Hotel SA March 2022

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

DANCING & NO DENSITY LIMITS! PLUS

Interviews with 2021 National Award Winners: Ian Tregoning + Chris Speck

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Shortcut to Stories

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Interview with Ian Tregoning Co-owner of The Bridgeport Hotel, Ian Tregoning, shares his history and how their team worked to create a multi-award winning hotel.

Transfer of Business Guide

We explore what the obligations are for employers when hotels change hands.

T H I S

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Q&A with Chris Speck

Chris Speck provides insight into his successful career that lead him to win a national award.

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I N

MARCH 2022

I S S U E

04 Stop Press: Density and Dancing Restrictions Lifted 06 From the President 08 From the General Manager 10 Scott’s Spot 12 Interview with National AwardWinning Hotel Co-owner, Ian Tregoning

Helping Staff Cope

A former sleep technologist brings academic insights as well as personal experience to the sleep issues caused by shift work.

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Scott’s Spot

Report Reveals Devastation

16 Q&A with National Award Winner Chris Speck

27 Coopers Deal with World Surf League Australia

19 Upcoming Event: SA Hotel Industry Conference

29 Report Reveals Devastation Wreaked

by COVID-19 Restrictions

20 Helping Staff Cope with Shift Work Sleep Disorder

33 Yalumba Grenache Raises Essential Funds for Combatting Homelessness

22 Transfer of Business – What Happens When Hotels Change Hands

35 AHA|SA Corporate Partner Directory

Scott Vaughan’s March edition of One for the Road covers AHA|SA podcasts, a nod to our national award winners and outgoing hoteliers.

25 AHA|SA Podcasts

Independent study finds that “venues have suffered considerable financial stress and were at an increased risk of business failure”.

36 AHA|SA Corporate Partners 2021-2022 38 AHA|SA Office Holders and Publishing

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Stop Press: Density and Dancing Restrictions Lifted 4PM, 10 MARCH 2022 After two years, all density restrictions will be scrapped from hotels in South Australia from 12:01am on Saturday, March 12.

Speaking today (10/3/2022), Police Commissioner Grant Stevens also announced there will be no restriction on singing or dancing.

However, mask mandates are unchanged for the moment, with the matter to be discussed by the SA COVID-19 Transition Committee next week.

The AHA|SA has welcomed the move but will continue to lobby the current government – and the postelection government – to remove ALL restrictions immediately. “…at the CRC meeting next week we will be considering in more detail

the requirements regarding close contact quarantine requirements and the requirement to wear masks in indoor public places,” the Commissioner said.

He announced that isolation requirements for some groups of Covid positive people would be reduced from 10 days to seven days. The AHA|SA will update members as more information becomes available.

Commissioner Stevens also said “it is good to be able to stand here and provide this much sought after relief to a wide range of activities right across SA including hospitality and we certainly understand the pressures that a whole range of sectors have been under because of the restrictions in South Australia”.

AHA|SA President David Basheer said: “The hotel industry welcomes this news, but while state emergency provisions remain in place, we lack the confidence that a new variant of COVID-19 can quickly close us down once again.”

Mask restrictions remain unchanged, but will be reviewed next week.

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CROWDS. LIVE MUSIC. DANCING. WE’RE BACK! Back to Contents

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From the President DAVID BASHEER – AHA|SA PRESIDENT

This article was written before the latest government announcements were made - see page 4 .

The Skill Cull Must End

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Click here to watch video

Our industry’s well-publicised skill shortage continues to be a major operational issue for all of us. It is a significant barrier to growth as we seek to recover from two years of devastating restrictions.

A recent story in The Advertiser actually celebrated the fact that people displaced from our sector due to Government-imposed health orders have found careers in alternative industries.

This brings no joy to our industry.

The article related the stories of a former restaurant manager who is now a police officer, a chef who now manages a bakery and Nicole Smart, until recently a head chef, who is now a youth worker.

Nicole was quoted as saying: “(For the first time in my life) I had to go on Centrelink. It gave me the opportunity to think about changing my lifestyle.”

I don’t know Nicole and this is not a criticism of her. It simply

confirms what we all know. It is a problem that was highlighted in the National Skills Commission’s 2021 Recruitment report as one of the main reasons why two thirds of hospitality employers reported difficulties in recruiting. That compared to 41% of employers across all industries.

The AHA continues to pursue State and Federal Governments to unlock this skills gap.

Due to COVID-19 uncertainties, our brand has been trashed for current and prospective employees.

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We need assistance to win back enthusiastic and skilled staff, like Nicole, who were stolen from us due to COVID-19 directions.

The AHA will continue to lobby the next Premier to mount a serious campaign reassuring school leavers and mature employees that hospitality is a noble and fulfilling pursuit. Governments can’t realistically celebrate our State’s renowned food, wine and tourism culture, then leave employers stranded in their search for quality staff to maximise the opportunities.

It doesn’t make sense.

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A GOOD WIN The AHA has scored an important victory that will assist hotels to entice staff to re-enter our industry.

After intense representation at Federal and State level to free up migration criteria, we won two significant changes to the South Australian Designated Migration Agreements (DAMA) The AHA lobbied heavily – and succeeded – in reinstating the occupations that were removed in 2020, such as chefs, cooks and restaurant managers. New bespoke occupations of hospitality supervisor and hospitality worker were also created and added to the DAMA to specifically benefit the regions in South Australia, where the skills crisis has bitten hardest.

Importantly, when we find the right employee, all these occupations have a path to permanent residency.

Additionally, more flexible labour market testing requirements will be introduced for these DAMAs, including hotels only having to provide evidence of labour market testing within the 12 months, rather than a tighter four months previously. Again, regional hotels have received even greater concessions in this area.

This process can be complex and cumbersome, and members are encouraged to contact Owen Webb or members of the AHA’s IR team for further clarification.

Even if your own venue has no appetite for employing overseas workers, having more applicants in our total recruiting pool will play its part in easing the skills crisis.

CROWN ROYAL COMMISSONLOCAL CONSEQUENCES? Last year’s Royal Commission into Crown Casino came down heavily against the casino giant.

harm minimisation measure, but to limit money laundering.

Unhelpfully, Crown Chief Executive Officer Steve McCann has called on these measures to also be introduced to all pubs and clubs in Victoria. The obvious concern would be for this to spread Australia-wide.

There is absolutely no justification for any government to impose Crown-like penalties on venuebased gaming operators.

A casino and your local pub act and behave in completely different spheres. Furthermore, there is not a shred of evidence of money laundering in pubs.

Our smaller venues have the checks and balances, and responsible gambling. Casinos act under completely different gaming legislation to pubs, including extended opening hours, more relaxed rules around high roller players and of course many, many more machine offers, incentives and numbers.

Money laundering concerns in our pubs and clubs in South Australia are a world away from Crown Casino. The maximum amount that can be inserted into a gaming machine accepting notes in South Australia is $149. Compare that to other jurisdictions and casinos around Australia and you will quickly understand the concerns and findings from the Crown Royal Commission in this area are simply not relevant to your local South Australian pub.

Given the COVID-19 nightmare this industry has endured for two years, any politician or regulator who thinks it a good idea to crush us even further as we start the tentative steps to recovery will meet with the heaviest resistance this industry can muster.

SOUTH AUSTRALIA POST-ELECTION

The Victorian Government has flagged its intention to act on a core recommendation and impose a mandatory pre-commitment scheme at the casino.

With the State election on our doorstep, the AHA|SA always works with all sides of politics.

This move is not seen as just a

Two years ago we observed

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we were the first industry hit by COVID-19. We feared we would be the last ones out. Sadly, that fear has materialised.

Regardless of the election result, the most urgent conversation we will be having with the next Government is the lifting of the emergency declaration and ALL associated COVID-19 restrictions.

That includes the constant threat of new health impositions on our venues, leaving any sense of long term confidence in tatters.

We recall the wasted last six months of 2021 when restrictions were needlessly retained. That cannot be repeated in 2022.

It is impossible to believe we are still in a State of Emergency. The Chief Health Officer openly encouraged people to attend Fringe events. As any visit to major Fringe venues will confirm, people are complying with this in their tens of thousands – just as the public obeyed the instruction to stay away from our venues on New Year’s Eve. Let’s look at the facts. All borders are open. We expect a 53,000 full house at Adelaide Oval for the football.

Critically, our hospital system is in no danger of being overrun.

However, those who have nothing to lose by heavy-handed health orders warn us we must keep restrictions in case of another variant. So, does the Tumby Bay Hotel have to keep its restrictions in place in case the Modbury Hospital, 600km away, could have a lack of beds at some unknown time in the future?

It is totally unacceptable that any easing of hospitality restrictions are portrayed as an industry privilege, while other industries continue with little or no shackles.

Since July, no one has seen a hospitality worker smile. Let’s get rid of those masks and all other restrictions and re-join the rest of the world.

David Basheer, AHA|SA President W W W . A H A S A . A S N . A U

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

This article was written before the latest government announcements were made - see page 4 .

Finally Common-Sense Prevails It would seem SA hotels and hospitality are on the cusp of having many COVID-19 restrictions lifted or at least further modified. This is clearly welcome, essential and not before time.

Hospitality has been amongst the most severely impacted sectors since the Australia-wide closure of 23 March 2020. We now find ourselves at the two-year anniversary with restrictions finally being mostly lifted.

COVID-19 has tested our industry, our operators and our staff – all 26,000 of them, like nothing in history.

There have been casualties including permanently closed businesses, fire sales and thousands of loyal employees stood down, made redundant or had hours and income severely curtailed.

The industry has, over the journey, struggled to be heard with decision makers, despite their best intentions, being unable or unwilling to consult in any meaningful way. Industry operators learned their fate as to restrictions, lockdowns and lockouts from the media via press conferences that, at times, resembled an exercise in self-congratulating and mutual admiration.

A harsh assessment perhaps, but in the absence of any true consultation and discussion with affected industries on a regular and cooperative basis, the criticism must stand.

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So, have we learned anything about managing a COVIDlike pandemic in the future?

I think that after the State Election on 19 March 2022, whoever wins Government must implement a wide reaching and detailed enquiry into all aspects of COVID-19 and its management.

SA Best, Frank Pangallo MLC has called for a Royal Commission. Whether it requires such a vehicle, any enquiry needs to be independent and transparent.

“Have we learned anything about managing a COVIDlike pandemic in the future?”

Such an enquiry would not be a ‘witch hunt’ but rather a genuine effort by the State to learn what worked and what didn’t. It would be an opportunity to discuss strategies used, decisions made and the consequences of those decision. It would be an opportunity to demystify some of the ‘advice’ and evidentiary basis of decisions that so severely impacted live music, dancing, standing and drinking, various capacity limits, inconsistencies, etc.

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Click here to watch video

Without such a vehicle of review, we are destined to repeat the same mistakes and cause equivalent damage.

The AHA|SA was forthright in our advocacy extending that on three occasions to engage SA Centre of Economic Studies at the University of Adelaide to analyse in detail the economic and social impact on Hotels of the November 2020 lockdown, the July 2021 lockdown and the five-week severe restrictions imposed of 25% sit-down capacity through January 2022.

We sought this analysis so that, at sometime in the future, the real impact could be recalled with accuracy.

“Whoever wins Government must implement a wide reaching and detailed enquiry into all aspects of COVID-19 and its management."

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One of the first orders of business, post the State Election for the next Government, should be the establishment of such an enquiry.

The hundreds of thousands of South Australians so severely affected deserve nothing less.

Ian Horne, AHA|SA General Manager

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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 March edition of Scott’s Spot. With COVID-19 rolling through the city and my household in early 2022 along with uncertainty when restrictions would be eased, I was office bound for a period of time. At time of writing, restrictions are “slowly” easing which is positive although still a way to go compared to the eastern states of the country.

REGIONAL MEETINGS The first scheduled meeting in mid-February for the year was to be held at the Sundowner in Whyalla .

Unfortunately, this meeting was cancelled by the AHA|SA due to uncertainty at the time, however looking forward to July, Stephen and the team will turn it on for members and corporate partners.

Graham Cox and daughter Donna down at the Lord Exmouth, with over 200 toy monkeys perched above the bar.

In positive news, regionals will be held for the Murray Mallee at the Big River Motor Inn in Berri  along with Bordertown Hotel  in, you guessed right, Bordertown!

Looking forward to providing an update in the April edition.

OUR SHOUT PODCAST - Listen Here  Massive thanks to Lucy Randall for her interview with publicans featuring Tony “Hoges” Hogan Streaky Bay Hotel  along with the Fricks, being Bev and David, of Hotel Arno  along with Matty Rogers who hosted the Christmas regional at the Marina in Port Lincoln .

I’m waiting to be shown the exit door as an interviewer!

I had the pleasure of interviewing Kevin Beswick down at the Sailmaster Hotel  in late January, followed

by Graham Cox at Lord Exmouth  known as “The Monkey House”. Make sure you have a listen to all the fantastic stories from our publicans and corporate partners on the podcast hosted by the incredibly talented, Mandy Collins, publican at the Lady Daly Hotel .

NATIONAL AWARDS Congratulations to all the SA finalists of the AHA National Awards. Typically, a wonderful display of venues punching well above their weight amongst industry peers from across the nation. To have seven winners is an incredible effort. Winners are: • Front of House Employee of the Year - General Division WINNER: Heath Johansen - The Uraidla Hotel SA • Front of House Employee of the Year Accommodation Division WINNER: Chris Speck Mount Lofty House Crafers, SA • Best Environmental & Energy Efficiency Practice WINNER: Watervale Hotel SA • Best Bistro – Metropolitan WINNER: The Stirling Hotel SA • Outstanding Community Service & Achievement WINNERS: The Duke of Brunswick Adelaide, SA • 2020 Diageo Johnnie Walker Hall of Fame WINNER: Greg Fahey, SA Lakes Hotel

Enjoying the company of Keven Beswick at the Sailmaster.

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• Overall Hotel of the Year – Regional WINNER: Bridgeport Hotel Murray Bridge, SA Back to Contents

On the road FAREWELL & WELCOME There are a number of members who have recently sold their venues.

I wanted to acknowledge venues who have been part of the AHA|SA for a number of years, focusing on regional areas, and wish all the best for future endeavours, while welcoming new licensees. Note that this is for transfers from December through until end of February with more to come over coming months.

The Golden Fleece Hotel .

Royal Oak Hotel  in Clarendon.

The must-be-seen, Sofitel Adelaide  (below). A massive thanks to GM Rachael Harman for providing a tour to myself and Katherine Taylor.

• Naracoorte Hotel  • Prince of Wales Penola  • Eudunda Hotel Motel  • Grand Tasman Hotel  • Moonta Hotel  along with Cornwall  and Royal Hotels 

The stunning McLaren Vale Hotel .

• Darke Peak Hotel  • Lucindale Hotel  FOLLOWING ARE A FEW SNAPS TAKEN OVER THE MONTH OF FEBRUARY:

The Brighton Metro Hotel .

Unrecognisable from the past.

The Old Noarlunga Hotel .

That’s all for the March edition, until next time, pobachymos!

SHORTCUT TO  Williamstown Hotel  dining area.

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The Meadows Hotel .

How a simple change to rosters can help hospo shift workers.

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INTERVIEW WITH

National Award-Winning Hotel Co-owner Ian Tregoning OVERALL HOTEL OF THE YEAR - REGIONAL: BRIDGEPORT HOTEL

(L-R) Darren Steele EDP Hotels - General Manager of Operations (SA), Graham Hobbs - Owner, Ian Tregoning - Owner and Lisa Tregoning.

In a huge win for the South Australian hospitality industry, the Bridgeport Hotel in Murray Bridge has been recognised as Regional Hotel of the Year at the AHA’s National Awards for Excellence in Hobart.

“It was absolutely overwhelming and a sensational acknowledgement of the skillsets of our design team - our eleven in-house architects, our construction team, and our operational team,” said co-owner Ian Tregoning. “We were humbled by it.”

The Bridgeport is part of EDP Hotels, which is owned by Living Choice directors Ian and Graham Hobbs. The two were once just “tennis mates,” and it was a conversation at the courts that led to them deciding to go into business together.

Ian graduated from Flinders University with degrees in Economics and Honours Arts, he also has a graduate diploma in Property Development. He then worked in the family business, Treg Trailers, developing office warehouse properties.

At that time, Graham was Chairman of the legal firm Kelly & Co. Then, one night at the tennis courts, Ian brought up his desire to invest in a project with more capital gain, where he could also express his creativity.

Graham was interested, and a

business partnership was born, one that would lead to some of South Australia’s most exciting hotel redevelopments.

“When you’re doing office warehouses, you can’t be too adventurous with design and colours,” said Ian. “Hospitality allowed me to let my head go a little bit and have a bit more fun with the décor.”

The Bridgeport Hotel redevelopment was a realisation of a dream after 20 years of ownership. It took six years to receive planning and development approval. It was a $45 million commitment, but was never in doubt as Ian and Graham’s deserved flagship hotel.

“We basically recognised the Bridgeport Murray Bridge as an iconic site because of the location overlooking the river,” said Ian.

EDP Hotels owners Ian Tregoning & Graham Hobbs.

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Rivergum Restaurant.

The 100-room hotel has five bars, six function rooms, an infinity pool, and offers a luxe dining experience with the Rivergum Restaurant.

The restaurant’s menu features local produce and beverages, and is open daily for breakfast, lunch and dinner.

After officially opening its doors on 8 June 2021, the Bridgeport was awarded Best Overall Hotel and Best Redevelopment Hotel – Country at the 2021 AHA|SA awards. Add the national AHA’s recent award to the collection, and it seems the future is

bright for the Bridgeport.

The Bridgeport has also been instrumental in boosting local employment rates in Murray Bridge.

Students at Murray Bridge High School who were taking Certificate ll or lll in hospitality or cookery were offered jobs as juniors, and jobs forums were held for locals.

As far as what’s ahead, Ian said the team are working on encouraging businesses to hold corporate functions at the Bridgeport. The plan is also to feed off the new

attractions in Murray Bridge, including the $35 million racetrack, The Bend motorsport complex at Tailem Bend, and Monarto Safari Park. Upcoming projects include a $50 million, 350-home development, and a water park, set to further the appeal of the area.

“We’re one of the vital pieces in the puzzle… we provide 4.5-star accommodation in a country town, a mere one hour’s drive from Adelaide on the freeway,” said Ian.

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Q&A with National Award Winner Chris Speck FRONT OF HOUSE EMPLOYEE OF THE YEAR: ACCOMMODATION DIVISION (L-R) Arthur Antonellos from Hostplus and Chris Speck, Mount Lofty House.

WHAT IS YOUR POSITION TITLE? Guest Relations Manager, Mount Lofty House WHEN AND HOW DID YOU ENTER THE HOSPITALITY INDUSTRY? I joined the hospitality industry in 1994 at Matson Plaza, Cairns as a night porter. After completing my apprenticeship in butchery, I was told by a regular client that travelled extensively and stayed in five star hotels around the world, that my personality would be better suited to the role of Concierge. This planted the seed in my mind to look into hotels as a potential change of career.

WHAT HAS BEEN YOUR CAREER PATH? After my time at Matson Plaza, I was promoted within the organisation to the five star hotel, Cairns International as Porter.

After spending two years with Daikyo Corporation and servicing international visitors and being introduced to the golden key Les Clef d’Ors Society and mentored

by Christopher Northam, I had the desire to see the world and all that it had to offer. I spent time backpacking across the world before finding myself in London in search of a job. It was here that I started working at the Langham Hilton and as Commissionaire was exposed to five star service in the

highest form. From the discreet service of celebrities to the simple act of hailing a cab, this gave me the base of my career with Hilton International.

is to ensure that the guests feel like they are at home at Mt Lofty House.

WHAT ARE THE ATTRIBUTES OF A GOOD FRONT OF HOUSE PERSON?

Keeping up to date with local knowledge and always maintaining current and correct information.

Being in the Adelaide Hills, there has been so many new businesses enter the growing food and wine market. Another challenge is finding and keeping good team members.

Unfortunately, the hospitality industry has been an industry where university students earn money whilst studying. I have worked with some great people over the years who were fantastic and could have been true hospitality professionals, however, once they got their degree in their chosen field they left.

I believe that a good front of house person must be approachable, friendly, organised and have the ability to think outside the box.

Keeping up to date with local knowledge and being able to preempt guest needs by researching your guests prior to arrival so you know what they want. They need to be able to adapt and think on their feet quickly to manage guest requests. Prioritising guests and their needs are non-negotiables all whilst multi-tasking to deliver the best experience. Offering a calm, seamless service, even when under pressure, is key.

WHAT PART OF THE JOB DO YOU FIND THE MOST CHALLENGING?

WHAT IS THE BEST PART ABOUT THE JOB?

WHAT MENTORS HAVE YOU HAD DURING YOUR CAREER AND WHAT IS THE BEST ADVICE THEY HAVE GIVEN YOU?

Farewelling guests from the house who have had a fantastic stay with us. I get to work with all areas of the house which ensures that my guests are personally looked after and I have control of their experience from check-in to departure. I have total freedom to make decisions which impact the guest experience and is above all of their expectations. I have full authorisation to make decisions to recover any service issues. My goal

When I worked at The Cairns International, I worked under Christopher Northam who was Chief Concierge. During my time there he was awarded his golden keys from Le Clef d’Or Society.

This was a huge achievement and showed me, as a young man, that there was a goal to work towards, and I wanted it. The advice he gave me was to always continue moving forward by keep going and keep doing it, and that my drive and

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dedication would get me the keys. In 2007 I was awarded the golden keys by the Society and, after 20 years of not working with him, I received congratulations from Christopher.

Another person who had an impact on my career path was Rohan Manning. He was the Chief Concierge at Hilton Sydney when I was Assistant Concierge. He showed me that hard work and determination will get you where you want to be. The two of us were very different, yet we made a great team by balancing each other. My focus was front of house with the guests and he kept the department operating. I learnt from him that everyone is different and has their own valuable contribution to the team and you need to embrace these differences and success will come.

“I believe that a good front of house person must be approachable, friendly, organised and have the ability to think outside the box.”

WHAT MAKES MT LOFTY HOUSE SPECIAL? Mt Lofty House is a beautiful old home which offers old-world charm with more history than most buildings in South Australia. We welcome guests into our home as if they are friends or family, here to celebrate their special occasions with us. With a small number of rooms, we are able to offer personalised service throughout each individual stay. It is great being able to know who guests are, as I Back to Contents

typically will meet them on arrival, host them at the nightly House tour, and see them at breakfast the following morning and help make their plans for the day. This could be lazing by our pool with a cocktail whilst looking at the spectacular views of Piccadilly Valley or sitting by the fireplace in the library whilst playing a game of chess.

I believe what makes Mt Lofty House so special is the passion and vision that stems from our two owners, David and Malcom and General Manager, Jesse.

In my opinion, they have the most luxurious accommodation offering in South Australia, if not the whole country and they are personally involved and very invested in many decisions made that shape our guest experience. I think their approach and attitude towards finding the right people to join the MLH family is the reason the house is where it is today. With core values of old-fashioned hospitality, and teamwork at the forefront, the team has been able to deliver the most memorable guest experiences, which has led to the success of the team and resulted in the house being rated #1 on Trip Advisor in the entire country.

WHAT IS ONE OF THE MOST MEMORABLE MOMENTS OR HIGHLIGHTS YOU HAVE FROM WORKING IN THE HOTEL INDUSTRY? After thirty years working in the hotel industry, I have serviced celebrities, world leaders and even royalty, however, the most memorable moment was from my time at Mt Lofty House. A couple, who were both blind, arrived at the House. They mentioned on checkin that it had been on their bucket list to stay at Mt Lofty House. They did not have a carer with them and were happy to spend their stay in their room and be serviced by room service for their meal options. I did not accept this and told them that they would experience the House in its entirety.

They taught me how I needed to interact with them for the experience to be comfortable and familiar to them. For example, a nudge to the left indicated that there was something in the way and they needed to veer in that direction. I arranged for them to come on the House tour, enjoy breakfast in the Piccadilly Restaurant rather than the room and go for walk through the expansive gardens of the property.

To coordinate this new level of service meant working with all departments to make sure our guests were supported – for example, arranging a team member to be at their door at a set time to escort them to breakfast.

I was delighted with their grateful comments on departure, they were overwhelmed with their stay and promised to come back again.

It didn’t take the team or myself too much effort to make such a difference to this couple, however, it definitely meant everything to them.

WHAT IS A HOTEL YOU HAVEN’T STAYED AT BUT IS ON YOUR BUCKET LIST – AND WHY? I have two hotels on the top of my list that I would like to visit, both of which I admire for different reasons.

The first one being Atlantis on the Palm in Dubai. It is a magnificent resort and I find it mind blowing that it has been built on an artificial island where water once was.

As a father of two girls, it has everything that is needed to keep a family amused without the need to leave. Top end luxury with every detail thought of and executed and none missed. It offers the best of everything that you could imagine and didn’t know that you needed.

The second hotel on my bucket list would be Hayman Island in the Whitsundays. A private island experience that offers refined service and every luxury imaginable, in one of the most beautiful locations in the world. A prestigious offering of exclusivity.

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WHAT DOES YOUR FUTURE LOOK LIKE? WHERE DO YOU SEE YOURSELF IN FIVE YEARS? I always like to look back on what I’ve noticed during my career, and think about any improvements I could help achieve for the future of the industry.

In five-years’ time, I will be moving towards the end of my career and would love to see something left behind to help the industry thrive for years to come. I see a huge potential for a body like the AHA to help not only bring young potential talent into the industry, but also to shape their careers in a way that secures a promising pathway to a successful future in hotels.

Currently, I see that most opportunities for career pathway programmes are quite restricted in a way, be that to either a property, a department, and/or a company.

Don’t get me wrong, I think these programmes are very important,

although they do have their limitations which are starting to show when looking at the industry retaining talent as a whole.

The last couple of years have shown the struggle to attract new people to the industry, and in addition to this, we have been losing those already in the industry as they seek the growth and learning opportunities elsewhere.

I hope that over the next five years I would be able to consult with industry bodies such as the AHA as well as hospitality collages, and industry leading companies on building a new initiative to attract and retain talent, with the goal to keep them within the industry as a whole, not just a single company.

In five-years’ time, I hope that I will be continuing to welcome back guests to Mount Lofty House, and share in creating their special experiences that shape memories that last a lifetime. I’d also like to

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

To get Foxtel for your venue call 1300 761 056 or visit foxtel.com.au/venues

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The SA Hotel Industry Conference is the must-attend event for the South Australia’s Hotel Industry. Featuring a fullday program of presentations from leading operators and industry experts who will provide practical business solutions, introduce new ideas and offer plenty of inspiration.

BOOK NOW 

9:00AM – 9:30AM

REGISTRATION

9:30AM – 9:45AM

WELCOME Ian Horne AHA|SA CEO & David Basheer AHA|SA President, Strathmore Hotel

9:40AM – 9:45AM

OFFICIAL OPENING REMARKS Scott Measday, Hostplus

9:45AM – 10:15AM

SOUTH AUSTRALIA 2022 & BEYOND Rodney Harrex, CEO, SA Tourism Commission

10:15AM – 11:00AM

KEYNOTE PRESENTATION: CREATING NEW ENERGY POST COVID

11:00AM – 11:30AM

MORNING TEA BREAK

11:30AM - 11:45AM

TIPS FOR RESILIENCE Hayley Lokan, Organisational Psychologist

11:45AM – 12:45PM

LEADERSHIP, MANAGEMENT, TEAMS & CULTURE LEADING TEAMS

12:45PM – 1:15PM

BREAKOUT SESSIONS (CHOOSE ONE) A: Gaming Update & Insights - Tom Owens & Anna Moeller, Gaming Care - Phil Harrison, IGC - Rob Mullarvey, Independant Gaming Corporation B: Food & Beverage Trends into the Future - Jesse Kronoff, Mt Lofty House - Jared Shattock, Lion - Chris Stephan, Pen & Palate

1:15PM – 1:45PM

LIGHT LUNCH

1:45PM – 2:00PM

SEARCH ENGINE OPTIMISATION Vince Fusco & Tim Maeder, Boylen

2:00PM – 2:45PM

UNLOCK FUTURE POTENTIAL IN YOUR BUSINESS Geoff Chamberlain, Seventh Sense Consulting

2:45PM – 3:25PM

PANEL DISCUSSION - NAVIGATING THE STAFFING CRISIS -Mark Glazbrook, Migration Solutions - Nikki Govan, Business SA - Ben Sharp, AIOH

3:25PM – 3:30PM

CLOSING REMARKS

3:30PM – 5:00PM

NETWORKING & REFRESHMENTS

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| Hotel SA | 19

Helping Staff Cope with Shift Work Sleep Disorder THIS ARTICLE IS EDITED FROM AN UPCOMING PODCAST INTERVIEW WITH HAYLEY LOKAN, AN ORGANISATIONAL PSYCHOLOGIST WHO IS RUNNING A SERIES OF WORKSHOPS FOR THE AHA|SA. Hayley is a former sleep technologist who did shift work while monitoring patients in various sleep clinics, so she brings academic insights as well as personal experience to the sleep issues caused by shift work.

WHAT ARE THE SIGNS OF SHIFT WORK SLEEP DISORDERS? The two main symptoms are insomnia which is trouble getting to sleep and staying asleep, and excessive sleepiness.

Now they may seem at odds with

each other but let me explain what's happening.

Our bodies are naturally set to a 24hour body clock and our hormones support that. So the way that we're built is that we are awake during the day and sleep mostly at night, that's the way that we're wired.

Our hormones enable that, so melatonin for example is secreted at certain times that naturally we would expect our body to become sleepy.

What's happening with shift work is that you're working at opposite hours to when our bodies would naturally expect us to be working.

When you are then trying to go to sleep during the day it can be harder to get to sleep or stay asleep because you might be trying to sleep at say 7, 8 or 9am in the

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morning. This can also then make you feel fatigued and have reduced alertness during the day heading into your shift that night.

You’re kind of hitting yourself on both sides. You're sleepy because you're not getting enough sleep but the insomnia is kicking in because you're trying to sleep at times when your body is actually not wired to sleep.

WHAT CAN PEOPLE DO IF THEY HAVE A SHIFT WORK SLEEP DISORDER? If this is a chronic problem for you, there are people such as sleep psychologists who I suggest that you talk to.

But for some quick tips, make sure that you do make enough time for sleep - don't short-change yourself.

If you're finishing your shift at 2, 3 Back to Contents

IS THERE ANYTHING VENUE OWNERS AND MANAGERS CAN DO TO HELP MINIMISE THE IMPACT OF SHIFT WORK ON THEIR STAFF? Definitely.

With the rostering process, be mindful of not putting people on too many back-to-back shifts if you can. They might have a couple of nights on and then a couple off, then a couple of nights on again.

In a perfect world you would put people on consistent shifts, such as all night shifts.

But if you are a venue that rotates shifts - and I know a lot of hotels do - then consider whether you can of rotate them in one direction, as opposed to the other.

If you've got people who are working a morning shift and then an afternoon shift and then a night shift, that's better than if you have someone on an afternoon shift followed by a morning shift.

Try and push it forward, as opposed to bring it back.

“...make sure that you do make enough time for sleep - don't shortchange yourself.”

SHOULD YOU OR YOUR STAFF TAKE NAPS? Some people think napping is terrible and certainly if you're napping for hours, yes that's likely to detract from the sleep you're going to get when you do try and sleep properly.

But half an hour – like a power nap - and even up to about 90 minutes can be useful just before you go to work.

So perhaps you clock off at 4am and you get to bed at 7am. If you do wake up at midday, try and have another nap before you start work again that night.

And the closer you can do it to starting your shift, the better.

Yes, you're robbing your next sleep I guess but you're about to start a shift, so you are going to work for 8 or 10 hours so that's OK because it's going to top you up.

Hayley’s new series of podcasts will be advertised in the AHA|SA newsletter when they are launched.

or 4am in the morning, don't think ‘OK, well as long as I get five hours sleep during the day that's enough’.

Because of the way that your body is naturally wired, typically the sleep that you get during the day isn't going to be as good or as restorative as the sleep that you might normally get at night time. So don't set your alarm to wake up earlier than you might otherwise need to.

WHAT ELSE? Make sure you can sleep in peace.

I know it's really difficult and, trust me, I was there as well trying to sleep in an environment with construction noises next door.

Encourage people, if you have other people in the house, to leave you alone for a few hours. Put your phone on silent or turn it off.

Blackout blinds are really useful as a way to simulate night time.

Some people swear by ear plugs and eye masks. It’s an individual thing but whatever you can do to minimise that external noise and light is worthwhile.

Make sure your sleeping environment is really comfy and you're not too warm, that you're cool enough, but not too cold.

Avoid stimulants like coffee, energy drinks, cigarettes, alcohol, all of that stuff in the hour or two before going to bed. And avoiding the foods that could disrupt your sleep, such as spicy food and food with MSG.

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AHA|SA MEMBER INFORMATION

Transfer of Business – What Happens When Hotels Change Hands OWEN WEBB - AHA|SA WORKPLACE RELATIONS MANAGER There has been a significant amount of activity over the last 12 months in the South Australian hotel industry with changes to hotel ownership.

The AHA|SA often receives enquiries from both the old employer and the new employer about what their obligations are when there is a transfer of business. In this article we explore what the obligations are for employers when Hotels change hands.

WHEN DOES A TRANSFER OF BUSINESS OCCUR? To understand what obligations exist for both the old employer and new employer, it’s firstly important to establish when there has been a transfer of business. Under the Fair Work Act 2009 (Cth) (Act) a transfer of business will occur when the following requirements are satisfied: • The employment of an employee of the old employer has terminated; and

• Within 3 months after the termination, the employee becomes employed by the new employer; and • The work (the transferring work) the employee performs for the new employer is the same, or substantially the same, as the work the employee performed for the old employer; and • At least one of the following connections exists between the old employer and the new employer: - There is a transfer of assets from the old employer to the new employer - The old employer outsources work to the new employer - The new employer ceases to outsource work to the old employer; or

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- The new employer is an associated entity of the old employer as defined under Section 50AAA of the Corporations Act 2001.

Example: Transfer of Business The leasehold of a suburban hotel in Adelaide is up for sale. The hotel employs 55 employees and operates 32 gaming machines.

WZ Pty Ltd purchases the leasehold of the Hotel. WZ Pty Ltd agrees to employ all of the employees from the old employer and as part of the settlement process stock and hotel equipment is transferred to WZ Pty Ltd. In this example there has been a transfer of business.

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continues to be employed at the hotel. Tim’s overall service at the hotel up until 20 January 2022 will be 7 years and 3 months, as he was a transferring employee and his service with the previous owner counts for the purposes of calculating entitlements.

WHAT IS A TRANSFERABLE INSTRUMENT? If a transferring employee was employed under an industrial instrument with the old employer such as an enterprise agreement, that industrial instrument will transfer across to the new employer as part of the transfer of business process and is referred to as a transferable instrument.

WHO IS A TRANSFERRING EMPLOYEE? An employee will be considered a “transferring employee” as part of the transfer of business process when: • Their employment with the old employer has terminated; and • They are employed by the new employer within 3 months after the termination; and • The work they perform for the new employer is the same, or substantially the same, as the work they performed for the old employer.

Example: Transferring employee Tim has worked as a casual food and beverage attendant for a hotel in Adelaide since 20 October 2014. In January 2022, his employer sold the Hotel to new owners. As part of the transfer of business in January 2022 Tim was offered employment by the new owners which he accepted, and he

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A transferable instrument will transfer over from the old employer to the new employer when the new employer employs at least one of the transferring employees and that employee was employed under the transferable instrument immediately prior to transfer. Any other transferring employees who were employed under the transferable instrument prior to transfer will also remain under the conditions of the transferable instrument.

Such transferring employees will continue to be covered by the transferable instrument until such time as it is terminated or a new industrial instrument such as a new Enterprise Agreement commences.

In the absence of the old employer having a transferable instrument such as an enterprise agreement in place, the applicable Modern Award (e.g. Hospitality Industry (General) Award 2020 (HIGA)) would apply.

Example: Transferable Instrument ABC Pty Ltd (‘new employer’) has purchased the leasehold of the Sunshine Hotel. The old employer of the Sunshine Hotel employed 25 employees, 20 of whom were employed in

accordance with the Sunshine Hotel Enterprise Agreement 2012 (‘Sunshine Hotel Agreement’).

Through the transfer of business process the new employer employed 15 of the employees that were employed with the old employer immediately prior to settlement. All of those 15 employees were employed under the Sunshine Hotel Agreement. The Sunshine Hotel Agreement will therefore transfer over to the new employer as a transferable instrument.

WHAT HAPPENS TO NEW NONTRANSFERRING EMPLOYEES OF THE NEW EMPLOYER? When the new employer commences operating as the new owners and they engage new employees (non-transferring employees), the non-transferring employees will be employed under the terms of the applicable Modern Award (e.g. HIGA) or another enterprise agreement. The non-transferring employees will not be covered by a transferable instrument unless the new employer makes an application to the Fair Work Commission (FWC) and the FWC makes orders for the transferable instrument to also cover any new non-transferring employees.

WHAT HAPPENS TO EMPLOYEE ENTITLEMENTS WITH A TRANSFER OF BUSINESS? Generally, where there has been a transfer of business, the service of the transferring employee with the old employer will be recognised for the purposes of calculating entitlements. However, under the Act, there are exceptions to this.

For example the new employer may decide not to recognise a transferring employee’s service with the old employer for the purposes of calculating annual leave, redundancy entitlements and unfair dismissal.

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For the new employer to lawfully not recognise the transferring employees service under the Act, the new employer must not be an associated entity of the old employer and is required to inform the employee in writing before the new employment started that their service with the old employer would not be recognised. In the absence of the employee being informed in writing of their service not being recognised, their service with the old employer will count for the purposes of calculating entitlements and for calculating whether they have satisfied the minimum employment period under the unfair dismissal provisions of the Act. WHAT HAPPENS TO THOSE EMPLOYEES WHO ARE NOT EMPLOYED BY THE NEW EMPLOYER? Certain obligations will fall back onto the old owner for those employees who are not provided an offer of employment by the new owner. For full-time and parttime employees, they are entitled to notice of termination of their employment in accordance with the relevant industrial instrument (e.g. Award, Enterprise Agreement) and depending upon their length of service with the old employer they may also be entitled to redundancy pay. Casual employees would not be entitled to notice of termination or redundancy pay, unless there were provisions under the applicable industrial instrument for casuals to receive such benefits.

The old employer would also be liable for payment of any accrued entitlements such as annual leave and long service leave where the employee is not offered employment with the new employer.

If the transfer of business occurs before the end of the notice period, the old employer will be liable to pay the rest of the notice period in lieu.

WHAT HAPPENS IF AN EMPLOYEE OF THE OLD EMPLOYER REFUSES TO ACCEPT THE OFFER OF EMPLOYMENT MADE BY THE NEW EMPLOYER? There are some circumstances in which an employee of the old employer may reject an offer of employment from the new employer. If, for example a fulltime or part-time employee is offered terms and conditions which are less favourable such as a significantly reduced salary or casual employment, and they reject the offer, then they may be entitled to redundancy pay from the old owner dependent upon their length of service with the old employer.

A full-time or part-time employee would not be entitled to redundancy pay however if they were offered a job by the new employer and: • The terms and conditions of employment being offered are substantially similar to their current conditions • The new employer recognises the employee’s prior service with the old employer

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

• There would have been a transfer of employment if the employee had accepted the offer.

WHAT HAPPENS TO EMPLOYEE RECORDS AS A RESULT OF THE TRANSFER OF BUSINESS? Under the Fair Work Regulations 2009 (Cth) there is a requirement that the old employer transfers to the new employer any transferring employee’s records that the old employer was required to keep under the Act. Examples of the sorts of records that need to be transferred from the old employer to the new employer include records of the transferring employee’s employment status, pay including any penalty rates and overtime paid, leave records, and superannuation paid to the transferring employee.

If Members have any questions about their obligations with the transfer of business process they should contact the Workplace Relations team at the AHA|SA.

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

AHA|SA Podcasts

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

OUR SHOUT: THE SA HOTEL PODCAST

CHECK INN: MENTAL HEALTH & WELLBEING IN HOSPITALITY

BEHIND THE BAR: STORIES OF SA PUBLICANS

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

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

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

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

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

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

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

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| Hotel SA | 25

ON A PATH PAVED IN GOLD Every St Hugo Coonawarra Cabernet Sauvignon vintage honoured with gold since 1980.

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

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Coopers Deal with World Surf League Australia Australia’s largest independent family-owned brewery Coopers has become the official beer sponsor of World Surf League Australia under a new three-year deal. The 160-year-old brewery’s sponsorship includes the four marquee Australian WSL events held each year.

Coopers beers will be pouring on site at the Rip Curl Pro Bells Beach and The Margaret River Pro Championship Tour events, as well as The Boost Mobile Gold Coast Pro and the Sydney Surf Pro Challenger Series events.

The partnership will include all Coopers products but with a particular focus on Coopers Pacific Pale Ale, the brewery’s great tasting summer style beer.

“We’re excited to be supporting the World Surf League over the next three years, an organisation for which we share similar values,” Coopers National Marketing Manager Kate Dowd said.

“As a proud Australian independent brewery, we have a strong appreciation for the Aussie coast and coastal lifestyle.

tropical flavour has resonated with the surfing community and we look forward to building this connection through the World Surf League.”

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| Hotel SA | 27

Report Reveals Devastation Wreaked by COVID-19 Restrictions Revenue dived in 98% of hotels and nine out of 10 pubs were forced to cut staff during the crippling COVID-19 restrictions imposed on the industry from 26 December 2021.

This is the stark finding of independent research conducted by The South Australian Centre For Economic Studies (SACES), a unit of the University of Adelaide.

It found that “venues have suffered considerable financial stress and were at an increased risk of business failure”.

Hotels located in the CBD and broader metropolitan area suffered relatively greater reductions in business as a consequence of the density limits and restrictions on private functions.

“This pattern may be explained, in part, by other government actions such as recommendations to work from home which contributed to a reduction in patronage in the central business district,” the report found.

JOB CUTS The researchers stated that the job cuts were “equivalent to a sector wide reduction in employment of between 9,500 to 10,400 people per day on average, Back to Contents

which is equivalent to 1 per cent of total employment in South Australia”.

“Casual employees have been particularly affected by the reduction in employment, accounting for around 80 per cent of the positions that have been affected by reduced staffing levels.”

“Venues have suffered considerable financial stress and were at an increased risk of business failure.”

DENSITY LIMITS The report, commissioned by the AHA|SA, found that most hotels become loss-making operations as a result of the mandatory limits imposed on them.

“The density limits imposed by the South Australian Government were insufficient to enable the vast majority of respondent hotels to operate financially sustainable operations while maintaining normal operating hours.

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“Only 6.1 per cent of respondents indicated that they could remain regularly open and break even with indoor seating density limits of below 50 per cent, while 6.3 per cent reported likewise for outdoor seating density limits of below 50 per cent.

“In general, hotels require access to over 50 per cent of their available indoor and outdoor seating area in order to maintain normal and sustainable operations, and even then any limit below 75 per cent presents a major barrier to financial sustainability for a significant proportion of hotels. Approximately 45 per cent of respondents advised that they would need a minimum area of 75 per cent or more for indoor and outdoor seating respectively to maintain normal and sustainable operations.

opening times the decrease in average weekly opening times was a decline of 27 per cent or 24 hours per week, from an expected average weekly opening time of 88 hours to an actual opening time of 64 hours.”

STAFF SHORTAGES DUE TO QUARANTINE The vast majority of respondents (85 per cent) advised that they had experienced staff shortages due to COVID-19 infections, quarantine or isolation affecting staff.

“And of those who reported being affected, almost twothirds (64 per cent) indicated that they had to reduce their operating hours or even close their venues, at least temporarily, in response to the unavailability of staff,” the report’s author said.

STRESS AND EXHAUSTION The AHA|SA concerns about mental health implications of the restrictions were vindicated by the report, which stated: “One consequence of the lack of staff was that it was placing more pressure on owners, their families and other existing staff to cover shifts, leading to an increase in stress and exhaustion.”

The continued strain has forced many people to rethink their future in the hotel industry:

“An issue with the universal nature of the density limits is that they make no allowance for differences in the size of businesses. Smaller venues reported that they required access to a larger proportion of their available indoor and outdoor seating area in order to provide normal hours of operation in a financially sustainable manner.

“However, a greater proportion of the largest-sized hotels needed higher minimum density limits compared to medium sized hotels, which may indicate that these hotels have greater overheads that require higher minimum volumes of traffic in order to break even.”

HOURS DOWN, SERVICE DOWN “With density limits preventing venues from operating at the minimum economies of scale needed to break even, venues have responded by cutting back their opening times and reducing their service provision,” the report found.

“For those respondents that reported a decrease in 30 | Hotel SA | W W W . A H A S A . A S N . A U

• In comparison with results from the previous survey conducted in August 2021, the current survey showed a large increase in the proportion of respondents who felt that the willingness of ‘peers’ to remain in the industry had been adversely affected (up 25 percentage points to 74 per cent); • followed by the respondents themselves (up 19 percentage points to 73 per cent) • and management (up 16 percentage points to 72 per cent).

Almost all respondents (97 per cent) felt that the willingness of employees to stay in the hospitality industry had been adversely affected, which was marginally higher compared to the previous survey (94 per cent).

INEQUITABLE BURDEN ON HOTELS The inequitable nature of the restrictions in terms of not applying consistently across others areas of society was another major point of contention for hotels.

“Respondents observed that such restrictions did not Back to Contents

apply to other public spaces with similar risk profiles, especially shopping centres, supermarkets and large sporting venues. A number of respondents consequently felt the hospitality industry has been unfairly singled out.

Meanwhile, others pointed to the apparent inconsistent approach to restrictions even within venues – several respondents noted that a 50 per cent density limit applied to gaming areas, which was felt to be inconsistent with the 25 per cent limit for indoor dining.

“The report... found that most hotels become loss-making operations as a result of the mandatory limits imposed on them.”

BORDERS AND TIMING The following information is taken verbatim from the report: The other common thread in the open comments was dissatisfaction with the timing and management of the reopening of the state’s border. A number of respondents stated that the state’s border should have remained closed until after the holiday season, which would have enabled venues to operate at much higher density levels at one of the busiest times of the year.

the unavailability of staff for lengthy periods, and has discouraged patronage due to fears of being designated a close contact.

• Constantly changing policies and confusion over the rules, including apparent logical inconsistencies (e.g. need to wear masks while standing but not while sitting, large crowds allowed at sporting venues), were a factor in discouraging people from visiting venues, and created a source of friction between venues operators and customers.

OTHER NOTABLE OBSERVATIONS INCLUDED: • Restrictions that have been adopted do not recognise differences in the settings between hotels located in rural and metropolitan areas. For example, country hotels would be smaller on average meaning that restrictions tend to hit these venues harder.

• Density limits and voluntary social distancing had pushed demand toward off-premises consumption such as take away food and bottle shop sales, which have lower gross profit margins. Thus, reductions in turnover do not capture the severity of declines in gross profit, and since government support measures for the industry are based on changes in turnover, some venues have missed out on receiving much needed support.

• People remain reluctant to engage in social consumption in public settings. The risk posed by the omicron variant, the need to impose restrictions, and SA Health’s approach to messaging had generated fear and discouraged people from leaving their homes. There was consequently a need to restore people’s confidence to engage in social consumption activities.

• Social isolation rules and the need for close contacts to isolate is a significant source of disruption.

The extended quarantine requirement for close contacts has resulted in the closure of venues or Back to Contents

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| Hotel SA | 31

THAT’S A PLUS Hostplus Indexed Balanced

HOSTPLUS INDEXED BALANCED OPTION AWARDED BEST OF THE BEST 2022.

More Hostplus members are choosing our Indexed Balanced option for its investment fee of just 0.06%, a low admin fee and consistent 7-year return of 8.49% p.a.* *SuperRatings Fund Crediting Rate Survey – Balanced (60-76), 30 June 2021. Money magazine has awarded Hostplus Best Value Balanced Super Product as judged based on the lowest priced balanced superannuation products where fees are those that apply to balances of $10,000 and $50,000. Money magazine does not issue, sell, guarantee, or underwrite this product. Go to www.moneymag.com.au for details of this criteria. Awards and ratings are only one factor to be taken into account when choosing a super fund. Host-Plus Pty Limited ABN 79 008 634 704, AFSL 244392 as trustee for the Hostplus Superannuation Fund (the Fund) ABN 68 657 495 890, MySuper No 68 657 495 890 198. This information is general advice only and does not take into account your personal objectives, financial situation or needs.

You should consider if this information is appropriate for you in light of your circumstances before acting on it. Past performance is not a reliable indicator of future performance and should never be the sole factor considered when selecting a superannuation fund. Please read the relevant Hostplus Product Disclosure Statement (PDS) and Target Market Determination (TMD), available at hostplus.com.au before making a 32 | Hotel SA | W W W . A H A S A . A S N . A U decision about Hostplus. HP1964

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Yalumba Grenache Raises Essential Funds for Combatting Homelessness Yalumba has reached the half way mark in its goal to raise $90,000 to help combat homelessness.

Last year, Yalumba launched its Homefullness Grenache 2017 to raise essential funds toward the Forage Built Calyx pods which were unveiled at Tasting Australia.

“We have been thrilled with the support from the community in buying, sharing and enjoying our Grenache for this cause,” said Yalumba Senior Winemaker, Sam Wigan.

“It’s the perfect wine to serve slightly chilled in the warmer months; delicious and approachable with loads of spice, cherry and raspberry,” he said.

Fifty percent from each pack sold goes to Forage Built, with the aim of raising $90,000 to fund the build of at least one Forage Built Calyx – a transportable, eco-friendly space for someone to call their own, store belongings and sleep safely.

The first Calyx pod prototype was unveiled at Tasting Australia in May, sparking conversation of homelessness around Adelaide.

The design of the pod has been in consultation with those who it is intended for, with little luxuries that others take for granted.

“We have been very conscious of the challenges that our hospitality industry has faced over the past two years, leaving employees vulnerable with little or no income.

Many people are now experiencing homelessness for the first time,” said Wigan.

“We have had a longstanding relationship with Scott and Justin

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at Forage Supply Co., as well as a long term partnership with the Hutt St Centre. When we heard about the Forage Built initiative, we were excited to get on board and help raise the necessary funds.”

Scott Rogasch from Forage Built said he was thrilled to have Yalumba supporting the initiative, and the partnership with Tasting Australia was a natural fit to help spread the word.

“Since the launch of this project last year, we have been working hard with our suppliers to reduce the cost of the pods and raise as much awareness and valuable funds to start the next build,” said Rogasch.

“Housing is not going to solve homelessness, community will, and projects like this wouldn’t be possible with out our amazing partners and supporters like Yalumba.”

Yalumba x Forage Built Homefullness Grenache 2017 packs of 12 bottles are available to purchase from the Yalumba website and Wine Room for $120.

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

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

CLEANING SERVICES

Bunnings Group 0435 630 660

Bentleys SA 8372 7900

Smart Cleaning Services 1300664647

Stoddart Manufacturing & Food Service

Perks Accountants & Wealth Advisers

ENERGY

08 8273 9300

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

Banktech/Maxetag 1800 08 09 10

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

Cardtronics 03 9574 4878

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

Next Payments 1300 659 918

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

Winnall & Co. 8379 3159 AT M S

ARCHITECTS & INTERIOR DESIGNERS

Studio Nine Architects 8132 3999 AUDIO VISUAL

Big Screen Video 1300 244 727 Novatech Creative Event Technology

F I R S T- A I D

St John 1300 360 455 FOOD SERVICES

Moov Music 1300 139 913 Zoo Business Media 07 5587 7222 BANKING & FINANCE

Bank SA 0403 603 018 Perks Accountants & Wealth Advisers 08 8273 9300 BEER DISPENSE EQUIPMENT BEVERAGE GASES

BOC Limited 0424 647 568 Supagas 8252 7472

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

Independant Gaming Analysis 8376 6966 Winnall & Co 8379 3159

Accolade Wines 8392 2238

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

Australian Liquor Marketers 8405 7744

G A M I N G L O YA LT Y

Carlton & United Breweries 8416 7819 Coca Cola Europacific 13 26 53 (13 Coke) Coopers Brewery 8440 1800 CUB Premium Beverages 8276 4888 Diageo 0401 120 872 Empire Liquor 8371 0088 Lion 8354 8888 Liquor Marketing Group 8416 7575 Oatley Fine Wine Merchants 1800 628 539 Options Craft Liquor Merchants 8346 9111 Pernod Ricard Australia 8208 2400 Samuel Smith & Son 8112 4200 Treasury Wine Estates 8301 5400 BOOKKEEPING

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

Bunnings Group 0435 630 660 CASH & COIN EQUIPMENT

Banktech/Maxetag 1800 08 09 10

Social Media AOK 1300 658 543 MEDIA

Boylen 8233 9433 FIVEaa 8419 1395 Solstice Media 8224 1600

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

BEVERAGES

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

Foxtel 1300 306 460

FURNISHINGS

Andale Hotel Services 8234 0388

Wallmans Lawyers 8235 3000

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

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

BACKGROUND MUSIC

Ryan & Durey Solicitors 6166 9000

Liquor Legends 0429 825 072

FINANCIAL PLANNING

8352 0300

LEGAL SERVICES

MUSIC LICENSING

OneMusic 8331 5800 ONHOLD/MESSAGING

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

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

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

Bluize 1300 557 587 GAMING MACHINE SERVICES

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

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

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

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

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

The Lott 132 315 UBET 8354 7300

DNA Security Solutions 1300 667 688

H OT E L B R O K E R S

Foxtel 1300 306 460

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

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

Maxima 8340 7766

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

Migration Solutions 8210 9800

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

Max Systems 8275 9700 Aon Risk Solutions 8301 1111

Cardtronics 03 9574 4878

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

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

INSURANCE

BK Electronics 0431 509 409

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

Adelaide Institute of Hospitality 8338 1492

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

Host­Plus 8219 3902 WEBSITES

GBay/Aruze Gaming 0424 700 888

Boylen 8233 9433 CompNow 1300 2667 669

Boylen 8233 9433

Hostplus 0418 327 607

KITCHEN & BAR EQUIPMENT

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

Next Payments 1300 659 918

Andale Hotel Services 8234 0388

EML 1800 469 931

Coms Systems 0408 462 321

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| Hotel SA | 35

Corporate Partners D I A M O N D

2021/22

P L A T I N U M

G O L D

131 733 S I L V E R

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

Social Media AOK

Ainsworth Game Technology

Foxtel

Technology

Australian Liquor Marketers

GFR PRO

Oatley Fine Wine Merchants

St John

BankSA

IGT

OneMusic

Stoddart Food Equipment

Big Screen Video

Independant Gaming Analysis

Options Craft Liquor Merchants

Tanda

Bluize

Konami Australia Pty Ltd

Samuel Smith & Son

Winnall & Co

Boylen

Liquor Marketing Group

Scientific Games

Bunnings Group

Novatech Creative Event

Smart Cleaning Solutions

1800 ON HOLD

COMS System Ltd

Langfords Hotel Brokers

Power Maintenance Group

Adelaide Institute of Hospitality

Concept Collections

Liquor Legends

Ryan & Co. Solicitors

Andale Hotel Services

DBH Lawyers

Make it Cheaper

Banktech

Solstice Media

DNA Security Solutions

Maxima Training Group

Bentleys Accountants

Studio Nine Architects

EML

McGees Property Hotel Brokers

BK Electronics

Empire Liquor

Migration Solutions

GBay/Aruze Gaming

MyVenue

International Oyster & Seafoods

Next Payments

Knight Frank Valuations & Advisory SA

Perks Accountants & Wealth Advisers

PFD063 Hotel SA Advert (1/4 Page).indd 1

18/05/09 11:47 AM

B R O N Z E

BOC Limited Cardtronics Class A Energy Solutions CompNow

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

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

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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.

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L I C E N S E E

FEBRUARY 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

Port Broughton Sunnyside Motel Hotel Port Broughton

07.02.22

Duxton Port Broughton Custodian Pty Ltd

Lucindale Hotel

Lucindale

14.02.22

Monique Joy Peters as trustee for M & M Family Trust

Grand Tasman Hotel

Port Lincoln

14.02.22

Australian Leisure and Hospitality Group Pty Ltd

Darke Peak Hotel

Darke Peak

14.02.22

J & E Emans Pty Ltd

Colonist Tavern

Norwood

14.02.22

AVC Operations Pty Ltd

Avenues Hotel

Stepney

14.02.22

AVC Operations Pty Ltd

Coromandel Valley Duck Inn

Coromandel Valley

14.02.22

AVC Operations Pty Ltd

Mick O’Shea’s Irish Pub

Hackham

14.02.22

AVC Operations Pty Ltd

Mile End Hotel

Mile End

14.02.22

AVC Operations Pty Ltd

Clyde Hotel

Parkside

14.02.22

AVC Operations Pty Ltd

Victoria Hotel

Strathalbyn

14.02.22

AVC Operations Pty Ltd

West End Tavern

Adelaide

14.02.22

AVC Operations Pty Ltd

Moonta Hotel

Moonta

21.02.22

Black Rhino (Moonta) Pty Ltd

Cornwall Hotel

Moonta

22.02.22

Black Rhino (Cornwall) Pty Ltd

Royal Hotel

Moonta

23.02.22

Black Rhino (Royal) Pty Ltd

Kadina Hotel

Kadina

15.03.22

Black Rhino (Kadina) Pty Ltd

O F F I C E

+

+

P U B L I S H E R

H O L D E R S

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

#Seriously Social

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

Get #Serious about your marketing this year

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.

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Gift yourself a digital agency run by a hospo veteran with skin in the game

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We design, build and host beautiful hotel websites that link with your third-party software. boylen.com.au

08 8233 9433

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