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 2
INSIDE
AWARDS KEEP FLOWING FOR WATERVALE HOTEL PLUS
Inflation concerns Women in Hotels Race Day photo gallery Special seating feature
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Women in Hotels Race Day
It was a wonderful day out on 1 June for the Women in Hotels networking event at the Strathalbyn Races.
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A Full Bench of the Fair Work Commission (FWC) handed down changes to Family and Domestic Violence Leave. T H I S
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Scott’s Spot
Welcome to the June edition of Scott’s Spot. This month will cover the usual short stories, photos and random observations.
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Workplace Relations
I N
JUNE 2022
06 From the General Manager 08 Pubs with Heart: SIDS & Kids SA Grant Winesmiths Raises $25,000 10 Women in Hotels Race Day 12 Scott’s Spot 14 Awards Keep Flowing for Watervale Hotel
It was a fortuitous moment that saw Nicola Palmer and Warrick Duthy take over the historic Watervale Hotel in the Clare Valley.
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23 Tips to Get Into Winter
Work with the season, not against it. Once you have people in, they will stay longer in winter because they don’t want to venture out again.
Seating for Hotel Operations
Chairs are a critical aspect of hotel marketing, patron retention and staff operations.
Cover: Nicola Palmer General Manager, The Watervale Hotel.
I S S U E
04 From the President
Watervale Hotel
20 Changes to Family & Domestic Violence Leave 22 2022 Hotel Industry Awards for Excellence 24 23 Tips to get into the Winter Spirit 28 Regional Meetings
32 Choosing Seating for Hotel Operations 36 Cooper: Celebrating 160 Fabulous Years 39 AHA|SA Podcasts 40 AHA|SA Corporate Partner Directory 41 Gaming Care
30 National Archives Puts Classic Aussie Motels in the Spotlight
42 AHA|SA Corporate Partners 2021-2022
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From the President DAVID BASHEER – AHA | SA PRESIDENT
Increased Investment Welcome The first Malinauskas/Mulligan State Labor Budget was handed down earlier this month and it has been warmly received by the AHA|SA and the wider business community. We are pleased to see investment in tourism, events, live music and skills. Over $45million is being spent to increase interstate and international marketing efforts to promote our State as a visitor destination, particularly as tourists are again packing their suitcases. A further $40million over four years is being allocated to attract and promote major events. This is critical, as other Australian markets have significantly upgraded their funding commitments in this area. Late last year Western Australia announced a one year $24million commitment, the benefits of which are already being seen. The return of the Adelaide 500 was a major election pledge of the then Opposition. This budget has funded the newly created Motorsport Board
to the tune of $70.2million over the next four years. That spending is not just for the Adelaide 500, with funding for the return of the Motorsport Festival after a threeyear COVID-19 absence.
increased investment in this budget but has already commenced the conversation with key tourism and Government figures on further initiatives. THE ( AHA ) LIVE MUSIC INITIATIVE
In many ways, tourism is an invisible investment. There are no cranes in the skies or ribbons for politicians to cut, but there is a very real economic benefit from money spent from outside the local population, regardless of that being international, national or intrastate tourism.
In this column last year and repeated at the AHA|SA President’s Lunch in December, which was attended by the leaders and senior members of both sides of politics, the AHA|SA called for a support package for live music.
Major events and visitation not only benefit the region in which they are held. Studies show tourists will often extend their stay in SA or plan a future visit here with family, based on attending a conference or major event.
We proposed that it be based around the successful accommodation voucher system for the live music industry to benefit both performers and venues who were hit harder than most during the pandemic.
In 2017, $10.8million was spent on overnight stays in South Australia. And with the average stay being five nights, these people then spend money in our bars and restaurants. The AHA|SA is pleased with the
After consultation with the AHA|SA, the $3.3m Live Music Initiative is expected to be launched very shortly, along with a further $1m in grants to allow venues to improve their live music infrastructure.
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It is a win for the musicians who will be playing catch up for lost income in the COVID-19 years, but also for our venues who host 80% of all live music acts in this State. The budget forecasts CPI to rise to 5% next year before dropping to 3.4% in 2023-34. This will have a huge impact on our business. The Federal Government’s refusal to address our twice annual CPI excise rises is an obvious problem when CPI is this high. We are already seeing the cost of our produce and other materials rising swiftly, and the South Australian market is not one that allows retailers to move our sell price accordingly. There are major warning signs that our hotel owners and managers need to consider. SKILLS SHORTAGE It is no secret the skills shortage is our single biggest industry issue. I know it is hurting your business and it is something the AHA|SA is working on every single day. This budget has allocated $8.8million to fund courses for industries like ours with a skills shortage, including $1.8m specifically targeting hospitality. The budget also allows for five new TAFE SA colleges to address the skills shortage. We await further details of their focus before offering industry comment. Given the extreme leakage of hospitality staff during the pandemic and shortage of our traditional labour markets from overseas, this hospitality shortage is one area that government must aggressively address. Over the Christmas/ New Year period, 100,000 hotel positions Australiawide were vacant, forcing many venues to curtail operations or even close. Much has been achieved by the AHA|SA in influencing governments to increase our skilled migration intake for hotels, but the demographic of the SA population means our issues will be the hardest to solve. Back to Contents
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We are an ageing population and of course that means the amount of people of a working age here continues to shrink. Any Government policy must address the stark fact that we desperately need our population growth to support our needs of the future. Much has been talked about this measure, and the recent ’10 pound Pom’ campaign was a small start, but little structural progress has been announced. The time for action is now, as we know there is a lag time between initiatives and results. Many older Australians are ready and wanting to work in our sector. The AHA is seeking $300,000 from the Federal Government to develop pilot programmes to target this mature talent pool. This scheme can produce quick results by finding places, matching people and supporting these workers ready to commence. There is a pool of retired people ready to contribute. We need a programme to promote hospitality as not just the domain of the young, but open for all. The AHA held talks during the election campaign with then Federal Opposition. Senior Labor Senator and now Tourism Minister and Deputy Government Leader in the Senate, Don Farrell, has since announced the incoming
Government will invest $48million to skill up workers, support quality tourism products and deliver tourism-related infrastructure upgrades. This includes $10 million for marketing strategies to attract workers to hospitality and tourism jobs in Australia. A further $10 million has been allocated to enhance ‘The Hub’ hospitality portal offering training and upskilling to current and potential hospitality employees. Right now, the AHA|SA fully understands there is no issue more pressing for our membership than the skills and worker shortages. RETIREMENT On behalf of the entire industry, I would like to wish Cam Pearce all the best for his retirement. A long-serving director at Coopers, he has been a highly personable supporter of the hotel industry. Cam drove much innovation and growth during his time at Coopers. We wish him and Robyn all the best. I am sure we will still see him enjoying a Coopers at a bar or two in the future.
David Basheer, AHA|SA President
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From the General Manager IAN HORNE – AHA | SA GENERAL MANAGER
Economic Storm Clouds Ahead Despite increasing volatile times internationally, business confidence in Australia and South Australia is apparently holding up well in the face of rising interest rates and inflation however there are signs households may start winding back on spending and that’s not good for hospitality. Hospitality is more often a discretionary spend and is sometimes the ‘canary in the mine’ i.e., an early warning sign of tightening consumer spending. That said, new figures from the Australian Bureau of Statistics showed household spending was running at a healthy 7.6 per cent annually in April, prior to the Reserve Bank of Australia lifting the cash rate in May. Further, as COVID-19 restrictions have eased, household spending increased in eight of the nine spending categories in April 2022 compared to April 2021. Spending in recreation, hospitality and retail to April continued to rise. Spending on health was the only category to decrease in April 2022. The Australian Institute of Petroleum said the national petrol price average rose 2.1 cents to 199 cents per litre in May but Victoria, South Australia, Western Australia, the Northern Territory, Tasmania, and Canberra were all consistently paying more than $2 per litre.
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Further shaking consumer confidence will be a slump in Australian shares as seen in the first half of June. Tens of billions of dollars were wiped off the market on Tuesday 14 June after Wall Street tanked either side of our long weekend. The US sell off of shares was sparked by fears of aggressive interest rate increases by the Federal Reserve after inflation remained stubbornly above eight per cent. Local economists now expect the Australia’s Reserve Bank’s cash rate to rise to 2.10 per cent by the end of 2022, from 0.85 per cent currently, after upwardly
“The certainty is that business confidence will be tested when faced with a new environment of higher inflation, rising interest rates, and risks to economic growth.” Back to Contents
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revising an earlier forecast of 1.60 per cent. The bank also cut its economic growth forecast for 2022 to 3.5 per cent, from 4.7 per cent previously, and is predicting a 15 per cent drop in Australian house prices by the end of 2023.
The AHA is very much aware of these challenges and will continue to advocate to our new Federal and State Governments on the importance of Hotels and hospitality and its economic and social contribution to the well-being of the State.
On top of all these macro influences is the Fair Work Commissions decision on National wage increases, just announced at around 5% for the lowest paid workers, plus the State Governments efforts to rewrite the Return to Work (RTW) legislation to prevent workers compensation premium blow outs in light of the Summerfield legal case that will have significant cost implications if not addressed urgently and of course our Industry’s chronic shortage of workers, experienced or otherwise.
It may well prove that the rebound from COVID-19 goes some way or a long way to countering any threats of a downturn, nevertheless, members should take the opportunity to review their business practices, their marketing strategies and their employment practices and call on the AHA|SA for specific advice and support as needed.
The certainty is that business confidence will be tested when faced with a new environment of higher inflation, rising interest rates, and risks to economic growth. Inevitable increasing cost of goods and labour will put upward pressure on margins. On the positive side, Australia’s unemployment levels will see the lowest unemployment rate since the 1970s! Across the states and in most industries conditions remain relatively strong. Hospitality’s recovery since January this year – just five months ago, has been substantial.
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Ian Horne, AHA|SA General Manager
JUMP TO The Watervale Hotel Feature Workplace Relations: Changes to Family & Domestic Violence Leave
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SIDS and Kids SA Grant Pubs with Heart have generously provided SIDS and Kids SA with the funds to be able to purchase new equipment for our office such as laptops, a photocopier/printer, portable projector and new iPhones for our grief counsellors. All of these upgrades will make a difference in our ability to operate and provide services to our clients. Our current photocopier/printer only has A4 capacity. Whereas our new photocopier/printer has A3 capability which will allow us to produce marketing materials in house rather than paying to have them printed externally.
Our counsellors were using phones which were seven years old and the new phones will allow easier management and integration of counsellors’ scheduled appointments and calendars as well as being more user friendly. New laptops help keep our equipment and technology up-to-date, and an extra portable projector for our second educator will be a huge help. These purchases would not have been possible without the generous funds provided by Pub with Heart, and we are truly grateful. Liza Jankowski – CEO SIDS and Kids South Australia
Winesmiths Raises $25,000 Winesmiths announced that $25,000 has been raised for the Australian Koala Foundation through the sale of specially marked Winesmiths Dry Rosé and Cabernet Sauvignon packs over the recent summer period. "With a focus on sustainability and in the spirit of our ‘Sacrifice Nothing’ ethos, we wanted to prompt consumers to think about their wine choice and their impact on the environment," said Winesmiths Senior Brand Manager Lisa Antoney.
packs instead of glass, we save approximately 1.8 million metric tonnes of emissions each year." "We recycle 100% of our wastewater for re-use on our vineyards, which equates to around eight Olympic pools of water saved each year." Chair of the Australian Koala Foundation Deborah Tabart OAM said this money would go towards their newly announced Koala Kiss Project.
"The Australian Koala Foundation really looks at changing the relationship people have with nature. Conservation efforts not only benefit Koalas, but our population as a whole," said Antoney.
"The project outlines an ultimate vision of the 'Great Koala Trail': approximately 2,543 kilometres of uninterrupted conservation and prime koala habitat from Cairns to Melbourne, connected at 'kiss points'."
"At Winesmiths, we are constantly looking for ways to reduce our impact on the environment. By packing wine into two litre soft
"Kiss points are the points where intact sections of koala habitat come close to each other, but remain separated by divisions of
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cleared land," Tabart explains. "If we achieve contiguous habitat, then all creatures great and small could traverse through the bush unthreatened. “Humans could walk under this trail of gum trees with koalas happily in the branches overhead." Tabart says, "Funding for projects is always important, but having our message spread to wine lovers around Australia will enable more people to think about the conservation of the Koala and some of the bigger issues, like deforestation and water management.” Winesmiths will announce their next Sacrifice Nothing project later in 2022, with the objective to continue to bring awareness and much needed funding to important sustainability causes. Back to Contents
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W O M E N
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H O T E L S
F U N C T I O N
It was a wonderful day out on 1 June for the Women in Hotels Network at the Strathalbyn Races, with 100 women from the hotel industry attending, including both hoteliers and staff, and corporate partners. There was a bonus special appearance from champion SA jockey Clare Lindop. Best dressed was deservedly awarded to Samantha Farrington from The Terrace Hotel Adelaide . Thanks to Stacey Phelan and the crew at the Commercial Hotel Strathalbyn for looking after us in style! Also thanks to Kristy Martin from Strathalbyn Racing Club for a great day!
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Wom
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O N E
F O R
T H E
R O A D
W I T H
V A U G H A N Y
Scott’s Spot Hello all and welcome to the June edition of Scott’s Spot. This month’s edition will cover the usual short stories, photos and random observations over the last month. REGIONAL MEETINGS Regionals were back in full swing throughout the months of April and May with the Watervale Hotel hosting the Lower/Mid/Upper North East in April. Moving into May, the Bridgeport Hotel hosted the South Coast/Hills meeting with the Novotel Barossa Valley Resort hosting the Gawler/Barossa meeting. All were fantastic days and we greatly appreciate the response from both publicans and corporate partners within these regions. OUR SHOUT PODCAST It’s been a fun couple of months interviewing Rachael Harman, General Manager at the Sofitel Adelaide along with Michael Andrewarthur at the East End Cellars . Both were interesting and enjoyable stories and I implore everyone to jump on Spotify while in the car, walking the dog, or just chilling at home!! You can find a link to the Our Shout Podcast here
OFFICE NEWS In the AGM story in last issue of Hotel SA, Premier Malinauskas talked about seeking different opinions because there are “multiple sources of truth”. Ian Horne was quick to pick up on this and told the audience: “I would have thought there is only one truth when it comes to the hospitality, and that’s the AHA.
The spectacular Mount Lofty House has been named the #1 hotel in the Australia and the South Pacific taking out properties in Fiji, Bora Bora and New Zealand. No stranger to a Travellers’ Choice Award, the property has previously ranked within the Top 10 for the region but 2022 is the first time it’s taken out the top spot.
“But I love the concept of multiple sources of truth, and it’s our ambition to make sure that you get the right one.” OFFICE BIRTHDAYS! Congrats to Gary Coppola who recently celebrated a milestone birthday. He’s a very smooth looking dude!
FAREWELL & WELCOME I wanted to acknowledge venues who have been part of the AHA|SA for a number of years and wish all the best for future endeavours while welcoming new licensees. • Ovingham Hotel • General Havelock Hotel • The Elephant British Pub
MOUNT LOFTY HOUSE A huge congratulations to Mount Lofty House with worldrenowned travel site, Trip Advisor, recently announcing the winners of its annual Travellers’ Choice Awards for its hotel division and wouldn’t you know it, we’ve come out on top.
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ON THE NEXT PAGE ARE A FEW SNAPS TAKEN OVER THE LAST COUPLE OF MONTHS That’s all for the June edition. As always, any funny or even weird stories and or photos, please email to svaughan@ahasa.asn.au . Until next time, T Veo Luego.
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The redeveloped beer garden at the Victoria Hotel, Port MacDonnell. Get on their Facebook page for a good look. Thanks to the SA Tourism Industry Development Fund for their very generous support.
Spot Tony (above) at the Aldgate Pump Hotel . His new pizza oven (left) set for take-off in June.
The charming Sedan Hotel on a beautiful Autumn Day.
The Moseley Bar & Kitchen down at Glenelg. Made me feel young again.
The Bridgewater Inn beer garden. Superb.
It was all happening at The Rising Sun in Auburn. Surprised Trevor’s not holding up a Solar Flyer! The stunning Crafers Hotel .
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Sam and Skye entertaining me at the Mount Mary Hotel .
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Watervale Hotel AWARDS KEEP FLOWING FOR WATERVALE HOTEL WORDS : LUCY BREWER
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It was a fortuitous moment that saw Nicola Palmer and Warrick Duthy take over the historic Watervale Hotel in the Clare Valley. The two had recently purchased a home and farm (Penobscot) in Watervale, and were checking out their new local—the Watervale Hotel.
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“In absolutely every decision we make, we’re thinking about the health of the planet as the number one criterion.”
Both were entrenched in the hospitality and liquor industries for much of their careers. Nicola’s parents own Skillogalee Winery Restaurant, where she worked as the head chef and restaurant manager. Warrick remains a director of Kilikanoon Wines and chairs the Clare Valley Alliance, the peak body for Clare Valley tourism. Upon the couple’s visit to the Watervale Hotel, the publican proclaimed they should purchase it. She named a price, and Warrick and Nicola accepted. “We actually weren’t terribly interested in having a pub,” said Warrick. “What we were really interested in was creating a tourism destination that would bring more people to the Clare Valley, and really promote the concept of organic and biodynamic farm food, and epicurean excellence.” So began a journey, now in its fourth year, that has saw the Watervale undergo a gorgeous refurbishment, complete with an impressive beer garden and nods to the hotel’s history. AWARDS Warrick and Nicola’s work with the Watervale has been recognised with twelve different awards from five different sources, all in the last 18 months. “They mean a lot,” said Warrick. “Our whole marketing campaign is around setting great standards of 16 | Hotel SA | W W W . A H A S A . A S N . A U
excellence, being recognised for those standards, and then promoting that recognition on social media.” The Watervale’s food gongs include Readers’ Choice in the Australian Good Food Guide in 2022, Best Restaurant in a Regional Hotel in 2021 and 2020 by the AHA|SA, and Best SA Restaurant in a Pub/Club, Best SA Tourism Restaurant in 2021 in the Restaurant and Catering Awards. “The real hero of the restaurant is the farm,” said Warrick. “All the vegetables, everything we’re growing, is not only fresh but organically and biodynamically grown. “Quite frankly, Nicola’s a genius. “Her job and the job of her team is to enhance and enrich the wonderful produce that mother nature has gifted us.” The wine list at the Watervale Hotel has also been highly regarded by industry award bodies, winning Australia's Wine List of the Year - Best Pub Restaurant Wine List in Australia in 2021, and SA Wine List of the Year in the Restaurant and Catering Awards in 2021. “If the hero of the kitchen is the farm, then the hero of the wine list is the Clare Valley,” said Warrick. “We’re starting a long way ahead of the game… what sets it apart from most wine lists in the country is that it’s incredibly purposeful.” Back to Contents
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The Watervale’s wine list includes almost every Clare Valley producer, and all 30 grape varieties grown in the Clare Valley. The hotel also offers daily wine masterclasses on the local wines, as well as wine flights in the afternoons, and wine matched degustation dining. “We haven’t set out to have the best wine list, we’ve set out to have the very best wine list to promote the diversity and virtues of Clare Valley wines,” said Warrick. Wines from the Clare Valley make up about 80 percent of the list, with the other 20 percent carefully selected from all over the world - varieties and styles of wine that can’t be found in Clare. “That’s really with the wine enthusiasts in mind, and particularly the Clare Valley market,” he said. “They’re winemakers … they’re looking for something really, really different that they haven’t tried.” With Warrick and Nicola being self-proclaimed “nowaste warriors,” it is fitting that the Watervale Hotel has been awarded the AHA National Award for Excellence – Best Environmental and Energy Efficiency Practices Hotel in Australia for 2022. “In absolutely every decision we make, we’re thinking about the health of the planet as the number one criterion,” said Warrick.
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“We’re putting the health of the planet before cost and profitability.” As well as waste reduction, the Watervale Hotel focusses on composting (which goes back to the farm) and recycling, and takes sustainable measures such as using recycled paper to print menus, and stocking Who Gives a Crap toilet paper. While it’s been a busy few years for Warrick and Nicola, there’s no slowing down for the pair. Their focus is on developing the tourism experiences available – such as cooking masterclasses, wine masterclasses, and a farm tour and degustation experience - and ensuring the offering is at an international standard. As for the long-term plan, the two have just entered into contract to buy ten hectares of property directly behind their farm, with the intention of building luxury accommodation. The Watervale Hotel is poised for rapid growth, with tourism soon to take off post-COVID-19. The hotel is looking to upgrade its leadership and will recruit talent at all levels of the organisation, from a general manager through to front-of-house staff and chefs. If you feel like this is an opportunity for you, please email the Watervale Hotel.
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“The real hero of the restaurant is the farm,” said Warrick. “All the vegetables, everything we’re growing, is not only fresh but organically and biodynamically grown.”
Master Butchers Co-Operative Ltd (MBL Food Service) is a proud supplier of The Watervale Hotel. With a sales division in Athol Park, we are your local suppliers of: PACKAGING MACHINERY CLEANINGWARE CHEF’S SUPPLIES FOOD EQUIPMENT & INGREDIENTS DISPOSABLE & PROTECTIVE CLOTHING sales@mblsa.com.au
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(08) 8417 6000
mblsa.com.au
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AHA | SA MEMBER INFORMATION
Changes to Family & Domestic Violence Leave OWEN WEBB - AHA | SA WORKPLACE RELATIONS MANAGER
On 16 May 2022, a Full Bench of the Fair Work Commission (FWC) handed down a decision ([2022] FWCFB 2001) in the Family and Domestic Violence Leave Review 2021 (AM2021/55) in the 4 yearly review of modern awards (4 Year Review). In their decision the Full Bench expressed a provisional view that a new Family and Domestic Violence Leave model term should be introduced into the Modern Awards containing an entitlement to 10 days of paid Family and Domestic Violence Leave (FDVL). In this article we look at what changes are going to occur to FDVL and what the impacts are for employers. MODERN AWARD REVIEW Since 1 January 2014, the FWC has been conducting a 4 Year Review
in accordance with Section 156 of the Fair Work Act 2009 (Cth) (Fair Work Act). The review process requires the FWC to review all modern awards to ensure that they are achieving the modern awards objective. In March 2018, a Full Bench of the FWC handed down a decision ([2018] FWCFB 1691) in the 4 Year Review introducing the requirement for a model FDVL term to be inserted into all modern awards. In a subsequent decision in July 2018 a model FDVL term was finalised which provided for 5 days unpaid leave to all employees experiencing family and domestic violence. Such leave was for instances where an employee needs to do something to deal with the impact of that violence and it is impractical for them to do it outside
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their ordinary hours of work. At the time of FDVL being introduced, the Australian Council of Trade Unions (ACTU) had been seeking an entitlement of 10 days per year of paid leave and if that leave was exhausted an additional period of up to 2 days unpaid leave per occasion. The Bench rejected the ACTU’s proposal at the time as the extent of the utilisation of the new provisions was unknown. In their March 2018 decision however, the Bench proposed to revisit the issue of FDVL in June 2021, after the model term had been in operation for three years. The Bench foreshadowed that they would consider whether there was the need for any changes to the unpaid leave model term and whether to allow access to personal/carer’s leave for the Back to Contents
meant that it also became a minimum standard for employees pursuant to an Enterprise Agreement and Award/Agreement free employees.
days unpaid FDVL on a per occasion basis. A number of employer groups including the Australian Chamber of Commerce and Industry opposed the ACTU’s claim.
FAMILY AND DOMESTIC VIOLENCE LEAVE REVIEW
The Full Bench conducting the Review made a number of findings generally in relation to family and domestic violence, including:
In a statement issued on 15 April 2021 ([2021] FWCFB 2047) the FWC announced that they would be commencing their review of family and domestic violence terms in modern awards. The following issues were considered as part of the FDVL Review: • Whether employees should be able to access paid personal/ carer’s leave for the purpose of taking family and domestic violence leave; • The adequacy of the unpaid family and domestic violence leave entitlement; and • Whether provisions should be made for paid family and domestic violence leave. purposes of taking FDVL. They also stated that they would review whether a provision should be made for paid FDVL.
The FDVL Review took into consideration a range of data including the following research information:
FAMILY AND DOMESTIC VIOLENCE LEAVE – NATIONAL EMPLOYMENT STANDARD
• A review of literature and data that examined the prevalence and impacts of family and domestic violence.
In 2018, the Coalition government introduced the Fair Work Amendment (Family and Domestic Violence Leave) Act 2018 (Cth) to include an entitlement to unpaid family and domestic violence leave as part of the National Employment Standards (NES). The amendments mirrored the model FDVL term in modern awards and the new entitlement was subsequently included in the NES effective from December 2018. As a result of unpaid FDVL being included in the NES, the FWC in July 2019 decided to remove the model FDVL term in modern awards and replace it with reference to the NES. The inclusion of FDVL in the NES Back to Contents
• An analysis of terms in Enterprise Agreements dealing with family and domestic violence. • A qualitative assessment on employee’s experience of family and domestic violence by exploring their interaction with support services. • A survey of employers seeking information on the use and operation of the unpaid family and domestic violence leave entitlement. As part of the FDVL Review, the ACTU filed a claim that sought to vary all modern awards to insert an entitlement to 10 days paid FDVL in a 12-month period and up to 5
• That the COVID-19 pandemic has seen an increase in the prevalence of family and domestic violence. • Family and domestic violence disproportionality affects women. • Family and domestic violence has a real and tangible impact on employees and employers in the workplace. • Women who experience family and domestic violence are more likely to be employed on a casual or part-time basis. • Employment is an important pathway out of violent relationships. • There is a greater prevalence of 10 days paid FDVL becoming an industrial standard in bargaining and over-award arrangements. As a result of these findings, the Full Bench conducting the Review provided a provisional view that a new model FDVL term should be introduced into all modern awards and that such a term should contain the following characteristics: 1. Full time employees and, on a pro-rata basis, part-time employees, should be entitled to 10 days paid FDVL per year. 2. The entitlement to 10 days paid FDVL per year should accrue progressively across the year in the same way as for personal/ carer’s leave does under the NES. The entitlement should accumulate from year to year, but subject to a ‘cap’ whereby the total accrual available does not exceed 10 days at any given time. 3. The FDVL entitlement should be accessible in advance of
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an entitlement to such leave accruing, by agreement between employer and employee. 4. The FDVL entitlement should be paid at the employee’s base rate of pay as defined in s.16 of the Fair Work Act. 5. The definition of ‘family and domestic violence’ will be in the same terms as the definition in s.106B(2) of the Fair Work Act. 6. In all other relevant respects, the model FDVL term will reflect the terms of s.106B of the Fair Work Act. WHAT ARE THE NEXT STEPS? The Full Bench has directed the parties to formulate a draft model FDVL term based on their provisional views and file the draft term by 17 June 2022. Parties will have the ability to challenge the Bench’s provisional views. The parties will also have the ability to provide the Commonwealth
Government an opportunity to clarify its intentions regarding any amendments to the NES. For any amendments to be made to FDVL under the NES it will require legislation to be passed through parliament. IMPLICATIONS FOR EMPLOYERS Whilst the FWC Full Bench decision provides a provisional view, a model term reflecting a new paid leave entitlement will no doubt be introduced into modern awards. Employers can also anticipate that 10 days of paid FDVL will be introduced into the NES in the Fair Work Act. The Albanese government had flagged as part of their industrial relations election platform that they would be supporting legislative amendments to introduce 10 days of FDVL in the NES. So, what will employers need to do when the changes to FDVL are introduced;
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• Employers should update their existing policies and procedures to reflect the new paid leave provisions and ensure that procedures are clear on how an employee can access such leave and any evidence required by the employer. • Ensure that payroll systems are updated to provide for the accrual of paid FDVL. • Ensure that employees are aware of their ability to access such leave arrangements and that the employer can provide support to any team members suffering from family and domestic violence. The AHA|SA will be providing further information to Members in relation to this new leave entitlement once it has been finalised. If any members have any questions, they can contact the Workplace Relations team at the AHA|SA office.
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23 Tips
to get into the winter spirit
01. Work with the season, not against it. Once you have people in, they will stay longer in winter because they don’t want to venture out again. What is your F&B and entertainment offering to entice them to stay? 02. Think “cozy”. When people come in from the cold, they want to be instantly warm. Look at cold, hard surfaces and consider how they can be adapted – with rugs or furniture for example – for the winter months. 03. Outside areas need to be sheltered from the elements. That might be overhead awnings fitted with rain detectors that close the roof at the slightest hint of rain. 04. Fire pits are always popular in semi-covered beer gardens. 05. Offer packages that will help pre-bookings. Dinner and a movie or theatre ticket.
08. Longer term, work with your local tourism operators or promotions boards to develop reasons for people to visit your locale and stay for a while. 09. Adjust your pricing if horrible weather starts killing off your bookings – but always keep an eye on profit margins. Consider options that go beyond price cuts. For example, offering long stay incentives or providing discounts in your dining room for in house guests. 10. Invent a promotion and then advertise it. Maybe you can have a pop up in your car park – or even within your pub. Hire an igloo. See how you can work in with local businesses and organise giveaways that will help generate business for all concerned. 11. Find reasons for business travellers to choose you. Internet and other technology is important to road warriors, as is early check in.
06. Use imagery that evokes the best of winter: warm fires, cozy settings, anything that makes your establishment look winter friendly.
12. Work your emailing list. Keep your communication going but fill it with multiple “hooks” that will entice patrons to come back. Never send an email if you don’t have anything to offer. It devalues your comms.
07. May is Australian cocktail month – but keep it rolling for a while longer with cocktails that are suited to winter (eg. not chock full of ice).
13. Use Facebook advertising to target your age demographic in your local area. Use the A/B testing feature so it pushes the best performing ad.
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14. Make sure you are the go-to spot for daytime coffee. Is your coffee better than people can get at Maccas? 15. Take a look at your entrance areas on a rainy day. How are they holding up? Are they becoming a slip hazard? Is there a place for people to stow umbrellas? Does a freezing blast of cold air hit patrons every time the door is opened? 16. Make sure your heating systems have been checked. 17. Check your insurance policy for storm damage coverage. If you reduced your insurance during COVID-19 lockdowns, have you reviewed what you need now? 18. This is so obvious but it has to be said: make sure your menu reflects the season. Work with your chef to knock out anything that isn’t selling and replace it with new options. On-demand printing makes updating most menus a breeze these days. Don’t get caught in the old habit of thinking that a winter menu can’t be changed until spring or summer. 19. Plan ahead. Your seasonal menu will affect your inventories. Don’t get caught with summer ingredients that will go to waste. 20. Look after outdoor areas for smokers. Make it as comfortable as possible. 21. Train your staff. Studies show that patrons are three times as likely to complain on a rainy day. It’s something staff should know and be prepared to work with, to get people into a happy mood. 22. People make plans based on weather forecasts. If it is forecast for rain, they are less likely to make a booking to go out. If you see that the forecast was wrong, jump onto social media and promote yourself. Consider doing a blitz of online ads in your area for a few hours as an experiment. 23. If power goes out and you have a generator, get straight onto social media and let people know that you have light, hot meals and power outlets to charge their phones.
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| Hotel SA | 27
R E G I O N A L
M E E T I N G S
The AHA|SA held two fantastic regional meetings throughout the month of May. Thank you to the EDP team for hosting us at the Bridgeport Hotel for the South Coast and Hills regional meeting on 17 May, and to Christy Nordin, Rajat Kaliea and the rest of the team at Novotel Barossa Valley Resort for hosting the Gawler Barossa regional on 31 May. Both meetings were well attended by both hoteliers and corporate partners, and provided a great opportunity to learn, share and network with the industry. Thanks to all members and partners who came along to support these events.
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National Archives Puts Classic Aussie Motels in the Spotlight National Archives has partnered with Tim Ross, comedian and design nerd, to take visitors on a nostalgic trip back to a time when families piled into the family car, and embarked on long road trips in the sweltering summer heat. From oversized roadside attractions to the moment of check-in, Reception this way has you covered. Arriving in the 1950s and booming in the 1960s and 1970s, the roadside motel became an integral part of the Australian holiday experience. Motels were stylish and sophisticated, and revolutionised the Australian road trip for families and business travellers. With their convenient car parking, mid-century architectural styles and a generous offering of designer mod cons, who could resist booking a motel for their summer getaway? And, of course, there were the swimming pools, chance celebrity encounters, sun and surf, breakfast hatches, twin packs of biscuits and a radio in every room! Drawn from the national archival collection, the photographs and promotional film footage featured in Reception this way will revive memories of your past holiday experiences, and perhaps motivate you to hit the road again with your family. Incoming Director-General of National Archives, Simon Froude said, “Curator Catriona Donnelly has brought together a fascinating collection of photographs and footage that recall a time when Australians flocked to new and stylish motels with all the mid-century mod cons”. “More than that, though, Reception this way reminds us of Australian invention and entrepreneurship, and our place in the international tourism market. And I’d like to think some people might take this chance to plan a road trip to Canberra, stay in a motel or two along the way, before they experience the exhibition – and any number of the other Cultural Icons in the capital.”
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“We are very pleased to have Tim Ross taking this nostalgic journey with us”, says Mr Froude. “His passion for Australian mid-century architecture and exploration of the national archival collection was the inspiration behind the development of Reception this way”. “The records at the National Archives are richer and more diverse than many people would give them credit for. It’s a real treasure trove that deserves to be better known,” says Ross. “I’m really pleased that my earlier research and partnership with National Archives planted this seed that has blossomed into a really great exhibition. To be part of that journey has been fun.” “The result is this pictorial love letter to a somewhat bygone era, capturing the glamour and convenience of the roadside motels, from the east coast to the west, during a time when Aussie families found the time to hit road and take a break.” “For a design nerd, these photographs are a real treat. Plenty of great examples of kitschy and quirky designs that sprouted out of this particular point in time, as motel architecture and furnishings shifted from American-inspired design to more local flavours and consumer demands.” Reception this way: motels – a sentimental journey with Tim Ross is on display at National Archives of Australia in Canberra’s Parliamentary Triangle from 27 May to 4 September 2022. Admission is free. A host of other public programs, including guided tours, talks and events, will also be on offer for the life of the exhibition. More information about the exhibition and programs is available at naa.gov.au . This exhibition is supported by the National Collecting Institutions Touring and Outreach Program, an Australian Government program aiming to improve access to the national collections for all Australians.
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South Australia / Adelaide
THE FOLLOWING SELECTION OF THREE IMAGES IN ‘RECEPTION THIS WAY : MOTELS – A SENTIMENTAL JOURNEY WITH TIM ROSS’ RELATES TO SOUTH AUSTRALIA.
OPAL INN MOTEL COOBER PEDY, SA, 1971.
NAA: A12111, 1/1971/10/10
Comfort above ground In 1960, after a successful find in the opal fields, Italian brothers Beppi and Attilio Coro purchased the general store in Coober Pedy. Six years later, they built the Opal Inn Motel, which offered basic accommodation for travellers undertaking the dusty trip on the unsealed Stuart Highway.
AIRPORT MOTEL ADELAIDE, SA, 1970.
NAA: A12111, 1/1970/16/373
A friendly welcome Moteliers Josef and Sylvia Sommerkamp are pictured here in front of their Airport Motel, located across the road from Adelaide Airport. Guests at the motel were driven to the airport in the owners’ Mercedes-Benz. The German immigrants arrived in Australia in 1955 and were married in 1961.
CASTLE INN MOTEL EDWARDSTOWN, SA, 1959.
NAA: A1200, L32796
A Scotsman’s home is his castle Layers of different architectural styles can be seen in the Castle Inn Motel reflecting the building’s various uses over its lifetime. The original building was an early settler’s cottage, before it was purchased in 1875 by a Scottish sculptor named William Maxwell who added a tower, parapets and carvings. It was known as Woodlands Castle before it became a motel in the late 1950s.
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Choosing Seating for Hotel Operations Chairs are a critical aspect of hotel marketing, patron retention and staff operations. It goes without saying that you select chairs for their cosmetic look but woe betide the publican that neglects comfort. Hotel SA spoke to one hotel owner who said “the biggest mistake you can make is letting an 18-year-old decide because sometimes older patrons have more challenging body shapes and more aches and pains. “I always avoid having young staff selecting chairs for comfort. They need to fit every demographic.” There are many others factors to consider when choosing chairs for your hospitality venue.
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These include: DURABILITY • A critically important factor. We’ve all seen hotel chairs that look great on opening night but start breaking within weeks as they are handled roughly by patrons and staff alike. CLEANING • Choose chairs that are easy to clean – and fast to clean so you can turn around a room asap. STACKABILITY • “The mistake so many interior designers make is not thinking like the publican thinks. Chairs have to be easily stacked and stored. • “Some of the prettier looking chairs are impractical when it comes to moving them for an event or a function.” GAMING STOOLS • “Gaming customers are different to food and beverage customers. Stools that the gaming customer feels comfortable in and that the older demographic can easily move.
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Custom tables and purposefully crafted joinery and metal fabrication can be a fantastic addition to your establishment, allowing for sturdy and long-lasting tables that can handle the test of a high-flow environment. Having custom tables allows you to maximise seating and ensure patrons are comfortable. Incorporating booth or bench seating also shows that your building layout and spacial awareness has been carefully thought out. We pride ourselves on listening to our clients and ensuring that their seating plans are maximised further to bring revenue to the venue.
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• “Sometimes you have gaming stools that are really cumbersome for young staff to move and to clean, let alone a gaming customer to move. • “Arm rest can be terrific but if you are a larger person, they can be quite threatening because they can’t get the chair to feel right.” COLOUR SELECTION • Hotels are a semi-industrial situation so the perfect piece of furniture for the front room at home won’t replicate in a pub. • High end foyer chairs at a five-star hotel will be very different to the chairs chosen for a front bar of a pub. • The last thing you want to be doing in 18 months’ time is realise your fancy chairs were a fad and will soon need to be replaced. AESTHETICS • Chairs are high on the agenda when it comes to a hotel refresh. Everything has to flow together. • You probably want the furniture to be timeless, unless you are decking out a theme pub. There is a good selection of AHA|SA sponsors who specialise in hospitality and have considerable experience to assist you in your decision-making process.
HO SPITALIT Y F URNIT URE SP EC I A LI STS Workspace Commercial Furniture has long provided our expertise to the Hospitality and Retail segments through the design, manufacture and supply of hospitality furniture solutions. Our skilled joinery, chair making and custom cabinet making divisions, linked with our effective and efficient automated manufacturing results in hospitality furniture that is both timeless and appropriate. RESTAURANTS
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CLUBS
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Celebrating 160 Fabulous Years SPEECH GIVEN BY DR TIM COOPER AM, MANAGING DIRECTOR & CHIEF BREWER, TO MARK THE 160TH ANNIVERSARY OF COOPERS. On this 160th year celebration it is a privilege for me to give you some insight as to the changing fortunes of the brewery over those years. Although Coopers is now the largest Australian-owned brewery and supplies 5% of the national beer volume, it has not been a straightforward progression. The waxing and waning of the business saw five episodes of near-death experience for Coopers. On the 13th May in 1862, ten years after his arrival in Adelaide with his young family, Thomas Cooper brewed his first beer as a restorative tonic for his ailing wife Ann. Ann was the daughter of a publican in Yorkshire, and she gave him the recipe. Two years later he wrote the following to his brother in England: “there are some half-dozen breweries besides ours in and about Adelaide, but they use a good deal of sugar and so on for brewing, but we use only malt and hops, consequently ours being pure the doctors recommend it to all their patients”. Following some early success Thomas fell upon hard times in the late 1860s when he lost his house in George St Norwood and sold his brewing equipment before moving into rented premises in High St Kensington in 1869. Despite losing everything, Thomas was not declared insolvent, and, fortunately for us, he 36 | Hotel SA | W W W . A H A S A . A S N . A U
somehow managed to keep brewing; from this neardeath experience his sales were back to former levels by 1878. Thomas was then able to buy property in Upper Kensington, leading to the establishment of the Leabrook brewery in 1881. Within a few years, Coopers’ beer volume had increased to around 150,000 litres, but remained at this level until well after the death of Thomas in 1897. Thomas left the running of the brewery to four of his sons (John, Christopher, Samuel and Stanley) who had embraced the family trade. As a devout Methodist, Thomas disapproved of selling beer to public houses. He would have followed the precepts of the founder of Methodism, John Wesley, who believed that beer was good, whereas wine and spirits were not. Wesley thought that beer should be consumed at home. The second generation decided to start selling to hotels in 1905, after which Coopers’ sales volumes increased, such that annual volume grew to more than 1 million litres at the end of the 1st World War. Following a substantial investment in brewing and bottling equipment in 1925, sales accelerated to 4½ million litres by 1928 (representing over 15% of the state volume). However, a second period of difficult Back to Contents
trading followed with the Great Depression, when sales dropped to less than half, and did not reach this peak volume again until after the 2nd World War. Coopers and South Australian Brewing (SAB) became the sole remaining brewers in South Australia after the closure of their last competitor in 1954, when Coopers’ annual volume jumped to 8 million litres. Despite further brewery development in 1957, sales remained below this peak until the early 1970s. Coopers began brewing lager beer in 1968, a decision taken by the third and fourth generation Coopers, leading to improved sales and reaching a new production peak of nearly 14 million litres in 1975. However, the success was short-lived because of excise increases imposed by the Whitlam government. This led to a third near-death period, when the profitability dropped to levels that threatened our ability to service the debt incurred from investments made for lager production and upgrades to packaging. In 1976, my father Bill declared to the family that if we did not survive the next six weeks, ‘we were gone’!
but, apart from a successful investment in a malting plant, the other investments lost money, bringing us close again to bankruptcy. Fortunately, home-brew was still growing, and we just managed to scrape through, but operating under the microscopic scrutiny of the banks. As the economy started to grow, we were fortunate that Lion Nathan bought SAB in 1993 and made the excellent decision to sell the 110 or so pubs in the former tied estate of SAB, which meant that our Pale Ale was able to be sold on tap in an increasing number of hotels. Pale Ale kegs had been introduced in 1989, but the freeing up of the hotel trade allowed Glenn Cooper and his sales team to grow sales steadily from 1995. With targeted promotion, a younger generation rediscovered our cloudy ales, and sales again began to improve.
As an aside, some years later, in 1988, Bill visited the new Parliament House in Canberra; he was asked by the then Leader of Opposition Andrew Peacock what he thought of the $1.1 billion building (considered the most expensive building construction in the world at the time) – he said that it was very impressive and that the beerdrinkers of Australia had paid for it in just nine months! The saving grace for survival from the squeeze between excise increases and the impact of interventions to control inflation, was the launch of Brewers Own Homebrew in 1977. Bill and Maxwell, the fourth-generation cousins, made this decision to diversify into home-brew which became a runaway success. Home-brew became the saviour of the company at that time, and even into the early 1990s. Following the introduction of cans of concentrate in the mid-1980s, sales grew strongly nationally and overseas, such that, by 1990, Coopers became the largest manufacturer and exporter of home-brew concentrates in the world. Bill Cooper also injected a strong marketing effort into promoting Coopers beers both nationally and internationally through the 1980s. A resurgence of interest developed in our traditional ale products, augmented by the introduction of naturally conditioned beer into kegs, saw beer sales increase to 19 million litres by the end of the 1980s. However, the recession that “we had to have” in the early 1990s saw Coopers beer volume in 1993 shrink back to less than 12 million litres. Contrary to popular belief, beer sales in fact decrease in recessionary times, and, given that much of our sales were in the interstate premium market, the recession compounded our fourth near-death experience in the early 1990s. During the 1980s, with improved performance, the fourth generation diversified into areas away from brewing, Back to Contents
Through the 1990s, we increased our focus and investment in beer quality through process improvements, and by the selection of a single ale yeast strain to enhance the consistency of our ales. With beer sales on the move again, we ran into another problem - we had outgrown the site at Leabrook where Thomas had built his brewery in 1881. Bill, Maxwell and I discussed the urban constraints and pondered the inevitability of an enforced move from Leabrook to a new site. Fortunately, we were able to purchase the former State Transport property at Regency Park in April 1998 and commence the planning for the construction of a new brewery, enabling us to complete the relocation of operations from the old Leabrook site in 2001. We have won a number of awards for the new brewery, particularly for its favourable environmental features – we have a Cogeneration plant that generates power both for the brewery and for the grid, as well as steam for the brewery derived from the waste heat of the gas turbine. In a stroke of serendipity, we accepted an offer to form a joint venture company with the former distributor of Budweiser, to grow our beer sales interstate. This quickly tested the capacity of the new brewery, as we W W W . A H A S A . A S N . A U
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achieved double digit growth through incremental gains in distribution and strong sales representation, growing progressively from 2003 until we grew to more than 80 million litres in 2017. The opening of the new brewery and Coopers’ subsequent rapid growth didn’t go unnoticed by our competitors, which leads to the fifth period of nearloss. In 2005, rival brewer Lion Nathan launched a hostile takeover attempt, just before they were about to lose a court case which would have the effect of Lion forfeiting its protected status in terms of pre-emptive share rights enshrined in the Coopers Constitution. These clauses in the Constitution arose when, in 1995, we received back shares formerly owned by SAB. The initial takeover bid by Lion Nathan offering our shareholders $260 per share was rejected by the Coopers Board. Lion Nathan’s attempt to sway us to accept the offer, which was increased to $310 per share, became more intense as they appeared to understand the strength of resolve of our shareholders to change the Constitution. When finally, after a long delay compounded by many court actions and appeals to the Takeovers Panel, shareholders were finally allowed to vote on removing these special clauses, the vote was carried 93.4% to 6.6% to block Lion from purchasing shares. The vote was a clear message from our shareholders that they did not want to lose their independence – Lion did not understand that, for our shareholders, the issue was more about loyalty and tradition than it was about money.
As we look forward, we have much to be thankful for. We have a vision to passionately commit to celebrating two centuries as an independent family company, crafting the finest beers and natural brewing products. Passion is one of our five Guiding Principles, the others being Consistency, Responsibility, Respect and Service. For example, we pursue consistency in our product quality, we encourage respect for our colleagues, suppliers and customers. As a corollary of this, we enjoy long-term relationships with our suppliers, such as Ellerslie Hop of Victoria, which has seen four generations selling to four generations of Coopers, 38 | Hotel SA | W W W . A H A S A . A S N . A U
and our 30-year relationships with packaging suppliers Orora (formerly Amcor) and WestRock. These suppliers, including off-shoot Opal, are much involved in the brand refresh that our marketing team under fellow director Cam Pearce has engineered, and which will be seen in the market in the next few months. Also, in regard of long relationships, we have recently concluded contract extensions with our brewing partners of Sapporo and Carlsberg, both of which span more than ten years. In terms of service, we are blessed with the contribution of not only family members, but of our many longserving employees who continue to devote their skills and passion to making Coopers what it is today. We clearly enjoy longevity at Coopers, as demonstrated by one employee who, when encouraged to retire at the age of 70, stated that when he began at Coopers, he was told that he had a job for life. Reflecting on our Guiding Principle of Responsibility, I want to highlight the work of our Coopers Brewery Foundation, under the chairmanship of Melanie Cooper. Since its inception in 2006, the Foundation has now donated more than $6.5m to Australian charities, and the company has donated the lion share of the funds in the Investment Fund of the Foundation, which now sits at $10m. Our Guiding Principle of Passion is exemplified in our attitude to our products and our brewery. To this end, we are proud to have invested $68m in the maltings, which we completed in 2018, and you have probably seen the recent news of our forthcoming investment in our brand home. This $50m new visitor centre is about celebrating our history and our originality, with an emphasis on what makes Coopers different. We look forward to welcoming domestic and international visitors to our brewing home to hear about our past, to learn about the art and science of brewing and to taste our beers, and, in the future, our whisky. Our sixth-generation family employees, Louise and Andrew Cooper, have been involved in the design of this facility as it will be theirs to curate and manage over their future in the business. The visitor centre, along with other investments in the pipeline, will bring our total investment at Regency Park to close to $400m. So, although much has changed since brewing in wooden barrels in Thomas Cooper’s day, successive Coopers have continued to celebrate Thomas’ vision of providing a healthy beer for an appreciative public. We enjoy much support from an expanding band of loyal beer-drinkers and increasing numbers of dedicated and supportive publicans around Australia. We owe much to you, our partners and supporters, for the success we have witnessed in reaching the milestone of this 160th year of our brewing history. Thank you for celebrating with us, and for your ongoing support of Coopers. Back to Contents
AHA|SA Podcasts
The AHA|SA now has a range of podcasts available for members, to suit all your needs and interests. Podcasts are a great way for you and your staff to receive up-to-date information for the hospitality industry, access important resources, and learn more about SA pubs and publicans, both old and new. Whatever your mood, there’s a podcast for you. Tune in via your favourite podcast app!
OUR SHOUT: THE SA HOTEL PODCAST
CHECK INN : MENTAL HEALTH & WELLBEING IN HOSPITALITY
BEHIND THE BAR : STORIES OF SA PUBLICANS
LISTEN ON
LISTEN ON
LISTEN ON
SPOTIFY
SPOTIFY
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APPLE
APPLE
APPLE
Our Shout is the official podcast of the SA Hotel industry, brought to you by the AHA|SA. Hosted by Mandy Collins, publican of the Lady Daly Hotel, Our Shout is a great 30-minute listen to keep you and your team up-to-date with the latest hotel industry news and information, interesting pub stories and business tips from our corporate partners. Published on the last Monday of every month, this is a podcast not to be missed!
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The last two years have been incredibly challenging for the hospitality industry, so the AHA|SA and corporate partner EML, have created the Check Inn - Mental Health and Wellbeing in Hospitality podcast to help those in the industry. Hosted by Tim Boylen and Organisational Psychologist Hayley Lokan, this series of six podcasts covers various topics in short, easy-to-understand episodes for you and your staff.
In the brand new podcast series, Behind the Bar - Stories of SA Publicans, SA publicans recall “the way things used to be” - the days of SP bookies, paying off police and hotels doubling as prisons and morgues. Listen to tales of the day beer ran out, memories of the “six o’clock swill” and previously untold stories of political intrigue, as well as Peter Hurley’s thoughts on Nick “No Pokies” Xenophon.
Topics include resilience, managing stress, emotional intelligence, managing change, wellbeing and dealing with difficult customers. W W W . A H A S A . A S N . A U
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COMS System Ltd 04 21 341 261 Vix Vision 0400 310 326
LEGAL SERVICES
DBH Lawyers 1800 324 324 / 8231 3668 Ryan & Durey Solicitors 6166 9000 Wallmans Lawyers 8235 3000 L O YA LT Y & R E W A R D S Y S T E M S
FINANCIAL PLANNING
Liquor Legends 0429 825 072
Perks Accountants & Wealth Advisers 08 8273 9300 Winnall & Co. 8379 3159
M A R K E T I N G & C O M M U N I C AT I O N S
Social Media AOK 1300 658 543
F I R S T- A I D
Boylen 8233 9433
St John 1300 360 455 FOOD SERVICES
Bidfood 0427 099 558 Galipo Foods 8168 2000 International Oyster & Seafoods 8231 6441 PFD Foodservice 8114 2300 Thomas Foods 8162 8400
MEDIA
FIVEaa 8419 1395 Foxtel 1300 306 460 Solstice Media 8224 1600 MUSIC LICENSING
OneMusic 8331 5800 ONHOLD/MESSAGING
Andale Hotel Services 8234 0388
FURNISHINGS
1800 ON HOLD 07 5587 7222
Concept Collections 1300 269 800
BEVERAGE GASES
PAY R O L L & H R R E S O U R C E S
G A M I N G A N A LY S I S
Liquor Legends 0429 825072
BOC Limited 0424 647 568 Supagas 8252 7472
Independant Gaming Analysis 8376 6966 Winnall & Co 8379 3159
BEVERAGES
G A M I N G F L O AT R E C O N C I L I AT I O N
Accolade Wines 8392 2238 Australian Liquor Marketers 8405 7744 Carlton & United Breweries 8416 7819 Coca Cola Europacific 13 26 53 (13 Coke) Coopers Brewery 8440 1800 CUB Premium Beverages 8276 4888 Diageo 0401 120 872 Empire Liquor 8371 0088 Lion 8354 8888 Liquor Marketing Group 8416 7575 Oatley Fine Wine Merchants 1800 628 539 Options Craft Liquor Merchants 8346 9111 Pernod Ricard Australia 8208 2400 Samuel Smith & Son 8112 4200 Treasury Wine Estates 8301 5400 BOOKKEEPING
Liquor Legends 0429 825 072 Perks Accountants & Wealth Advisers 08 8273 9300 Winnall & Co. 8379 3159 BUILDING EQUIPMENT/SUPPLIES/ HARDWARE
GBay/Aruze Gaming 0424 700 888 GFR Pro 0408 186 540 G A M I N G L O YA LT Y
Bluize 1300 557 587 GAMING MACHINE SERVICES
insworth Game Technology 0409 171 616 A Aristocrat Technologies Australia 8273 9900 GBay / Aruze 0409 673 778 IGT 8231 8430 Independant Gaming Analysis 8376 6966 Konami Australia Pty Ltd 0409 047 899 MAX 8275 9700 Scientific Games 0400 002 229
08 8273 9300 Tanda 1300 859 117 Winnall & Co. 8379 3159 POS SYSTEMS
Bluize 1300 557 587 H&L Australia 1800 778 340 Liquor Legends 0429 825 072 P R O M OT I O N A L P R O D U CT S
The Banner Crew 8240 0242 P R O P E R T Y S A L E S & V A L U AT I O N S
Knight Frank Valuations & Advisory SA 8233 5222 R E TA I L L I Q U O R M A R K E T I N G
GAMBLING SERVICES
Liquor Legends 07 3107 7422
The Lott 132 315 UBET 8354 7300
Liquor Marketing Group 8416 7575 S P O R T S & E N T E R TA I N M E N T M E D I A
H OT E L B R O K E R S
Foxtel 1300 306 460
Langfords Hotel Brokers 0410 605 224 McGees Property Hotel Brokers 8414 7800 H OT E L M A N AG E M E NT
Bunnings Group 0435 630 660
H&L Australia 1800 778 340 Liquor Legends 0429 825 072
CASH & COIN EQUIPMENT
I N F O R M AT I O N S Y S T E M S / S I T E P R E P
Banktech/Maxetag 1800 08 09 10 BK Electronics 0431 509 409 Cardtronics 03 9574 4878 Coms Systems 0408 462 321 GBay/Aruze Gaming 0424 700 888 Hostplus 0418 327 607
Perks Accountants & Wealth Advisers
Max Systems 8275 9700 INSURANCE
Aon Risk Solutions 8301 1111 I . T. P R O D U C T S & S E R V I C E S
Boylen 8233 9433 CompNow 1300 2667 669
40 | Hotel SA | W W W . A H A S A . A S N . A U
S TA F F T R A I N I N G & R E C R U I T M E N T
Adelaide Institute of Hospitality 8338 1492 Maxima 8340 7766 Migration Solutions 8210 9800 Perks Accountants & Wealth Advisers 08 8273 9300 St John 1300 360 455 S U P E R A N N U AT I O N
HostPlus 8219 3902 WEBSITES
Boylen 8233 9433
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GAMING CARE works with all South Australian Hotels with gaming machines to reduce the harm caused by problem gambling. Providing the hotel industry with the capacity to respond to community concerns related to the harm associated with gambling by contributing to early intervention and support for problem gamblers and their families. Minimising the harm caused by problem gambling behaviour by fostering a compliant and proactive industry that works with regulators, gambling help services and gaming patrons to minimise harm caused by gambling. Assisting licensees and hotel staff with their compliance obligations, and supporting venue staff through education and training regarding the recognition of problem gambling indicators and assisting in accurately documenting patron behaviour. Providing licensees and hotel staff with the confidence and skills required to engage directly with patrons who are showing indicators of potential problem gambling, enabling them to intervene early and refer the patron to a gambling help service, or other support options if required.
Contact your local Gaming Care Officer, or our Office, for information on how Gaming Care can assist your venue.
T 08 8100 2499 F 08 8232 4979 E INFO@GAMINGCARE.ORG.AU 4TH FLOOR AHA|SA HOUSE 60 HINDMARSH SQUARE, ADELAIDE SA 5000
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For any assistance or support please contact your local Gaming Care Officer, or our office for information on how Gaming Care can assist your venue. W W W . A H A S A . A S N . A U
| Hotel SA | 41
Corporate Partners D I A M O N D
2021/22
P L A T I N U M
G O L D
131 733 S I L V E R
pfdfoods.com.au For full product range and details of your nearest branch
Ainsworth Game Technology
Foxtel
Technology
Social Media AOK
Australian Liquor Marketers
GFR PRO
Oatley Fine Wine Merchants
St John
BankSA
IGT
OneMusic
Stoddart Food Equipment
Big Screen Video
Independant Gaming Analysis
Options Craft Liquor Merchants
Tanda
Bluize
Konami Australia Pty Ltd
Samuel Smith & Son
Winnall & Co
Boylen
Liquor Marketing Group
Scientific Games
Bunnings Group
Novatech Creative Event
Smart Cleaning Solutions
1800 ON HOLD
CompNow
Langfords Hotel Brokers
Power Maintenance Group
Adelaide Institute of Hospitality
COMS System Ltd
Liquor Legends
Ryan & Co. Solicitors
Andale Hotel Services
Concept Collections
Make it Cheaper
Solstice Media
Banktech
DBH Lawyers
Maxima Training Group
Studio Nine Architects
Bentleys Accountants
Empire Liquor
McGees Property Hotel Brokers
Supagas
GBay/Aruze Gaming
Migration Solutions
The Banner Crew
International Oyster & Seafoods
Next Payments
Trans Tasman Energy Group
Knight Frank Valuations & Advisory SA
Perks Accountants & Wealth Advisers
Wallmans Lawyers
PFD063 Hotel SA Advert (1/4 Page).indd 1
18/05/09 11:47 AM
B R O N Z E
BK Electronics BOC Limited Cardtronics Class A Energy Solutions
42 | Hotel SA | W W W . A H A S A . A S N . A U
Vix Vision
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Adelaide’s Best Hotel Website Design Company
boylen.com.au
Adelaide Web Designer 08 8233 9433
L I C E N S E E
MAY 2022
T R A N S F E R S
H OT E L
L O C AT I O N
E F F E C T I V E D AT E
NEW LICENSEE
The Elephant
Adelaide
16.05.22
Elephant Bar & Functions Pty Ltd
Jacka Brothers Brewery (New Licence)
Melrose
25.05.22
Innes Experience Pty Ltd
Rob Roy Hotel
Adelaide
27.05.22
Rob Roy Hotel 1840 Pty Ltd
Christies Beach Hotel
Christies Beach
30.05.22
RD Jones Christies Pty Ltd
Hilton International Adelaide
Adelaide
31.05.22
233 Victoria Square Hotel Pty Ltd
Tavern on Turton
Point Turton
15.06.22
Machuski Hotels Pty Ltd
Bowhill General Store
Bowhill
20.06.22
Jettsky Pty Ltd
NEW MEMBERS
+
Maybe Mae
Maybe Mae
Maybe Mae
O F F I C E
H O L D E R S
+
P U B L I S H E R
3/288 Glen Osmond Road, Fullarton SA 5063 P (08) 8233 9433 W www.boylen.com.au
C O N TA C T
TIM BOYLEN Managing Director tboylen@boylen.com.au
Level 4, 60 Hindmarsh Square, Adelaide SA 5000 POSTAL PO Box 3092, Rundle Mall SA 5000 PHONE (08) 8232 4525 TOLL FREE 1800 814 525 FAX (08) 8232 4979 EMAIL information@ahasa.asn.au WEB www.ahasa.asn.au
JAMIE RICHARDSON Advertising sales@boylen.com.au
MADELAINE RASCHELLA ELLIOTT Studio Manager/Graphic Designer
EXECUTIVE COUNCIL DAVID BASHEER MATTHEW BINNS ANDREW BULLOCK SAM McINNES LUKE DONALDSON MATTHEW BRIEN MATT ROGERS
President Vice President Deputy Vice President Secretary Treasurer Executive Council Executive Council Executive Council
COUNCIL Andrew Kemp Andrew Gunn Andrew Plush Anna Hurley
Brad Barreau Darren Steele Elise Fassina Guy Matthews
James Franzon Jason Fahey Jason Kelly John Giannitto
Karen Milesi Luke Donaldson Peter Johnson Simone Douglas
Tom Hannah Tony Franzon Trent Fahey Trevor Evans
A D M I N I S T R AT I O N IAN HORNE General Manager ANNA MOELLER Deputy General Manager OWEN WEBB Workplace Relations GARY COPPOLA Legal and Advocacy SCOTT VAUGHAN Membership & Business Services KATHERINE TAYLOR Communications and TAA (SA) LUCY RANDALL Events & Partnerships BRONTE McCARTHY Finance & Administration DIDIER VOLLERIN Liquor & Gaming LIZ TURLEY Training Coordinator Views expressed in Hotel SA are not necessarily those of the AHA|SA or the publisher and neither can accept, and therefore disclaims any liability, to any party for loss or damage caused by errors or omissions resulting from negligence, accident or any other cause. We do not endorse any advertising materials, services offered within advertisements or products, special offers or goods promoted therein.
44 | Hotel SA | W W W . A H A S A . A S N . A U
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