of work for international student visa holders who have jobs in hospitality It has also added hospitality to the list of “critical sectors” for a COVID-19 Pandemic Event Visa. Temporary visa holders will be able to access the 408 COVID-19 Pandemic Event Visa for a period of 12 months if they work in the tourism and hospitality sector. Some are calling for the government to allow vaccinated workers to return to Australia, but this is usually for highly skilled workers, not people who will cook, serve or clean. In the USA, where the situation is equally dire, legislation has been proposed for incentive payments for people who return to work.
Ideas to Find New Staff
Recruitment has become a top priority and hotel owners and managers have to compete harder for a reduced pool of staff. Here are some ideas to help: 1. First, stop the drain. Understand why staff are leaving and be prepared make changes to hold onto your staff. What are you doing today to make your venue a great working environment? What is the biggest complaint from staff that walk out the door?
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2. Know staff shift preferences (e.g. what days and hours suit them best) and try to deliver on this. This is often impossible but you can give priority to your best staff. 3. Pump up your staff social club. Get happy staff to spread the word. 4. Look beyond your traditional channels to find staff. 5. Hire under-skilled staff and upskill them. 6. Get ideas from others. Hilton DoubleTree in Alice Springs is flying in staff from interstate. 7. One restaurant has called on extended family to help out. People in suits during the day are helping in kitchens when they finish their day job. 8. Country pubs could consider helping with relocation costs. Or finding accommodation. Offering better discounts for meals. 9. Country pubs could also look at providing accommodation. The snowfields fit four or five workers into a room during the snow season. 10. Make it a topic of conversation with everyone you meet. ”Turn over more rocks” in your quest to find your next great employee. 11. Another chain offers $100 gift cards to anyone who refers an applicant who is employed and is still employed after 45 days. And yet another venue provides $150 bonuses with a 90 days caveat. 12. Remember the example of Hawksmoor earlier in this article? Staff referrals earn a bonus - $365 for the first, $550 for the next one, and up to $3,650 for five friends. 13. You don’t just have to restrict these types of schemes to staff. You can make a similar offer to customers via your email database. It could be a free meal, gift vouchers etc. 14. Hire a staffing agency. See page 28 for AHA|SA Corporate Partner Directory. 15. Look at where tasks can be replaced by automation, freeing up staff to work in other areas. For example, your online reservation system? Inventory software? Can you outsource laundry? Rostering? W W W . A H A S A . A S N . A U
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16. Use social media – both your own posts and paid advertising. Instagram, Facebook, Twitter and LinkedIn. Online advertising is quite cheap and you can set a daily limit. Consider putting a set amount to this as a trial. 17. For higher tier roles, consider advertising LinkedIn because of its job seeker reputation. Check out LinkedIn’s recruiter tool. It uses insights from its network to provide you with candidates. 18. Still on social media, younger staff are guaranteed to check out your hotel via social media. If you don’t project the right image, there’s a good chance they will pass you by and take a job at a more suitable company.
20. What’s the most visited page on your website. Probably your home page. So, put a “We’re Hiring” feature block on this page. 21. What’s the next most popular page? Your menu pages? Find a way to put a “We’re Hiring” message on these pages too. 22. Spread the word among local schools and tertiary education providers. 23. You may be able to persuade an older, experienced person to come out of retirement for a while. Think of former employees. You will never know unless you ask them. 24. Promote from within. Good staff appreciate the status of a promotion and the opportunity to learn new skills. 25. Don’t obsess trying to find the perfect candidate. Get a person with a good attitude and train them. 26. Look outside your traditional pools. For instance, you could approach a local association for people from other countries. Many have difficulty finding work because they lack local networks.
19. Put your best face forward. Include a page on your website that talks up the benefits of working for your hotel. Consider setting up a separate website. Include testimonials (now known as social proofing) from happy staff. Promote the social life, the great management, the flexibility etc.
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27. How are your job ads looking? Do they have the right “vibe”? For example, if you are seeking bright enthusiastic people to work in hospo, make sure your ads don’t sound like a bank or accountancy firm. 28. Make sure your job ads “sell” your establishment and your team. View these ads as “bait” that you are using to attract good people. Ask your marketing person to help.
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29. If you have a good candidate in an interview, make sure you sell the benefits of working for you. Turn the interview around from getting them to sell their suitability, to you selling yourself.
“46,000 hospitality jobs are currently advertised online but industry leaders say the real shortage may be much higher.” 30. Advertise on an A-frame outside your venue. 31. If you promote that you are a flexible employer, demonstrate that you are flexible from the outset. Don’t insist on a set interview period (e.g.. three candidates on Monday afternoon from 2pm to 3.30pm). 32. If you find a good person, make them an offer
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straight away. If you aren’t fast, you risk losing out to a swifter business facing the same staff shortage as you. 33. Resist the urge to employ the wrong person, no matter how desperate you are. The wrong person will provide a poor customer experience and drive other staff out the door. 34. How’s your induction? Do you lose newcomers after they have their first day or night on the job? Do they feel overwhelmed, unsupported or did you tell them you were a fun employer but the person doing the induction comes across as a tyrant? 35. This is worth repeating: tap into ALL of your networks. Social, school, special interest groups … put the word out and keep asking if people know of anyone good looking for a job. 36. Your hotel supports many community organisations, such as the local football and netball club during winter. Ask them to spread the word, put up “Work Available” posters etc.
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WHEN QUALITY MATTERS Contact your local representative sales.adl@thomasfoods.com 08 8162 8400 thomasfoods.com.au
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H O T E L
M A N A G E R
Q & A
industry insight
Kingsley Smith YANKALILLA HOTEL
WHAT IS THE TITLE OF YOUR POSITION? My title is Venue Manager. WHAT HOTEL/S DO YOU MANAGE? I manage the Yankalilla Hotel and previously the Colonnades Tavern for the RD Jones Group. HOW DID YOU ENTER THE HOTEL INDUSTRY AND WHAT HAS BEEN YOUR CAREER PATH? I entered the industry via the Hotel Adelaide as a maintenance lad changing light bulbs, pool cleaner and general yard duties. My career path started when I met the late Mr Richard Jones at the Hotel Adelaide when he was involved with the venue in the late 80’s/ early 90’s. I was promoted to store person/purchasing officer for the Hotel Adelaide and then was given a full time position closer to home (Morphett Vale) at the Colonnades Tavern in the bottle shop. From there I worked my way up to become Venue Manager in 2006 and then transferred to the Yankalilla Hotel in June 2012. DO YOU HAVE ANY FAMILY CONNECTIONS IN THE HOTEL TRADE? My aunty and uncle – Judy and Colin Rowe - had the Lobethal Hotel and then the Duke of Brunswick in Gilbert street. WHAT DOES YOUR POSITION ENTAIL? My position entails managing every aspect of the hotel, growing the Hotel, managing staff and keeping the hotel in tip top shape. WHAT ASPECT OF THIS POSITION IS YOUR FAVOURITE? I love being involved in the community and love the locals.
WHO HAVE YOUR MENTORS BEEN OVER THE YEARS? My mentor – the late Mr Richard Jones. WHAT ADVICE WOULD YOU GIVE TO THOSE LOOKING TO WORK THEIR WAY UP THE HOTEL BUSINESS LADDER? My advice is to never knock back extra shifts when offered, stay committed and show that you want to learn and are interested in various roles within the business. WHAT DOES YOUR FUTURE LOOK LIKE? WHERE DO YOU SEE YOURSELF IN FIVE YEARS? The future looks pretty good. The industry is flying with the travel restrictions keeping everyone at home for the next few years, I see myself at the Yankalilla Hotel in the future.
WHAT IS YOUR LEAST FAVOURITE PART/S OF THIS ROLE?
WHAT MAKES YOUR HOSPITALITY OFFERING DIFFERENT FROM OTHER VENUES?
Least favourite is the COVID-19 issue, a bad time for all, people getting angry about being asked to scan the QR Code or write in a register. Some people just don’t get it and can be a bit silly.
Our difference is that we are in the beautiful Fleurieu Peninsula and offer warm and friendly hospitality within a historic country hotel.
APPROXIMATELY HOW MANY STAFF DO YOU MANAGE? We have 23 staff. Back to Contents
DO YOU HAVE RENOVATION PLANS FOR THE HOTEL/S IN YOUR GROUP? Yes, the Group is currently working on plans for the hotel which will involve a few areas. W W W . A H A S A . A S N . A U
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AHA|SA MEMBER INFORMATION
Don’t Get Caught Out – Getting it Right With Salary Arrangements OWEN WEBB - AHA|SA WORKPLACE RELATIONS MANAGER
There are many benefits associated with an employee and employer entering into a salary arrangement, however it is important to ensure that employees enter into the correct salary arrangement and that they are classified and remunerated appropriately. In this article we examine the salary arrangements under the Hospitality Industry (General) Award 2020 (‘HIGA’), including how to calculate the appropriate salary level and how to determine which positions fall under which arrangement to avoid any potential backpay or underpayment claim. ANNUALISED SALARY ARRANGEMENTS (CLAUSE 24) Coverage The HIGA contains annualised salary provisions under Clause 24. Clause 24 applies to all employees other than casual employees and employees within the Managerial Staff (Hotels) classification level. An individual employee and their employer may agree on the payment of an annualised salary pursuant to Clause 24, however such an arrangement needs to be mutually agreed between the employer and the employee, it cannot be forced upon the employee. Annualised salary arrangements are suitable for any positions that fall within the classification levels 1 to 6 in Schedule A – Classification Structure and Definitions of the HIGA. For example, the annualised salary arrangement would be suitable for a Food and Beverage Attendant Grade 3 (wage level 3) position. 20 | Hotel SA | W W W . A H A S A . A S N . A U
Salary When determining the appropriate salary to pay an employee under an annualised salary arrangement, the first consideration for the employer is to ensure that the employee is paid at least 125% of the minimum weekly rate that would otherwise be applicable under Table 3-Minimum rates in the HIGA over the year. For example, the minimum weekly rate for a full-time employee at the level 3 Food and Beverage Attendant classification (as at 1 June 2021) is $832.80. If we add an additional 25%, the minimum salary that would be payable for the level 3 classification would be $54,132 gross per annum ($832.80 x 52 weeks + 25%). The annualised salary satisfies the requirements of the HIGA under clause 28-Overtime and Clause 29-Penalty rates. However, the second consideration for the employer is to ensure that the annualised salary does not result in an employee being paid less over a year (or, if the employee’s employment is terminated before a year is completed, over the period of that employment) than would have been the case if an annualised salary had not been agreed and the employee had instead been paid their weekly rate and any other amounts satisfied by the annualised salary. So for an employer it is one thing to pay 125% of the minimum weekly rate, but that does not mean the employer can simply roster the employee for as many hours as they like, because the employer still has to ensure that the employee is no worse off under their salary arrangement than what they would otherwise be as a full-time or part-time employee under an hourly Back to Contents
Annual Leave Loading Employees employed in accordance with the Annualised Salary provisions under Clause 24 are entitled to leave loading of 17.5% which applies for any leave taken and on any unused leave paid out on termination. Salary Increases It is important for employer’s to remember that if they are paying an employee exactly 125% of the minimum weekly rate, then the salary will need to be adjusted each year in line with any applicable wage increase handed down by the Fair Work Commission (‘FWC’) in the annual wage review. MANAGERIAL SALARY ARRANGEMENT Coverage rate and in receipt of all award entitlements such as overtime and penalty rates. One of the most effective means of ensuring that the annualised salary paid to the employee is sufficient, is to cost out an indicative roster for a week to determine what the employee would be entitled to under an hourly rate with all of the applicable award entitlements such as penalty rates and overtime applied. If the costing out process results in the employee needing to be paid more than 125% of the minimum weekly rate then the annualised salary will need to be adjusted accordingly. Days off and Public Holidays Under the annualised salary arrangement under Clause 24, the employee is entitled to 8 days off per 4-week period. If the employee under an annualised salary works on a public holiday, they are entitled to paid time off that is of equal length to the time worked on the public holiday or the equal length of time added to their annual leave entitlement. Where an employee under an annualised salary arrangement has a day off that coincides with a public holiday, they are entitled to one of the following under clause 35.3 of the HIGA: • An extra day’s pay; or • An alternative day off within 28 days; or • An additional day’s annual leave. Back to Contents
The HIGA also contains a Managerial staff (Hotels) classification under Schedule A.2.9. The managerial classification only applies to employees who perform work in one of the following establishments: “… Hotels, resorts, casinos, taverns, wine saloons, wine and spirit merchants retailing to the general public and other retail licensed establishments in or in connection with accommodation, with the selling of drinks, preparing and serving food and drinks, cleaning and attending to the premises and all other associated services” It is important to remember that not all employees can enter into a salaried arrangement under the Managerial classification. An employee under the managerial provisions pursuant to Schedule A.2.9 means a manager who: • Under the direction of senior management is required to manage and co-ordinate the activities of a relevant area or areas of the hotel; and • Directs staff to ensure they carry out their duties in the relevant area or areas of the hotel; and • Implements policies, procedures and operating systems for the hotel, and • Has completed an appropriate level of training in business management or has relevant industry experience, including in supervising employees in one or more areas of a hotel. An example of a position that would fall within the classification of the Managerial provisions would include the Head Chef or a Duty Manager. W W W . A H A S A . A S N . A U
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Salary For the Managerial salary provisions the base salary is listed under Clause 18.2 of the HIGA, which is currently $49,883 gross per annum (as at 1 June 2021). However, that is a base salary and therefore on top of that the employer would be required to pay any penalties for work performed on weekends or after 7pm and also for any overtime after 38 hours. As an alternative option the employer can pay a salary in accordance with clause 25 of the HIGA – Salaries absorption (Managerial Staff (Hotels)). That requires the employer to pay a salary of 125% of the minimum annual salary in clause 18.2 and that salary is (as at 1 June 2021) $62,345 gross per annum. The payment of that salary or above relieves the employer from their
THE NEW & IMPROVED
obligations with respect to a number of clauses of the HIGA including: Clause 15 – Ordinary hours of work and rostering arrangements Clause 16 – Breaks Clause 26 – Allowances Clause 28 – Overtime Clause 29 – Penalty rates Clause 30.3 – Payment for annual leave loading Clause 35.3 - Additional entitlement for full-timers where their RDO coincides with a public holiday. Clause 37 – Deductions for provision of employee accommodation and meals
SERIES LAUNCHING JULY 2021
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Days off and Public Holidays Under the Managerial salary absorption provisions, the employee must have at least 8 days off in a 4 week period, so they could for example work a 7 day week and have more days off in a later week of that 4 week period. If the managerial salary absorption provision employee works on a public holiday they are entitled to paid time off equivalent to the time worked on the public holiday. In terms of where an RDO coincides with a Public holiday, under the managerial salary absorption provisions the employee is not entitled to any benefits. Annual Leave Loading Employees employed in accordance with the Managerial Salary Absorption provisions under Clause 25 are not entitled to be paid annual leave loading. Salary Increases As the managerial salary absorption amount is aligned to any award increases, if the FWC increases the award wages then the salary absorption minimum will go up in line with the increase. AWARD FREE EMPLOYEES Schedule D.2.9 specifically excludes certain positions from the HIGA. This includes an employee who is employed to undertake the duties of senior management or is responsible for a significant area of the operations of one or more hotels.
website under the Workplace Relations tab. RECORD KEEPING OF HOURS WORKED – SALARY ARRANGEMENTS It is a requirement under Section 535(1) of the Fair Work Act 2009 (Cth) that an employer maintains appropriate time and wage records for all employees for a period of at least 7 years. Despite the fact that salaried employees are on a fixed wage each week, it’s still very important that appropriate records are maintained in relation to their hours of work, including when they started and finished for the day and any breaks they had during their shift. Having appropriate time and wage records is critical in ensuring the employer has an appropriate defence as to the hours the employee worked, should the employee ever decide to take action against the employer for an underpayment of wages claim or claim that they didn’t have appropriate breaks. MEMBER ENQUIRIES AHA|SA Members that have any enquiries in relation to salaries and in particular the salary arrangements under the HIGA should contact the AHA|SA workplace relations team.
Indicative positions include: • Financial Controller, • Human Resources Manager • Venue Manager • General/Hotel Manager • Executive Assistant Manager • Regional Manager For these particular positions they are award free and therefore the minimum standards under the National Employment Standards apply to their position, however their salary is negotiated according to market rates.
THE TASTE OF REDEMPTION
CONTRACTS OF EMPLOYMENT – SALARY ARRANGEMENTS With written contracts of employment whilst they are not a legal requirement under the Fair Work Act or the Award or the Fair Work regulations, we strongly recommend that all employees before they start their first shift, have a signed contract of employment in place. Template contracts of employment for the salaried arrangements referred to in this article are available for Members in the Members only portal of the AHA|SA Back to Contents
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Funding for Electric Vehicle Chargers will remove a big barrier to electric vehicles – fear of running out of power, or range anxiety.”
Is your hotel one of the 600 businesses across the State that has registered to host electric vehicle charging stations as part of the Government’s $13.4m Electric Vehicle Fast Charging Network?
The Minister said the government’s aim was for electric cars to be the preferred choice for households and businesses by 2030, and the default choice by 2035.
Property owners and businesses can still register their interest to become site hosts through the Department for Energy and Mining’s website – electricvehicles. sa.gov.au
“We want to make sure motorists know they can buy an electric car, and still enjoy the pleasure of travelling our highways and byways without fear of being stranded,” he said.
Guidelines on how charge point operators can access funding and connect with potential site hosts were expected to become available by early June. Minister for Energy and Mining Dan van Holst Pellekaan said the investment aims to end “range anxiety” with the installation of 530 fast charging stations across the state. “Following consultation, we’re now able to extend the network further across regional and remote South Australia, including getting more charging stations in key tourist areas in the Adelaide Hills, Mid North, Far North, Eyre Peninsula and Limestone Coast,” said Minister Dan van Holst Pellekaan.
“The installation of 120 fast chargers in the CBD and many more throughout the suburbs will support the needs of Adelaide’s motorists. “The South Australian Governments is already incorporating 70 plug-in vehicles into its fleet with additional orders soon to be made as part of the new procurement policy which will see the whole fleet transition in coming years.”
“Electric vehicles will lower motoring costs, air, noise and carbon pollution and help reduce the price of electricity for all South Australians by better using the grid. “Fast charging, particularly in regional and remote areas,
we
“As South Australians increasingly turn to electric vehicles, we will increase the use of renewable energy generated here to power our vehicles whilst reducing our reliance on imported oil.
Transport in South Australia contributes to 30 per cent of our total greenhouse gas emissions. This shift to electric vehicles will lower transport costs, cut emissions and reduce pollution, bringing forward public health, environmental and economic benefits.
business BankSA © BankSA 2021 – A Division of Westpac Banking Corporation ABN 33 007 457 141. BSA08419 0521
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CLICK HERE to get a FREE SAMPLE of plant-based v2mince & v2burgers. @v2foodofficial
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| Hotel SA | 25
AHA|SA Partner News COCA-COCA AMATIL ACQUIRED BY COCACOLA EUROPEAN PARTNERS Coca-Cola Europacific Partners will be the world’s largest Coca-Cola bottler and one of the leading FMCG companies in the world. The company will employ over 33,000 people, serving 2 million outlets in 26 countries. Coca-Cola Europacific Partners brings together two highly respected and successful businesses, with tremendous people and strong alignment in terms of culture, commitment to customers, sustainability and the creation of value for all stakeholders. Consistent across all operating regions will be our commitment to partner with our stakeholders to deliver mutual success by going further together, driving growth and scaling faster. Against this background, I want to assure you that we remain firmly committed to our South Australian operations and working closely with you and other essential stakeholders as we pursue our bold commercial and sustainability ambitions. For now it is business as usual and we will continue to partner with our customers and partners to the highest standards.
Our future goal is to develop a strong trust with our customers, and offer the best possible Sales and Service solutions, so our customers can have peace of mind for their cash management functions. If you have any questions, require a quote, advice on note clearances, or even an ongoing breakdown that has been a nuisance for some time, all are welcome and I will do my best to resolve your enquiry. Beau Kelly, Director 0431 509 409 | bkelly@bkelectronics.com.au
NEW BRONZE PARTNER – OATLEY FINE WINE MERCHANTS
Oatley Fine Wine Merchants is focused on becoming a leading independent premium wine merchant. We are committed to offering the flexibility of representation that meets your venue’s specific needs. All of our producers are family owned, heritage and authenticity are key. The wineries we represent deliver wines of the highest quality and standards.
Tanya O’Connor, State Manager SA/NT – Licensed Coca-Cola Europacific Partners Australia
John Kammerman, State Sales Manager SA/NT Oatley Fine Wine Merchants | 0488 497 616
NEW BRONZE PARTNER BK ELECTRONICS
ENERGY ACTION TAKE ADVANTAGE OF THE LOWEST ENERGY PRICES IN 15 YEARS.
BK Electronics have specialised in Sales and Service of Cash Handling Equipment, Systems and Consumables in South Australia since 2014. We believe in honesty, trust and supplying quality equipment to our customers, with an experienced service second to none. BK Electronics particularly specialise in resolving any issue that is brought to us for cash management, with a service that is tailored to our customers specific requirements. We’re excited to show how our equipment can help our customers, whether it be Note Counting equipment, Tito Tickets or Tiny Tellers, and take great joy, in seeing a positive result at the end of any solution we recommend. We strongly believe that as a service technician, our responsibility is to provide the solutions that best suit the customer, too recommend or repair any make or model of equipment they may have. 26 | Hotel SA | W W W . A H A S A . A S N . A U
This is largely due to lack of demand and increased renewable supply. Protect your business against future price rises for energy. Energy Action’s unique reverse auction platform drives competitive pricing between retailers ensuring the best possible outcome for your business. Now is the time to forward contract. As a silver corporate member, Energy Action are a preferred partner of AHA/SA. Special Offer for AHA Members: Auction Registration Fee, normally $495 ex gst, waived for AHA Members. Contact us for a comparison and indicative savings of your current versus new energy rates. Tim Fraser | 0474 000 067 tim.fraser@energyaction.com.au Back to Contents
Hotels Praised for Embracing FRT The State Government has praised hotels for the take up of Facial Recognition Technology, as part of the industry’s ongoing efforts to minimise gambling-related harm in South Australia. More than 230 gambling venues in South Australia have installed the technology following on from the commencement of sweeping gambling reforms in December last year. “It’s also pleasing to note that venues that are not required to install facial recognition technology are also taking up this initiative,” said Attorney-General Vickie Chapman.
“More than 50 million faces have been scanned using facial recognition technology in South Australia, with more than 1,700 detections of potentially barred patrons.” “Previously, venue staff would have to remember the faces of all barred patrons and be required to identify them sometimes during peak activity times,” she said. “By automating a large amount of this work through facial recognition, staff receive an alert and are able to Back to Contents
take appropriate action in response by intervening and ensure that a barred person is not allowed to gamble.” Liquor and Gambling Commissioner Dini Soulio said he was continuing to work with venues to ensure they took appropriate action if a potentially barred patron was identified. “Inspectors are regularly checking venues to ensure that camera placement is optimal and detections are occurring and that staff are intervening appropriately and preventing a barred patron from gambling any further,” he said. To date, Consumer and Business Services has approved six system providers, while a further three applications are still pending. The initiative is aimed at better supporting both venues and people at risk of gambling related harm. “Under the reforms, hotels and clubs with more than 30 poker machines where any of those machines are able to accept bank notes, must use facial recognition technology to help detect people who have barred themselves or have been barred due to issues associated with gambling-related harm,” AttorneyGeneral Chapman said. “Facial recognition technology must also be operated at the Adelaide Casino. “Since early December, when these reforms came into effect, more than 50 million faces have been scanned using facial recognition technology in South Australia, with more than 1,700 detections of potentially barred patrons.” W W W . A H A S A . A S N . A U
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Smart Cleaning Services 1300664647
Bunnings Group 0435 630 660 Stoddart Manufacturing & Food Service Equipment 0427 106 103
Bentleys SA 8372 7900 LK Accounting Services 08 8395 4870 Perks Accountants & Wealth Advisors 08 8273 9300 Winnall & Co. 8379 3159
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Boylen 8233 9433
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Corporate Partners 2020/21 D I A M O N D
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Oatley Fine Wine Merchants OneMusic Options Wine Merchants Qantum
Social Media AOK St John Stoddart Food Equipment Winnall & Co
Samuel Smith & Son
B R O N Z E
Adelaide's 1800 ON HOLD
Class A Energy Solutions
Agile Group
Cloud Apps Technology
Andale Hotel Services
Concept Collections
Banktech
Datacord SA
Bentleys Accountants
DNA Security Solutions
Bepoz
EML
BK Electronics
Empire Liquor
BOC Limited
GBay/Aruze Gaming
Book Me Bob
InDaily
Cardtronics
International Oyster & Seafoods
Perks Accountants & Wealth Advisers
Career Employment Group
Jones Lang LaSalle
Power Maintenance Group
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Knight Frank Valuations & Advisory SA Langfords Hotel Brokers Liquor Legends LK Accounting Services Maxima Training Group McGees Property Hotel Brokers Migration Solutions Next Payments
Ryan & Durey Solicitors Statewide Gaming Studio Nine Architects Supagas The Banner Crew The Pub & Bar Card Trans Tasman Energy Group Vix Vision Wallmans Lawyers Wills and Daniel
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L I C E N S E E
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Islanders Tavern.
O F F I C E
H O L D E R S
C O N TA C T
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.
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
Quality Apartments Adelaide Central.
Your Vision. YourVenue
www.ahasa.asn.au
A D M I N I S T R AT I O N IAN HORNE
General Manager
OWEN WEBB
Workplace Relations
GARY COPPOLA
Legal and Advocacy
Solutions for your venue
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
ANNA MOELLER
Executive Director Gaming Care
EXECUTIVE COUNCIL DAVID BASHEER
AHA|SA President
MATTHEW BINNS
AHA|SA Vice President
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Digital Gaming Node
• Live Digital Heat Map • Advanced Automated Promotions • Integrated VoiceOver with simple scheduling • Member Engagement with Tiering Options • Single or Multi Venue Global Solution
ANDREW BULLOCK AHA|SA Deputy Vice President Matthew Brien, Matt Rogers, Sam McInnes
COUNCIL Andrew Kemp Andrew Gunn Andrew Plush Anna Hurley
Brad Barreau Darren Steele Elise Fassina Guy Matthews
James Franzon Jason Fahey Jason Kelly Jeff Ellis
John Giannitto Tony Franzon Karen Milesi Trent Fahey Luke Donaldson Trevor Evans Tom Hannah
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P U B L I S H E R 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
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Call 1300 557 587 today HelpDesk 24 Hour HelpDesk Ph: 1300 557 587 Email: helpdesk@bluize.com.au
South Australian Office 33A Oaklands Road Somerton Park 5044
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Victorian Office Building 1/160 South Gippsland HWY Dandenong South 3175
Our Purpose - To provide the hotel industry 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. Our Goal - A compliant and proactive hotel industry that works with regulators, gambling help services, and players to limit the harm caused by gambling. Gaming Care is the hotels responsible gambling early intervention agency, and is an initiative of the AHA|SA. Gaming Care’s role to assist venues to minimise the harm caused by problematic gambling behaviour in all South Australian hotels with gaming machines by working directly with venue staff, Gambling Help Services, other relevant organisations and stakeholders.
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.
SOME OF OUR DUTIES INCLUDE:
Assisting hotel staff in the early identification and support of patrons and staff who may be experiencing difficulty with their gaming behaviour. Developing and promoting initiatives, programs and policies designed to facilitate the early identification of problematic gambling behaviour. Assisting hotel staff in providing responsible gambling service,
on or with the capacity to influence the service, by training
in responsible service of gambling. This helps reduce harm through the creation of a responsible gambling culture within the venue. Gaming Care has developed a Responsible Gambling Document for venues which details the ways in which staff training and measures for intervention with problem gamblers are implemented, and the roles of staff in the implementation of the code.
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