Hotel SA March 2021

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 1

CROWNE PLAZA ADELAIDE INSIDE THE

Inglewood Inn

HOTEL OF THE YEAR

Marion Hotel

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MARCH 2021 C O N T E N T S

08 A Family Affair, Ghost and All There are so many unique aspects of the family-owned Inglewood Inn that it sounds more like a good book.

20 Hotel of the Year - Marion Hotel

For many people, achieving Hotel of the Year status would be a pinnacle achievement.

However, as the celebrations subside at the newly-crowned Marion Hotel, this victory is being viewed as “just the beginning”. At the recent AHA|SA Awards for Excellence, the Marion Hotel won awards for the Best Outdoor or Non-Enclosed Facility, Best Gaming Venue (Metro), Best Redeveloped Hotel (Metro) and the ultimate prize, Hotel of the Year.

I N

T H I S

10 Crowne Plaza Adelaide

Housed in Adelaide’s tallest building, the ambitious project was conceived over three years ago, sparked by a brand refresh.

I S S U E

04 From the President

34 Scott’s Spot

06 From the General Manager

37 Hospitality Included in New VET Pathways

08 A Family Affair, Ghost and All 10 Crowne Plaza Adelaide

37 Make Your Venue the Home of

U.S. Sports!

17 Performance Management

38 AHA|SA Corporate Partner Directory

18 2021 AHA|SA Major Partner Event

39 AHA|SA Corporate Partners 2020-2021

20 Lofty Ambitions for Hotel of the Year

40 AHA|SA Office Holders and

Publisher Details

28 Regional Meetings 30 COVID-19 Vaccinations and the Workplace

41 Gaming Care

30 COVID-19 Vaccinations and the Workplace

With the commencement of the first of the vaccines being administered to individuals in Australia, one of the topical discussion points across the community.

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| Hotel SA | 3

Years Serving the SA Hotel Industry

From the President DAVID BASHEER – AHA|SA PRESIDENT

Live Music Needs Injection Many people were stunned when acclaimed Australian performer Ricki Lee announced to the AHA|SA Awards night crowd that it was her first live gig in 12 months. I looked around the room and saw most people shaking their heads in disbelief.

Ricki’s one powerful sentence has shone a light on the plight of so many of our local artists.

Music SA surveys constantly confirm that over 80% live music in SA takes place in a pub. We need each other, and we are both hurting.

The news that some restrictions on dancing have been lifted is welcome news. It gives live acts and DJs a fighting chance to make a living.

Now there is a golden opportunity for the State Government to make a real difference by introducing an uncomplicated voucher system, not riddled with red tape, that would support live music.

This section of our industry will be playing catch up for a long time yet, so let’s reinvigorate it now.

“I looked around the room and saw most people shaking their heads in disbelief.”

JOBKEEPER- WHAT IS NEXT? I don’t need to inform those reading this column about how important JobKeeper has been.

• Model it on the highly successful Great State voucher scheme.

Many of our members ceased to qualify at the end of September; with the November closure and subsequent heavy restrictions serving as a painful reminder that they no longer had Government help.

• Venues register as a voucher venue.

JobKeeper is now legislated to cease at the end of March.

• SA artists register for a voucher.

This is a real concern for our members whose businesses rely on international tourism and the convention market.

Here’s how it could work:

• Voucher subsidises cost of the SA artist.

There is no doubt that this would promote an uplift of live music.

Space restrictions make the return to hosting music so much harder and such a scheme would encourage venues with 50% capacity to have confidence in booking live acts Musos can’t all be as talented and in-demand as Ricki Lee. Many eke out a living on off-peak nights in suburban pubs, waiting for their big break, and the vouchers would be a substantial benefit.

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Rest assured that at the national level, the AHA is continuing to represent members at the very highest level of government on the importance of a targeted continuation of support for those most in need.

Our argument comprises the following: • Our labour-intensive industry can only provide employment, which is a key government ambition, if the market exists!

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• The AHA advocates the need for a short-term, continuing wage subsidy for businesses and workers directly impacted by government health directions.

• The wage subsidy support would operate via payroll but in addition to a reduction in turnover, the business confirms they operate within a business that is still highly impacted by restrictions imposed by Government to manage COVID19.

• Needs to continue for as long as restrictions are in place and these businesses are still experiencing this level of revenue impact • Eligibility tested quarterly.

• Eligible staff are those employed on or before 1 January 2021.

It is worth remembering that in the 74 days either side of Xmas, nearly 10 million Australians were sent into lockdown. Let’s not become immune to those figures: 10 million people, 74 days of lockdown during a peak trading period.

Finally, many have said it and I will repeat it: “hospitality bears the brunt of the loss of revenue and jobs”.

reviewed later this year – and that time is looming closer.

The AHA remains totally opposed to any changes in the small bar legislation.

Indeed, we believe that current circumstances and community expectations require only the briefest of reviews.

Since the Anderson Review with the loss of the Needs Test and post-Covid, trading conditions have become significantly tougher.

The thought of further liberalisation of the Licensing Act to create even more competition at this very moment would be economic vandalism.

Small bars in the suburbs would further decrease CBD activity.

Capital cities around Australia are the most Covid-affected areas in terms of the fall in numbers. This is something the Premier and our politicians readily accept.

The AHA|SA will be presenting a strong, fact-based case to both politicians and regulators.

As much as some suburban Councils continue to agitate for change based on a pipedream, this is definitely not the time for a speculative loosening of our licensing laws.

SMALL BARS IN THE SUBURBS The review into Liquor Licensing commissioned by the then Labor Government and undertaken by Tim Anderson QC in 2015 recommended small bars should continue to be restricted to the CBD.

David Basheer, AHA|SA President

That view was later endorsed by the Parliament with the support of both major parties. Reforms were implemented between 2017 and 2019.

However, Anderson did include a caveat that is should be Back to Contents

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| Hotel SA | 5

Years Serving the SA Hotel Industry

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

Time for a Plan Out of COVID-19!

Friday 26 February saw changes in the COVID-19 declarations that approved an increased opportunity to allow dancing. That decision was welcomed, but yet again, the implementation is complexed and the decision is lacking any sense of logic.

Hotels and hospitality venues had been allowed to conduct ‘private functions’ since late in December 2020. A private function required an invitation (as opposed to a patron simply turning up on the night), a registration of the persons attending (in addition to the QR scan provisions also designed to record attendees), numbers were limited to 200 and the function must be isolated from the rest of the venue’s activities as best as possible.

Further, if 200 people were invited but only 180 arrived, then the venue could not simply sell additional tickets at the door – ONLY the ‘invited’ up to 200 could attend. A somewhat clumsy process that required planning and significant supervision.

From 26 February, ‘private functions’ are still in place under the same rules as mentioned, but further to that, venues with fewer than 200 people on the premises (but excluding any patrons attending a private function in those numbers), can now allow all 200 to dance.

The ‘less than’ 200 number is the total of patrons on the premises including areas such as restaurants, bistros, gaming rooms, bars and lounges – actual people NOT the maximum capacity as designated on the venue licence.

In this case, patrons are free to come and go as they like. Also included are additional arrangements for venues that have 200 to 1000 people, in which case they can only allow a maximum of 50

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to dance (irrespective of whether 200 or 999 are present on the premises).

These 50 are required to dance only on a designated dance floor or area. And the dance floor/area must be based on the 1 in 2 sqm rule, or in the case of 50 dancers, it must be 100 sqm (no such requirement for the ‘up to 200’ scenario mentioned earlier!)

QUESTION: WHAT WAS THE EVIDENCE TO SUPPORT THE 200 CEILING BEFORE HARSHER CONDITIONS ARE IMPOSED? Answer: According to SA Health, it’s to make contact tracing easier if there is a breakout. But this quite severe restriction can’t be about easier contract tracing, surely?

It is difficult to understand how dancing of itself will cause any greater difficulty for contact tracers where over 200 or more have been in a room – dancing or not! The tracing is required of all attendees if there is an identified case in a room or venue, irrespective of how many have been dancing or not dancing.

But wasn’t this what the QR Scan is all about? A digital, secure and accurate record of attendees?

The dancing decision, while welcome as a first step in a continuing easing of restrictions, has complexity and lack of logic again reflecting that SA Health or the Transition Committee continue to make significant decisions that impact thousands of businesses and tens of thousands of staff without ANY consultation or engagement with the very industry they seek to ‘protect’.

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Hotels and hospitality are approaching 12 months of business interruption, disruption and on occasions complete closure, yet according to most public figures including SAPOL Commissioner Grant Stevens, South Australia does not have any community transmission.

Our immediate risks are expatriates returning home with the virus, being quarantined in a Medi Hotel and there being a failure in that system that allows a breakout.

The original ambition of containment of the virus and living with the virus has morphed into elimination without any plan, let alone any consultation with those industries most affected. This has come at a massive cost to hotels and hospitality operators, their suppliers and most importantly our staff.

Surely it’s time for the Government to engage with all sectors of those industries directly and significantly impacted? Together we can devise a way out that avoids panic decisions that shuts cities down at a cost of hundreds of millions of dollars, that imposes complex and difficult responses to relatively straight forward problems and that puts opening up as the priority not just on a wish list for the future.

Ian Horne, AHA|SA General Manager Back to Contents

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| Hotel SA | 7

Polly, Milly and Peter Howell.

Milly Howell and her father Peter Howell.

A Family Affair, Ghost and All

BY ROBERT LAIDLAW There are so many unique aspects of the family-owned Inglewood Inn that it sounds more like a good book than a National Trust-listed site.

For instance, while many pubs are named after the town or city they are located in, Inglewood is actually named after the pub.

Then there is the Inn’s well-publicised resident ghost, which has supposedly been caught on video.

It’s not surprising that the manager of this family hotel, Milly Howell, has well and truly been hooked by the hotelier lifestyle, after initially pursuing a career in graphic design.

Milly’s parents Peter and Polly Howell have owned the hotel for 12 years. Milly is no stranger to pubs; the family had the Wellington Hotel in North Adelaide from 1988 until 2007, and prior to that Peter was involved in the Lakes Resort Hotel, West Lakes, the Robin Hood Hotel in Norwood, and the British Hotel, North Adelaide Milly initially chose life in the creative industry. However, after a successful

career as a graphic designer, Milly made a decision she said she has never regretted.

“I wanted a change of scenery and offered to spend a month at the Inn to get the wedding side of the business up and running,” Milly said.

“After a week I fell in love with the job and haven't looked back since.”

Now she is in line to take over the business completely, currently working as venue manager to allow Peter and Polly to step into retired life.

HISTORIC SITE The Inglewood has been in existence since 1857.

When a road diversion was built on the route from Adelaide to Kersbrook, it caught the attention of city publican, Firmin Deacon, who took the opportunity to build the Inglewood Inn. It was originally built as a resting stop for the journey to Gumeracha and the River Murray at Mannum. Upon completion of the build, the original publican offered the builders a keg of beer to name the venue.

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Overnight they settled on Inglewood, after a forest in the UK where they originated from.

Since then it has had a colourful history with many owners.

“During the Black Sunday fires in 1955 the balcony on the back was burnt off, leaving the building with no view of the stunning backdrop behind it, except from the female toilet window,” said Milly.

“The melted tar can still be seen dripping down the wall in the function room.

“It remained this way until eight years ago, when we added on the all-glass extension with guidance from National Trust – finally everyone was able to enjoy the views again!”

Today, it is an inn in name only, without accommodation.

“It was the first hotel in the State to be proclaimed an historic hotel, in 1974,” Milly said.

COVID-19 CHANGES Always a jewel of the Adelaide Hills, Back to Contents

COVID-19 forced the Inglewood Inn to adapt.

“COVID-19 gave us a unique opportunity to change our business model and try something new,” said Milly.

“It's hard to change your entire business model while in operation, so we utilised the 10-week closure to brainstorm and think about the direction we wanted the business to head in.

“Upon reopening we changed to a set menu on weekends, which really complemented our venue, being a destination venue, and took us away from competing with local pubs.

“We saw an increase in drink spend, with customers wanting higher end local wines to match the menu.

“The best part of this was the feedback, with our online ratings lifting across the board.

“As restrictions have slowly lifted, we have slowly expanded on this menu, bringing some of the ‘pub’ dishes back but with an Australian twist and higher quality.

“It has overall been quite an overwhelming journey over the past year – seeing a general shift in customers appreciation of the industry and desire to support local.

“We now feel like we are mostly back to normal, with restrictions not affecting us too drastically. However, the function and wedding side of things has still been very frustrating.”

THE VENUE The Inglewood Inn is a community hub with a fantastic family environment and stunning views.

There are multiple function spaces, the main being the beer deck, which can hold 70-80 people (49 with COVID-19

restrictions). The function room can hold 100 sit down or 150 for cocktail events (84 with COVID-19 restrictions).

Then there are the beautiful gardens.

The main functions booked are weddings, with the Inn able to host ceremonies in its creek gardens, with post-ceremony canapes and drinks on the lawns afterwards, before moving inside for the reception.

Newman family subsequently left the hotel, Wilhelm’s spirit remains. Staff and customers have reported seeing her on many occasions; she’s said to be friendly and arguably a little mischievous. She has also been caught on video, which can be viewed here on Facebook .

As for the food on the menu, it is sourced locally and represents the flavours of the area and the State. Main choices include delectable tasting items such as Handmade Pan-Fried Gnocchi; Crispy Australian Squid; Yorke Peninsula Kabuli Chickpea Salad; South Australia Sous Vide Pork; or even Pulled Lobethal Lamb Burgers.

The entrees are equally mouth-watering, with such fare as Butternut Pumpkin and Native Thyme Arancini; Seared Lobethal Lamb Backstrap; Pork, Duck Liver and local Fig Terrine; Confit Ocean Trout; or maybe some Tempura Sesame Tofu?

Vegetarian and vegan diets are also catered for.

The wine list includes such unique names as Unico Zelo, as well as Vinteloper or Saint and Scholar. Then there are the ciders, vodkas and gins (more than 30 local options) available from the 1857 Distillery Bar. Beers include old favourites, such as Coopers and West End, while many local brewers are included, such as Mismatch, Lobethal Bierhaus, Big Shed and Uraida.

THE GHOST The Inn’s resident ghost, Wilhelma, has been widely chronicled.

Mrs Wilhelma Newman, was heartbroken when her son died and although the

Mrs Wilhelma Newman

“Wilhelma has been talked about for a long time, and is definitely a presence in the Inn,” Milly said.

“We had no idea where she came from, just that her name was Wilhelma. But when we were setting up our 1857 bar, we were sourcing historical photos to put on the wall and we came across the story of the Newmans and the portrait of Wilhelma.

“We have felt her presence in original parts of the Inn – on the stairwell, and in a room where, although having been carpeted, we heard footsteps on floorboards.

That room has been converted back to floorboards now.

“Most of the encounters have given the impression that Wilhelma enjoyed being a humourist and enjoyed a bit of fun.

“Whenever anyone asks the staff about the ghost, we always enquire why they’re asking, because it always leads to another interesting tale.”

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| Hotel SA | 9

Crowne Plaza ADELAIDE WORDS: LUCY BREWER

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Crowne Plaza Adelaide is housed in Adelaide’s tallest building - Frome Central Tower One. The ambitious project was conceived over three years ago, sparked by a brand refresh of Australia’s Crowne Plaza hotels.

According to General Manager Sarah Goldfinch, the hotel’s target demographic is the modern business traveller, a group with a “lifeaholic” mindset.

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| Hotel SA | 11

“It's a new world out there for these travellers; more digital, more flexible, more mobile, more connected as the line between work and life is blurred and blended,” says Sarah.

“Today’s modern business travellers crave a hotel experience that blends work and restoration; they are looking to embrace new opportunities and see business travel as an inspiring break from their routine.”

Crowne Plaza Adelaide re-entered the state’s hotel market in November of last year, with the redevelopment built by the Kyren Group. The hotel’s design embraces marble, brass, and timber veneers, creating a sense of warmth as guests move through the ground floor porte-cochère and rise to check in at reception on Level 10.

When guests reach reception, they are treated to a panoramic view of Adelaide, a view that can also be enjoyed from the Plaza Workspace, a new take on the hotel lobby. The Plaza Workspace is primed for coworking, with power and high-speed WiFi. The hotel oozes class, and Sarah says the service style is intended to bring humanity to business travel, with the East End location ideal for an “all-new, modern, design-led hotel with outstanding facilities.”

The Crowne Plaza Adelaide also features the premier Koomo Restaurant, built to lean into the East End’s reputation for industry-leading dining experiences.

“Nowhere in Adelaide offers quite this experience … East End dining with incredible views of the city and beyond,” says Sarah.

“Koomo is attracting predominately non-hotel guests which indicates the buzz around the restaurant … Adelaide’s dining scene is progressive and exciting and we’re positioning Koomo within this.”

“The hotel oozes class, and Sarah says the service style is intended to bring humanity to business travel, with the East End location ideal for an “all-new, modern, design-led hotel with outstanding facilities.”

Indeed, the functionality and uniqueness of Level 10 is what Sarah believes sets the hotel apart from its competitors.

“This is where guests check-in, utilise the Plaza Workspace, swim in the outdoor heated infinity pool, workout 24/7 in our fully-equipped gym and enjoy our two dining outlets, Koomo Restaurant and Luna10 bar. Level 10 welcomes guests with magnificent and unique views of the city and Adelaide Hills,” she says.

BROWN FALCONER Congratulations on the successful opening of Adelaidean and the Crowne Plaza Adelaide.

So proud to be the designers of this stunning new development.

www.brownfalconer.com.au

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| Hotel SA | 13

SUPPLYING CROWNE PLAZA ADELAIDE WITH QUALITY AUSTRALIAN SEAFOOD 201 - 203 Richmond Road,

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“Luna10 is such a unique offering to Adelaide; a rooftop pool side bar and cocktail lounge.”

In recent months, given the impact of COVID-19, the team at Crowne Plaza Adelaide has embraced the leisure market.

“We’re seeing guests really relax and enjoy themselves while they take that well-earned break with a dip in the pool and a cocktail in hand at Luna10,” Sarah says.

Whilst international travel is currently restricted due to COVID-19, Sarah says the traditional European markets will be a focus once the borders open, as will the Chinese and wider Asian inbound market.

“Savvy holiday makers are seeking flexibility in their accommodation offering...

A specific example is the Crowne Plaza Adelaide’s allowance for guests to ‘Tailor their Time,’ enabling checking in and checking out of their hotel room anytime within a 24-hour period.”

WHEN QUALITY MATTERS SALES.ADL@THOMASFOODS.COM PH 8162 8400

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| Hotel SA | 15

Crowne Plaza Hotel is the third largest hotel in Adelaide, and has 329 guest rooms. It is clear the central location is an incentive for guests, with Sarah remarking on its convenience.

“Savvy holiday makers are seeking flexibility in their accommodation offering and Crowne Plaza Adelaide has adapted to suit,” she says.

“We’re a short, two-minute walk to the tram line which will take you to Adelaide Oval, Adelaide Convention Centre, the Art Gallery and Museum,” she says.

A specific example is the Crowne Plaza Adelaide’s allowance for guests to ‘Tailor their Time,’ enabling checking in and checking out of their hotel room anytime within a 24-hour period.

“We’re also located diagonally across from the beautiful Botanic Gardens and the city’s new innovation hub, Lot Fourteen, so we’re really excited to be in such close proximity to such an inspiring space.”

As for the future, Sarah is confident in the innovation of Crowne Plaza Adelaide.

“Travellers are now more than ever conscious of losing precious time and spending money on excess coffees while in transit and waiting for their accommodation room to be ready,” says Sarah.

“We see a great opportunity here to support efficient business travel.”

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Performance Management As many publicans look to maximise the efficiency of their workforce, in many cases this is as much a human resources management issue than a numbers issue. In this month’s article we’ve leveraged the expertise of our Director of Perks People Solutions  (our HR and recruitment consultancy), Cecilia White  to discuss how to approach difficult performance conversations and some clear guidelines and watchouts.

Managing an underperformer is one of the more challenging tasks that managers face in workplaces. Underperformance can range in severity from a staff member that consistently arrives late or doesn’t pull their weight, to someone who misses shift or seems to make the same mistakes over and over again.

Managing this difficult process takes time and often requires tough conversations, and if it isn’t done properly, it can backfire on managers, teams and morale.

Before commencing a performance management process, consider the following tips which will assist in ensuring the process is fair, transparent and effective:

BE PREPARED

BE FAIR & OPEN As important as it is to be well prepared for a performance conversation and to have thought about the outcomes you are seeking, it is equally important to listen genuinely to the employee’s perspective, before deciding on next steps.

The employee may disclose issues that are affecting their performance (for example, personal struggles, mental health concerns or other medical conditions) that you were completely unaware of. It’s important to ensure the employee has a fair hearing and these matters need to be taken into account when working out next steps.

KEEP RECORDS

To ensure you get the most out of any conversation about an employee’s performance, take the time before meeting with them to plan the discussion. Putting together an agenda outlining key points and feedback will ensure you stay on track and in control of the conversation. Consider the timing and location of the discussion – it’s important to have these discussions in a discreet setting and the timing can make or break a performance discussion. Avoid having performance discussions just before the employee is about to go on annual leave, for example.

Consider whether they may be on a deadline, or consider what time of day is likely to be best – if there’s a reasonable chance the employee will be upset or distressed by your feedback, holding the discussion at the end of the day when they can easily head home without causing a scene might be a sensible approach.

BE CLEAR A common mistake when managing underperformers is the failure to provide clear, specific examples of the areas in which the employee’s performance isn’t up to scratch, and to clearly articulate what good looks like. There is a tendency for managers to avoid giving negative feedback, as it can often feel harsh.

While this can make the conversation feel more comfortable in the short term, in the long term you are not doing the employee any favours. As Brene Browns says “Clear is Kind. Unclear is

Pat Hodby

Unkind”. A fair and authentic performance conversation will be honest, clear and constructive. It is also important to ensure the examples you provide are evidence based, rather than opinion based – objective, rather than subjective. Consider what information or data you can provide to the employee which will clearly demonstrate to them that their performance is not up to scratch.

Tackling the tough conversation that you have been putting off is the first step – but don’t waste all that effort by failing to document what was discussed and agreed. There is a good chance that the conversation may be the start of a more formalised process, and so a written record, such as a Performance Improvement Plan (PIP), will be an important tool and point of reference for further discussions down the track. It may also be useful as evidence in the event there is a claim or dispute by the employee at a later date, and the process comes under scrutiny.

SEEK EXPERT ADVICE Whilst it is critical to be brave enough to tackle performance concerns head on rather than avoid them, these conversations must be undertaken with proper care and caution, as a relatively common by-product of performance conversations handled poorly are complaints of workplace bullying or victimisation.

Before embarking on a performance conversation where risk factors are at play, you must ensure a best practice approach and avoid any potential exposure to an unfair dismissal or bullying claim. When looking for expert advice in this area, make sure that you talk to a Human Resources professional that has experience in Performance Management.

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

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Tom Paine

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2 0 2 1

A H A | S A

M A J O R

P A R T N E R

E V E N T

On 2 March, AHA|SA Councillors and Major Corporate Partners enjoyed a relaxed network on the balcony of the AHA|SA office. With stunning views across Adelaide, over 60 guests came together to celebrate the ongoing support of Platinum, Gold and Silver Partners, in the annual function to kick start the year. New Gold Partners, Aristocrat Technologies and Bidfood, were recognised on the night. Also recognised, were the new and upgraded Silver Partners including COMS Systems, GFR Pro, Winnall & Co, Scientific Games, Smart Cleaning Services, Duncan Basheer Hannon and Energy Action. Thank you to the wonderful staff and catering from the Strathmore Hotel.

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Partners

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Marion Hotel LOFTY AMBITIONS FOR HOTEL OF THE YEAR For many people, achieving Hotel of the Year status would be a pinnacle achievement.

“None of this would have been possible without their vision and faith in us, we are so grateful for that.

However, as the celebrations subside at the newly-crowned Marion Hotel, this victory is being viewed as “just the beginning”.

“A redevelopment of this size was always incredibly risky, but there was a genuine belief in the product and the future of this area.”

“We want to be the best in everything we do,” says senior Hurley Hotel Group manager, Anna Hurley.

That vision is evident in the hotel’s sweeping transformation:

“Our goal is to be industry leaders”

• 62 rooms (up from 12)

At the recent AHA|SA Awards for Excellence, The Marion won awards for the Best Outdoor or Non-Enclosed Facility, Best Gaming Venue (Metro), Best Redeveloped Hotel (Metro) … and the ultimate prize, Hotel of the Year.

• a light-filled indoor-outdoor bar

Judges described it as “a shining star” and commended its “fresh and innovative approach to accommodation, food and beverage, functions and events, and customer service”.

• multi-purpose function rooms

Anna paid tribute to owners Peter and Jenny Hurley, and Tony Hurley and Karen Symons, for their foresight and courage.

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• sports bar and associated beer garden • areas for casual and formal dining

• new gaming area • a massive new drive-through and cellars.

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Marion Hotel staff.

08 7129 8888 49 Glen Osmond Road Eastwood SA 5063 sarah.com.au

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PEOPLE POWER While the $20 million rejuvenation is truly impressive, Anna makes the point that awards are never won without a quality team.

To cope with a substantial uplift in demand, more than 60 new jobs have been created, raising the hotel’s staff to over 120.

“The staff are absolutely over the moon; they are so thrilled and excited to be part of an award-winning team,” she says.

“It really is their award. I have never worked with such passionate, hard working people.

“It is an important step for the journey the hotel is taking.

“We are growing and learning and improving together. We want to be the best in everything we do.

“Our goal is to be unsurpassed in the industry.”

PROJECT TEAM The Hurley Hotel Group has owned The Marion since 1984.

About seven years ago, a small, soft furnishing upgrade was mooted – but the project grew and grew from there as new opportunities became apparent.

Anna paid tribute to the teams that were involved, including the renovation team and contractors, through to the current staff and suppliers.

The design brief was driven by Peter Hurley and brought to life

by Studio Nine Architects, Fleur Linke of Surround Interiors and Sarah Constructions. Anna was appointed to be a part of the project team, and the Group’s general manager, Sam McInnes, played a pivotal role in seeing it to fruition in September 2019.

“To cope with a substantial uplift in demand, more than 60 new jobs have been created, raising the hotel’s staff to over 120.”

COVID-19 CONSEQUENCES The $20 million investment “was a calculated business decision” said Anna at the time – but who could have envisaged the impact of COVID-19 in those calculations?

“When the Marion development was finished, we put a lot of work into building a team and were perfecting our systems when we suddenly had to shut down because of COVID-19 lockdowns,” Anna recalls.

“Then we had to start from scratch when we reopened.

Then came the unexpected six-day lockdown, which was later reduced to three days.

Photography by Rumpus Room Studio

Proudly involved in the refurbishment of the

MARION HOTEL

Fleur Linke-Evans Interior Designer M: 0423 030 894 E: fleur_linke@optusnet.com.au fleurlinke_surroundinteriors

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Jenny and Peter Hurley.

Anna Hurley.

Leaders in Hospitality Design

studionine.net.au hello@studionine.net.au

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“Those three days of lockdown were excruciating. It was a mental rollercoaster and almost broke people across the entire industry,” says Anna.

“In a “Covid normal” world, it is imperative for our business and personal wellbeing to be given an insight into the rationale behind decision making. This will allow us to prepare and plan ahead.”

“Walking into an empty pub is absolutely heart wrenching, and something I never want to experience again.”

THE FUTURE

“But it wasn’t just our own stress, worrying about the future viability of the business. The owners and managers in hotels everywhere are very close to their people and you wear so much of the stress of staff.

“As much as the future was terrifying for us, foremost in my mind was the people who relied on their wages to survive.

“They had a long period of not knowing what was going to happen to them, so JobKeeper was a saviour.

“Walking into an empty pub is absolutely heart wrenching...”

The Marion’s offering has changed significantly since opening and will continue to evolve.

“We can still make a lot of improvements,” says Anna.

“We have made already made many changes to satisfy what the customer wants and what works best for them,” says Anna.

“For example, we have changed a lot of our entertainment offering and our bar promotions.

The Marion started with a clear strategy for live music from Thursday to Sunday, which included a party band on Saturday nights. However, it became apparent that it wasn’t a perfect match and “didn’t suit the vibe”, so music is now provided by a DJ on Saturday nights.

The food offering is also continually evolving.

Congratulations to the Hurley’s Marion Hotel from Porter & Co. Wine Merchants P: 8373 3010 www.porterandco.com.au

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HO S PITALITY AN D ACCOM MODAT I ON F U RN ITU RE SPECIAL I ST S

Workspace Commercial Furniture has been a leader in the hospitality retail fit out and refurbishment segment through the design, manufacture and supply of Australian made furniture for over 110 years. Workspace identified our expertise to deliver quality and character commercial furniture requirements to the Hospitality Retail market.

Our philosophy of building strong mutually beneficial relationship with Hospitality design, construction professionals, and hotel groups has resulted in Workspace being involved in landmark projects across the country.

Workspace is committed to our strength in Australian manufacturing, in-house national and local logistics and installation services. We back our commitment to quality through market leading product warranties and aftermarket service.

Take advantage of our 110 years experience and relax knowing that we will create a solution that’s perfect for you and your hospitality venue.

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

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“The Marion has always been a food venue but this has grown exponentially.

“The incredible growth we experienced after we launched has continued and gone from strength to strength after the lockdowns.

“The brand and ideas behind the menu remain the same but we have continued to improve and are listening to what our customers want.

“We’re introducing a lot of fresh ideas which have been very well received,” says Anna. But the one thing that won’t change is an unwavering commitment to customer service.

“Staff and customer service are everything to the success of a venue and we have an absolutely incredible team.

“Our staff have done it tough in the last 12 months with COVID-19, so it’s a credit to them that they have come back together and really bonded together.”

MARKETING THE AWARD The HHG’s marketing team, led by Elly Deegan, started promoting the award win as soon as it was announced.

“The industry recognition is tremendously gratifying, but in business terms, the award has raised our profile with the general public and media,” says Anna.

“The positive PR from winning an award like this is something that money can’t buy.”

Four Seasons Fresh Proud suppliers of fresh and processed produce to the Hurley Hotel Group Celebrating the Marion Hotel’s success - Best Overall Hotel in South Australia Market leaders with over 25 years experience HACCP Certified and Quality Endorsed Four Seasons Fresh providing temperature controlled warehousing and distribution ensuring clients enjoy a premium product with a premier service.

Contact our office to discuss how we can support your business Phone (08) 8362 8201 | Email sales@fourseasonsfresh.com.au

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R E G I O N A L

M E E T I N G S

It is terrific to be back having face-to-face meetings with our members again. It was particularly great to be back holding a country regional meeting after almost a full year without having the opportunity to hold a meeting in the regions.

Thanks to Kelly, Darren and Millsy and the wonderful staff at Westlands Whyalla for hosting a great meeting on the 16th of February. Thank you also to Joanne, Nick and Steven and their team at the Highlander for a great event on the 23rd of February.

Thanks also to all of our valued Corporate Partners who make these events possible.

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Regional

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AHA|SA MEMBER INFORMATION

COVID-19 Vaccinations and the Workplace OWEN WEBB, AHA|SA WORKPLACE RELATIONS MANAGER

With the commencement of the first of the vaccines being administered to individuals in Australia, one of the topical discussion points across the community at present is what impact the COVID-19 vaccinations have on employers and employees in the workplace.

The Fair Work Ombudsman have now published on their website some comprehensive commentary to a number of common questions about the coronavirus vaccinations and the workplace and we have detailed those questions below.

CAN AN EMPLOYER REQUIRE AN EMPLOYEE TO BE VACCINATED? In the current circumstances, the overwhelming majority of employers should assume that they won’t be able to require their employees to be vaccinated against coronavirus.

There are currently no laws or public health orders in Australia that specifically enable employers to require their employees to be vaccinated against coronavirus. The Australian Government’s policy is that receiving a vaccination is voluntary, although it aims to have as many Australians vaccinated as possible.

There are, however, limited circumstances where an employer may require their employees to be vaccinated. Whether an employer can require their employees to be vaccinated against coronavirus is highly fact dependent, taking account of the particular workplace and each employee’s individual circumstances.

Relevant factors an employer should consider will include: • whether a specific law (such as a state or territory public health law) requires an employee to be vaccinated • whether an enterprise agreement, other registered agreement or employment contract includes a provision about requiring vaccinations • if no law, agreement or employment contract applies that requires vaccination, whether it would be lawful and reasonable for an employer to give their employees a direction to be vaccinated (which is assessed on a case by case basis).

Additional considerations may include whether employees have a legitimate reason for not being vaccinated (for example, a medical reason), and how protections for employees under antidiscrimination laws may apply.

We have included more information on these issues below.

Employers should obtain their own legal advice if: • they are considering making coronavirus vaccinations mandatory in their workplace, or • they operate in a coronavirus high-risk environment (for example, health care or meat processing).

Legislation and public health orders requiring vaccination against coronavirus

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As referred to above, state and territory governments may make public health orders requiring the vaccination of workers (for example, in identified highrisk workplaces or industries) in their state or territory. If public health orders are made, employers and workers will need to comply with any orders that apply to them. No public health orders requiring coronavirus vaccination have been made at the time of publication. Our information will be updated if any orders are made.

For further information on public health orders, see list of enforceable government directions during coronavirus .

Agreements or contracts relating to vaccinations Some contracts or agreements may contain terms relating to vaccinations or coronavirus vaccinations specifically.

Employers and employees should check to see if the term applies to coronavirus vaccinations (for example, a term relating only to flu vaccinations won’t apply). Even where a term of a contract or an agreement applies to coronavirus, employers and employees will need to consider whether the term complies with anti-discrimination laws. A term that is contrary to anti-discrimination laws will not be enforceable.

If in doubt, employers and employees should consider obtaining legal advice to assess these issues.

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Employers can direct their employees to be vaccinated if the direction is lawful and reasonable. Whether a direction is lawful and reasonable has to be assessed on a case by case basis.

For a direction to be lawful, it needs to comply with any contract, award or agreement, and any Commonwealth, state or territory law that applies (for example, an anti-discrimination law).

There are a range of factors that may be relevant when determining whether a direction is reasonable, including whether the direction is a reasonably practicable measure to eliminate or minimise risks to work health and safety under work health and safety laws.

On its own, the coronavirus pandemic doesn’t automatically make it reasonable for an employer to direct their employees to be vaccinated against coronavirus. Some circumstances in which a direction may be more likely to be reasonable include where: • employees interact with people with an elevated risk of being infected with coronavirus (for example, employees working in hotel quarantine or border control), or • employees have close contact with people who are most vulnerable to the health impacts of coronavirus infection (for example, employees working in health care or aged care).

Work health and safety considerations are an important factor to consider in working out whether a direction is reasonable.

Employers and workers can get guidance on specific coronavirus work health and safety issues from Safe Work Australia .

Go to Commonwealth, state or territory workplace health and safety regulators  to learn what laws apply.

WHAT HAPPENS IF AN EMPLOYEE REFUSES TO BE VACCINATED? If an employee refuses to be vaccinated (contrary to a specific law, agreement or contract that requires vaccination, or after receiving a clear and repeated lawful and reasonable direction), an employer should, as a first step, ask the employee to explain their reasons for refusing the vaccination.

If the employee has provided a legitimate reason for not being vaccinated (for example, the employee has an existing medical condition), the employee and their employer should consider whether there are any other options available instead of vaccination. For more information on Back to Contents

other options, see Alternative working arrangements during coronavirus .

Whether disciplinary action is reasonable will depend on the circumstances. For more information on disciplinary action for refusing to be vaccinated, see Can an employer take disciplinary action if an employee refuses to get vaccinated?  Stand downs are unlikely to be an available option for employers if an employee refuses a direction to be vaccinated. Employers can only stand down employees in certain situations.

Learn more about standing down employees at Stand downs during coronavirus .

Employers generally don’t otherwise have the power to suspend employees without pay, unless an enterprise or other registered agreement, award or employment contract allows them to.

We encourage employers to discuss options with their employees depending on the circumstances of their individual workplace. Learn more about consultation and cooperation in the workplace .

CAN AN EMPLOYER REQUIRE AN EMPLOYEE TO PROVIDE EVIDENCE THAT THEY HAVE BEEN VACCINATED? If an employer has provided a lawful and reasonable direction to be vaccinated for coronavirus and an employee complies, the employer could also ask the employee to provide evidence of their vaccination.

Where an employer wants to direct an employee to provide evidence, the employer should make sure that the requirement to provide evidence is also lawful and reasonable. As stated above, whether a direction would be lawful and reasonable depends on all of the circumstances. If it is unclear whether a direction or the employee’s refusal is reasonable, employers should not take disciplinary action lightly and should seek their own legal advice.

Directing an employee to provide evidence of their vaccination is likely to raise privacy issues. More information about workplace privacy is available at Workplace privacy  or at the Office of the Australian Information Commissioner’s webpage .

IF AN EMPLOYEE REFUSES TO BE VACCINATED, CAN AN EMPLOYER REQUIRE EVIDENCE ABOUT WHY THEY’VE REFUSED? If an employer has provided a lawful and

reasonable direction to be vaccinated and an employee refuses, the employer could also ask the employee to provide evidence of the reason for their refusal.

Where an employer wants to direct an employee to provide evidence, the employer should make sure that the requirement to provide evidence is also lawful and reasonable. As stated above, whether a direction would be lawful and reasonable depends on all of the circumstances. If it is unclear whether a direction or the employee’s refusal is reasonable, employers should not take disciplinary action lightly and should seek their own legal advice.

Directing an employee to provide evidence of a medical reason for refusing a vaccination is likely to raise privacy issues.

More information about workplace privacy is available at Workplace privacy  or at the Office of the Australian Information Commissioner’s webpage .

CAN AN EMPLOYEE REFUSE TO ATTEND THE WORKPLACE BECAUSE A CO-WORKER ISN’T VACCINATED AGAINST CORONAVIRUS? At present, assuming that there is no public health order preventing attendance, it is unlikely that an employee could refuse to attend their workplace where a co-worker isn’t vaccinated against coronavirus, because: • vaccination is not mandatory and most workplaces won’t be able to require their employees to be vaccinated • the co-worker may have a legitimate reason not to be vaccinated (for example, a medical reason).

If an employee refuses to attend the workplace because a co-worker isn’t vaccinated, their employer can direct them to attend the workplace if the direction is lawful and reasonable. As stated above, whether a direction is lawful and reasonable depends on all of the circumstances, including the employer’s work health and safety obligations.

If it is unclear whether a direction or an employee’s refusal is reasonable, employers should consider seeking legal advice before taking disciplinary action.

If an employee has concerns about the safety of the workplace, they should raise their concerns with their employer as soon as possible. Employers should also consider sharing information about

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any steps they’ve taken to ensure a safe workplace, to help manage employee concerns. Go to: • Directions to return to work and the workplace for more information on directing employees to perform work • Protection from discrimination at work for more information on discrimination protections • Safe Work Australia or the relevant Commonwealth, state or territory work health and safety regulators for more information about work health and safety during coronavirus • Consultation and cooperation in the workplace and Resolving workplace issues during coronavirus for information and resources about dealing with issues or conflicts in the workplace.

CAN AN EMPLOYER TAKE DISCIPLINARY ACTION IF AN EMPLOYEE REFUSES TO GET VACCINATED? An employer may be able to take disciplinary action, including termination of employment, against an employee for refusing to be vaccinated if the employee’s refusal is in breach of a specific law or a clear and repeated lawful and reasonable direction requiring vaccination.

Whether an employer can take disciplinary action will depend on the individual facts and circumstances. To work out if and how an employer can take disciplinary action, employers should consider the terms, obligations and rights under any applicable: • enterprise agreement or other registered agreement • award

• employment contract • workplace policy • public health order.

Employers should also consider getting legal advice in these situations. Before taking any action, an employer should talk to the employee and discuss the employee’s reasons for not wanting to get vaccinated. For example, the employee may have a medical condition that means the vaccine may not be safe for the employee to take. In this instance, the employer should consider if there are other options available to keep the workplace safe instead of vaccination.

Employers don’t otherwise have the power to suspend employees without pay unless an enterprise or other registered agreement, award or employment contract allows them to.

Employees have various protections against being dismissed or treated adversely in their employment. Employers should make sure that they follow a fair process and have a valid reason for termination, or it may breach unfair dismissal or adverse action laws under the Fair Work Act. Find more information about ending employment during coronavirus at Ending employment and redundancy during coronavirus .

HOW DOES A VACCINATION REQUIREMENT INTERACT WITH ANTI-DISCRIMINATION LAWS? It’s important that employers consider their obligations and responsibilities under anti-discrimination laws, which generally prohibit discrimination against employees in the workplace based on protected characteristics. Protected characteristics that are likely to be relevant in considering whether to require vaccination include disability, pregnancy or religious beliefs.

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Before requesting or requiring employees to be vaccinated, employers need to consider: • Commonwealth, state or territory discrimination laws • general protections provisions under the Fair Work Act. Find out more about anti-discrimination laws in Australia at the Australian Human Rights Commission . Get more information on discrimination protections under the Fair Work Act at Protection from discrimination at work .

CAN AN EMPLOYER REQUIRE A PROSPECTIVE EMPLOYEE TO BE VACCINATED BEFORE STARTING WORK? In most circumstances, an employer may be able to require a prospective employee to be vaccinated against coronavirus.

Employers should first consider their obligations and responsibilities carefully for example, under general protections or anti-discrimination laws - before requiring that a prospective employee be vaccinated before commencing employment. Get more information on discrimination protections under the Fair Work Act at Protection from discrimination at work . Find out more about antidiscrimination laws in Australia at the Australian Human Rights Commission . These common questions and further information about COVID-19 in the workplace can be obtained by visiting the Fair Work Ombudsman website COVID-19 vaccinations & the workplace .

Attribution: ‘©Fair Work Ombudsman www.fairwork.gov.au‘ Information on the Fair Work Ombudsman website is licenced under a Creative Commons Attribution 3.0 Australia Licence

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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 first edition of Scott’s Spot for 2021. This month’s edition will cover the usual short stories, photos and random observations over the last couple of months while sharing the story of Steph and Bach Tran, publicans at The Lord Melbourne Hotel in North Adelaide.

Heading back in time to December 2020 and having a quiet beverage at the beautifully renovated Strathmore Hotel after the President’s luncheon with Trevor “Seagull” Evans, publican of the Wombat Hotel. Anyway, up walked Trevor Evans, retired AHA|SA staff member to say hello when I had this awkward moment thinking that the Trevor’s knew each other, but I wasn’t sure. I introduced them waiting for the old “of course we’ve met” and to my surprise - they had never met! However they had spoken a number of times over the phone in the last dozen or so years.

panic, I wrapped the chips in a hurry and threw them straight in the bin while being crapped on.

After composing myself after a couple of minutes, I’ve reached for my pocket to grab my phone before realising it was on the bottom of the locked council bin, wrapped up with my half-eaten chips.

At least the 18 year old duty manager at Foodland was amused and thankfully located a key for the bin.

See photo of Lucy Randall’s creation covering the event perfectly.

As expected, turnouts were strong with the importance of personal interaction on show.

There is a story regarding Brad Barreau’s arrival in Whyalla at 8am on the Monday before the Regional.

I would have thought it was a 10km walk in the Desert listening to the story!!

On a more serious note, Lucindale in the state’s South East was ravaged by a major bushfire in early January with homes and structures being lost.

Long story short, I was eating a healthy bag of hot chips on a park bench in the centre of town when my chips and I were attacked by what must have been 20 plus seagulls! In a state of shock and

It was a massive relief to have the Regionals back and thanks to both the Westlands Hotel in Whyalla and the Highlander Hotel in Adelaide for hosting the meetings.

After messaging Stephen Firth at the Sundowner Hotel of his arrival for a prearranged pick up, there was no response so after a period of time, Brad decided “drifter” style to grab his back pack and trek the 2.2km, 27 minute walk which I checked on Google Maps.

Great opportunity to take a snap of the Trevors’ together at last!

Speaking of seagulls and without wanting to be too self-indulgent, I want to share a terrifying moment for me in Wallaroo before heading to the Weeroona Hotel late 2020.

REGIONAL MEETINGS

As always in small communities, and with the Lucindale Hotel heavily involved with major fundraising events, in excess of $200k has been raised as at the 7th February with that figure likely to rise substantially. Thankfully, no lives were lost and hoping the region is now on the road to recovery.

Once out on the highway, a mature aged lady driving a delivery van stopped and asked Brad for a lift which was gleefully accepted, although he was squashed into the front seat surrounded by and holding boxes and could barely get his seatbelt on.

So where was Stephen? He simply thought the pickup was 8pm not 8am.

Here’s a photo of Brad waiting to be picked up.

AHA|SA AWARDS Congratulations to all nominees, category winners and of course the Marion Hotel for winning Hotel of the Year in what was a spectacular evening with hosts, the Entertainment Centre, once again doing an amazing job under the COVID Safe Guidelines.

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on the road LORD MELBOURNE HOTEL As promised in the overview, here is the inspiring short story of Bach and Steph Tran.

Isn’t it every man’s dream to own their own pub one day? The dream came true for Bach Tran in March 2018 when he and his wife Stephanie took over the Lord Melbourne Hotel on Melbourne Street, North Adelaide. As a chef for another hotel in the area, Bach had always dreamed of running his own hotel one day. He sold the vision to his wife who wholeheartedly supported her husband’s dream.

As a refugee in a foreign country, their parents worked seven days a week to support the family. Now, with a young family of their own, they are determined to do whatever it takes to turn around the failing business they had purchased.

The first step was to change the image of the hotel by creating a family friendly environment and providing exceptional service and great food.

Originally opened in 1851, the Lord Melbourne is one of the few along Melbourne Street and in North Adelaide that are still operating today. Formerly known as Tavern 63 from the 70’s to 80’s, the pub was perceived as a ‘rough’ pub of North Adelaide and that perception has continued today especially to the locals that have lived in the area for a while.

Even with a toddler and an 8 month old baby at the time, with the supported of family, the couple was determined to take on the challenges ahead.

Not your ‘typical’ publican, Bach arrived in Australia in 1991 as a refugee with his family. His dad was a South Vietnamese Lieutenant in the Vietnam War. After the fall of Saigon and many years spent in a detention camp which almost killed him, his dad wanted a better life for his family.

Bach was eight years old at the time and thought that they were going fishing until he realised that it was a fishing trip that would take him away from his mum and sisters and the place he called home. The journey took Bach and his dad to Thailand where they were found by local authorities and placed into a refugee processing camp. A year later, his mum and sisters followed the route that he and his dad had taken based on the directions in the letters his dad wrote to his mum; and his family was reunited once again. With family in France and America, the Trans had a choice to migrate to either of those countries, but his dad was determined to stand on his own two feet without the help of family. They were fortunate enough to be sponsored to Australia by a missionary church and have called Australia home ever since.

Bach and Steph inherited their strong work ethics from their parents.

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Bach and Steph Tran of the Lord Melbourne Hotel.

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on the road “It is still a constant battle for us to try to change the local’s perception of our hotel but we are finally getting our message across. It’s great to hear stories from customers who were here 30-40 years ago when it was a night club but in order for any business to survive, we need their continued custom.”

Almost three years since the young couple took over the business, the business is growing strength by strength.

“The uniqueness of our pub is not only the locals that support us, many of our regulars are also from the regional areas of South Australia. With three hotels closed by, Melbourne Street is an ideal location for country folks to stay for a weekend away, sporting event or medical appointments. We are their ‘local’ when they are away from home. Our pub is like

a country pub in city and the country folks love it.”

“We have not only invested a lot of money in renovating the pub and creating private areas for functions but we have also spent a lot of time building relationships with different groups who use our function rooms on a regular basis. Not many city pubs people can gloat about their grassy beer garden and tall Ficus trees surrounding it, but we can!”

A classically trained chef with over 12 years’ experience in the industry, Bach’s skills and experience previously as a chef at the Adelaide Oval and the head chef for the British Hotel (2015-2018) has enabled him to develop a menu that emphasises the quality and freshness of the ingredients used.

Don’t be afraid to come up and have a

chat with Bach in their open kitchen.

You could ask him where he sourced his tender steaks from or how it should be cooked and see the passion he has for his meats. Also don’t be too surprised to see him serving drinks behind the bar – he can pour a very good beer!

IN CLOSING The following are a few quick snaps over the last few weeks which starting with Paul from the stunning Magpie and Stump Hotel in Mintaro. Unfortunately, Amanda was down in Adelaide for the day so missed the photo.

Over the next few weeks, I will be looking at adding short videos to the article, to add more flavour. Something new and I’m sure the odd blooper will occur, however will be fun. Bye for now.

Revamped beer garden at the Willunga Hotel.

Looking great with more to come.

Tysen, General Manager at the Barossa Weintal.

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Hospitality Included in New VET Pathways The State Government has announced new Vocational Education and Training (VET) pathways that will give students a head start on their career while still at school.

Flexible Industry Pathways are a new way of approaching the delivery of VET in schools, mapping out a student’s journey through secondary school to employment in 26 key growth industries in SA, including hospitality.

The pathways will form a key pillar of the Government’s VET for School Students policy, which aims to recalibrate courses to match industry need and the potential for long-term employment.

Developed in consultation with Industry Skills Councils and designed to meet the needs of industry and employers, Flexible Industry Pathways group any number of VET qualifications at Certificate I to III level that a specific industry considers will lead to real jobs for students.

Education Minister John Gardner said the new pathways will help reposition and raise the profile of VET in schools, leading to more meaningful job outcomes.

“This is the biggest overhaul of VET in schools in a generation,” he said.

“Flexible Industry Pathways have been designed with industry,

for industry, providing students with more certainty that they are learning the skills required to pursue their future career goals.

“It is vital that our education system is preparing students to take advantage of local job opportunities, and we know that many growing and emerging industries all require workers with vocational qualifications.

“We are ensuring that VET in schools is high quality, accessible and links to skilled careers where there are job opportunities right here in South Australia.

“These pathways not only prepare students for the world of work, they provide a pipeline of skilled workers for South Australian employers.

“We don’t expect that all Year 10 students to know what career they want to follow, but we can help guide them on the right path to industries with long-term growth potential.

“These pathways have been embraced by local industry with overwhelmingly positive feedback, and we are confident that both employers and job seekers will benefit for years to come.”

To find out more about Flexible Industry Pathways visit education.sa.gov.au .

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Bank SA 8424 5536 Perks Accountants & Wealth Advisors 08 8273 9300 BEER DISPENSE EQUIPMENT

Andale Hotel Services 8234 0388 BEVERAGE GASES

BOC Limited 0424 647 568 Supagas 8252 7472 BEVERAGES

Accolade Wines 8392 2238 CUB Premium Beverages 8276 4888 Australian Liquor Marketers 8405 7744 Carlton & United Breweries 8416 7819 Coca-Cola Amatil 8416 9547 Coopers Brewery 8440 1800 Diageo Australia 8245 9300 Empire Liquor 8371 0088 Lion 8354 8888 Liquor Marketing Group 8416 7575 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 LK Accounting Services 08 8395 4870 Perks Accountants & Wealth Advisors 08 8273 9300 Winnall & Co. 8379 3159 BUILDING EQUIPMENT/SUPPLIES/ HARDWARE

Bunnings Group 0435 630 660 CLEANING SERVICES

Trans Tasman Energy Group 1300118 834 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

COMS System Ltd 04 21 341 261 FINANCIAL PLANNING

Perks Accountants & Wealth Advisors 08 8273 9300 Winnall & Co. 8379 3159 F I R S T- A I D

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 Wills and Daniel 08 8260 7776 FURNISHINGS

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 0413 469 938 MEDIA

Boylen 8233 9433 FIVEaa 8419 1395 Foxtel 1300 138 898 InDaily 8224 1600 MUSIC LICENSING

OneMusic 8331 5800

G A M I N G A N A LY S I S

Sharp Datacord 8362 3535

Independant Gaming Analysis 8376 6966 LK Accounting Services 08 8395 4870 Winnall & Co 8379 3159

Adelaide's 1800 ON HOLD 8125 9370

G A M I N G L O YA LT Y

Banktech/Maxetag 1800 08 09 10 Bluize 1300 557 587 Qantum 0416 317 205 GAMING MACHINE SERVICES

insworth Game Technology 0409 171 616 A Aristocrat Technologies Australia 8273 9900 GBay 0409 673 778 GFR PRO 0408 186 540 Global Gaming / Maxetag 0408 462 321 IGT 8231 8430 Independant Gaming Analysis 8376 6966 Konami Australia Pty Ltd 0409 047 899 Scientific Games 8340 1322 Statewide Gaming 0448 076 144 MAX 8275 9700 GAMBLING SERVICES

The Lott 132 315 UBET 8354 7300 GIFT CARDS

The Pub & Bar Card 1300 375 346 H OT E L B R O K E R S

McGees Property Hotel Brokers 8414 7800 H OT E L M A N AG E M E NT

Liquor Legends 0429 825 072 H&L Australia Pty Ltd 8291 9555 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 INSURANCE

CLEANING SUPPLIES

Boylen 8233 9433 Cloud Apps Technology 8463 1000 Vintek 1300 001 337

ENERGY

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

Liquor Legends 0429 825 072

OFFICE EQUIPMENT

Aon Risk Solutions 8301 1111

Class A Energy Solutions 8391 4853 Energy Action 1300 553 551 Power Maintenance 1300 700 500

LEGAL SERVICES

Duncan Basheer Hannon 8216 3389 Ryan & Durey Solicitors 6166 9000 Wallmans Lawyers 8235 3000

Concept Collections 1300 269 800

Agile Group 1300 964 007 Smart Cleaning Services 1300664647 Bunzl Hospitality Supplies 8245 6200

Stoddart Manufacturing & Food Service Equipment 0427 106 103

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

ONHOLD/MESSAGING PAY R O L L & H R R E S O U R C E S

Liquor Legends 0429 825072 LK Accounting Services 08 8395 4870 Winnall & Co. 8379 3159 POS SYSTEMS

Bepoz 0426 227 409 Bluize 1300 557 587 Cloud Apps Technology 8463 1000 Liquor Legends 0429 825 072 H&L Australia 1800 778 340 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

Jones Lang LaSalle 02 9220 8449 Knight Frank Valuations & Advisory SA 8233 5222 R E F R I G E R AT I O N

Lancer Beverage Systems 8268 1388 R E TA I L L I Q U O R M A R K E T I N G

Liquor Legends 0429 825 072 Liquor Marketing Group 8416 7575 Urban Cellars 0429 825 072 SECURITY SERVICES & PRODUCTS

Agile Group 1300 964 007 DNA Security Solutions 1300 667 688 S P O R T S & E N T E R TA I N M E N T M E D I A

Foxtel 1300 138 898 S TA F F T R A I N I N G & R E C R U I T M E N T

Career Employment Group 8338 1492 Maxima 8340 7766 Migration Solutions 8210 9800 Perks Accountants & Wealth Advisors 08 8273 9300 St John 1300 360 455 S U P E R A N N U AT I O N

KITCHEN & BAR EQUIPMENT

Host­Plus 8205 4965

Andale Hotel Services 8234 0388 Bunnings Group 0435 630 660

Boylen 8233 9433

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

WEBSITES

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Corporate Partners 2020/21 D I A M O N D

P L A T I N U M

G O L D

131 733 S I L V E R

Agile Group

Boylen

pfdfoods.com.au IGT

Options Wine Merchants

Ainsworth Game Technology

Bunnings Group

InDaily

Qantam

Australian Liquor Marketers

COMS System Ltd

BankSA

For full product range and details of your nearest branch

Independant Gaming Analysis

Samuel Smith & Son

Duncan Basheer Hannon

Konami Australia Pty Ltd

Energy Action

Liquor Marketing Group

Scientific Games

Bentleys Accountants Big Screen Video

Foxtel

Novatech Creative Event Technology

Bluize

GFR PRO

OneMusic

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

18/05/09 11:47 AM

Social Media AOK St John Stoddart Food Equipment Winnall & Co

B R O N Z E

Adelaide's 1800 ON HOLD

DNA Security Solutions

McGees Property Hotel Brokers

Studio Nine Architects

Andale Hotel Services

Empire Liquor

Migration Solutions

Supagas

Banktech

GBay

Next Payments

The Banner Crew

Bepoz

International Oyster & Seafoods Jones Lang LaSalle

Perks Accountants & Wealth Advisers

The Pub & Bar Card

BOC Limited Cardtronics

Knight Frank Valuations & Advisory SA

Career Employment Group Class A Energy Solutions Cloud Apps Technology Concept Collections H O T E L

PowerMaintenance Ryan & Durey Solicitors

Liquor Legends

Sharp Datacord

LK Accounting Services

Smart Cleaning Solutions

Maxima Training Group

Statewide Gaming

I N D U S T R Y

Trans Tasman Energy Group Wallmans Lawyers Wills and Daniel

S U P P O R T E R

Vintek

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

| Hotel SA | 39

L I C E N S E E

JANUARY 2021

T R A N S F E R S

H OT E L

L O C AT I O N

D AT E G R A N T E D

NEW LICENSEE

Overway Hotel 27 Eighteenth Street

Gawler

11.01.21

Antonio Lagana and Cherilynn Mary Lagana

Nostru 14 East Terrace

Adelaide

20.01.21

Nostru Pty Ltd

NEW MEMBERS

Adelaide Ice Arena Sedan Hotel Wellington Hotel, Wellington Sedan Hotel

Wellington Hotel

Adelaide Ice Arena

O F F I C E

H O L D E R S

C O N TA C T

A D M I N I S T R AT I O N

EXECUTIVE COUNCIL

Level 4, 60 Hindmarsh Square, Adelaide SA 5000

IAN HORNE

General Manager

DAVID BASHEER

AHA|SA President

POSTAL

PO Box 3092, Rundle Mall SA 5000

OWEN WEBB

Workplace Relations

MATTHEW BINNS

AHA|SA Vice President

PHONE

(08) 8232 4525

GARY COPPOLA

Legal and Advocacy

ANDREW BULLOCK AHA|SA Deputy Vice President

+

TOLL FREE 1800 814 525

SCOTT VAUGHAN Membership & Business Services

FAX

KATHERINE TAYLOR Communications and TAA (SA)

(08) 8232 4979

EMAIL information@ahasa.asn.au

LUCY RANDALL

WEB

BRONTE MCCARTHY Finance & Administration

www.ahasa.asn.au

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.

DIDIER VOLLERIN

Liquor & Gaming

LIZ TURLEY

Training Coordinator

ANNA MOELLER

Executive Director Gaming Care

+

P U B L I S H E R TIM BOYLEN Managing Director tboylen@boylen.com.au

Events & Partnerships

JAMIE RICHARDSON Advertising sales@boylen.com.au

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

Matthew Brien, Matt Rogers, Sam McInnes

COUNCIL

Andrew Kemp Andrew Gunn Andrew Plush Anna Hurley Brad Barreau Darren Steele Elise Fassina

Guy Matthews James Franzon Jason Fahey Jason Kelly Jeff Ellis John Giannitto Karen Milesi

P (08) 8233 9433 W www.boylen.com.au MADELAINE RASCHELLA Studio Manager Graphic Designer

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Luke Donaldson Tom Hannah Tony Franzon Trent Fahey Trevor Evans

Our Purpose - To provide the hotel industry the capacity to respond to community concerns related to the harm associated with gambling by contributing to early intervention and support for problem gamblers and their families.

Our Goal - A compliant and proactive hotel industry that works with regulators, gambling help services, and players to limit the harm caused by gambling.

Gaming Care is the hotels responsible gambling early intervention agency, and is an initiative of the AHA|SA. Gaming Care’s role to assist venues to minimise the harm caused by problematic gambling behaviour in all South Australian hotels with gaming machines by working directly with venue staff, Gambling Help Services, other relevant organisations and stakeholders.

For any assistance or support please contact your local Gaming Care Officer, or our office for information on how Gaming Care can assist your venue.

SOME OF OUR DUTIES INCLUDE:





Assisting hotel staff in the early identification and support of patrons and staff who may be experiencing difficulty with their gaming behaviour.

Developing and promoting initiatives, programs and policies designed to facilitate the early identification of problematic gambling behaviour.

Assisting hotel staff in providing responsible gambling service,

 on or with the capacity to influence the service, by training

in responsible service of gambling. This helps reduce harm through the creation of a responsible gambling culture within the venue.

Gaming Care has developed a Responsible Gambling Document for venues which details the ways in which staff training and measures for intervention with problem gamblers are implemented, and the roles of staff in the implementation of the code.

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T: 0 8 8 1 0 0 2 4 9 9 F : 0 8 8 2 3 2 4 9 7 9 E: INFO@GAMINGCARE.ORG.AU 4TH FLOOR AHA|SA HOUSE 60 HINDMARSH SQUARE, ADELAIDE SA 5000

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

| Hotel SA | 41