Evolution, Not Revolution for New AHA|SA Boss

There was a sense of “destiny” about the appointment of Anna Moeller as the AHA|SA’s new CEO. Part of the team that worked tirelessly to limit the damage from Covid lockdowns, the association’s deputy CEO was the standout choice among 84 candidates from across Australia and abroad that went through an external selection process.

Born and raised in country SA, Anna is a qualified lawyer with experience in liquor licensing, gaming and political lobbying. She will become the first woman to run the AHA|SA in its 153-year history, replacing Ian Horne on 10 July.

“My aim is to build on the association’s very strong legacy,” Anna said.

“Over a period of many years, the efforts of the AHA|SA’s council members and staff have forged a very proactive and effective organisation.

“We are blessed to have an incredibly talented and stable workforce working together to both promote and protect our members’ interests.

Anna intends to “retain a presence” in Gaming Care, where she has served as executive director since 2019.

“The Gaming Care team does an amazing job.

“More broadly, SA hotels have been leaders in social responsibility, harm minimisation and self regulation.

“Recently we’ve seen some strong reactions in New South Wales and Tasmania but they are very different markets.

“Nevertheless, we need to consciously focus on our social licence and what that looks like and what that means, and how do we build and develop that?”

JOBS CRISIS

The never-ending struggle for hotels to find staff is high on Anna’s agenda.

“It’s one of the greatest issues that members are confronted with and the AHA|SA staff are very conscious of the impact it’s having,” she said.

“We were disproportionately hard-hit during Covid, but there was a skill shortage even before the pandemic.

“There was a mass exodus and staff moved to workplaces like Bunnings and Coles and Woolworths that were never going to close down during Covid.

“We have to bring those workers back. We also need to add to the pool of people who want a job in hospitality.

“One of the main ways to do that is to make us an industry of choice and an employer of choice.

“That will be a very, very strong focus for me moving forward.”

Anna has a view that the AHA|SA needs to expand its services to continue to stay relevant for all members, whether they are familyowned or corporate, the corner pub or a large accommodation hotel.

“We have an exceptional team at the AHA|SA and I feel honoured to be chosen to lead an amazing group of people,” she said.

“I am inspired by their ideas and there is a belief that offering even more benefits to members is the key to staying relevant in the future,” she said.

“There's a real opportunity for us to grow the services that we provide so that we become a little bit more of a one-stop shop for members.”

On a broader level, Anna wants to reassure members they can rely on continuity and the same high levels of service.

“We're unique in that industry associations look after individual members that have issues, but we look after the broader industry environment to make sure that it's as easy as possible for them to do business - and to do business successfully.

“The core values that have successfully guided us for so long aren't going to change moving forward.

“I will be doing a little bit of renovations, with some of it cosmetic.

“But this is going to be all about evolution, not revolution.”

It may seem almost impossible to grow the AHA|SA when it has about 90% of hotels as members.

However, Anna believes accommodation presents an opportunity to expand without compromising the existing interests of members.

“They are not a threat to the hotels or to licensing and gaming,” Anna said.

“But there are approximately 2000 more beds in the CBD this year than there were at the same time last year.

“We've gone from 8000 to 10,000, so that’s a 20% increase in 12 months.”

PUBS IN HER BLOOD

Anna believes her deep affections for the hotel industry was born as a young girl growing up in Keith.

“I still remember that sense of excitement after the tennis or football if mum and dad decided that we'd have a counter meal and I could have a schnitzel.

“Then as a liquor licensing and gaming lawyer, it was amazing. I was out at pubs and nightclubs for work and I loved it.

“So when I came to the AHA|SA – and I hesitate to say this because it sounds so corny –but it was like putting on an old cosy pair of slippers.

“It was like, ‘Oh, yeah, I remember this, I remember this feeling’.

“You could stick me in any industry association and I would make the best of it and I would

genuinely enjoy it because I enjoy helping and growing people, and overcoming barriers for people.

“I enjoy the push and pull of government relations and the advocacy and the challenges and the winning.

“But there's something about this industry that you just can't deny.

“For me, I just fit.”

HOTELS - IT’S FAMILY!

There can be few better examples of what draws people to hospitality than the care shown by employers to their employees in their darkest hours.

“Our critics might like to paint us as being owned by corporate conglomerates but most of our members are family businesses,” said Anna.

“During Covid they were refinancing mortgages on their own homes, selling properties, considering selling their own home, so that they could continue to pay staff who weren’t even able to work because of the restrictions and the work wasn’t there during periods of closure.

“For a lot of them, the stories were – ‘Well, I had to keep paying Maria’.

“‘She came and started working with us collecting glasses when she was 15.’

“‘We saw her meet her first boyfriend.’

“‘We’ve watched her get married.’

“‘We know her grandchildren or her children.’

“‘So we have to make sure she has the money to buy groceries so she gets through this crisis.

“I don’t know where else you find that.”