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 ) O C T O B E R 2 0 2 1
INSIDE
WOMEN IN HOTELS SPECIAL EDITION PLUS
Hall of Fame Inductees
BERYL ELEFSEN
KAREN MILESI
WWW.BOYLEN.COM.AU
Years Serving the SA Hotel Industry W W W.A H A S A.A S N.AU
Discover Success
Adapt and thrive in a world of change. Our Perks Hospitality specialist team offers insight, guidance and advisory to publicans across South Australia. We work with you to increase operational efficiency; streamline logistics and reporting; and maximise your financial position, no matter what the economic environment throws at you.
2 | Hotel SA | W W W . A H A S A . A S N . A U
Telephone (08) 8273 9300
info@perks.com.au perks.com.au
Back to Contents
OCTOBER 2021
C O N T E N T S
09 Scott’s Spot
Hard working couple rejuvenate the Gumeracha Hotel.
24
28 16
2021 Women in Hotels Hall of Fame Inductees Two incredible women were inducted into the Women of Hall of Fame – Beryl Elefsen and Karen Milesi – recognising their significant contribution to the South Australian hotel industry. I N
T H I S
Hotel Manager Q&A
John McGuire from the Bridgeway Hotel, Pooraka.
I S S U E
04 From the President
22 2021 Women in Hotels Conference
06 From the General Manager
24 Hall of Fame Inductee: Beryl Elefsen
08 Scott’s Spot
28 Hall of Fame Inductee: Karen Milesi
09 Hard Working Couple Rejuvenate the Gumeracha Hotel
38 Increased Award Flexibility for the Hotel Industry
12 Get Your Roster System Working for You
43 AHA|SA Corporate Partner Directory
16 Hotel Manager Q&A: John McGuire 18 Regional Meetings
44 AHA|SA Corporate Partners 2021-2022 45 AHA|SA Office Holders and Publishing 46 Gaming Care
22 2021 Women in Hotels Conference
Over 120 women from the hotel industry, including owners, managers, staff and suppliers, came together for the biennial Women in Hotels Conference.
CHEAP SWEEP CHIMNEY SWEEPING SERVICES
Combustion Heaters - Open Fireplaces - Pizza Ovens
We provide professional, affordable and reliable service for all: Pubs - Hotels - Motels - Restaurants - Cafes - Clubs - B&Bs Prepare now for next season.
T: 1300 796 337 E: cheapsweep@pythonoz.com
Certified Member of the Australian Chimney Sweeps Association
W W W . A H A S A . A S N . A U
C E R T I F I E D C H I M N E Y S W E E P
| Hotel SA | 3
Years Serving the SA Hotel Industry
From the President DAVID BASHEER – AHA|SA PRESIDENT
Cause for Optimism We have all suffered the frustrations of COVID-19 and the financial challenges it has inflicted upon us.
Because pubs are such a part of South Australians’ DNA , we are well placed to capitalise on that.
But looking at the facts, I am optimistic there are blue skies ahead.
After the first lockdown last year, we saw how strong trade was at re-opening. Most businesses reported strong trade in the weeks before the June border closures and July lockdown. When I look at the overseas experience, it also supports the argument for a period of strong trading in 2022.
It won’t be 100% smooth sailing and as Ian Horne forecasts in his column, there will be setbacks – but I expect those to be periods of short-term pain. Here are the top 10 things to look forward to for a positive 2022 in business. 1. EVERY DAY CAN BE A BIT LIKE CHRISTMAS Vaccination rates are on the rise, meaning the threat of mass lockdowns and large scale restrictions are diminishing. I am convinced the pent up demand for events, travel or just going out uninhibited with friends will result in a sustained period where every day can feel a little like Christmas. So many events and special occasions were postponed - and many people will want to celebrate when finally given the opportunity.
Bring it on!
Interest rates continue to be low. After their October board meeting, the Governor of the RBA confirmed the 0.1% rate was unlikely to rise until 2024 at the earliest. For any pubs that have been forced to take on extra debt through COVID-19 or are looking to invest in their business, this is welcome news. With the economy having an optimistic outlook and unemployment low, SA is considered a centre for good growth industries going forward.
2. HOTEL VALUES UP
4. REGIONAL VENUES GROW
The spate of hotel sales in recent months, including renewed interstate interest, has seen hotel valuations rise. Even if selling your hotel is not part of your current thinking, a healthier valuation in the eyes of your bank releases opportunities for many.
A great legacy of the border closures is that South Australians have discovered their own backyard. Seeing what the regions have to offer and spreading the word to others will lead to regional tourism re-establishing itself and growth for our country venues who did it tougher than most.
It wasn’t that long ago that every hotel sale in this State seemed to be a distressed one. How quickly that tide has turned. 3. LOW INTEREST RATES AND BUSINESS CONDITIONS
4 | Hotel SA | W W W . A H A S A . A S N . A U
5. GAMING GROWTH SUSTAINED The new gaming legislation which came into effect on February 19 this year has seen a sustained growth
Back to Contents
in a market that has been flat for several years. This growth has underpinned financial certainty in an otherwise most uncertain time, giving many hotels the confidence to start upgrading their entire premises, not just gaming rooms. 6. ON THE OVERSEAS RADAR Our current quarantine laws make inbound tourism impossible. That won’t last forever. Following two years without international tourists and conferences, we would hope the floodgates will open. It is the perfect time to be ranked the third most liveable city in the world and attract International attention. There is a strong expectation that the next State Government - after the March 2022 election - will pour serious funds into tourism to restore, then grow, our pre-Covid $8.4billion visitor economy. 7. NEVER WASTE A GOOD CRISIS During the darkest times of COVID-19, many hotels took the
Back to Contents
opportunity to cast a critical eye over their business and determine what was important to them and ensure they have the most efficient cost base going forward to maximise their returns. These tough times have also made us aware who we can count on and invest in for the future. 8. SUPPORT LOCAL One of the key changes in consumer habits has been the desire to support smaller, local and family businesses. This plays right into our heartland and gives our 92% SME-owned hotels a great platform to grow. Suburban and regional pubs have already enjoyed the benefit of this. It is a just reward for family-owned businesses that are taking risks, working incredibly long hours and turning their hand to every job that needs to be done.
Click here to watch video
Amazon will make it. Same with that furniture delivery from China. On the flip side, some overseas markets have dried up for our local producers. The best of our own food and wine is readily available in both quantity and quality. Time to cast your eye over existing menus and wine lists to reflect that and support each other! 10. THIRD TIME LUCKY! And lastly, third time lucky. After two Preliminary Final losses, Port Adelaide are certain to be 2022 Premiers, meaning a bumper September for any pub willing to fly a black, white and teal blue flag outside their premises next year!
9. OUR FOOD AND WINE Buying anything from overseas right now is a challenge. No guarantee the kids’ Christmas present from
David Basheer, AHA|SA President
W W W . A H A S A . A S N . A U
| Hotel SA | 5
Years Serving the SA Hotel Industry
From the General Manager IAN HORNE – AHA|SA GENERAL MANAGER
A Look Over the Horizon Any members who have had the opportunity to attend the recent members meetings will be aware of my warnings about the next 8 to 12 weeks of trading – ie. October through to the end of the year. My concern is the complete lack of clarity as to what is the likely response of the State Government and its Transition Committee to states like NSW and Victoria opening up and the influence on all states of the Federal Government. Consider this! NSW has acknowledged that it will be removing a variety of COVID-19 related restrictions to open up its economy by mid-October when it is predicted that the state will have achieved 70% plus full vaccinations across its community.
Or will SA open borders when the population vaccination levels reach 80% and abandon the ‘zero’ ambition in favour of ‘living with the virus’? The reality with either option is the inevitability that the virus will find its way into SA for no other reason than there will be an increase in cases in NSW and Victoria and the obvious leaks across the border by truckies, travellers and others authorised to cross the border. And what will SA Health’s response be to any community transmission? Shutdowns? State-wide or by LGA’s? Will SA seek to keep borders closed as long as possible?
NSW Government has clearly said that NSW has no option but to live with the virus.
Will achieving the 80% full vaccination threshold be extended to ‘preserve’ SA’s zero free status?
The Victorian situation is similar. Both states have abandoned any pretext as to seek to maintain zero cases. They have faced the harsh reality that the ‘medicine’ (lockdown restrictions) is probably more damaging than the disease.
Will the Police Commissioner in his capacity as State Coordinator again over-ride SA Health’s recommendations?
So where does that leave South Australia?
And what influence will a State Election play within the next 6 months?
One option is to maintain closed borders and continue to aim for zero cases. This has been the strongly advocated position by SA Health with the threat of lockdown over even one community transmitted case. 6 | Hotel SA | W W W . A H A S A . A S N . A U
What if he won’t?
As you will appreciate there are no easy answers. The Government and Transition Committee continue to take their own advice. Back to Contents
Click here to watch video
“My concern is the complete lack of clarity as to what is the likely response of the State Government and its Transition Committee to states like NSW and Victoria opening up and the influence on all states of the Federal Government.” What is obvious is that the two largest economies in Australia are opening and are going to learn to live with the virus. It seems SA has NO alternative but to do the same. We must hope that those who make those decisions do so as soon as possible because to maintain an ambition of zero is to continue to increase the economic, social and health damage on many businesses and their workforces. So, we can expect the next 8 to 12 weeks to be disruptive at the very least. The best thing that we can all do is ensure we and those close to us are fully vaccinated.
Ian Horne, AHA|SA General Manager Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 7
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 October edition of Scott’s Spot. This month, the spotlight will be on Gumeracha publican, Mark Warren, for an in-depth insight into Mark’s family history and his journey to becoming a publican himself. REGIONAL MEETINGS Regionals were back in full swing, starting with another well supported turn out at the Somerset Hotel in Millicent, followed by another fantastic event at the Kingsford Hotel in Gawler. A massive thanks to both venues for hosting the events, along with all the members and corporate partners who made the days both enjoyable informative.
Ben Reusch, manager at the Meningie Hotel with the book “Drinking on the Rivers”, which captures stunning photos and stories of river pubs throughout the state. He’s also sporting an impressive face mask.
Yours truly with the legendary Tim Ferret after finishing the AHA|SA ‘Our Shout’ podcast. Tim’s stories could have filled a couple of hours!
The sun setting on The Woodside Hotel beer garden. Great to see the Kosch family together at The Commodore Mount Gambier .
Look closely at the train image above the front bar in the Peterborough Hotel . It’s the largest known mirror of its kind! Beautiful Spring day at the Swan Reach Hotel .
Looking back at the Bowhill General Store .
8 | Hotel SA | W W W . A H A S A . A S N . A U
Royal Oak Hotel Penola .
Back to Contents
On the road
Hard Working Couple Rejuvenate the Gumeracha Hotel
University but the feeling wasn’t right, so it was back to Yorketown to concentrate on a hospitality career. On the advice of his parents, Mark completed a Hospitality Traineeship. This was completed over one year at that time, with Mark working at well known venues such as the Kent Town and Torrens Arms Hotels to name a couple. It was then back to the Yorke Hotel for a few months, before a permanent move down to Adelaide.
Mark Warren didn’t choose a career in hospitality, hospitality chose Mark. His father John Warren had a dream to own a hotel one day and set up a financially sound business to support his family. The dream came true when Mark and his brother were removed from the Solomontown School – Port Pirie. The family sold their corner deli store located in the heart of Port Pirie and were off to Yorketown to the Yorke Hotel. As individuals we all have role models we look up to, but you don’t often hear about role models for work. Mark’s models were his parents, as both worked hard together whilst bringing up two boys Mark describes them both as hospitality warriors. “I remember one year dad fell down the cellar of the hotel and broke his elbow,” he said. “Dad ended up getting a six-inch screw inserted in his arm, this did not stop him from pouring beers though. Back to Contents
“You don’t think about these things when you’re younger but I remember lying in bed hearing a noise at the front of the hotel around 10pm during a school night. “When I got up to see what the noise was, I recognised mum on a ladder cleaning the front walls of the hotel. “As I said hospitality warriors!”
After working at a number of venues throughout the late nineties, Mark met his wife to be, Amanda George while working at the Windmill Hotel. Both Amanda and Mark were well on the way in their careers, with Amanda becoming a gaming manager at the Elizabeth Tavern. Mark progressed to duty manager status then becoming a venue manager at the Rose and Crown which was part of the Taverner group at the time, with Mark managing a number of their venues.
Mark’s dream growing up was to be an AFL footballer and he was progressing well on the field, representing the Woodville Peckers at under 17 level, however a knee reconstruction put an end to his AFL dream.
In 2018 and with an abundance of hospitality management behind them, they purchased the Gumeracha Hotel .
Once schooling finished, Mark was accepted into Tech Studies Teaching and Graphic Design at
During this period from March to July before the doors opened to the public, all the time was spent
W W W . A H A S A . A S N . A U
| Hotel SA | 9
On the road cleaning, painting and whatever was necessary to have the hotel operational and in working order. There was not a day off over this period, as the premises had been left in a pretty ordinary state
newsletters from America, a plan was immediately put in place with a takeaway menu starting that very night. There were many points within their action plan, ranging from staff to marketing to delivery.
When doors opened for the first time on 10 July 2018, Mark and Amanda were surprised with the community wanting to know ‘who they were and what they are about’. Upon reflection, they realised this was to be expected, knowing the curiosity of locals in small communities.
On that note, the plan stated: “Start a delivery program and include handwritten notes thanking people for the business and remind them that calling in directly to place orders rather than using a third party saves your business money.”
After finding their feet in the first year, The Cudlee Creek bushfires then tore through the region in December 2019. Seeing the devastation firsthand and the sorrow in people’s eyes from losing all their possessions and homes, was hard to take. Serving these people that had lost everything was extremely difficult but an extremely important obligation and simply what publicans do in times of need. Then on 23 March 2020, the Prime Minister announced pubs were to be closed from 12pm the next day due to COVID-19. Fortunately, after reading various hospitality
This proved extremely successful in gathering support from the surrounding communities, while also providing a service that was required.
The other benefit was that Mark and Amanda finally got to sleep in a few hours a day and recoup their energy levels. Another goal was to have a beer garden completed and this was accomplished by the end of summer. Although the challenges continue to this day, the Gumeracha continues to trade well and reap the rewards from the hard work and fantastic customer experiences provided by Mark and Amanda.
This was a tough time in hospitality but some benefits came out of the shut down. “JobKeeper assistance from the Australian Government meant we were able to keep our staff employed. We were able to use this time to renovate where possible,” the couple explained. “We painted all downstairs and removed the paint from the front bar tiles that were installed back in the 1960s.”
LANGFORDS HOTEL BROKERS
Selling Hotels Since 1959
This Month’s Trivia In 1980/81 there were 609 Full Publicans Licences, 77 Limited Publican, 10 Wine Licences, 270 Club Licences, 334 Restaurant Licences and 22 Hotel Broker Licences (today there are 4).
and wine 5.3 litres. Consumption rose steadily over the following years and in 1980/81 consumption per person was 132.9 Litres of beer and 16.3 litres of wine.
The total Licence fees paid that year was $14,400,000 of which full publican Licence fees were just under $10 Million.
Todays beer consumption (all strengths) per head of population is about 84 Litres and wine about 30 litres.
Beer consumption (Australia) per head of population in 1959/60 was 102.9 litres
Source: AHA National Yearbook 1982/83 Second Edition.
0410 605 224
john@langfordshotelbrokers.com.au
www.langfordshotelbrokers.com.au 10 | Hotel SA | W W W . A H A S A . A S N . A U
Back to Contents
Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 11
Get Your Roster System Working for You Many pub owners find that whilst running multiple areas in their business has lent itself to better diversification of their business model and revenue stream, it also comes with its fair share of operational complexities. Especially when it comes to rosters and costings. Managing a workforce that is spread across multiple areas is tricky. Based on the headaches we’ve seen with the businesses we work with, there are five main pain points that publicans often share in relation to rostering staff: 1) Managing manual rosters and staff that cross over into multiple sections of the business (sometimes within the same shift) 2) The time-heavy task of communicating with employees about their respective shifts and tasks 3) Getting the award rates right for each area of the business 4) Getting an accurate view of how the actual staffing costs feed back into the P&L of the separate areas of your operation 5) Going through the whole process again if there is a last-minute roster change A lot of businesses use spreadsheets to create rosters which are communicated verbally or posted on a notice board for each employee and then use handwritten timesheets to record their time and attendance. These timesheets will then require further calculation to correctly interpret award rates for casual staff, creating administrative data entry to process and make payment of payroll. These processes generate risk of human error and can lack accountability in the integrity of the data provided. This creates a time consuming, inefficient process that can be frustrating for managers, their staff and payroll personnel. Sound familiar? This is a particular frustration that we’ve worked with a number of clients to solve through technology. With the evolution of cloud-based systems, there are a number of easy-to-use workforce management solutions that have been developed to address these problems that can greatly alleviate your time and head space in this area. Our Director of Cloud Solutions, Nick Grieve explains “Cloud-based rostering and time/attendance solutions help your operation to gain huge efficiencies in your rostering, timesheet, staff communication and payroll payment processes. One such system that we use is Deputy, which plugs into Xero. We’ve found that 12 | Hotel SA | W W W . A H A S A . A S N . A U
it’s an easy-to-use system and with the additional ability to provide Award interpretation, ensuring that staff are being correctly paid for their time.” LEVERAGING TECH FOR ROSTERING AND LAST-MINUTE ROSTER CHANGES Your business is set-up using your various rostering areas, such as the front bar, dining room or bottle shop. From there, you can then roster shifts across each of these areas. Rosters are completed in minutes and submitted online. Once the rosters are submitted in the system, it triggers a notification that is distributed instantly to each of your corresponding staff via the downloadable Deputy smartphone app as well as via email. Any updates to the roster are delivered in the same automatic, real-time fashion, keeping your staff up to date with the status of their shifts. In the event that a shift becomes available, appropriate staff can be sent notifications of the availability and can choose to accept the shift. Once accepted, the remaining employees will be notified the shift has been filled. BETTER CONTROLS ON ATTENDANCE, AWARD RATES AND REAL-TIME COSTING VISIBILITY Staff clock in and out of their shifts and breaks via a timeclock on a suitable tablet device (Apple or Android), their mobile smartphones or web browser. The award rates are then applied to the hours worked and await a manager’s final approval. Once approved, the timesheets are synced with the click of a button to your integrated payroll solution to provide payment to staff. Full time staff can submit their leave requests directly in the application for manager approval. These requests are also synced to your payroll software for payment once approved. COMMUNICATE WITH YOUR STAFF BETTER, FASTER When it comes to selecting the right technology for your business, you also want to consider how the features can support your wider needs. From a communications standpoint, we’ve seen a number of clients leverage a News Feed feature, making it the main communications hub between management and staff. The staff communications can range from sharing a new menu to a new staff policy or celebrating a team member milestone. With a robust News Feed feature, posts can also be sent directly to individual employees or to the staff as a whole. Back to Contents
If you want, you can even request a confirmation of receipt to ensure the posts have been viewed! It’s a great way to ensure that the right messages are being seen at the right time by the right people. And it also has the added benefit of keeping staff connected and engaged, even when they are not on-site. For operations that continue to be affected by restrictions, this feature has particular relevance as it allows managers to promptly communicate with staff around any changes that are taking place in real-time. FAST-TRACK THE ONBOARDING OF NEW STAFF Building processes and automations through a cloud-based application like Deputy can also have a significant impact on the time it takes to onboard new employees. Harnessing the one-to-one direct news feed function provides new employees with information and checklists which can save time, confusion and risk for both the new staff member as well as the staff training
Pat Hodby
them. Gone are the needs for paper documentation and new employee forms. When the information is completed by the new team member online, the information is then able to be synced directly with your integrated payroll solution, saving time on data entry and providing an online copy of the relevant employee forms. “The key to choosing, implementing and leveraging technology to help your business is by first working with your business advisers to uncover the areas that are sucking time and effort from you and your staff, in this case, rosters and communications” explains Nick. So the long and the short of it is that there are solutions available to immediately relieve the pain points of rosters and costing in your operation right from Day One. And there is scope and possibility to leverage them even further by working with your business advisers to help address bigger picture needs.
Pat Hodby and Tom Paine are Directors at Perks , South Australia’s leading privately-owned accounting and private wealth firm. They are the driving force behind the Perks Hospitality specialisation team and have both provided key advisory and operational support to a number of owner-operators in the sector, ranging from the structuring of their business, to back-of-house bookkeeping, to the streamlining and digitization of their support systems. Pat is also an active industry advocate for publicans and the hospitality industry and owns a successful pub in the Adelaide Hills.
Back to Contents
W W W . A H A S A . A S N . A U
Tom Paine
| Hotel SA | 13
I PROTECTED FOR MY COMMUNITY way forward. It’s time to protect yourself, your family and community by getting vaccinated. The sooner we all get vaccinated, the sooner we get back to doing the things we enjoy.
Book your free vaccination today
australia.gov.au
Or call 1800 020 080. For interpreting services call 131 450.
Authorised by the Australian Government, Canberra. 14 | Hotel SA | W W W . A H A S A . A S N . A U
Back to Contents
Years Serving the SA Hotel Industry
Encourage your staff to get vaccinated so that we can end restrictions and lockdowns.
Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 15
H O T E L
M A N A G E R
Q & A
John McGuire HOTEL MANAGER - BRIDGEWAY HOTEL, POORAKA WHAT IS YOUR POSITION TITLE, AND WHICH HOTEL DO YOU MANAGE? I am the Hotel Manager of the Bridgeway Hotel in Pooraka. HOW DID YOU ENTER THE HOTEL INDUSTRY AND WHAT HAS BEEN YOUR CAREER PATH? I lost my job when I was 20 years old and was having a drink at the Bridgeway Hotel. I asked the owner at the time (Ken Nicholas) for some work and have been in the industry ever since. I started in the front bar, then the bottle shop and just worked my way through the hotel until Greg and Judy Fahey bought the Bridgeway and gave me my first chance in a management role. DO YOU HAVE ANY FAMILY CONNECTIONS IN THE HOTEL TRADE? No I just started on my own, but now my son Logan works for us here at the Bridgeway, starting as a glassy and now in the bottle shop and bar. WHAT DOES YOUR POSITION ENTAIL? I run the hotel with Donna Lester and as a management team we look after functions, bars, dining, entertainment with the largest band venue in Adelaide at a hotel complex, also taking care of 30-plus staff members and contractors. WHAT DO YOU LOVE THE MOST ABOUT WORKING IN HOTELS AND HOSPITALITY? I enjoy the meeting of people and the difference that happens on a weekly basis, with one week never being the same as the other with bands, shows and general service. WHAT IS THE MOST CHALLENGING PART OF YOUR ROLE? The most challenging thing is dealing with all the COVID-19 changes and the fact that a certain number of patrons feel that the changes are not valid. They blame the industry and us but all we are doing is complying with the rules that are given to us. WHO HAVE YOUR MENTORS BEEN OVER THE YEARS? I have had good people that I have worked with over the years like Kwan Tan, Dave Olsen, Dick Jones but by far the most influence I have had in the industry is Greg 16 | Hotel SA | W W W . A H A S A . A S N . A U
Fahey. I left the group 21 years ago and when I was given the chance to work with the Fahey family again it was an easy decision to say “Yes”. WHAT ADVICE WOULD YOU GIVE TO THOSE LOOKING TO WORK THEIR WAY UP THE HOTEL BUSINESS LADDER? The most important thing that a person can do is always be honest with not only cash handling but with the way that you conduct yourself. Work hard and it will get noticed. Also never think that your know everything because you don’t - things change so fast in this industry! Back to Contents
industry insight “Work hard and it will get noticed. Also never think that your know everything because you don’t - things change so fast in this industry!” WHAT IS ONE OF THE MOST MEMORABLE MOMENTS OR HIGHLIGHTS YOU HAVE FROM WORKING IN THE HOTEL INDUSTRY? It was 1989 New Year’s Eve and The Angels were playing in the Back with the Lunch Cutters supporting. There were 1200 plus patrons, and there was no trouble
Back to Contents
- everything went like clockwork. The feeling in the room was sensational, with everyone there just to party and celebrate the coming New Year. WHAT DOES YOUR FUTURE LOOK LIKE? WHERE DO YOU SEE YOURSELF IN FIVE YEARS? In five years I hope I’m still doing what I like doing – Hotels. WHAT MAKES YOUR HOSPITALITY OFFERING DIFFERENT FROM OTHER VENUES? We have a great team that all work together. The Bridgeway is always changing and striving to make the patrons feel great when they come here and makes them want to come back. We have the largest outdoor screen in the beer garden for patrons to watch all their favourite sport, plus the great bands that we put on and the sensational atmosphere.
W W W . A H A S A . A S N . A U
| Hotel SA | 17
R E G I O N A L
M E E T I N G S
The AHA|SA held two regional meetings throughout September, which are a great way for the industry to connect. Thank you to Josie, Tony and the team at the Kingsford Hotel for hosting an excellent meeting for the Gawler and Barossa Region on 21 September. Thanks also to Amanda and Alex at the Somerset Hotel Motel Millicent for hosting a fantastic meeting for South East members on 14 September. We appreciate the support of all our Corporate Partners on these days.
18 | Hotel SA | W W W . A H A S A . A S N . A U
Back to Contents
Regional
Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 19
Regional
20 | Hotel SA | W W W . A H A S A . A S N . A U
Back to Contents
When you need hotel insurance, contact an expert As the endorsed insurance broker to the AHA SA since 1986, Aon understands your business. Contact one of our dedicated client managers today for an obligation free alternative:
Sean McCormack
Phil Bowden
t 08 8301 1123 e sean.mccormack@aon.com
t 08 8301 1134 e phil.bowden@aon.com
aon.com.au/hotels
© Aon Risk Services Australia Limited ABN 17 000 434 720 AFSL 241141 The information contained in this communication is for general information only; it is not intended to be construed as legal or financial advice in whole or in part. Please seek independent professional advice if needed. This communication is current as at the date of publication and subject to any qualifications expressed. While care has been taken in the production of this communication and the information contained in it has been obtained from sources that both parties reasonably believe to be reliable, we make no representation as to the accuracy of information received from third parties or in respect of any views expressed by us which relate to decisions of third parties (such as insurers). Please contact Aon if you would like any further information. COM20210922
Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 21
2021 WOMEN IN HOTELS CONFERENCE Over 120 women from the hotel industry, including owners, managers, staff and suppliers, came together on 28 September 2021 for the biennial Women in Hotels Conference. Held at Adelaide Oval, the day provided an inspiring and comprehensive program, leaving all delegates inspired and motived to achieve the best for themselves and their businesses. A highlight of the conference was the keynote speaker Taryn Brumfitt, who shared a powerful story and message in relation to body image and self-belief. Other inspiring speakers included Adelaide Crows AFLW Captain, Chelsea Randall, Rose Kentish of Sparkke and Eloise Hall from Taboo. The day finished with a celebration dinner at Adelaide Oval with delegates and special guests including Hon Vickie Chapman MP, Zoe Bettison MP, Tammy Franks MLC and Women in Hotels ‘Hall of Fame’ stalwarts. Two incredible women were inducted into the Women of Hall of Fame – Beryl Elefsen and Karen Milesi – recognising their significant contribution to the South Australian hotel industry (see page 24 ). Thank you to all delegates and AHA|SA Corporate Partners for their support of the event.
22 | Hotel SA | W W W . A H A S A . A S N . A U
Back to Contents
Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 23
HALL OF FAME INDUCTEE BERYL ELEFSEN HONOURING THE LIFE’S WORK OF BERYL ELEFSEN
As the photos in this story show – and as Peter Hurley emphasised at the awards ceremony– Beryl Elefsen has “done it all” since her first job in a hotel at the age of 14.
She has been there for the 70-plus years since.
Beryl recalls buying the Minnipa Hotel for 10,000 pounds “on April Fool’s Day 1965”.
Yes pounds!
“I can’t believe I deserve this but it’s good,” she said. “Thank you very, very much. “I’ve loved my life in hotels, in which I’ve spent most of it working. “I loved it and I still love it.” Beryl was unable to attend the awards ceremony, but long-time friend and former AHA|SA President, Peter Hurley AO, gave a stirring speech that gave an insight into Beryl’s achievements: I had the pleasure of meeting Beryl and Doug Elefsen on day two of my tenure at Wudinna Hotel in July 1975. They came in for a butcher of beer, introduced themselves, and extended the hand of friendship. It is a friendship that has endured the 46 years and 2 months from that date. Their Minnipa pub is 20 miles further west on the Eyre Highway and it was my nearest neighbour pub. My brother Brian and his wife Robyn bought into the lease of the Wudinna pub in early 1978 and they too became very close friends of the Elefsens. Beryl told me over the table at a Beef Steak & Burgundy Dinner at Minnipa Hotel in 1976 that she started her working life as a 14-year-old at Wudinna Hotel, after which she got a job at the Minnipa Hotel as a 19-year-old.
24 | Hotel SA | W W W . A H A S A . A S N . A U
Doug and Beryl purchased the freehold of the Minnipa on April Fools Day, 1965 for the massive sum of 10,000 pounds. Few in this room would lay claim to having purchased their pub in the currency of the mother country. In 1965 I was a bank clerk earning 10 pounds a week, so I guess it’s all relative. Since that April Fools Day, Beryl has literally done it all. She has cooked the meals. She has carried the plates to the dining room. She was the Function Manager. She was Head Housekeeper. She made the beds. She cleaned the toilets. She headed up the laundry. She scrubbed the floors. She was head office girl. Made up the wages. Paid the accounts. Did the ordering. She counted the tills and did the banking. And she covered the bars during Doug’s frequent absences. On the topic of Doug’s absences, I recall that one morning “Chessy” the barman came in looking a bit scruffy so Doug decided he needed a haircut. He went to the kitchen and asked Beryl to keep an eye on the bar while he took Chessy for a haircut. They didn’t arrive back to the pub till about 6 pm. Beryl enquired why it took all day as Wudinna, where she assumed they had gone, is only 20 miles down the Eyre Highway.
Back to Contents
Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 25
HALL OF FAME INDUCTEE BERYL ELEFSEN “Oh no,” said Doug. “I flew him to Alec in Leigh Street in Adelaide for the haircut.” Doug was often absent as he was the AHA|SA Council representative for the Eyre Peninsula for around 25 years. He always flew himself to Adelaide in his Piper Cherokee for the Council meetings, having learnt to fly in the RAAF during WW2. On one memorable occasion he suggested my brother Brian fly to Adelaide with him for an AHA|SA meeting. It seemed like a good idea. Beryl minding her pub. Robyn looking after the Wudinna pub and the two kids. Flying over on Monday afternoon and returning Tuesday afternoon was the flight plan. Then came a phone call to both wives on the Tuesday afternoon: “Bad weather in Adelaide. We will be home Wednesday morning.” Anther phone call on Wednesday: “Weather still dirty. We will be home Thursday.” Anther phone call Thursday morning. You can work out the message Robyn headed up to the Minnipa airstrip on the Friday afternoon and the Cherokee appeared out of the clouds. Doug brought Beryl home a pot plant to make up for the week of double shifts. Before closing, I congratulate Lucy Randall, David Basheer and Ian Horne on the decision to place a Women in Hotels Hall of Fame Honour Board, to hang beside the Life Member Honour Board in the Council Board Room.
Beryl’s son Ricky and his wife manage the Minnipa now but Doug and Beryl are very regular visitors.
Now Beryl’s name will be alongside Doug’s name on the Life Member Board.
Beryl Elefsen is one of the most enduring women of influence in our industry.
This is a rare, but not unique feat as they join Kaye and Peter Brien, Judy and Greg Fahey, Trish and Kerry Moore, and a couple of Hurleys.
Ladies, I invite you to applaud the worthy induction into the AHA Women in Hotels Hall of Fame, of Beryl Elefsen.
26 | Hotel SA | W W W . A H A S A . A S N . A U
Back to Contents
Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 27
HALL OF FAME INDUCTEE KAREN MILESI mother, owned the Retreat Hotel in Abbotsford Melbourne, which featured prominently in the 1970s series, The Sullivans. Karen grew up with hard work. Her parents both had “amazing work ethics,” with her mother running the Retreat Hotel, and her father working in the Victorian police force.
Karen Milesi is a force to be reckoned with, so nobody was surprised when the long-time owner and operator of the Murray Bridge Hotel was inducted into the Women in Hotels Hall of Fame. “I had absolutely no idea, and I’m on the committee, so they managed to keep that from me very well,” said Karen. “I can think of plenty of people who are worthy of the award. “I was totally surprised but absolutely, totally honoured.” The Women in Hotels Hall of Fame recognises those who have made a significant contribution to the South Australian Hotel Industry. It is often awarded to someone who is nearing the end of their career but Karen does not fit into this category. Karen is a fourth generation hotelier. Her great-grandmother, followed by her grandmother, and then her
As a young woman, Karen moved for a job at the Darwin Casino. In Darwin, she met her late husband Rob, and the two later moved to Hobart, where Karen and her brothers purchased the Customs House Hotel. It was her first official foray into the hotelier industry, and she fell in love fast. “I’ve had to fight my way to the top in some ways,” said Karen. When applying for the bank loan to purchase the Customs House Hotel, she was told verbally the loan would be granted, however the manager reversed his decision when Karen, a young woman, arrived at the bank. Some of Karen’s friends made calls and convinced the manager she was a “shoo-in” for success. The loan was approved. When the mid-nineties hit, Karen and her brothers decided it was time to expand the family business. South Australia had recently introduced gaming, so the family saw it as an attractive option. “We decided to come over and get
28 | Hotel SA | W W W . A H A S A . A S N . A U
involved in that, and this venue [the Murray Bridge Hotel] came up,” she recalled. “We decided we’d go over on a five-year plan, but we did such a fabulous job of it, I’m still here twenty-five years later.” While she has had no formal training, Karen said management came naturally to her. “My business plan is my work ethic,” she said. “We want to make sure that the Murray Bridge Hotel comes across as a bit of city chic in the country – that’s my catchphrase to the staff. “Our reputation is everything but we work really hard at that and after 25 years, I think I’ve done it pretty well.” Karen has long been involved in Women in Hotels, and fondly remembers travelling from Murray Bridge for conferences. “It was just a lovely chance to network with other women,” she said. The psyche of the organisation is to include everyone, to ensure women in the industry feel welcome and supported. Karen is far from the end of her career (she describes her current stage as “grassroots”), and is an experienced, passionate professional. Her advice for those starting out in the industry is simple: “Don’t lose your sense of humour … because the bizarre happens every day.” Back to Contents
Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 29
HALL OF FAME INDUCTEE KAREN MILESI THE HURLEY HOTEL GROUP’S, ANNA HURLEY, GAVE THE FOLLOWING SPEECH IN HONOUR OF KAREN MILESI'S INDUCTION INTO THE WOMEN IN HOTELS HALL OF FAME It is an honour to be here to introduce our next hall of fame inductee. Karen Milesi is a colleague, mentor, friend and I am honoured to also call her family. She is a source of inspiration and somebody I look up to a great deal. I have been blessed in my life to know many strong women, Karen is somebody that I look to and who shows me how a woman in business can be strong and determined, be a great mother, work hard and live life to the absolute fullest. Most of you will know Karen as the owner/operator of the Murray Bridge Hotel. But Karen’s journey through the hospitality industry started long before making her way to Murray Bridge and she has certainly accumulated some interesting stories along the journey. Karen grew up in Melbourne and moved to Darwin as a young woman to work at the Darwin Casino. After working in the regulatory team overseeing compliance, she moved on to a role as a supervisor. Now many of you may know that Karen does not pull her punches, doesn’t matter if you’re a front bar punter or, in this case, one of the most well known businessmen in Australia, Kerry Packer. Mr Packer, being one of the big players in that industry at the time, made a visit to that casino with his young, teenage son James. He
slipped him a pile of thousand dollar chips to have a punt on the Black Jack tables, obviously assuming nobody at Darwin Casino would have the balls to say no to Kerry Packer. Little did he know... A young Karen Milesi had to front Big Kerry and tell him he was out of order as his son was not of age. I think most of us have had to front a customer to tell them what they are not allowed to do but none of us have had to overrule Kerry Packer! After meeting her late husband Rob in Darwin, they moved to Hobart together to work with her brothers in their pubs down south. When the family decided to enter the South Australian pub market, Karen and Rob moved to South Australia to run their new investment, the Murray Bridge Hotel. They proceeded to renovate and grow that business from a run down country pub to a highly successful hotel... all done with two, very well behaved, young sons in tow. As we all know, long days and late nights are all part of the business and Karen has never been one to shy away from a hard days work. Co-ordinating new menus and renovations, pulling beers in the front bar, Karen does it all. She understands the pub game like not many other people do. Karen and her late husband Rob worked together to develop that
30 | Hotel SA | W W W . A H A S A . A S N . A U
pub into the multi-award winning venue it is. Every facet of the Murray Bridge Hotel shows a passion and love of hospitality that is truly remarkable. As some in the room will be aware, Karen was widowed around seven years ago with the passing of her husband. Karen has since been running the pub with the assistance of her sons Josh and Nick, as well as long term managers Di and Bec, her offsiders and all-round kick ass ladies who are here tonight. Not everyone in the room will be aware that Karen now has, what my father would call a boyfriend, but what any other mature adult might call a partner . . and he’s a ripper. I am qualified to make that assessment because Evan Kosch is my Uncle, so I know him quite well. I’m sure Karen knows how stoked the Hurley/Kosches are to have her in the family. Thank you for your stewardship of the industry, for the guidance and example that you have shown me and many other women in our industry. You are a worthy addition to the newly installed Women in Hotels Honour Board in the AHA Boardroom. If there was a legend category, you would be on that list too.
Back to Contents
Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 31
32 | Hotel SA | W W W . A H A S A . A S N . A U
Back to Contents
Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 33
34 | Hotel SA | W W W . A H A S A . A S N . A U
Back to Contents
Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 35
36 | Hotel SA | W W W . A H A S A . A S N . A U
Back to Contents
Low admin fees Strong long-term returns
More super for you
At just $1.50 per week the Hostplus admin fee is the lowest of the top 20 industry super funds.1 Combine that with top 3 returns for our default Balanced investment option over 5, 7, 10, 15 and 20 years to 30 June 20212 and it adds up to more super for you. Find out more at hostplus.com.au/low-fees
Hostplus. We go with you. 1. Source: APRA Annual fund-level Superannuation Statistics 30 June 2020, re-issued 26 March 2021. Top 20 industry super funds (not for profit) based on total assets under management. Administration fees comparison using SuperRatings SMART fees as at 14 May 2021 (Issued 24 November 2020 based on a super account balance of $50,000). 2. Source: SuperRatings Accumulation Fund Crediting Rate Survey SR50 Balanced (60-76) Index as at 30 June 2021. 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. Please read the relevant Hostplus Product Disclosure Statement (PDS), available at www.hostplus.com.au before making a decision about Hostplus. Past performance is not a reliable indicator of future performance and should never be the sole factor considered when selecting a superannuation fund. HP1545
Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 37
AHA|SA MEMBER INFORMATION
Increased Award Flexibility for the Hotel Industry OWEN WEBB - AHA|SA WORKPLACE RELATIONS MANAGER The Australian Hotels Association (AHA) has had a significant win for Award flexibility with the introduction of “loaded rate” arrangements into the Hospitality Award. On 3 September 2021, the Fair Work Commission (FWC) agreed to vary the Hospitality Industry (General) Award 2020 (Award) and include a new schedule which provides employers with an optional simplified pay arrangement in the form of loaded rates (Schedule K). In this article we examine the details of the new “loaded rate’ arrangements in the Award, how employers can utilise them and what steps need to be taken in order for an employee to be employed under such terms and conditions. WHAT WAS THE BACKGROUND TO THIS APPLICATION? On 9 December 2020, the former Attorney-General and Minister for Industrial Relations, the Hon Christian Porter MP wrote to the FWC President, the Hon Justice Iain Ross AO regarding the “extraordinary circumstances” caused by the COVID-19 pandemic. Specifically, Minister Porter wrote: “it would be in Australia’s economic best interest for the Fair Work Commission to use its powers under section 157(3)(a) of the Fair Work Act 2009 (the Act) to undertake a process to ensure several priority modern awards in 38 | Hotel SA | W W W . A H A S A . A S N . A U
sectors hardest hit by the pandemic be amended”. The hospitality industry was identified as being an industry hardest hit by the COVID-19 pandemic. Minister Porter outlined two (2) award flexibilities which could be “critically important for providing businesses in the most distressed parts of the economy with the confidence to increase hiring during the recovery”: a) the introduction of a simplified pay arrangement in the form of loaded rates / exemption rates to reduce businesses’ administrative cost and address concerns regarding risks arising from existing pay rate complexities; and b) the streamlining of classification structures making them easier and simpler to apply. On 10 December 2020, President Ross issued a statement, responding to the Ministers Letter, confirming that the FWC would, of its own motion, consider the inclusion of loaded rates into modern awards and whether any changes can be made to simplify the existing classification structures in awards most affected by the COVID-19 pandemic. WHAT WAS THE BASIS OF THE AHA’S APPLICATION? The AHA application sought to introduce a range of loaded rates (subject to parameters) to simplify the Back to Contents
WHAT IS A LOADED RATE PERCENTAGE? Schedule K provides for the payment of a percentage amount above an employee’s ordinary hourly rate in satisfaction of the requirement to pay: • split shift allowance (clause 26.14(b)(i) of the Award); • overtime (clause 28 of the Award), excluding 28.2(d) to (f) of the Award; and • penalty rates (clause 29 of the Award), except for penalty rates in relation to public holidays. The percentages are based on a set number of hours (Maximum Weekly Hours) worked over a range of days (Loaded Rate Range of Days):
administration and understanding of entitlements and payroll for employers and employees, particularly small business employers in the sector. The AHA proposed a range of loaded rates which provide for a minimum percentage to be applied to the minimum hourly rate which compensates employees for a defined range of hours and entitlements. • In support of the application the AHA submitted that: • The variation would not disadvantage employees when compared to the Award; • A dispute resolution process could be utilised if any employee felt aggrieved by a loaded rate arrangement; • The application satisfied the modern awards objectives; and • The variation balanced the Government’s request for sensible workplace flexibility in response to changing economic conditions against the need to maintain appropriate safeguards and ensuring employees are not worse off when compared to award entitlements. The United Workers Union (UWU) and Australian Council of Trade Unions (ACTU) opposed the application.
Loaded Rate Loaded Rate Range Percentage of Days (% of ordinary hourly rate)
Loaded Rate Maximum Weekly Hours
110.20
Monday to Friday
40
120.00
Monday to Friday
45
116.95
Monday to Saturday
40
123.40
Monday to Saturday
45
126.85
Monday to Sunday
40
131.05
Monday to Sunday
45
The following table outlines the dollar value for Wage Level 3 and up based on the Loaded Rate Percentages: Loaded Rate Percentages %
110.20 120
116.95 123.40 126.85 131.05
$
$
$
$
$
$
L3 24.16
26.30 25.64
27.05
27.81
28.73
L4 25.45
27.71 27.00
28.50
29.29
30.26
L5 27.04
29.45 28.70
30.28
31.13
32.16
L6 27.77
30.24 29.47
31.10
31.97
33.02
Separately, these rates will increase on 1 November 2021 in accordance with the Annual Wage Review 2020-21 decision. HOW DO EMPLOYERS KNOW WHEN TO APPLY THE LOADED RATE PERCENTAGES? The Loaded Rate Percentages will only apply on the basis the Loaded Rate Parameters are complied with.
On 3 September 2021, the FWC approved the AHA’s application to vary the Award and insert a new Schedule K – Loaded Rate Arrangements. A copy of Schedule K can be accessed by clicking here .
Clause K.4 of Schedule K defines the Loaded Rate Parameters. The Loaded Rate Parameters are:
WHO DOES SCHEDULE K APPLY TO?
• Between Monday to Friday: - Maximum of 11.5 hours (excluding meal breaks) per day;
Schedule K only applies to full time employees classified as Wage Level 3 or above. Back to Contents
• The roster cycle must operate weekly commencing on a Monday;
W W W . A H A S A . A S N . A U
| Hotel SA | 39
- Shift rostered between 7:00am and 12:00am (midnight); • On Saturday: - a maximum of 10 hours (excluding meal breaks); • On Sunday: - a maximum of 10 hours (excluding meal breaks); and • If the period between shifts is 3 hours or less, a split shift allowance must be paid. WHAT HAPPENS IF AN EMPLOYEE IS ROSTERED OUTSIDE OF THE LOADED RATE PARAMETERS? The employee is entitled to payment of the applicable penalty rate or allowance in accordance with the Award. For example, an employee will be entitled to overtime in accordance with clause 28 of the Award for work which exceeds the: • daily and/or shift maximum hours; • Loaded Rate Range of Days; or • the Loaded Rate Maximum Weekly Hours each week. DO THE HOURS WORKED ON PUBLIC HOLIDAY COUNT TOWARDS THE LOADED RATE MAXIMUM WEEKLY HOURS? Yes. The hours worked on a public holiday are counted for the purposes of an employee’s Loaded Rate Maximum Weekly Hours. FOR WORK PERFORMED ON A PUBLIC HOLIDAY, DO EMPLOYERS JUST PAY THE LOADED RATE AMOUNT? No. An employee will be entitled to payment of the relevant penalty rate and the applicable entitlements for working on a public holiday as outlined in the Award. WHAT DO EMPLOYERS HAVE TO DO IF THEY WANT TO PAY ELIGIBLE EMPLOYEES UNDER SCHEDULE K? Clause K.7 of Schedule K requires that at least 7 days prior to initiating any of the Schedule K provisions,
40 | Hotel SA | W W W . A H A S A . A S N . A U
an employer consult with affected employees. An employee’s agreement is not required for a Loaded Rate Arrangement to come into effect. Consultation in this regard will require speaking to employees and advising them about the business’ decision to implement a Loaded Rate Arrangement and addressing concerns raised by the employees in a timely manner. WHAT TYPE OF PAPERWORK DO EMPLOYERS NEED TO COMPLETE? Employers will need to ensure they have completed the ‘Schedule L – Loaded Rate Arrangement Form’ (Form) at the time of entering into a Loaded Rate Arrangement. It is important the Form to be completed and kept as it constitutes a time and wage record. A copy of the Form can be accessed by clicking here WHAT IF THE EMPLOYER DECIDES THEY NO LONGER WANT TO PAY THEIR EMPLOYEE UNDER SCHEDULE K? Clause K.2.5 of Schedule K outlines a Loaded Rate Arrangement can be terminated: • at any time by written agreement between the employer and employee; or • by an employer providing 2 weeks’ written notice to the employee of the employer’s intention to terminate the arrangement. A Loaded Rates Arrangement terminated at the employer’s initiative will cease to have effect at the end of the notice period. IS SCHEDULE K MANDATORY? No. Schedule K is optional. An employer can elect if they want to ‘opt in’ to a Loaded Rates Arrangement. FURTHER INFORMATION For further information regarding Schedule K, please contact the AHA|SA Workplace Relations Team.
Back to Contents
We design, build and host beautiful hotel websites that link with your third-party software. boylen.com.au
08 8233 9433
Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 41
AVAILABLE 1ST NOVEMBER. TO ORDER SPEAK TO YOUR LION REPRESENTATIVE.
42 | Hotel SA | W W W . A H A S A . A S N . A U All Registered Trade Marks, used under licence by Mark Anthony Brands International Unlimited Company.
Back to Contents
A C C O U N TA N C Y S E R V I C E S
ENERGY
KITCHEN & BAR EQUIPMENT
Bentleys SA 8372 7900 Perks Accountants & Wealth Advisors 08 8273 9300 Winnall & Co. 8379 3159
Class A Energy Solutions 8391 4853
Andale Hotel Services 8234 0388 Bunnings Group 0435 630 660 Stoddart Manufacturing & Food Service Equipment 0427 106 103
AT M S
COMS System Ltd 04 21 341 261
Banktech/Maxetag 1800 08 09 10 Cardtronics 03 9574 4878 Next Payments 1300 659 918 ARCHITECTS & INTERIOR DESIGNERS
Studio Nine Architects 8132 3999 AUDIO VISUAL
Big Screen Video 1300 244 727 Novatech Creative Event Technology 8352 0300 BACKGROUND MUSIC
Moov Music 1300 139 913 Zoo Business Media 07 5587 7222 BANKING & FINANCE
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 Europacific 8416 9547 Coopers Brewery 8440 1800 Diageo Australia 8245 9300 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 Advisors 08 8273 9300 Winnall & Co. 8379 3159 BUILDING EQUIPMENT/SUPPLIES/ HARDWARE
Bunnings Group 0435 630 660
Power Maintenance 1300 700 500 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
LEGAL SERVICES
Vix Vision 0400 310 326 FINANCIAL PLANNING
Perks Accountants & Wealth Advisors 08 8273 9300
DBH Lawyers 8216 3389 Ryan & Durey Solicitors 6166 9000 Wallmans Lawyers 8235 3000 L O YA LT Y & R E W A R D S Y S T E M S
Liquor Legends 0429 825 072 Wine Rewards 1300 374 287
Winnall & Co. 8379 3159 F I R S T- A I D
M A R K E T I N G & C O M M U N I C AT I O N S
St John 1300 360 455
Social Media AOK 0413 469 938
FOOD SERVICES
MEDIA
Bidfood 0427 099 558 Galipo Foods 8168 2000 International Oyster & Seafoods 8231 6441 PFD Foodservice 8114 2300 Thomas Foods 8162 8400
Boylen 8233 9433 FIVEaa 8419 1395 Foxtel 1300 138 898 InDaily 8224 1600 MUSIC LICENSING
FURNISHINGS
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
OneMusic 8331 5800 ONHOLD/MESSAGING
Adelaide's 1800 ON HOLD 8125 9370 PAY R O L L & H R R E S O U R C E S
Liquor Legends 0429 825072 Tanda 1300 859 117 Winnall & Co. 8379 3159
G A M I N G L O YA LT Y
Banktech/Maxetag 1800 08 09 10 Bluize 1300 557 587
POS SYSTEMS
Qantum 0416 317 205 GAMING MACHINE SERVICES
Ainsworth Game Technology 0409 171 616 Aristocrat Technologies Australia 8273 9900 GBay / Aruze 0409 673 778
Bluize 1300 557 587 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
GFR PRO 0408 186 540
P R O P E R T Y S A L E S & V A L U AT I O N S
IGT 8231 8430 Independant Gaming Analysis 8376 6966 Konami Australia Pty Ltd 0409 047 899 Scientific Games 0400 002 229
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 0429 825 072 Liquor Marketing Group 8416 7575 Urban Cellars 0429 825 072
MAX 8275 9700 GAMBLING SERVICES
The Lott 132 315
SECURITY SERVICES & PRODUCTS
UBET 8354 7300
DNA Security Solutions 1300 667 688
GIFT CARDS
S P O R T S & E N T E R TA I N M E N T M E D I A
The Pub & Bar Card 1300 375 346
Foxtel 1300 138 898
H OT E L B R O K E R S
Langfords Hotel Brokers 0410 605 224
S TA F F T R A I N I N G & R E C R U I T M E N T
H&L Australia Pty Ltd 8291 9555
Career Employment Group 8338 1492 Maxima 8340 7766 Perks Accountants & Wealth Advisors 08 8273 9300 St John 1300 360 455
McGees Property Hotel Brokers 8414 7800 H OT E L M A N AG E M E NT
Liquor Legends 0429 825 072 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
S U P E R A N N U AT I O N
Banktech/Maxetag 1800 08 09 10 BK Electronics 0431 509 409 Cardtronics 03 9574 4878 Next Payments 1300 659 918
Max Systems 8275 9700
HostPlus 8205 4965
INSURANCE
WEBSITES
Aon Risk Solutions 8301 1111
Boylen 8233 9433
I . T. P R O D U C T S & S E R V I C E S
W O R K E R S C O M P E N S AT I O N
CLEANING SERVICES
Boylen 8233 9433
SERVICES
Smart Cleaning Services 1300664647
Comp Now 1300 2667 669
EML 1800 469 931
CASH & COIN EQUIPMENT
Back to Contents
W W W . A H A S A . A S N . A U
| Hotel SA | 43
Corporate Partners 2021/22 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
pfdfoods.com.au For full product range and details of your nearest branch
Ainsworth Game Technology
Energy Action
Australian Liquor Marketers
Foxtel
BankSA
GFR PRO
Oatley Fine Wine Merchants
Social Media AOK
Big Screen Video
IGT
OneMusic
St John
Bluize
Independant Gaming Analysis
Options Wine Merchants
Stoddart Food Equipment
Boylen
Konami Australia Pty Ltd
Qantum
Tanda
Bunnings Group
Liquor Marketing Group
Samuel Smith & Son
Winnall & Co
Adelaide's 1800 ON HOLD
COMS System Ltd
Ryan & Durey Solicitors
Andale Hotel Services
Concept Collections
Knight Frank Valuations & Advisory SA
Novatech Creative Event Technology
Scientific Games Smart Cleaning Solutions
PFD063 Hotel SA Advert (1/4 Page).indd 1
18/05/09 11:47 AM
B R O N Z E
Banktech Bentleys Accountants BK Electronics BOC Limited Cardtronics
DBH Laywers DNA Security Solutions EML Empire Liquor
Studio Nine Architects
Langfords Hotel Brokers
Supagas
Liquor Legends
The Banner Crew
Maxima Training Group McGees Property Hotel Brokers Next Payments
Career Employment Group
GBay/Aruze Gaming
Class A Energy Solutions
InDaily
Perks Accountants & Wealth Advisers
Comp Now
International Oyster & Seafoods
Power Maintenance Group
44 | Hotel SA | W W W . A H A S A . A S N . A U
The Pub & Bar Card Trans Tasman Energy Group Vix Vision Wallmans Lawyers Wine Rewards
Back to Contents
L I C E N S E E
SEPTEMBER 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
Settlers Tavern
Ingle Farm
06.09.21
RD Jones Settlers Pty Ltd
Yunta Hotel
Yunta
07.09.21
Shayne Clark
Hamley Bridge Hotel
Hamley Bridge
17.09.21
T J Fidges Pty Ltd
Booleroo Centre Hotel
Booleroo Centre
23.09.21
Matthew Phillips
Port Noarlunga Hotel
Port Noarlunga
24.09.21
A Trip A Trip A Trip Pty Ltd
Saracen’s Head
Adelaide
24.09.21
Duxton Saracen’s Head Custodian Pty Ltd
Spalding Hotel
Spalding
28.09.21
Long Dog Holdings Pty Ltd
Cumberland Hotel
Glanville
01.10.21
Welcome Park Cumberland Leasehold Hotels Pty Ltd
Portside Tavern
Port Pirie
05.10.21
Black Rhino (Portside) Pty Ltd
+
Oval Hotel
NEW MEMBERS
The Henty Mount Gambier Oval Hotel Arthurton Hotel Grand Hotel Millicent O F F I C E
Grand Hotel Millicent
P (08) 8233 9433 W www.boylen.com.au
C O N TA C T
A D M I N I S T R AT I O N IAN HORNE General Manager OWEN WEBB Workplace Relations GARY COPPOLA Legal and Advocacy SCOTT VAUGHAN Membership & Business Services KATHERINE TAYLOR Communications and TAA (SA) LUCY RANDALL Events & Partnerships BRONTE McCARTHY Finance & Administration DIDIER VOLLERIN Liquor & Gaming LIZ TURLEY Training Coordinator ANNA MOELLER Executive Director Gaming Care
EXECUTIVE COUNCIL DAVID BASHEER President MATTHEW BINNS Vice President ANDREW BULLOCK Deputy Vice President SAM McINNES Secretary Treasurer LUKE DONALDSON Executive Council MATTHEW BRIEN Executive Council MATT ROGERS Executive Council
COUNCIL Brad Barreau Darren Steel Elise Fassina Guy Matthews
James Franzon Jason Fahey Jason Kelly John Giannito
Karen Milessi Luke Donaldson Peter Johnson Simone Douglas
Tom Hannah Tony Franzon Trent Fahey Trevor Evans
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.
Back to Contents
BOOK NOW
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
Andrew Kemp Andrew Gunn Andrew Plush Anna Hurley
+
P U B L I S H E R
H O L D E R S
JAMIE RICHARDSON Advertising sales@boylen.com.au
MADELAINE RASCHELLA ELLIOTT Studio Manager/Graphic Designer
B O O KI N G S C LO S E 1 8 . 10. 21 B UY TI C K ETS
AHA|SA Awards for Excellence Gala Dinner Tuesday 26 October 2021 Adelaide Entertainment Centre
W W W . A H A S A . A S N . A U
| Hotel SA | 45
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. 46 | Hotel SA | W W W . A H A S A . A S N . A U
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
Back to Contents
