Clubs & Pubs Manager Summer 2012-13 by Executive Media

CLUBS&PUBS manager Summer 2O12â&#x20AC;&#x201C;2013

Print Post Approved PP 381712/02671

Contents NEWS Clubs’ $10-billion contribution to Australia

GAMING A new Victorian-based gaming machine manufacturer 4 Gambling research essential to best practice

The evolution of customer loyalty programs

Queue is not a four-letter word – the art of queue management 13

SUPERANNUATION Top tips for managing your super

COMPANY PROFILE Myth-busting super

Venue design a winner with Tabcorp Gaming Solutions 18

EDUCATION AND TRAINING

Editor: Eden F. Cox Designed by: Alma McHugh Published by:

Phone manner crucial to brand loyalty

Aspiring chefs cook for their careers

Innovation the key to success

SECURITY Welcome, but who are you?

OH&S Carbon dioxide safety warning

ABN 30 007 224 204

430 William Street, Melbourne VIC 3000 Tel: (03) 9274 4200 Fax: (03) 9329 5295 Email: media@executivemedia.com.au Web: www.executivemedia.com.au Cover image: Goulburn Workers Club, designed by Abeo Architects. See advertisement on page 32.

INTERIORS AND ARCHITECTURE Profit from play

Children on the premises – what are your duties?

Efficiency in operational design = greater returns

When business and design are fused, venues reap the gains 38 Big Red’s got you covered

FOOD AND BEVERAGES The editor, publisher, printer and their staff and agents are not responsible for the accuracy or correctness of the text of contributions contained in this publication or for the consequences of any use made of the products, and the information referred to in this publication. The editor, publisher, printer and their staff and agents expressly disclaim all liability of whatsoever nature for any consequences arising from any errors or omissions contained in this publication, whether caused to a purchaser of this publication or otherwise. The views expressed in the articles and other material published herein do not necessarily reflect the views of the editor and publisher or their staff or agents. The responsibility for the accuracy of information is that of the individual contributors and neither the publisher nor editors can accept responsibility for the accuracy of information that is supplied by others. It is impossible for the publisher and editors to ensure that the advertisements and other material herein comply with the Competition and Consumer Act 2010 (Cth). Readers should make their own inquiries in making any decisions and, where necessary, seek professional advice.

How to really ham it up this summer

Know your ham

Bar food offers – breaking it down

MCEC wins with house-made products

Prawns: wildly good for you

Stunning wines with an all-star line-up

TECHNOLOGY Bowling club transformed by technology

1 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

CLUBS AND PUBS MANAGER SUMMER 2012–2013 • 1

NEWS

CLUBS’ $10-BILLION contribution to Australia

The first ever national study of the Australian club industry reveals that registered clubs make an annual economic and social contribution of almost $10 billion to the Australian community.

he National Club Census found that the Australian club industry directly employs more than 96,000 people – more than double the combined amount employed locally by Rio Tinto, BHP Billiton, Woodside, Atlas Iron and Fortescue Metals. The Census also showed that the club industry enjoys the support of 258,000 volunteers: five times the number involved in the Sydney Olympics and more than triple those involved in the London Olympics. The Census, launched this year at Parliament House in Canberra, is the largest study ever undertaken of the industry and is the result of almost 12 months of research and analysis by KPMG. Clubs Australia Chairman Peter Newell OAM says the Census was a landmark study of the more than 6500 registered clubs located in communities across the country. ‘There is no industry anywhere in Australia that is more involved in the everyday life of Australians than the club industry,’ he says.

2 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

‘We know that communities have a very strong appreciation of their local club’s contribution to their area. This study means that, for the first time, we now have an exhaustive snapshot of clubs’ national social and economic contribution. ‘It reveals such a depth of social generosity and economic importance that it is virtually impossible to overstate the contribution clubs make to the fabric of the nation. ‘From the provision of billions of dollars of sporting facilities, to the financial support of organisations such as the RSL and the Salvation Army, to providing affordable food and drinks, clubs have mastered the challenge of providing something for everyone. ‘This report also found that there are 11.6 million club memberships in Australia, placing the industry on a level footing with companies like Westpac in terms of overall customer size.’

THE KPMG NATIONAL CLUB CENSUS FOUND THAT: • Clubs make an economic contribution of $7.2 billion each year. • Clubs make an annual social contribution of $2.3 billion. • Clubs pay $2.4 billion in tax each year. • 53 per cent of clubs are in regional or rural areas. • 54 per cent of club employees are female and 42 per cent are in regional or rural Australia. • Club volunteers contribute more than 5.8 million volunteer hours per annum.

NEWS

Clubs Australia Executive Director Anthony Ball said the Census was a landmark report that gave a true sense of the size, scale and importance of the Australian club industry.

‘The integral economic and social role has only been made possible through the supportive and appreciative view of state and territory governments over many decades.

‘The Census quantifies the wisdom of state governments fostering and encouraging the development of registered clubs in communities throughout the country.

‘Given the at times combative challenges clubs have been forced to engage in over the past 18 months, a clear message exists that the economic and social contribution of the club industry should not be taken for granted,’ Mr Ball says.

‘It’s a belief that remains on show today with clubs considered a crucial social ingredient in the opinion of many governments and lawmakers. ‘The national figures in this report are impressive, but it’s important to remember that they are the result of the contributions made by individual clubs as diverse as the Deniliquin RSL and the Currumbin Surf Club. ‘This report documents the contribution of clubs to their respective communities. It confirms that clubs are the largest employer, tax-payer, volunteer base and provider of sporting facilities and equipment in many regions across the nation. ‘The National Club Census is a groundbreaking study of our diverse and fantastic industry, which will be an invaluable tool for governments and clubs alike.

OTHER KEY FINDINGS FROM THE CENSUS INCLUDE: • Clubs provide and maintain more than $20 billion worth of community assets. • Clubs plan to spend $1.9 billion over the next four years on sports facilities. • Clubs provide 11,980 sporting facilities. • Non-professional sport is the predominant recipient of direct cash contributions from clubs (38 per cent). • Sports/recreation clubs are the most common type of club with 1604 clubs, followed by bowling clubs (1581), golf clubs (1118) and RSL/services clubs (979). C&PM

CLUBS AND PUBS MANAGER SUMMER 2012–2013 • 3

GAMING

A NEW Victorian-based gaming machine manufacturer

ntroducing Atlas Gaming, a company that will transform the gaming industry to a level never seen before in Australia. Atlas Gaming will offer players a whole new level of engagement and gaming experience through quality high-definition wide-screen gaming machines, providing significant new benefits and enhanced returns to your venue. Atlas is set to become one of the leading producers and providers of gaming products. Its portfolio of games differentiates it from other manufacturers, with players immersed in a world of entertaining games, magical sounds and features that will delight customers and bring a totally new level of player interaction and excitement to your gaming floor. Atlas Gaming is a Victorian company dedicated to the needs of the local market in Australia. Our talented team of professionals innovate, develop, engineer and consistently produce great products, creating opportunities for your venue and an engaging, interactive entertainment experience for players. The all new Apollo 2 gaming machine is competitively priced, ensuring Atlas will be the gaming manufacturer everyone’s talking about.

THE ATLAS GAME PLATFORM The most important aspect of gaming machine design is a flexible, advanced platform, capable of managing device hardware and delivering game content. Game platforms must be engineered to be updated and revised as and when necessary to keep pace with the ever-increasing complexity of modern game requirements. The change in game-play requirements is driven by, among other things, changes in consumer demand, capacity, security, and regulation.

4 • CLUBS AND PUBS MANAGER SUMMER 2012–2013 X

Atlas has developed a brand-new, world-class, leadingedge gaming platform, which offers all the technical solutions packaged into the best out-of-the-box gaming product on the market. The Apollo Platform allows the creation of new, innovative video games and features not currently available on any gaming machine. The Atlas Apollo 2 capabilities include: • new world-leading video gaming technology • powerful real-time 3D graphics engine technology found in popular gaming consoles • 21.5” HD LCD multi-screen 1920x1080 true highdefinition • responsive touch screen • QCOM, PID and pre-commitment ready • drivers for all popular coin acceptors, bill acceptors, hoppers, printers and peripherals • support for multilingual capability • multi-OS capability including Linux and iPhone. Atlas is an Australian-owned and operated company with the Apollo 2 Cabinet production and game development conducted in Victoria. C&PM To find out more about Atlas Gaming, visit www.atlas-gaming.com or call 1300 788 817

GAMING

GAMBLING research essential to best practice BY DR SALLY GAINSBURY, POSTDOCTORAL RESEARCH FELLOW, CENTRE FOR GAMBLING EDUCATION AND RESEARCH, SOUTHERN CROSS UNIVERSITY

The importance of gambling research is increasingly recognised in Australia and worldwide. Whilst research in this area is relatively new, it is essential to ensure that resources are used effectively.

he past 24 months have seen numerous major inquiries into gambling in this country, with the Productivity Commission, the Department of Broadband, Communications and the Digital Economy (DBCDE), and the Joint Select Committee on Gambling Reform calling for more research, a coordinated national research plan, and collaboration between independent researchers, the gambling industry, and policymakers. The importance of research is demonstrated worldwide where, despite the current financial difficulties being experienced in many jurisdictions, research funding still remains strong. Research in the gambling field is relatively new compared to other areas, but is essential to ensure that resources are used effectively. Each year, government agencies and industry organisations invest millions of dollars in responsible gambling, prevention and treatment programs. However, without research to guide the development and evaluate these strategies, their effectiveness is unknown. Research is essential to ensure that the efforts undertaken by all stakeholders are not wasted. One group working to fill the gap in gambling research, including recreational and problem gambling, is the Centre

for Gambling Education and Research (CGER) at Southern Cross University. The CGER comprises a multi-disciplinary group of researchers, including expertise in psychology, public health, sociology, regulation, and media. It has published over 30 peer-reviewed research reports, funded by state governments, research and industry organisations, and around 200 gambling-related refereed publications. The CGER has extensive experience in effectively delivering complex projects, conducting literature reviews and advising on research and policy directions. I am a Postdoctoral Research Fellow who joined the CGER in 2010 after conducting research in Montreal, and completing a PhD in clinical psychology at the University of Sydney, supervised by the highly experienced gambling researcher, Professor Alex Blaszczynski. My PhD research on dynamic warning signs for electronic gaming machines was supported by the Gaming Technologies Association and included evaluations conducted in participating clubs. This research was influential in leading the Productivity Commission to recommend these signs be implanted in gaming venues. Based on this experience, I was invited to act as the subject matter expert in a current trial of dynamic messages in Queensland venues funded by the Australian continued on page 8

6 â&#x20AC;˘ CLUBS AND PUBS MANAGER SUMMER 2012â&#x20AC;&#x201C;2013

FROM ALL OF US AT ARISTOCRAT WE WOULD LIKE TO WISH YOU THE VERY BEST FOR THE COMING YEAR. CALL ARISTOCRAT TODAY: (03) 9644 1000 © 2012 Aristocrat Technologies Australia Pty Limited. Aristocrat, it’s all in the game, VIRIDIAN WS and the Aristocrat logo are trade marks or registered trade marks of Aristocrat Technologies Australia Pty Limited. ARISTOCRAT PROMOTES RESPONSIBLE GAMBLING

GAMING

continued from page 6

THE ABILITY TO MAKE A DIFFERENCE IN THE COMMUNITY AND IMPACT INDIVIDUALS’ LIVES FOR THE BETTER IS ONE OF THE DRIVING FORCES MOTIVATING ME TO CONTINUE MY RESEARCH IN THE GAMBLING FIELD. I LOVE THAT RESEARCH CAN MAKE A REAL DIFFERENCE TO COMMUNITIES AND PEOPLE BY INFORMING POLICY CHANGE AND DEVELOPMENT Department of Families, Housing, Community Services and Indigenous Affairs. This research is significant as dynamic messages represent a potentially highly effective method of assisting gamblers to stay in control of their play, without placing overt restrictions on recreational players. Future research is already being considered that will take advantage of the technological sophistication of electronic gaming machines (EGMs) to allow the tailoring of messages to individual players, which will further increase the personal relevance and effectiveness of responsible gambling messages. This research on warning signs started with several years’ worth of trials conducted with university student gamblers in laboratories on real and simulated EGMs. It is a great example of how research can progress from experimental work to real applications in venues that transform policy and practice in a positive manner. The ability to make a difference in the community and impact individuals’ lives for the better is one of the driving forces motivating me to continue my research in the gambling field. I love that research can make a real difference to communities and people by informing policy change and development. Harm minimisation strategies may help Australian gamblers to stay within their limits when playing the pokies, and reduce the incidence of problem gambling. After communicating the results with policymakers and engaging stakeholders, we are getting closer to an effective intervention. Research looking at interactive gambling, and featured in the Autumn 2012 issue of Clubs and Pubs Manager, is still underway. A team, including myself, CGER Director Professor Nerilee Hing, and Professor Blaszczynski from the University of Sydney, was awarded the largest Australian

8 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

research grant to study interactive gambling by Gambling Research Australia. A large-scale survey of internet and non-internet gamblers is currently underway. After conducting a thorough review of the academic and industry literature on internet gambling, I wanted to share this knowledge and have published a book through Springer entitled Internet gambling: Current research findings and implications that provides an overview of the field. The results of research to date have been shared with the DBCDE, which is currently reviewing the interactive gambling regulations to ensure that policies are based on empirical evidence as much as possible. These are a few examples that demonstrate how research can make a real difference to individuals and communities by informing policy change and development. Involvement in research from industry bodies and policymakers is essential to ensure that research results are reliable and valid. This also allows industry organisations a chance to be proactive in addressing the serious issues of problem gambling. Working together to facilitate and strengthen the research on gambling is a necessary step to ensure that Australia is a worldwide leader in the gambling field in terms of responsible gambling, policy and best practice. C&PM

LOST $17.4bn in supER

REWARD

$2,585

pER pERson*

Australians have $17.4 billion in lost super - thatâ&#x20AC;&#x2122;s an estimated $2,585 per working person*. To find out if some of this money is yours, visit www.clubplussuper.com.au/lost

*Source CoreData, estimated lost super amount per person based on survey of 7,240 respondents completed during May 2012. Issued by Club Plus Superannuation Pty Ltd ABN: 26 003 217 990, AFSL No. 245362, RSEL No. L0000529, is the Trustee and issuer of Club Plus Superannuation,RSER No. R1000757. This information does not take into account any personal financial circumstances and is not intended to constitute financial product advice. You should consider the appropriate Product Disclosure Statement which can be found on our website. It has been prepared by Club Plus Superannuation Pty Ltd without considering your individual objectives, financial situation or needs. You should consider its appropriateness in light of your circumstances and consider seeking professional advice relevant to your individual needs before making a decision based on this information.

GAMING

THE EVOLUTION OF CUSTOMER LOYALTY PROGRAMS BY DANNY NIXON-SMITH, PRINCIPAL CONSULTANT, DWS HOSPITALITY SPECIALISTS

Over the past few years, the evolution of customer loyalty programs and approaches to increase patronage has progressed substantially. Some have been iconic, some inspirational, and some have created lessons to be learned; but all have driven forward a positive change in the way we engage with our customers. Five years ago, the need to undertake ‘player performance analysis’ through effective database management was a myth reserved only for casinos. continued on page 12 10 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

PROGRESSIVE VENUE SERVICES

PVS is a contract Venue Management Services provider offering the provision of full gaming machine management. Contracting with PVS releases cashflow, provides a smooth budgeting process, ensures modern up to date gaming product, hassle free compliance and helps to reduce Venue Operators exposure and risk. Partnering with PVS allows you to concentrate on the running of your business in the knowledge that your Gaming operation is in safe hands.

SHOPONLINE CONSUMABLES Gaming Machine Consumables can be ordered through our Shop Online. Visit www.pvsoz.com.au and click on ShopOnline

nexus Nexus is a gaming advisory company that operates in conjunction with PVS. Venues enter into a 12 month agreement that provides a guaranteed number of hours per month to access any of the resources or services available through Nexus supported by PVS. At Nexus venues decide what it is they need and how often.

p. 8671 1900

f. 8671 1999

e. info@pvsoz.com.au

w. pvsoz.com.au

GAMING

continued from page 10

oday, venues have many choices about how they can engage the patron, but venues that stand still risk stagnating, reducing customer loyalty, and losing market share. Many venues are now pushing the boundaries and trying new and innovative ways to increase customer engagement. Some venues, it seems, are targeting even greater engagement, whether through clever use of emerging technologies, advanced loyalty or marketing techniques, or even taking a fresh approach to how they manage the customer experience.

SO CAN YOU NAME YOUR VERY BEST CUSTOMERS? Good for you; they practically live at your venue and are well known to all staff, making them easier to identify. However, some of your greatest contributors may not be so easy to identify. The consistently loyal, yet under-rewarded patrons may be hiding just shy of your top 10, your top 50, and even your top 200 customers. Visitations are often few, but the spend can be quite high; this is where data-driven analysis can help you. With the proper triggers set within your player tracking system, your staff will be able to become more personable and alert to those flying under the radar. How can number crunching and targeting your middle-rank customers be more profitable than tending to players with the highest turnover? It’s all about managing the player pipeline effectively. When the pipeline has good flow: • players know how to earn points • players understand that if they play more, they get more • players aspire to raising their tier status • your player development program grasps inclining players early and courts them consistently. Conversely, a top-heavy or bottom-heavy pipeline represents an unsustainable system. When we look at worth segmentation reports with weak pipelines, this is what we see:

WEAK PIPELINE SCENARIO #1

In this scenario, it may feel like players already visit all the time, and staff may excessively ‘comp’ (provide complimentary services or products) based on total monthly turnover. There is trouble ahead for this pipeline because daily ‘comping’ will invariably outstrip average daily turnover. Each trip becomes a new opportunity to operate under the radar.

WEAK PIPELINE SCENARIO #2 There are few players in the highest levels of worth segment. Over a third of your revenue comes from a small segment of top players. In this scenario, the top players have your hosts by the throat. Staff will excessively comp under threat of player defection. Take another look at where your money comes from; big bucks may flow in from the top segments, but the bulk of your theoretical may be generated more consistently from the middle.

WEAK PIPELINE SCENARIO #3 You serve a mature market of local players. There are no more fish in the sea. The power of a player development program is that it continues to fill the hosted pipeline with new players. This does not require the staff to have a little black book of contacts and a long-standing career in gaming. This requires setting triggers in the player tracking system by running regular reports that identify players who show inclining or declining visitation or turnover. This scenario also requires the identification of players who have recently signed up and who are demonstrating positive behaviours. And, finally, this scenario needs multiple means of valuing player worth that don’t let profitable players fall through the cracks. Overall, managing the player pipeline requires a robust monitoring system that measures the visitation and trends of players. A robust monitoring system adds valve and levers to route players to the most appropriate forms of sustainable rewards. A robust monitoring system also allows personalised responses from staff when there is a leak in the system and your water pressure falls below expected levels. C&PM

There is a massive number of players residing in the lowest segments of turnover. At least one-third of your revenue comes from the lowest levels of worth.

12 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

For more information, contact Danny Nixon-Smith on 0433 906 809, or at Danny.N.S@dws.net.au.

GAMING

QUEUE aIS NOT four-letter word – W

the art of queue management

hen your product is the customer experience, which so often it is in the hospitality industry, you can accept no compromises. Every opportunity to enhance service delivery and differentiate patron experience has to be seized. Branding your facility, educating and engaging your customers who are waiting in line and moving them through the line efficiently is not just smart marketing, it becomes a unique point of differentiation. Australians generally hate waiting and while waiting in line is a fact of life, it is nonetheless uncomfortable, stressful, and generally dissatisfying. Because of this, many experts believe that the way you manage your queue can make or break the long-term success of your business. When it comes to building, improving, and controlling queues, every club and pub manager needs a good set of tools and solutions. There are, of course, many possible answers out there to help you reduce wait times, boost efficiency, build customer

Customer Flow & Queue

satisfaction, enhance safety, measure queue productivity, guide customer flow, and more. So if queuing features as any part of your facility in order to serve your customers, the question isn’t ‘will you need a queue management solution?’ It’s ‘which solutions will benefit you most?’ House of Tickets® is the exclusive sales partner in Australia and New Zealand for Lavi Industries Qtrac® Electronic Queue Management System and a sales and supply partner for their full suite of other products. These include Beltrac® public guidance including stanchions, posts, rails and retractable belts for queue management and NeXtrac® In-Line merchandising. C&PM

Management Solutions

The art of queue management

NeXtrac

Made by

In-Line Merchandising

02 4862 3733 • sales@houseoftickets.com.au • www.houseoftickets.com.au/lavi Products for People and the Places They Go®

CLUBS AND PUBS MANAGER SUMMER 2012–2013 • 13

SUPERANNUATION

TOP TIPS for managing your super

BY HOSTPLUS

There are many developments in super that hospitality businesses need to negotiate, and as the super industry continues to grow, further changes will occur.

s the industry super fund for the hospitality, tourism, recreation and sports industries, part of our commitment to our employers is to ensure they stay informed on industry developments, and that they can meet their payment obligations as efficiently and seamlessly as possible to minimise the cost and time involved in dealing with super. Here are just some of HOSTPLUS’s ‘top tips’:

MAKE SURE SUPER CONTRIBUTIONS APPEAR ON PAYSLIPS Recent changes to government legislation have meant that regular super contribution payment reporting is required

14 • CLUBS AND PUBS MANAGER SUMMER 2012 2012–2013

on employee payslips. Outlined below is a composite of contribution payment reporting required by employers: • As per the current super obligations, employees’ voluntary contributions must be paid within 28 days. • Employers who pay employees a monthly salary and monthly superannuation guarantee contributions will need to include on employees’ payslips when they will pay the next monthly superannuation guarantee payment, and the amount. Initial implementation was scheduled to be included on employees’ payslips from 1 July 2012; however, the government has delayed the introduction, and it is now likely to be 1 July 2013, subject to further consultation with the industry.

SUPERANNUATION

• Employers who pay employees fortnightly, but pay superannuation guarantee contribution payments monthly, will need to indicate on an employee’s fortnightly payslip the accrued amount for the last fortnight and when it will be paid. At the end of the fortnight, the total amount accrued and when it will be paid needs to be included on payslips from 1 July 2013. • Employers who pay quarterly superannuation guarantee contribution payments must show on employees’ payslips the accrued amount and when it is payable on each payslip until they have been paid. The intended date of payment will not change until the end of the quarter when the superannuation guarantee contribution is actually paid.

NAVIGATE THE SUPERANNUATION GUARANTEE (SG) INCREASE The Australian retirement savings system has become the envy of most economies around the world, and the longterm impact on our national savings has been incredibly positive. However, at HOSTPLUS, we recognise that – particularly in the service industries of hospitality and tourism that we represent – any change in employment costs to business can have a significant impact. Therefore, it is important that employers have a full appreciation of the way these increases will be introduced and over what timeframe. To minimise the immediate impact on businesses, the actual increases have been deliberately structured to happen gradually and in relatively small increments, starting in 2013–2014. The first increment will be 0.12 per cent on 1 July 2013. The complete introduction of 12 per cent will not occur until the 2019–2020 year. Also, the SG age limit of 70 will be removed from 1 July 2013, meaning that employers will be required to make super fund contributions for eligible employees aged 70 and older.

GIVE YOUR EMPLOYEES A ‘HEADS-UP’ ABOUT AUTO-CONSOLIDATION From 1 January 2014, tax file numbers will be used to match up people with their ‘lost’ superannuation accounts containing less than $1000. These accounts will automatically be rolled over into the person’s active account.

This change is designed to help reunite people with their super, whether it is sitting in a lost account or in multiple accounts across various funds, and potentially prevent people from paying multiple member fees. But why wait until 2014? If you’d like to help your employees sort out their super now, a great way to start is with HOSTPLUS’s online rollover tool, which finds their lost super with an automatic ATO SuperSeeker search. Visit hostplus.com.au/RolloverTool/.

GO ONLINE TO TAKE THE HASSLE OUT OF MANAGING YOUR SUPER Our dedicated Employer Business Centre is designed to meet all your super needs – from making online payments to downloading forms, right through to having your questions answered via the Employer Help Centre. And it’s there for you 24 hours a day, seven days a week. Don’t have an online account with us yet? Taking your super online is easy with SuperSite, our free online tool to help you manage super contributions. It’s secure, convenient and efficient, and is part of our commitment to delivering a quality service.

SIMPLIFY YOUR ADMINISTRATION At HOSTPLUS, we have helped thousands of employers simplify their super administration. One of our major employers, with more than 800 staff, was spending anywhere up to a week and a half fulfilling their super obligations. After switching to our online service Super FileManager to upload contribution data straight from their payroll system, they told us they were able to save more than a day’s work in processing their superannuation. And what’s more, they now save even more time having moved over to our Quicksuper Clearing House solution, which allows them to cover all their choice members’ payments with one single payment. C&PM

Important information: This editorial was provided by HOSTPLUS Pty Limited, ABN 79 008 634 704, AFSL 244392, RSEL No. L0000093, RSE No. R1000054. It is of a general nature and does not take into account your personal objectives, situation or needs. Before making a decision about HOSTPLUS, consider your financial requirements and read our Product Disclosure Statement or call 1300 467 875 for a copy.

CLUBS AND PUBS MANAGER SUMMER 2012–2013 • 15

COMPANY PROFILE

MYTH-BUSTING SUPER The magic number is 46. That’s the age at which most people become interested in their super. Club Plus Super explores some common myths about superannuation and why Australians of all ages should take more interest in their retirement money. In the past, we have drawn attention to the remarkable mass of ‘lost super’ out there waiting to be claimed. With online tools to help find it, many have started hunting down that potential piece of missing nest egg – but most still haven’t. As appealing as it is to find lost money, it seems many aren’t compelled to search for anything less than cold hard cash. Amounting to nine per cent of our gross pay (up to 12 per cent by 2020), surely super is important enough to warrant more interest. So what’s behind this apparent apathy? We suspect it has something to do with entrenched popular misconceptions.

BUSTED: TOP THREE SUPER MYTHS 1. IT’S ALL TOO DIFFICULT Just the word ‘superannuation’ sounds complicated. For many, it conjures images of mountains of paperwork involving hours of complex financial decisions. In practice though, most of the hard work is handled by your super provider and mechanisms set in place by the government. Your nine per cent employer contributions are paid automatically, so you just need to keep track of where it’s being paid and that it’s invested in the options most appropriate for you.

16• •CLUBS CLUBSAND ANDPUBS PUBSMANAGER MANAGERSUMMER SUMMER2012–2013 2012–2013 X

Your super provider has resources to help make the most of your super, ranging from free educational seminars and online information, through to advice about investment options. Government websites like www.moneysmart.gov. au or www.ato.gov.au also offer a wealth of information.

2. SUPER IS BORING This point is hard to argue, but think of it this way: you may not notice the money you put into your super account each time you are paid, but you’ll certainly notice an additional $50,000, $100,000 (or even more) in your retirement fund when you reach that point in your life. Choosing the right investment option or making the right level of contributions into your super can make a huge difference to how much money you have later in life.

3. SUPER ONLY MATTERS WHEN YOU’RE ‘OLD’ Most young people don’t care about super. Understandable perhaps, considering how long they must wait to enjoy its fruits. ‘Preserved’ (or locked-away) until retirement, super money can produce a lessened sense of ownership among young workers. The young are also likely to have less money in super, making it feel less important. Ironically, it’s the young who have the most to gain from engaging with their super because they have something that’s valuable in any investment portfolio: time.

COMPANY PROFILE

Super is designed to be most effective over the long term. Even seemingly small changes when made early (optimising investment options or making additional contributions, for example) can have a huge impact on super’s eventual returns. Given time, even the smallest amounts can grow significantly, and benefit from the added bonus of compounding returns – that’s earnings on earnings.

SUBSCRIBE TO COMMUNITY Club Plus Super’s free monthly newsletter, Community, recognises the wonderful achievements of Australia’s clubs. It also delivers tips, financial news and insights to help the club community get the most from their super and ultimate retirement. To subscribe visit www.clubplussuper.com.au/ cnpcommunity. C&PM

Super is tax-effective, so young people also have most to gain from tax savings on contributions. Over the course of their working lives, these savings add up and again benefit from the power compounding returns.

THE TRUTH ABOUT SUPER Myth

Truth

Pension payments are the government’s problem

By 2020, 12 per cent of your pay will go to super. Age Pension payments are likely to shrink in the future, and may eventually become a thing of the past.

I have no control over my super

Most super funds offer a range of investment options – some more than others. Designed to meet the various needs of investors, you can chose to invest in options most appropriate for you. You also have the power to choose your super provider, and to which provider your employer contributions are made.

It always loses money

Super is designed to be a long-term investment. The value of your super will vary over time, depending on which investment options you’re invested in and their exposure to various asset classes. Most super providers offer a range of investment options, ranging from high-risk, high-return options to more stable ones invested in bonds, cash and term deposits. Which options you invest in is up to you, but it’s important to have a long-term investment strategy and seek guidance from a professional financial adviser.

It’s a rip-off

Some funds are cheaper than others, so it’s worth shopping around for the best value. Selecting Super (www.selectingsuper.com.au) offers unbiased fee information, allowing you to compare the value on offer.

It doesn’t matter who I’m with

Performance, service, fees and features can differ substantially across funds, so again, it’s worth shopping around.

CLUBS CLUBSAND ANDPUBS PUBSMANAGER MANAGERSUMMER SUMMER2012–2013 2012–2013• •17 Y

COMPANY PROFILE

VENUE DESIGN a winner with Tabcorp Gaming Solutions V

ictoria’s new gambling industry structure commenced in August 2012 with Tabcorp Gaming Solutions (TGS) a key player, servicing over 170 Victorian pubs and clubs. TGS offers venues a range of services, including commercial assistance, business development, electronic gaming machine supply and maintenance, responsible gambling support and staff training services. The gaming market’s confidence in TGS is evidenced by key partnerships with major operators, including the Dominion, Pegasus and Zagames hotel groups, and the RSL network. TGS venues also benefit from exclusive participation in IGT’s world-class Advantage club membership and loyalty system, with venues utilising the TGS Diamond Rewards brand and associated services. A key offering to TGS venues is venue design expertise. Tabcorp operated gaming machines from 1994 to 2012, developing a leading understanding for optimal venue design. A well-designed venue provides a welcoming environment for customers and has proven to increase sales. Bairnsdale RSL recently underwent a TGS venue redesign which has driven a 50 per cent increase in sales. Bairnsdale RSL General Manager Shane Prendergast is very pleased with the venue design result. He considers a customer’s first impression of a venue to be everything and believes the design, colours and layout of his venue are beyond all expectations. ‘Our customers love the new room and the increase in business has been great,’ Shane said. Shane is so impressed with the venue design of the Bairnsdale RSL gaming room that he has asked the Tabcorp design team to look at the rest of his venue. The success and popularity of TGS in Victoria has prompted Tabcorp to explore the opportunity to expand its service offering to clubs and hotels interstate. C&PM

18• •CLUBS CLUBSAND ANDPUBS PUBSMANAGER MANAGERSUMMER SUMMER2012–2013 2012–2013 X

• Supply of gaming machines • Break-fix and spares • Reporting and analysis Anthony Bennett Martin • Business consultants 0438 595 992 0420 9 • Local area marketing tools • Diamond RewardsTM loyalty program Or• Responsible gambling services visit www.tgsgaming.com.au • Gaming training services • Venue design services

nformation contact your dedicated TGS busines

on 579

ent are a guide only and should not be considered investme ions and data accessed from third parties and reasonably rel ria relevant to your particular circumstances when decidin nd servicesgfrom on TGS. Before committing to any agreement o S n i Com gal advisers. to

NSW

TABCORP GAMING SOLUTIONS

For more information call P: 03 9868 2707

EDUCATION AND TRAINING

PHONE manner crucial to brand loyalty BY BELINDA HADEN, HEAD OF TRAINING AND CONSULTING AT VERINT

re customers loyal to your business? How do they feel about your products or services? Knowing the answers to these questions can have a tremendous impact on revenue and profits. As customers ourselves, most of us have had an experience with customer service that has left us wondering whether anyone in the company has a complete view of the service that’s being delivered. And all too often the answer is ‘no’. Pubs and clubs in Australia face a daily challenge of keeping customers loyal. Attracting new customers is generally more expensive and difficult than retaining existing customers. Therefore, businesses should continue to invest in existing customers as well as trying to attract new ones. Customer perceptions are shaped by a variety of touch points across the business. Customers create perceptions of the business through their experiences over the phone. This includes the quality of service from a club’s contact centre for membership and calls for reservations and bookings. The reality is that people will generally call a business for a few specific reasons. These include to complain about an existing issue, and to pay for or order a service. Whatever the intent may be, it is important that the business takes the customer on a positive journey, and provides adequate training for employees to deal with these calls. Ultimately, the customer experience heavily depends on the characteristics and attitudes of the salesperson or call centre agent. Although many businesses do work hard to deliver a quality customer experience, they’re often bombarded by the different systems, applications, people, and processes that play a role in delivering service. While the contact centre or front of house is typically the focal point of customer anger when things go wrong, in reality, a break or disconnect anywhere in the customer service value chain can impact customer experience, no matter how flawlessly the other parts of the chain have performed. It is crucial that businesses listen to and analyse the quality of customer service calls from call centre staff and listen to the voice of the customer in order to effectively coach and train employees. Here are my five tips for providing quality service over the phone: 20 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

1. LISTEN TO THE VOICE OF THE CUSTOMER Listening to the voice of the customer can provide businesses with a wealth of information and insights. Businesses should track and analyse customer service calls to listen to what customers are saying. Tracking calls can also provide invaluable information to better market to that customer and offer an improved experience next time.

Belinda Haden, Head of Training and Consulting at Verint.

Do your staff know how to react to different types of customer calls? Understanding the subtle language that customers use can ‘tip off’ the employee that a storm is coming – and can help save a customer from switching hospitality choices. For example, did you know that customers often give clues at the greeting stage? If the agent asks ‘how are you’, someone who is planning to complain is 48 per cent more likely to respond ‘not too bad’, rather than ‘good’ or ‘fine’. People generally can’t lie when asked a question like that. Customers don’t want to admit things are ‘fine’ and then contradict themselves by immediately saying they are calling to complain or change a service.

2. TRAIN THE VOICE OF THE EMPLOYEE A customer’s experience also depends on the characteristics and attitudes of the salesperson or call centre agent. It’s important to make sure your agents are trained to handle customer issues in the best possible way. Monitoring calls is about gathering information to help improve customer service. Agents appreciate feedback that helps them do their jobs better because that means people on the phone are happier. Here are some tips to train call centre agents and sales staff: • Focus on open questions to lead the conversation. • Show product knowledge and focus on how to fix something. • Speak plain English.

EDUCATION AND TRAINING

• Stay calm and apologise for previous errors or experience. • Use a collaborative tone – talk about ‘we’ not ‘you’. • Avoid agreeing with a customer complaint. Don’t use phrases such as: ‘that’s not the first time this has happened’, or ‘we’ve had so many complaints about that’ – it’s common to agree with someone to empathise, but it doesn’t solve any issues they might have and questions the overall ability of the company.

3. TRAIN STAFF TO FOCUS ON WHAT MATTERS MOST Don’t try to solve every problem immediately. Concentrate on issues that have the highest priority for the business. For example, if reducing customer turnover is important, invest in technology like speech analytics to identify calls that indicate a higher risk of turnover. If you’re a larger organisation, you could set up a team to analyse these calls and suggest process improvements that can have a measurable impact.

4. UNDERSTAND THE VALUE OF DATA AND ANALYTICS Feedback data collected from customers and employees can be used to create long-lasting, mutually profitable relationships, improve operations, and help businesses outperform competition. Consider using analytics software to capture, analyse, and act on customer, business, and market intelligence. This provides key information for enhancing customer service operations, customer satisfaction, and customer loyalty.

William Angliss Institute Compliance and TAB Training With increasingly regulated gaming and hospitality sectors, it is vital to protect your business with up-to-date staff training. As an individual looking for work or wanting to increase your skills, compliance training will assist you to secure a job or multi-skill you in the industry. William Angliss Institute works in partnership with the Australian Hotels and Hospitality Association and Clubs Victoria to provide training to people employed or seeking employment in the licensed hospitality industry. Industry based training includes: • Liquor Courses (Responsible Service of Alcohol and Licensees’ First Step) • Gaming Training (Responsible Service of Gaming and RSG Refresher) • Food Hygiene and Food Supervisor Training • Food Allergens • Interstate Compliance Programs • Online Training Programs • Pre-employment Programs • TAB Wagering Training (TAB Operators Course and TAB Manager’s Program) Visit www.angliss.edu.au or shortcourses.angliss.edu.au or call 1300 ANGLISS (1300 264 547) for more information.

5. CHOOSE A SOLUTION THAT WORKS HOW YOUR BUSINESS DOES Speech analytics are a great way to help find specific calls or themes of interest that can impact quality monitoring, training, and coaching. A speech analytics solution that is fully integrated into your quality monitoring and call recording platform will help streamline existing workflow and increase return on investments (ROI). Make sure that the speech analytics solution you’re considering is fully compatible with – and can be supported in – your current and future technical environment. As with any technology investment, you should examine your choices carefully. Look for a provider that has a track record of successful implementations and can show the return on investment that its solution has provided to other organisations. Customer loyalty is all about attracting the right customer, giving them a good reason to buy – and buy often – and is also about retaining customers. Loyalty is the key to profitability. Pub and club managers should ensure employees are providing a positive customer experience over the phone to keep them coming back. C&PM CLUBS AND PUBS MANAGER SUMMER 2012–2013 • 21

EDUCATION AND TRAINING

ASPIRING CHEFS COOK FOR THEIR CAREERS

2012 Cook For Your Career winner Michael Frenkiel

22 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

With seemingly no real end in sight to the current skills shortage that plagues the hospitality industry, it’s encouraging to see an initiative that endeavours to create jobs and ignite greater interest in pursuing a career in the sector. The hospitality industry super fund, HOSTPLUS, is seeking budding chefs to apply for their program ‘Cook For Your Career’: a nation-wide hunt for those who love cooking and are keen to get their foot in the door of our vibrant industry.

EDUCATION AND TRAINING

aunched in 2011, the Cook For Your Career competition not only gives chef hopefuls the opportunity to realise their dream of a career in the kitchen, it was primarily developed to give the Australian hospitality industry a helping hand when it comes to finding and building quality chef talent. ‘Australia is renowned for having some of the best chefs and gastronomic experiences in the world, and it’s important we keep it that way. With our network of members and dedicated partners, Cook For Your Career was a natural progression to support the industry,’ says HOSTPLUS CEO David Elia. It’s a truly open competition, offering people of any age, with or without cooking experience, the chance to win a full apprenticeship in one of Australia’s award-winning restaurants. The calibre of the chefs and restaurants supporting this initiative is outstanding. A chef and restaurant in the seven participating states and territories volunteer their services to nurture and ultimately employ the winning entrant. This year’s line-up presents a who’s-who of Australia’s restaurant elite, including Shane Delia – Maha (Victoria), Peter Doyle @ The Quay (New South Wales),

THE TWO TOP COOKS FROM THE PUBLIC VOTING PHASE WILL BATTLE IT OUT OVER THE STOVES IN A PUBLIC COOK-OFF IN FRONT OF A LIVE AUDIENCE AND A PANEL OF JUDGES – INCLUDING SOME OF AUSTRALIA’S GREATEST CULINARY HEROES Ryan Squires – Esquire (Queensland), Nick Moutou – Il Piatto (Northern Territory), Camillo Crugnale – Assagio (South Australia), David Coomer – Print Hall (Western Australia) and Graham Taute – Wrest Point (Tasmania).

UNIQUE DEGREE FOR CLUB MANAGERS

outhern Cross University has long been recognised as a leader in providing tourism and hospitality management education.

The University’s Bachelor of Business in International Hospitality Management with a major study area in Gaming is a unique degree and helps students develop the skills needed to succeed in the clubs industry. The 24-unit degree comprises 12 core units, 8 specialised units in Gaming and 4 units of industry-based practical experience.

The program is ideally suited to people already working in the hospitality sector as it can be studied part-time and by distance education. In many cases, previous study and professional experience may provide advanced standing credit, which can significantly reduce study time. C&PM For enquiries about this or other courses, please contact the University’s Corporate Student Recruitment Officer at simon.black@scu.edu.au.

Stay ahead of the game with our specialised gaming degree… Our Bachelor of Business in International Hospitality Management with a major in Gaming can help you develop the leadership, business and industry skills you need to succeed. Distance education and part-time study options are available for 2013 enrolments. Get ahead of the game and explore your study opportunities at scu.edu.au/tourism or contact our Corporate Recruitment Officer at simon.black@scu.edu.au. School of Tourism and Hospitality Management

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CLUBS AND PUBS MANAGER SUMMER 2012–2013 • 23

EDUCATION AND TRAINING

Under the expert tutelage of one of these stellar chefs and their staff, the winner will learn the ropes of a buzzing commercial kitchen during their apprenticeship. Shane Delia, who has been involved in Cook for Your Career since inception, is one of the program’s most vocal supporters. Seeing just how passionate and enthusiastic the contestants have been in past years struck a chord with Shane, reminding him of his early days in the kitchen. ‘Creating opportunities like Cook For Your Career for people enthusiastic about hospitality is the best way to continue to nurture and strengthen our industry. When I was a young chef… I took every chance to compete and whether it was win, lose or draw, I always got something out of it. There’s also an element of giving back to the industry, which I like. I feel obliged to do my part and support it, as other chefs have done before me,’ says Shane. So how does it work? After an online entry period, one candidate from each state and territory is selected. Then it’s over to the general public to vote for who they think shows the greatest promise, with an amazing foodie prize up for grabs to all who vote. The two top cooks from the public voting phase will battle it out over the stoves in a public cook-off in front of a live audience and a panel of judges – including some of Australia’s greatest culinary heroes. This will take place in March 2013 at the Melbourne Food and Wine Festival’s Cellar Door and Artisan Market event. The

Mr Frenkiel

24 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

winner will receive a full training apprenticeship. The two grand finalists are also indulged in the ultimate food-lovers weekend, including a tour of Melbourne’s outstanding foodie destinations and dining in the city’s most acclaimed restaurants. Earlier this year, the battle was so tough and was of such high quality that the judges could not split the final two, and both were deemed winners of the competition. For 22-yearold Michael Frenkiel, one of the two winners, receiving an apprenticeship of this calibre has been life-changing. ‘I’m so unbelievably appreciative of winning the opportunity to complete an apprenticeship at Coda in Melbourne and learn from the amazing Head Chef, Adam D’Sylva. Every day in the kitchen brings new, exciting and sometimes scary challenges and it’s hard work, but all worth it. I’ve had the opportunity to learn new skills, work in a friendly and supportive team and have a chance to be creative,’ says Michael. The initiative not only gives the winner a foot in the door; to date, HOSTPLUS has also helped some nine entrants (including the winners) gain employment in the hospitality sector after completing the challenge. C&PM Make sure you log your vote for your favourite entrant of 2013 between Friday 25 January and Monday 25 February.

Mr Frenkiel’s suppporters

EDUCATION AND TRAINING

INNOVATION the key to success W

hy choose La Trobe to study all that is important in the pubs and clubs business?

La Trobe University offers some of the most innovative event management, tourism and hospitality courses in the country. Paul Strickland is a lecturer in tourism and hospitality (and a member of the Tourism and Hospitality Research Unit) in the Faculty of Business, Economics and Law at La Trobe University. He is doing research into Australia’s pubs, taverns and bars, and into how one of the country’s major industries is losing its lustre. Here, he discusses how the industry might become more innovative. ‘Some bars have been successful in combating this trend of decline by reinventing products or refurbishing spaces and menus to stand out from the crowd. ‘Many jump on gastronomy trends, replacing chefs, food offerings and wine lists. This can range from offering saltier menu items to induce thirst, to bringing in boutique beers and selling more upmarket and profitable grog.

‘Smoking areas have become more attractive, trivia nights are illuminated by flouro lights to attract a more diverse clientele, and in sports bars, 3-D television has become a staple of the sport-lover’s diet. ‘These methods are all interchangeable, and are packaged in a way that offers the pub-goer a memorable and entertaining experience in order to retain patronage. ‘But creativity can only go so far in today’s climate. Alcoholfuelled violence makes it onto the news almost every weekend, portraying drinking in public bars as a dangerous option. ‘Mega-bottle shops have emerged in the last decade – competing for the less expensive wine, spirits and beer market, which plays a significant part in home consumption. ‘It is up to individual businesses to slug it out by offering different products, services and, most importantly, experiences that are only limited by their imagination. This has been successful in the past, but it is becoming harder by the day. ‘The future of the industry does not have to be bleak, it just has to adapt with changes that go beyond a new interior.’ C&PM

GLOBAL INDUSTRIES NEED LOCAL EXPERTS Our above world-standard* academic and research teams teach into our undergraduate and postgraduate courses. Our undergraduate Tourism and Hospitality** course has been awarded the internationally recognised EPAS Accreditation. Find out more. T: 1300 135 045 latrobe.edu.au/business

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La Trobe Business School offers flexible and accelerated course options in Event Management, Tourism and Hospitality.

* 2011 Excellence in Research Australia rankings ** Bachelor of Business (Tourism and Hospitality)

CLUBS CLUBSAND ANDPUBS PUBSMANAGER MANAGERSUMMER SUMMER2012–2013 2012–2013••25 X

SECURITY

WELCOME, BUT WHO ARE YOU?

BY PETER JOHNSON, SENIOR CONSULTANT, COMPLIANCE AND REGULATORY AFFAIRS, ASIAL

Attending your favourite club, pub, nightclub or ‘place to be’ may soon require you to share personal details that you may not feel comfortable sharing.

n today’s society, we do experience significant surveillance at private and commercial premises and, in particular, entertainment venues and their immediate surrounds. This is highlighted by the increasing use of Closed Circuit Television (CCTV) with active and/or recorded monitoring. In response to safety, behavioural and investigative requirements, it is not uncommon for venues to require that you provide personal information in the form of a driver’s 26 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

licence, passport or other acceptable form of identification before entry. Patron management systems are successfully operated at entertainment venues in Newcastle, Geelong, Darwin, and Melbourne, and in many other locations. We recognise that a right to enter many premises – and in particular private premises like clubs, pubs and nightclubs – is at the discretion of the owner and/or occupier; however, owners, occupiers and/or management of those premises have a responsibility to manage entry in a professional and, at times, legislated manner. The Australian Security Industry Association (ASIAL) supports identity confirmation as a tool in patron management solutions, including scanning equipment. Identity access control measures for collecting personal information can create concern among patrons. Privacy management should be a high priority in the collection and security of personal information.

SECURITY

ANECDOTAL EVIDENCE FROM IMPLEMENTATION OF PATRON MANAGEMENT SYSTEMS HAS PROVIDED VENUES WITH IMPROVEMENTS IN SAFETY AND PATRON BEHAVIOUR, AND HAS ASSISTED MANAGEMENT AND POLICE WITH INVESTIGATIONS The mid-September 2012 announcement by the New South Wales Government that patrons attending Kings Cross venues will be required to have their IDs scanned has sparked debate that highlights society’s concerns about the provision of personal information to entertainment venue operators. Comments from the Australian Privacy Commissioner Timothy Pilgrim have confirmed that there has been an increase in concern and complaints about the use of scanners due to a perception that they increase the risk of identity fraud.

• telling people when they are collecting personal information and what they expect to do with it • using or passing on personal information only for the purpose it is collected, or only in a reasonable manner – unless an opportunity to opt out or consent has been given, or the use is authorised by another law • giving people a chance to see any information you hold about them, if they ask for it • keeping personal information secure, accurate and up to date. The above requirements are set out in the Privacy Act in the 10 National Privacy Principles (NPPs). In recognising the privacy requirements, concerns about how a venue manages the information are legitimate. It would not be unrealistic to suggest that any entertainment venue implementing a patron management system utilising scanning equipment where private information is provided should operate under the NPPs. That may not be the most palatable position to take; however, the entertainment industry, including security providers, has a responsibility to take the high ground in managing and securing private information. Anecdotal evidence from implementation of patron management systems has provided venues with improvements in safety and patron behaviour, and has assisted management and police with investigations. Where venues are linked – as is evident in Newcastle, New South Wales – the exchange of information, particularly with regards to the banning of a patron, has been a valuable tool for improving the behaviour and comfort of patrons. Modern scanning equipment can provide a multitude of features that exceed the initial implementation reasons of safety, behaviour and as an investigative tool.

The management of personal information provided as part of a patron management system must be supported by quality protocols and procedures. This includes explaining to patrons the process, use and storage of the collected information.

MODERN EQUIPMENT CAN:

Many community and business sectors do not realise that national privacy legislation does not just apply to government and health organisations. If your business has an annual turnover of more than $3 million, the Privacy Act applies to that business. Although 80 per cent of businesses do not have an annual turnover of more than $3 million, some larger clubs and nightclubs do fall into this category. The key requirements for businesses in complying with the Privacy Act are:

• determine the document’s authenticity

• calculate and clearly display a patron’s age, in addition to generating alert messages if they are under 18 • determine if the ID is expired

• determine if the ID was presented earlier on the same night • shows patron status (VIP, general admission, or banned) • maintain the record on a database • connect with Facebook, Twitter, mobile phones and email accounts CLUBS AND PUBS MANAGER SUMMER 2012–2013 • 27

SECURITY

PRIVACY MANAGEMENT SHOULD BE A HIGH PRIORITY AND THE SECURITY OF THE PERSONAL INFORMATION COLLECTED MUST BE SUPPORTED BY QUALITY PROTOCOLS, PROCEDURES, ACCESS AND INFORMATION DISTRIBUTION

28 days, or three, six or 12 months • ban customers to a set time extent • extract data from documents in full colour in three seconds • enable biometric sign-in • provide a witness list in seconds • distribute suspect alerts by venue/town in real time and add these to the venue’s ‘banned’ list • provide an instant security SMS and email to security/ managers with the image and video of the suspect inside the venue. When reviewing this list of features and options provided by modern scanning equipment, it becomes clear how much power and information can be at the fingertips of venue owners, managers, operators, security and staff. Privacy management should be a high priority and the security of the personal information collected must be supported by quality protocols, procedures, access and information distribution. C&PM

• provide a ‘Facebook finder’ • collect emails instantly

PETER JOHNSON

• list top 200 customers

Peter has over 38 years’ experience within the security and associated industries, with emphasis on general security, aviation and healthcare industries, as well as operational and emergency management. Peter has obtained broad industry and commercial experience through senior management roles in both the private and public sectors. Throughout his career, Peter has had extensive training and has had significant involvement in operational management, risk management, personnel management, investigations, major incident management and response, and training and recruitment.

• list the birthdays occurring in the next month • indicate who will be 21 years old next month • indicate the male versus female ratio • indicate card membership • enrol members online • provide biometric registration/recognition • update customers’ photos with webcam • quickly add the customer’s mobile, email, Twitter and Facebook • deliver an instant witness list in multiple views • SMS nightly reports • email nightly reports • work with multiple IDs from the same customer • provide a full multi-user audit • set different user level access rights • conduct an automatic purge of old data after seven, or 28 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

Prior to his consultancy work with ASIAL, Peter provided security management services to the Healthcare industry, and was a board member of ASIAL for eight years. Before joining the private sector, Peter was the Officer in Charge, Crime Scene Section, at the Victorian Police Forensic Science Laboratory. During his 16 and a half years with the police service, Peter also performed duties within the Communication and Prosecution divisions and gained considerable experience whilst attached to the Coroner’s Office as Coroner’s Assistant.

SECURITY

CCTV GAMING COMPLIANCE & LIQUOR LICENCE CCTV compliance for gaming and liquor licence applications has become an important issue for most hotels and clubs.

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CLUBS CLUBSAND ANDPUBS PUBSMANAGER MANAGERSUMMER SUMMER2012–2013 2012–2013••29 X

OH & S

CARBON DIOXIDE SAFETY WARNING Carbon dioxide (CO2) leakage remains a potential killer, and any hospitality venue that sells tap beer and post-mix drinks and doesn’t have a properly fitted and maintained CO2 monitor should take note, according to Joe Thorp, Managing Director of Hoshizaki Lancer.

30 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

O2 is used by thousands of hospitality venues to carbonate and provide pressure for tap beers and post-mix drinks.

Mr Thorp says CO2 is undetectable by human senses, and the presence of CO2 in a non-naturally ventilated space can be lethal in a matter of seconds. ‘There is always the potential for pressurised gases to escape from leaking equipment connections or damaged hoses,’ he says. ‘The only way to safely monitor for carbon dioxide leaks and ensure staff safety is to fit a carbon dioxide alarm. ‘Under Australian Standards AS5034, it has been a requirement since the end of 2011 for all venues to have such a system installed.

OH & S

‘However, when we are installing beer and post-mix lines and equipment, we see the inside of many cellars and are concerned by the number of venues that have poorly maintained monitoring systems or no CO2 monitoring system installed.

Talk to us about a customised solution

‘If a monitoring system isn’t calibrated properly, then its effectiveness is, at best, minimal, and may create a false sense of security.’

Hoshizaki Lancer has recently released to the market a selfcalibrating CO2 monitoring system; however, Mr Thorp says most systems on the market require regular calibration.

P 1300 146 744

info@lancerbeverage.com

W www.lancerbeverage.com

‘The Lancer LogiCO2 MkVII safety system has a patented automatic calibration, requiring just the press of one button on an annual basis to test that all functions are working properly,’ he says. ‘When combined with a 15-year sensor life, it ensures long-term, maintenance-free operation for publicans and restaurant managers.’ The LogiCO2 system can be upgraded to include up to four sensors, with two individually programmed relays that can activate remote warning beacons or ventilation. The product features three pre-set alarms for continuous monitoring for CO2 in cellars and other confined spaces. The first is a time-weighted average reading of 0.5 per cent, highlighting very low levels of leakage to raise awareness to staff of potential problems. The second is a pre-alarm, which is activated at a CO2 air level of 1.5 per cent, notifying staff and allowing personnel to investigate and safely repair any leaks.

Our systems are in some of the

The final alarm is activated at three per cent CO2 presence, to ensure that no one is exposed to the IDLH (immediately dangerous to life or health) levels that occur at four per cent. The system has a remote digital display, enabling the publican to monitor the gas storage area from the office or elsewhere within the building.

biggest entertainment venues and organisations in Australia. Complete set-up from front of house dispensers to cellar fit out.

The sensor also monitors cellar temperature, displaying the temperature on the sensor as well as the central unit. AS5034-compliant, this internationally recognised product is recommended by McDonald’s for use within their venues across the world. C&PM

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INTERIORS AND ARCHITECTURE

PROFIT FROM PLAY M

any venues avoid installing a playground for fear that it will be an expense requiring a large outlay with little return; however, those who have taken the plunge are proving that a well-designed playground can pay for itself in a matter of months. Playgrounds are a huge drawcard for families, and parents will drive past several venues to get to one with a playground. A playground can maintain and increase patronage to your venue, create new marketing opportunities and provide fewer lean periods during trading times – and in turn increase your profit. Not only will a playground bring more customers, but patrons are more relaxed when kids have somewhere to play, and relaxed patrons stay longer and spend more. Nothing draws families to a venue like playground equipment, and the staff at Goplay Commercial Playgrounds has over 30 years of experience in helping customers throughout Australia and the Pacific region invest in play. Goplay knows that every venue is different and that the best returns come from playground equipment designed

specifically for each venue’s individual needs. With a custom design service as standard, Goplay can guarantee that your playground will be a worthwhile, profitable addition to your venue. C&PM To take advantage of Goplay’s free Australia-wide design and quotation service, call (03) 9308 1800 or visit www.goplay.net.au.

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INTERIORS AND ARCHITECTURE

CHILDREN on the premises – what are your duties?

BY JASMINE MORRIS, MARK DOHRMANN AND PARTNERS PTY LTD

Playgrounds in pubs and clubs are a drawcard for parents. Although children are prohibited from entering gaming areas and bars, dads and mums can make the most of your hospitality when they know that their kids are having fun in an attractive, safe play area.

truly family-friendly establishment considers the safety and enjoyment of the younger clientele: it’s a must. In fact, Australian law declares that it is the duty of occupiers and owners to look after all patrons; this includes children, who, more so than adults, may need your thoughtful attention for hazards. Just telling people to be careful is never enough.

For starters, assume that children will engage in risky behaviour. Erecting signs that, for example, forbid running and throwing, or that declare that safety is the responsibility of parents, cuts little ice with the law if an accident does occur. If you are ever sued, the law will look to see if you have found and fixed risks of injury to all reasonable standards.

MAKE IT VISIBLE One of the most important features of a good play area is its visibility. Responsible persons, whether parents or supervising staff, should not have their watchful eyes blocked by walls. If your play area is an enclosed room, think about installing a large window to allow vision, yet keep the noise contained behind the glass. Adequate lighting is also important, so kids do not become disorientated or lost. Climbing and jumping are all part of the territory in a playground; it’s what kids do. In a superhero game, many kids don’t think about the implications of jumping from the continued on page 36

34 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

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One low rate on retail purchases, cash advances, and balance transfers.

For more information call Community First Direct on 1300 13 22 77 or visit www.communityfirst.com.au/club-employee-offer. PROUD SPONSOR OF

3 Year Introductory Basic Home Loan is a discounted Variable Rate loan, available for new borrowings only, which reverts after the 3 year period to the True Basic Variable Rate current at the time. This offer is only available to employees of member clubs of Clubs NSW and CMDA and their business partners. All lending is subject to lending guidelines. Terms and conditions, fees and charges apply – details available on application. *Rate is current as at 05/11/12 and subject to change without notice. **Comparison rate is calculated on a loan amount of $150,000 over 25 years. WARNING: The comparison rate is true only for the example given. Different amounts and terms will result in different comparison rates. Costs such as redraw fees or early repayment fees and cost savings such as fee waivers are not included in the comparison rate but may influence the cost of the loan. ^This is an introductory rate for 6 months from the date of card funding on retail purchases, cash advances and balance transfers. At the end of the introductory period the rate will revert to our standard McGrath Pink Visa card rate – currently 9.50%p.a. and subject to change without notice. Community First donates $20 to the McGrath Foundation from the annual fee for each McGrath Pink Visa card. The McGrath Foundation supports McGrath Breast Care Nurses in communities across Australia and educates young women to be breast aware. For more information visit www.mcgrathfoundation.com.au. #$12 introductory Member Allowance is for one year. Under our Member Allowance system you will start to receive free transactions based upon the combined total balances of your loans and deposits with Community First. Any transaction charges, in excess of your monthly allowance, will be debited monthly. Community First Credit Union Limited ABN 80 087 649 938 Australian Credit Licence 231204.

INTERIORS AND ARCHITECTURE

continued from page 34

top of a slide. A well-designed play area will actually prevent them from reaching a point where they can jump or fall from a height. Even so, tumbles are bound to happen, so laying a soft or cushioned floor is recommended; there is an Australian Standard on this.

BIG KIDS, SMALL KIDS Choose toys or equipment to appeal to kids from toddlers to young teens. As a rule, ensure equipment has appropriate safety certification before bringing it into your establishment. In this environment, where kids of different ages are mixing, the little ones may be at risk of being knocked down by older kids. Strategically arrange equipment to reduce this likelihood. For example, keep the toddlers’ see-saw away from the flying fox. In the playground, children of any age can easily be hurt on exposed screw heads or sharp corners, so make sure they are concealed or fully flush. The younger kids can swallow or choke on small objects, so make certain they are removed.

AVOIDING NEGLIGENCE CLAIMS Our firm has provided expert courtroom opinion in numerous incidents in play areas. One case involved a club with a ball pit; a child dived into the balls and hit their head on the bottom, suffering severe injuries that resulted in death. The club was liable, as the ball pit was deemed too shallow. The serious consequences of a poor ergonomic design can be reduced, however, and should not frighten you into abandoning your own play area. The fact that an accident occurs doesn’t make you liable; however, you aren’t allowed to be negligent. For some establishments, play areas can be a new or creative way to work ‘dead space’ to attract new patronage. It doesn’t have to be a large or outdoor adventure playground. Instead, it could be a children’s area by day and a function area by night, depending on your requirements.

A GOOD EXAMPLE McDonald’s playgrounds are a case study in good design. Notice how the play areas are brightly coloured, well lit, exciting, yet obviously considered, and relatively safe. McDonald’s knows that a good play area produces revenue through attracting repeat and frequent business. The McDonald’s environment, like its menu, creates a feeling of certainty. Parents will return because they can rely on McDonald’s to provide a clean, safe and fun place to feed and entertain their children. On your next visit, you might 36 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

recognise the amount of thought and effort that has gone into getting the play area right. A designated play area is a place that lets kids be themselves in an otherwise adult environment. Working on the premise that by keeping kids busy parents are free to spend more in gaming areas, bars and bistros is definitely an incentive to have a playground. Just remember that no matter what safety precautions are taken, kids are going to be kids; they cannot be expected to take care of themselves. You need to pay close attention to safety details from the planning phase. You can reasonably expect that parents will happily bring the family back for a good time. C&PM Jasmine Morris can be contacted at jasmine@ergonomics.com.au Mark Dohrmann and Partners Pty Ltd is a consulting safety engineering and ergonomics company. www.ergonomics.com.au

INTERIORS AND ARCHITECTURE

EFFICIENCY IN operational design = greater returns W

ith food and beverage being an important part of any club or pub business, it pays to audit your current operations. Space utilisation, circulation, functionality, cooking equipment selection, glass washing and glass chilling capacity, staffing requirements during off-peak hours, dry storage, freezer and coldroom capacity all dictate how efficiently your food and beverage operation will run, and how well your offer will be received by your patrons. It may even set you apart from your competitors. As demographics in many areas rapidly change, so too do the menu expectations of your patrons. Kitchen and bar areas need to be flexible enough to allow food and beverage managers to adapt when the goalposts move. If your facility is dated, struggling to maintain local authority health standards, and not meeting your expected returns, then it may be time to consult a professional who can help you optimise your space, choose equipment that will create savings in energy consumption, ensure food safety

is in check, improve output, offer flexibility with menus and reduce product wastage and equipment cleaning costs. C&PM The Rohrig Group have been building and renovating clubs and pubs for over 20 years, and understand your business. Check them out at www.rohrig.com.au.

Clubs

We won’t let construction interfere with your bread and butter.

At Rohrig we plan construction to work around your business so your members can dine in peace and club income continues. It’s all part of our impressive approach designed to achieve your goals. Get a taste of what makes us different at www.rohrig.com.au Brisbane Melbourne Sydney 177x125_HALF_PAGE_HORIZONTAL_CLUBS&PUBS_TEMPLATE.indd 1

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INTERIORS AND ARCHITECTURE

When business and design are fused,

VENUES REAP THE GAINS

BY MARG HEARN

Design that’s linked to business strategy can return dividends to venue owners, managers, staff and customers alike. Darren Hose, Design Principal at Red Design Group, explains how good design was applied at Sutherland Trade Union Club (Tradies) in New South Wales and the astronomical membership surge that followed.

continued on page 40 38 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

The Business of Design

Create a

Point of Difference for your customers

RED DESIGN GROUP specialise in hospitality and retail design for clubs, hotels, TABâ&#x20AC;&#x2122;s and entertainment venues across the spectrum, Australia-wide. We work with our clients to help them achieve their business plans using design, aiming to increase their financial return.

REDâ&#x20AC;&#x2122;s design team of interior designers, architects, graphic designers and digital media specialists work collaboratively with clients to create compelling designs that match each clients business strategy, budget, timeframe and customers.

INTERIORS AND ARCHITECTURE

continued from page 38

hat started out as a discussion between Red Design Group (Red), specialists in hospitality and retail design, and Tradies, a New South Wales community-centric club, about a new lobby space and café refurbishment evolved into a large-scale project as the impact and value of good design unfolded. The project to date has involved the creation and rollout of an updated brand incorporated in the updated design of an existing multi-level car park inclusive of way-finding, the interior design of the lobby, Gymea Café, a new gaming and bar offer, and various other platforms, such as staff uniforms and receipts.

BRAND ALIGNED TO THE CUSTOMER We worked closely with Tradies to profile their predominant core customer. That set the foundation for linking all elements of the design back to the core customer, who was clearly identified as the matriarch of the family, and enjoys taking the family out for dinner. Tradies wanted to improve the experience for patrons and their guests through the design fit-out. The brief initially called for a lobby of five-star resort ilk that would flow logically into the café. After gaining an understanding of Tradies’ long history of extensive community involvement through a vast sponsorship program, the design also aimed to project these ties with a strong sense of local context.

FIVE ESSENTIAL DESIGN QUESTIONS FOR VENUE OWNERS AND MANAGERS • Who are your customers and what do they want? • Is your brand aligned with your customer and relevant to them? • What are your business needs? • What is your budget? • What is your timeline? Tradies embraced the opportunity that we presented in tandem with the interior design concept to align the brand with their customers. Every decision surrounding the design was reviewed by asking the question, ‘Are we delivering on the business strategy to meet the needs of the core customer and making sure that everything designed is attractive to their needs?’

DESIGN TO CREATE A UNIQUE IDENTITY FOR A VENUE Rather than a formula-driven approach, the design solution, which stems from our philosophy that good design starts with the customer and the brand, aimed to create a unique identity for Tradies. In developing a contemporary updated brand that would resonate with today’s customer, Red’s graphic design team paid homage to the brand equity established by Tradies over their 52-year history. Borrowing the Southern Cross stars from the original brand, the new logo referenced the continuing contributions of the Trade Union movement to the lives of members and guests, as well as the historical ties. At the same time, the new logo depicts Tradies’ continued growth and development within the community. Being able to apply the brand seamlessly across the many interfaces experienced by the customer – including wayfinding signage, branding, staff uniforms, cash register receipts and the interior design elements – is one of the secrets behind the strengthened connection that’s resulted between patrons and Tradies. The interior design transitions guests from a welcoming experience in the downstairs lobby, through to a relaxed dining offer at Gymea Café and then up to level one, where the focus is gaming entertainment. Red’s interior design team extensively researched and drew inspiration from the local Cronulla coastline and parklands

40 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

INTERIORS AND ARCHITECTURE

as the basis for selecting a neutral palette for the groundfloor fit-out. This served to meet the brief for a resort feel while embedding local context into the design. A ‘coast by day’ theme was adopted for the selection of finishes and colours to create the café’s relaxed look and feel, while a ‘coast by night’ theme for the luxurious lobby took its cue from the rich golden bronze colours of sunsets on the water and the sand.

A local native plant, the Gymea flower, became a big part of the story. Red’s research uncovered a Gymea painting by a local Sydney artist whose work Red subsequently commissioned and applied to an upholstered entry wall and custom-designed foyer rug, further infusing local flavor. Investment in quality lighting, both the oversized bespoke pendant for the lobby and the off-the-shelf Mooi pendants

ENERGY-

efficient lighting

e are all experiencing increased energy costs in our venues, and we are often tempted to make substantial changes to our lighting to reduce our energy consumption. With the introduction of general purpose LED lighting, this does appear a simple and effective means to save money on power. Unfortunately, not all LEDs are the same, and there are a lot of inferior lighting products being used in venues, with disastrous results. When considering an energy-efficient upgrade to the lighting in your venue, you should contact Lightech Australia and be confident that you are purchasing genuine Australian-made lighting products that are designed for performance and reliability. Call Lightech on 1800 950 888 for assistance with your next renovation or to book a free assessment of the lighting in your venue. C&PM

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in the café area, created an inviting and opulent entry experience. Screens with custom-cut organic shapes that hark back to local natural elements lead guests to the café space and add visual interest. Three large-scale green walls strategically guide patrons to the entertainment floor on level one, while again linking to local terrain. Level one is designed as the drawcard destination experience. The striking coffered ceiling treatment announces to guests their arrival on the gaming floor, while the large-scale patterned flooring makes a bold and colourful statement. The interior design reflects the gaming room’s heightened sense of activity – bright lights, buzz and machines – and works within the gaming layouts and associated lighting and security requirements; the gaming machines are the heroes. Wall treatments functionally link the indoor space with the existing outdoor greenery to create a seamless and more spacious feel.

THE SCIENCE BEHIND DESIGN FOR VENUES Visually, the science behind a design isn’t always apparent. But in addition to looking great, the difference effective design makes can be felt and measured. Getting design to work for a venue demands an understanding of the operational and business requirements. When a specialised and strategic approach is applied to design for venues, the resulting design is one that’s finely attuned to the target customer. The Tradies project demonstrates the fusion of business with design, and how strategic design can add value beyond the design that’s visible.

and achieve a client’s business objectives. Design that’s respectful of existing design language helps to drive dollars further.

DESIGN LINKED TO RETURN ON INVESTMENT Within a venue, good design can create a particular style; it can be used to transition guests to different offers, it can promote the upselling and cross-selling of offers, and it can improve staff efficiencies and lift staff morale. Red Design Group’s interior design refurbishment and brand rollout at Tradies has delivered the above in spades. But not least, design for venues can and should deliver return per square metre. At Tradies, the flow-on growth in customer numbers has been remarkable, providing the client with measureable return on investment. In the first two weeks after opening, 700 new members were signed. On Anzac Day 2012, 180 new memberships were recorded following the refurbishment and brand rollout, compared to five on the same day the previous year. The design outcome is most aptly summed up by our client, Tradies CEO, Tim McAleer, who said, ‘Following Red Design Group’s interior fit-out and brand upgrade at Tradies, the happy situation that we now have is how to manage our growth. ‘Red Design Group understood the importance of both the financial brief, as well as getting the design right; what we’ve got is something that is absolutely unique.’ C&PM

COLLABORATION IS CENTRAL TO A GREAT DESIGN OUTCOME

ABOUT RED DESIGN GROUP

Cornerstone to the Tradies project was a collaborative approach that commenced by seeking to understand the client’s business needs. Throughout the process, a raft of ideas and creative solutions was created to allow the client to cherrypick what was appropriate for their business and their budget. Red Design Group also worked collaboratively with the base build architect appointed by Tradies, as well as the client’s appointed builder during the fit-out’s construction.

Red Design Group has completed a diverse range of projects across the club, hotel, TAB and hospitality entertainment complex gamut, Australia-wide, from long-standing community stalwart establishments such as Tradies, through to venues within five-star, world-class, opulent entertainment complexes for Crown.

DESIGN TO BUDGET Each project and budget is different. Tighter budgets can give rise to highly creative responses. A great designer thrives on challenge; it’s about judiciously applying budget to create an experience that will woo the target customers

42 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

Specialised projects for entertainment complexes, clubs, hotels, TABs and other hospitality venues by Red Design Group have ranged from designing unique interiors for gaming lounges, boutique bars, cafés and restaurant offers targeted to different audiences, through to the whole box and dice – brand, interior design, architecture and digital design.

INTERIORS AND ARCHITECTURE

BIG RED’S got you covered B

ig Red Shade Products (‘Big Red’) is a privately owned and operated business based in Carrum, Victoria. Big Red specialises in the design, engineering and manufacture of shade structures, awnings and streetscape umbrellas. Big Red is a major supplier of shade products to a diverse range of customers including hospitality, local government, schools, childcare centres, commercial and residential premises. Big Red has supplied shade products to bars, cafés and restaurants throughout Victoria and beyond, enhancing the comfort of customers. Some recent hospitality projects include: • Birdcage Marquees, Flemington Racecourse, Victoria • Elements Café, Mulgrave, Victoria • Vivo Café Restaurant, Darling Harbour, New South Wales • RESET Café on St Kilda Road, Melbourne, Victoria Big Red can provide shade for your beer garden, outdoor

areas, pavement dining area, patio or courtyard. Our specialty range is Big Red ‘Alfresco’ umbrellas, which are available in a variety of sizes and colours, centre or side post, and multiple or single structures. In addition, we can incorporate heating, branding and side screens. Big Red can also design and manufacture large hip and ridge shade structures, barrel-vault roofs and more. If you have an area to shade – we can provide a solution! For an obligation-free consultation, and to make sure your ‘customers are covered’, talk to Big Red. See our advertisement below for contact details.

Cover your customers! Big Red Shade Products are specialty designers, fabricators and manufacturers of shade structures, awnings and streetscape umbrellas. Our umbrellas are especially suitable for hospitality applications including clubs, hotels, restaurants, cafes, resorts and sporting facilities.

MAJOR FEATURES: • • • • •

Large range of sizes and colours. Commercial quality, sturdy construction. Heating, lighting and side blind options. Logo and branding opportunities. Custom-design service available.

For more information or an obligation free consultation, contact Andy McGill: Big Red Shade Products Pty Ltd. 2 Leah Grove, Carrum Downs, VIC 3201 P: 03 9775 1171 F: 03 9775 1172 M: 0414 835 154 E: sales@bigredshadeproducts.com.au W: www.bigredshadeproducts.com.au

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FOOD AND BEVERAGES

HOW TO REALLY HAM IT UP this summer There is a spectrum of quality difference between a ham made from healthy, locally produced pork that was trotting around a week or so before in this wide, brown land, and one made from frozen, subsidised pork meat that was imported from the other side of the world before being thawed and processed here into ham.

44 â&#x20AC;˘ CLUBS AND PUBS MANAGER SUMMER 2012â&#x20AC;&#x201C;2013

hat is why each year, for the past three years, Australian Ham Week celebrates Aussie hams and looks for the very best homegrown ham.

Australian Ham Week was held in October this year as a prelude to the run-up to Christmas, and is part of the Australian PorkMark program that utilises a bright pink square label to clearly show Australian origin. The program was initially developed to combat the avalanche of imported pork destined for the smallgoods market, and in light of findings from consumer research undertaken by Newspoll on behalf of Australian Pork Limited (APL) in 2008. The research found that 87 per cent of Australians preferred to buy Australian and 85 per cent suggested they would be prepared to pay a 20 per cent premium for it. The program also provided a means

FOOD AND BEVERAGES

by which consumers and chefs could readily identify products made from 100 per cent Australian pork. Because Australian labelling laws are so ambiguous, the bright pink PorkMark was developed for 100 per cent Australian-grown meat. An initiative of APL, the nation’s representative body for pork producers, Australian Ham Week puts the spotlight on the fact that 65–70 per cent of ham (and bacon) is made from imported pork. It is no secret that Australians prefer to eat homegrown produce, and menus that promote local products undoubtedly have an edge in the competitive food service industry. Having homegrown ham on the menu is no different. The mission of finding the Best Australian Ham escalated in 2012, with a record number of entrants. Open to all butchers and smallgoods processors that make their ham from Australian-grown pork, the entries for the Australian PorkMark Ham Awards for Excellence were divided into two categories: Traditional Bone-In Leg (all bone-in ham has to use 100 per cent Australian pork by law) and Boneless; and judged against key criteria, which included appearance, texture, aroma and, most importantly, taste.

chefs, Paul McDonald and Simon Bestley. Between them, McDonald and Bestley have broad international experience working in Michelin-starred restaurants, on cruise liners and in premier teaching institutions. Victoria cleaned up in the national awards, with the state’s Wattle City Meats, of Maryborough, producing the overall winning ham with a traditional bone-in selection, and Andrew’s Choice Smokehouse, in Laverton North, Victoria, winning Australia’s best bone-out ham. At the announcement of Australia’s Ham Awards for Excellence, a menu of ham delights provided the canapé finger food. It included croque monsieur and croque madam, ham croquettes, pea and ham shooters, ham terrine, and quiche Lorraine. Ham used for club and pub menus shows the venue supports a mainstay homegrown product and will appeal to the predisposition of customers to buy healthy Australian ham. By adding something special to their menus, chefs will be supporting local pig farmers, who are producing some of the world’s healthiest and best pork. C&PM

The judges comprised fleishmeister Horst Schurger, who has a Master’s degree in Butchering and Smallgoods from the Master College in Mönchengladbach Germany, and two

Ham Croquettes

Quiche Lorraine

CLUBS AND PUBS MANAGER SUMMER 2012–2013 • 45

FOOD AND BEVERAGES

KNOW YOUR HAM TRADITIONAL BONE-IN LEG HAM This variety is very large. Whole muscles from the leg are injected with brine, then soaked in a less salty brine, generally for 12–24 hours. The meat is either placed into a stocking or strung by the hock, and hung on rods ready for smoking. Finally, it is smoked and cooked to further enhance flavour and appearance.

HALF HAM, HOCK-END BONE IN This typical-looking ham contains topside and silverside muscles, and is generally ordered by size.

HALF HAM CHUMP END This ham has a more compact shape containing rump and round muscles, and can be slightly more difficult to carve than the hock end. Size is around four to five kilograms.

EASY CARVE This is a leg ham that has had the pelvic and thighbone removed for easy carving. The hock is left intact for a traditional appearance.

VIRGINIAN HAM Virginian ham is generally made of pork leg muscles (knuckle, topside and silverside). The muscles are injected with brine and then soaked in a less salty brine, generally for up to 36 hours.

46 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

The meat is then tumbled for several hours, encased in fibrous collagen, then hung on rods ready for smoking. Finally it is smoked and cooked to further enhance flavour and appearance.

GYPSY HAM In creating this type of ham, whole muscles from the leg are trimmed of rind and any visible fat before being brined (injection method), then soaked overnight and tumbled. The meat is then filled into a net or hand-tied in a cylindrical shape, then smoked and cooked. The dark colour of the ham is achieved through leaving some moisture on the surface of the ham, as well as heavier than normal smoking. The cooking occurs through the smoking process. After cooking, the casing is removed and the ham is glazed and lightly roasted to allow the glaze to permeate further into the ham, while enhancing the flavour.

SOCCERBALL HAM For this variety, whole muscles from the leg are injected and soaked with brine generally for up to 36 hours. The meat is then tumbled for several hours, encased in fibrous collagen, and hung on rods ready for smoking. Finally, it is smoked and cooked to further enhance flavour and appearance. C&PM

FOOD AND BEVERAGES

BAR FOOD OFFERS – BREAKING IT DOWN T

here are many different objectives that venues may have when considering and introducing food offers behind the bar. Across the board, a good simple and fresh food offer can: • offer food at all hours, not just kitchen hours • create other profit centres in different bars or areas within a venue • comply with RSA laws • offer patrons a point of difference from other competing venues • help attract patrons at different times of the day or on different days of the week • provide food and snacks that can help prevent patrons from leaving to find food elsewhere • provide food in gaming areas as an additional service or promotion. In the following article, we create a menu, and break it down so that it can be used as a starting point and a guide for venues looking to introduce convenient food offers freshly cooked outside of the kitchen, in a bar, sports bar, or cafe within a club.

THE EQUIPMENT For this case study, we will be using the Perfect Fryer for the cooking of the food. The Perfect Fryer can be placed in virtually any location in a venue as it is fully enclosed and doesn’t require surrounding infrastructure such as hoods, canopies or kitchen-like environments. Compact and with a small footprint, the unit can fit into most environments and, due to its automatic nature, allows any bar staff to operate it. This means no increase in labour costs, which makes break-even point on the food offer very low. Invest in quality equipment up-front to reduce the ongoing overhead costs associated with specialised staff, kitchens or cooking spaces. It delivers food with great taste, fast cooking times and with ease.

THE MENU For this case study, we have constructed a very simple menu. There are literally thousands of options and combinations available on the market.

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An important factor when considering the menu made up of food types and price points is what are the objectives of a food offer, and what type of customers are you aiming at? Are you aiming to attract new patrons, or get more add-on sales from existing patrons? Are you trying to maximise profits from food sales, or trying to use food for other objectives? For the basis of this case study, we are constructing a menu that is popular, can be eaten as a snack or ‘meal’ or shared, is easily eaten with fingers and involves very little preparation. There are five menu items: Fish and chips – Flathead tails in tempura batter with crispy chips

Sweet chilli chicken tenders – $8 Chicken tenders with sweet chilli coating served with wedges Asian basket – $8 Selection of mini spring rolls, samosas, mini dim sims Famous crispy chips – $6 Generous serve of our famous crispy chips with dipping sauce Wedges – $6 Spicy battered wedges served with sweet chilli and sour cream All food is cooked in the Perfect Fryer. Each menu item is programmed into the fryer to achieve ease of cooking and a consistently and perfectly cooked product. All food is stored frozen for long shelf-life with virtually no waste and for ease of handling. Foods can be packed or bagged into individual serving sizes in quiet times or in the main kitchen and sent to the bar area.

FOOD AND BEVERAGES

Menu item

Menu price

Food cost

Food cost as %

Gross profit %

Fish and chips

$2.40

30%

70%

Sweet chilli chicken tenders

$2.50

31%

69%

Asian basket

$2.35

29%

71%

Crispy chips

$1.80

30%

70%

Wedges

$1.95

32%

68%

We have achieved a menu that is appealing and popular at a very reasonable price point; however, maintaining a low percentage food cost to sell price, subsequently presents very good profit margins. These foods can be purchased through any of the regular frozen food distribution companies.

THE SALES Implementing the food offer is generally an easy process. The trick is educating patrons that you have a food offer. This should be done both within and outside the venue. Outside marketing can be with promotions and advertising, in conjunction with events and other promotions; inside the venue can involve the introduction of menu promotions at the bar and point of sale, on tables, at gaming machines, on signage next to TV screens, or on billboards in toilets. The following table shows the menu items with different quantity of daily sales with what the corresponding total yearly gross profit would be. Daily serves

Daily serves

Fish and chips

Sweet chilli tenders

Asian basket

Crispy chips

Wedges

Yearly gross profit

$27,375

$45,625

$91,250

$182,500

$273,750

Looking at the above table, a good food offer can achieve some great profits. In addition to the direct sales and profits from food, there are the add-on sales that can be achieved when customers are happier and stay longer – such as increased drink sales and other in-house revenue streams. What is interesting is that very low food sales of just three serves of each item on the menu sold per day equates to a yearly gross profit of $27,375. Based on this relatively low sales volume, the payback on equipment would be achieved quickly: in approximately six months. Return on investment (ROI) on equipment would be over 200 per cent per annum.

CONCLUSION The introduction of a very simple menu that is easy to implement and that is going to include popular food choices for patrons is not a hard task.

Introduce good-quality equipment that takes away the need for surrounding infrastructure and skilled staff, but still provides a very good-quality and consistently produced product. Look at creating a menu with food types and price points that will appeal to the clientele that you are targeting, and that meets the objectives of introducing the food offer. Remember, those objectives can change over time and the menu should change to reflect that. Choose food types that require very little preparation so bar staff need only take the bag, put it into the drawer and press the button. Promote the offer early to educate patrons about the offer. Then measure sales and determine how the objectives of the food offer are being achieved. Easy! C&PM

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MCEC’s Executive Chef, Tony Panetta

MCEC WINS with house-made products

The Melbourne Convention food products in-house, and and Exhibition Centre (MCEC) advises all venues to consider it in recently won several medals for its their menu planning. house-made foods at the Royal lubs and Pubs Manager (C&PM): Melbourne Melbourne Fine Food Awards. Convention and Exhibition Centre (MCEC) recently Clubs and Pubs Manager made won several awards at the Royal Melbourne Fine Food Awards (RMFFA). It’s quite unusual for a convention a special visit to the vast MCEC centre to take out medals at industry awards like these; kitchens below the function what makes MCEC different? rooms to see where the food TONY PANETTA: We are trying to break the mould that surrounds traditional business events catering. Our skilled magic happens. We spoke to kitchen team produces 90 per cent of the venue’s menu Executive Chef Tony Panetta, who items in-house, including yoghurt, ice-creams and sorbets. proud that our dishes are made from scratch in our coordinates the impressive kitchen, We’re kitchen. Our approach is to think local and support Victorian which caters for events of all sizes producers by sourcing the best seasonal ingredients. One of the reasons we make our food items in-house and scales – from canapés for 20 is to showcase the skills of our chefs, many of whom to banquets for 2000. Mr Panetta have worked in some of the world’s leading restaurants. Producing items in-house gives the team a creative outlet says the benefits outweigh the because they can come up with unique items for MCEC’s negatives when it comes to making menu that we can put our own stamp on.

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This year, we won seven medals in the RMFFA, including four golds, two silvers and one bronze, and took out the champion yoghurt trophy at the Royal Melbourne Show. All our medal-winning products feature on MCEC’s menus and highlight Victorian produce to visitors from around the world. C&PM: Restaurants are increasingly just purchasing food items to serve in their venues, but MCEC makes many of its core food items in-house. What are the costs, considerations and benefits of making items in-house? TONY PANETTA: As we’re not a restaurant and have a range of catering options, from small- to large-scale, our considerations around serving in-house produce are different to those of other venues. A benefit of producing food in-house is the service we can offer our customers; from a dietary perspective, we can control exactly what ingredients are used, which guarantees a quality end product that meets any dietary requirement.

TONY PANETTA: When the convention centre opened in June 2009, we utilised the full potential of our state-of-theart kitchen, the advanced equipment and the skills of our team. First, we started off by curing our own meats and fish, and baking our own cookies and muffins. From there, we gradually started making ice-creams, sorbets, yoghurts and labna to a point where we now make about 90 per cent in-house; and our goal is to continue making even more in MCEC’s kitchen. C&PM: Are there any types of venue that might not be suited to producing food items in-house (i.e. rural, large, small, target patrons), or can it work for everyone? TONY PANETTA: To a certain extent, all types of venue can adapt what we do to their own operation; you just need to determine what works best for your kitchen, chefs and venue. Our approach is to apply a small venue restaurant

Another area we can control in relation to producing items in-house is access to quality and fresh seasonal produce. Because we work closely with our suppliers, we can design our menus around what’s in season. For our staff, it’s an opportunity to be recognised within the industry for their work. MCEC’s medal wins validate our food and wine philosophy and our approach is a genuine point of difference compared to many venues. C&PM: What are some examples of food items that venues can start making themselves? TONY PANETTA: Venues can certainly make base products themselves, just like we do here in our kitchen: everything from stocks, sauces, soups and relishes, to labna and condiments. Little touches like these can really make a kitchen and their chefs stand out. C&PM: How should a manager or chef go about planning a menu that incorporates house-made foods? TONY PANETTA: Venues can think creatively about how and what house-made products they can incorporate into their menus. For example, we were already producing our own house-made yoghurt as part of the MCEC breakfast menu, and decided we could develop this by making labna with our excess yoghurt. Our silver medal-winning labna now forms part of our daily menus and is used at lunches and dinners. C&PM: Has making foods in-house always been important to the MCEC or is it a recent development? Did you start out with just a few house-made menu items and gradually add items, or just go straight for a larder overhaul? CLUBS AND PUBS MANAGER SUMMER 2012–2013 • 51

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BUYING FROM REGIONAL FARMERS AND SUPPLIERS MEANS WE CAN PROVIDE GREAT EXPOSURE FOR LOCAL PRODUCE AND GIVE SUPPLIERS THE CHANCE TO BUILD THEIR BUSINESSES mentality to large-scale events. Because we’re cooking for large numbers the majority of the time, we’re looking at ways our kitchen can be more productive with time, so we’ve started by slow-cooking some of our meat overnight. This has proved a great advantage for us by providing more time to make other house-made products during the day.

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C&PM: MCEC has a strong focus on using local produce, such as oil, milk, and meats. How important is it for restaurants to support local producers, and what are the benefits to the venue, and to diners? TONY PANETTA: For our thousands of international visitors, MCEC might be their first taste of Melbourne; so, as a venue, we’re thrilled that we can do our part in putting Victorian produce on a global stage, while injecting millions into the local economy. Our menus list where Victorian ingredients are sourced so that diners can associate their dishes with different regions across the state. No house wine is served. Instead, we hand-select wines from smaller boutique wineries across Victoria, regularly rotating the feature wine region. Buying from regional farmers and suppliers means we can provide great exposure for local produce and give suppliers the chance to build their businesses, especially if they are a smaller operation. Fresh and seasonal: the best produce around! C&PM: Do you think that your use of local produce helped you win at the Royal Melbourne Fine Food Awards? If so, how?

FOOD AND BEVERAGES

TONY PANETTA: Victorian produce is world-class and we’re incredibly lucky to have access to quality produce right on our doorstep. Each individual ingredient featured in our RMFFA entries, from local berries and milk, to eggs and oil, contributed to our medal wins. C&PM: What response have you had from patrons, suppliers, employees and the hospitality industry to your house-made foods and locally sourced menus? TONY PANETTA: We’ve had an incredibly positive response and visitors can be surprised that our venue has an in-house team of chefs who produce dishes from scratch. Our food and wine blog ‘From Farm to Fork’ has been a great tool in giving people an understanding of our philosophy, and has resulted in a genuine interest from patrons, suppliers and industry to visit the MCEC kitchen and see what we do. We have an open-door approach to new suppliers and the more farmers and winemakers hear about our local and seasonal approach, the more produce options we have coming our way, which is great. The staff members feel a sense of pride in taking ownership of products they’ve handcrafted and that are featured on MCEC’s menus. C&PM: Do you have any advice or further words for restaurant managers interested in making their foods inhouse? TONY PANETTA: The benefits outweigh the negatives when it comes to making your food products in-house. You have control of the produce sourced and how it’s made, and a quality end result that you can be proud of. It’s achievable, regardless of venue size and scale, and for us, it certainly is a great achievement to make something from scratch and put our unique stamp on it, while supporting local suppliers in the process. C&PM

MCEC’S AWARDS INCLUDE: • Royal Melbourne Fine Food Awards 2012 – awarded seven medals, including four gold for house-made torrone, vanilla yoghurt and sorbets • Royal Melbourne Fine Food Awards 2011 – awarded eight medals, including gold for house-made mandarin and passionfruit sorbet • Victorian Meetings and Events Australia ‘Banquet and Catering’ Award 2010.

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PRAWNS: wildly good for you No summer menu would be complete without prawns; everyone loves them – especially paired with a cold beer or a crisp white wine. It’s just as well that the environmental credentials of the Northern Prawn Fishery have just been given the global blue tick for sustainability, and just in time for the peak prawn-eating season: summer.

he Northern Prawn Fishery (NPF), Australia’s largest and most valuable prawn fishery, has just been certified as sustainable against the Marine Stewardship Council (MSC) global environmental standard for sustainable and well managed fisheries. NPF banana, tiger and endeavour prawns, which come from some of the most abundant and isolated stocks in the world, will now carry the blue MSC marine ecolabel. With no carbohydrates, low fat content, abundant omega-3 for a sharper mind, and sustainable harvest for a better planet, Northern Prawn Fishery wild-caught prawns are helping Australians to eat better in every way. The 6000 kilometres of coastline that are home to prawns boast the most spectacular untouched wilderness with a diverse range of wildlife that few humans have seen. Succulent banana, tiger and endeavour prawns live here, side by side with immense crocodiles, exotic species of fish, birdlife and plants. Tom Kime, international chef, author, and owner/chef of one of Australia’s leading sustainable seafood restaurants, Fish & Co, was part of the official MSC certification declaration lunch.

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‘Partnering the most iconic Australian seafood – prawns – with the internationally respected ecolabel of the MSC is a masterstroke,’ he says. ‘This is great timing for the summer festive period when Australia’s most popular seafood really comes into its own. ‘Sustainability is not posh or highbrow; it is about everyday seafood choices. With MSC certification for the Northern Prawn Fishery, every barbecue in Australia can be sustainable… with readily available prawns like their banana and tiger prawns,’ says Kime. ‘Sustainability is not a political move; it is a practical step to ensure the long-term viability and profitability of the Australian prawn industry. I have worked alongside many fisheries that have made their sustainable status very public and they have all benefited greatly from this move.’ The Northern Prawn Fishery’s partnership with the MSC comes at a time when consumer awareness of sustainable seafood issues around the world is growing, and Australian consumers are starting to demand evidence of where their food comes from. The MSC blue label of sustainability is a global, no-ifs, no-buts guarantee of sustainability. An MSC assessment is conducted by independent certifiers who examine the sustainability of the target fish stock, the environmental impact of fishing operations and the management and governance systems that are in place. The assessment of NPF covers its 52 vessels that ply the fishery’s 771,000 square kilometres of pristine

PRAWNS ARE ONE OF THE MOST HIGHLY SOUGHT AFTER AND WIDELY CONSUMED SEAFOOD PRODUCTS IN AUSTRALIA, ESPECIALLY AT CHRISTMAS AND DURING SUMMER tropical waters off Australia’s northern coast, from Cape Londonderry in Western Australia, to Cape York in Queensland. ‘Prawns are one of the most highly sought after and widely consumed seafood products in Australia, especially at Christmas and during summer,’ says Patrick Caleo, MSC Manager Australia and New Zealand. ‘The NPF is now in a position to meet the growing consumer demand for sustainably sourced seafood by being one of only a handful of prawn fisheries around the world certified by the MSC,

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Canapés featuring NPF prawns were served at the official announcement event with several of Tom Kime’s own recipes among them.

ASAM UDANG TAMARIND FRIED PRAWNS This is a simple recipe and very delicious, with a blend of the four major tastes – hot, sweet, salty and sour – in one mouthful. Serves 4–6

INGREDIENTS: • 600g prawns, raw and de-veined • 2 tablespoons of tamarind pulp • 1 tablespoon of light soy sauce • ½ teaspoon of sugar and the first fishery in the world to supply MSC-certified banana and tiger prawns.’ NPF CEO Annie Jarrett describes the certification as a delicious Christmas bonus for the NPF as a fishery, as well as for Australians who care about the best environmental choice in their seafood. ‘We are producing some of the world’s finest quality wild-caught prawns and we are keen to continue to improve our environmental credentials,’ she says. NPF has an annual catch of 749 metric tonnes of tiger prawns, 7711 metric tonnes of banana prawns, and 437 metric tonnes of endeavour prawns, worth approximately A$89 million, with prawns exported and sold domestically. The internationally recognised MSC certification will also be an asset in export negotiations. Great for your body, mind, and conscience, NPF prawns are wildly good for you; they are concentrated natural nutrition. Banana prawns go well in salads and, for a new twist on an old theme, can be substituted for chicken or pork in favourite dishes. As well as being high in protein, prawns contain magnesium, which plays a role in bone development and nerve and muscle function; zinc, which is good for growing bodies, and selenium, an important antioxidant. Prawns are an excellent source of vitamins, including iodine, which is essential for thyroid gland function, iron for red cell formation, and zinc for wound healing. Banana prawns are especially rich in niacin, a B vitamin essential for healthy skin. 56 • CLUBS AND PUBS MANAGER SUMMER 2012–2013

• 1 teaspoon of crushed black pepper • ¼ teaspoon of crushed dried chilli • salt • 2 tablespoons of oil for cooking.

METHOD 1. Slit the back of the raw prawns and de-vein them with a sharp knife. Mix all the marinade ingredients, except the salt, in a bowl and add the prawns, cover and leave for one hour, turning two or three times to fully coat in the marinade. 2. Season the prawns with salt. Heat the cooking oil in a pan over a medium to high heat and fry the prawns until they are dark brown on both sides. These can be served as a starter with some cucumber slices or as part of large meal with a number of accompaniments.

BANANA PRAWN LINGUINE WITH LEMON, CHILLI AND GREEN HERBS The sweetness of banana prawns is truly amazing when cooked quickly and simply. The combined colours of the prawn meat and strips of lemon zest, red chilli, torn basil, dill and parsley look like jewels amongst the strands of linguine on the plate. Serves 4–6

FOOD AND BEVERAGES

INGREDIENTS • 30 peeled banana prawns

KNOW YOUR PRAWNS

• 4 tablespoons of extra virgin olive oil

NPF TIGER PRAWNS

• 1 clove of garlic, finely chopped

With their obvious stripes, tiger prawns are a great prawn for display and have a medium flavour.

• 2 red chillies, de-seeded and finely chopped • 3 sprigs of flat-leaf parsley, picked and roughly chopped • 3 sprigs of basil, picked and roughly chopped • 3 sprigs of dill, picked and roughly chopped • zest and juice of one lemon • salt and freshly ground black pepper • 400g linguine.

METHOD 1. Place the prawns on a chopping board and cut them in half lengthways. Clean away the digestive tract with the point of a knife and discard. 2. Heat a little of the olive oil in a heavy saucepan over a medium to high heat. Add the chopped garlic and half the chilli and cook for one minute until they start to colour and become aromatic. Add the prawn halves on a medium to high heat for about two minutes, turning the shellfish once. Season the prawns with salt and freshly ground black pepper. 3. Place the prawn meat in a bowl and add the lemon juice, lemon zest and the rest of the olive oil. By dressing them when they are hot, they will absorb lots of flavour and give lots of flavour to the dressing. Allow the mixture to cool slightly before you add the herbs, otherwise the heat will spoil the colour of the greens. 4. Meanwhile, bring a large pan of salted water to the boil and cook the linguine until it is al dente: about eight minutes. Strain the pasta and return it to the pan with a splash of cooking water to keep it moist. 5. Add the prawns, oil and lemon to the pasta, with the remaining fresh red chilli, and add half of the roughly chopped herbs. Mix together and season with freshly ground black pepper. Mix so that all the strands are covered in the sauce and chopped herbs. When you taste this mixture, the prawns will be sweet, the chilli and the black pepper will be hot, and the lemon juice will be sour; the seasoning will blend together to form a perfect balance of flavour and a deliciously simple dish. Garnish the pasta dish with the remaining chopped mixed herbs. C&PM

When raw, they have distinctive grey, blue or black stripes that turn red when cooked. NPF tiger prawns are available throughout the year. The two species that are commercially sold as tiger prawns (brown tiger and grooved tiger) are very closely related. They can be cooked on the barbecue, served whole with mayonnaise or aioli to show off their dramatic colour, or added to soups, as their firm flesh holds together well. Tiger prawns are well suited to garlic prawn dishes and their flavour will be enhanced by marinating.

NPF BANANA PRAWNS Banana prawns are medium-sized with a sweet, mild flavour. There are two varieties of banana prawn: regular banana prawns with red legs, and white banana prawns with cream and yellow legs. They are affordable, readily available in fishmongers and supermarkets, easy to prepare, quick to cook and sustainably harvested. Wild banana prawns get the tick from anyone with taste. They are available throughout the year and are perfect for the Christmas table. Well suited to Asian-style cooking, banana prawns often perform better as part of a dish than served alone, and the sweetness of their flesh goes well with spicy flavours.

NPF ENDEAVOUR PRAWNS Endeavour prawns have a beautiful, distinctive sweet flavour that stands up well in spicy dishes that can overpower other prawns. As they are generally smaller, Endeavour prawns go well in brochette form as well as bite-sized portions in finger food. They also are perfect for salads and seafood platters.

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FOOD AND BEVERAGES

STUNNING WINES with an all-star line-up The Melbourne Food and Wine Festival, now running for over 20 years, takes over Victoria once a year with over 200 events exploring the wonderful world that is food and wine. For chefs and managers who are not quite au fait with the world of wine, an event such as this can prove a valuable learning experience.

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FOOD AND BEVERAGES

he Festival’s Acqua Panna Global Wine Experience in March 2013 is known for bringing together exquisite and rare wines each year, and the 2013 line-up is no exception, offering a never-to-berepeated wine experience for festival visitors. International first lady of wine, Jancis Robinson OBE MW, wine educator, writer and critic, will be headlining the exciting line-up and delving into international benchmark wines and rare grape varieties alongside some of Australia’s and New Zealand’s most inspirational wine writers and makers. There are four global benchmark wine-tasting sessions scheduled, all to be held at the ANZ Pavilion at the Arts Centre at Southbank alongside Melbourne’s Yarra River. With a diverse range of wines and speakers across the four sessions, there is something for every wine lover. ‘Whose Pinot Reigns Supreme?’ will open the program on Saturday morning. Moderated by Nick Stock, Australian winemakers Michael Dhillon (Bindi Wines) and Nick Farr (Wine by Farr) will battle it out with New Zealand winemakers Nick Mills (Rippon Vineyard) and Blair Walter (Felton Road) to see whose Pinot is truly the best. Some of the wine highlights are Ata Rangi, New Zealand, and Bass Phillip Reserve, Australia. On Saturday afternoon ‘Great Wines of the World: An Exploration’ will follow. With 12 benchmark wines handpicked by Ms Robinson herself, and moderated by Max Allen, this session is such a special event and truly not to be missed. Guests will be guided through special wines from around the world in an attempt to find out where greatness is really made. Wines such as Equipo Navazos Bota 23

Amontillado, Spain, JJ Prum Auslese Goldkapsel, Germany, and Chambers Rare Muscadelle, Australia, will no doubt delight. The latter wine alone retails for around $250 for 375 millilitres. ‘To Champagne… and Beyond!’ will open the play on Sunday morning. Moderated by Nick Stock, guests will be treated to some of the best new-breed and great classic sparklings available. There will, of course, be Champagne thrown in the mix. Ed Carr (winemaker) Lincoln Riley (sommelier) Kate McIntyre MW (wine educator/producer) and Tyson Stelzer (wine writer) will join Nick Stock in this fun and educational session. Some of the wine highlights for this session include Krug Vintage and Jacques Selosse V.O., France and House of Arras Late Disgorged, Australia. Sunday afternoon will bring the Acqua Panna Global Wine Experience to a close with ‘The Wines of Wonderland’. This session showcases some of the world’s more weird and wonderful (and in some cases, rare and endangered) wine varieties we may not even have heard of. Max Allen will moderate while Mike Bennie (wine writer), Kim Chalmers (wine producer), Jane Faulkner (wine writer) and Jancis Robinson will make up the panel. Some of the exciting wines on tasting will include Sigalas Santorini Assyrtiko, Greece, and DJP ‘Moncerbal’ Mencia, Spain. Wine lovers can purchase a single ticket or settle in for the whole weekend to experience a kaleidoscope of truly great wines. C&PM For full information, visit www.melbournefoodandwine.com.au

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TECHNOLOGY

BOWLING CLUB transformed by TECHNOLOGY BY PATRICK CRICK, CHIEF EXECUTIVE OFFICER, ARMIDALE CITY BOWLING CLUB

After over 20 years of little to no investment in the technology systems at Armidale City Bowling Club’s catering operation, a strategic technology project was developed to introduce a suite of innovative applications to transform the Club’s profitability by streamlining frontand back-of-house operations. Armidale City Bowling Club recently won the ClubsNSW Innovation in Technology Award for its efforts.

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TECHNOLOGY

his investment in technology was imperative, as the Club had doubled its food production volume in 12 months by expanding its banquet operations and improving food control, and profitability was beginning to suffer due to a reliance on manual processes. The aim was to strategically position the Club’s catering operation as a standalone business unit, unsupported by other departments. In order to achieve this, several barriers to success needed to be addressed through the development of technology. The first barrier was the Club’s reliance on labour and the risk associated with skilled labour shortages due to our remote location. Using state-of-the-art equipment has allowed chefs to concentrate on managing and organising food production processes. Regeneration ovens were purchased to allow food to be prepared prior to a banquet and then held until service, reducing the staff requirement for service periods. Regeneration ovens can hold food at specific temperatures whilst also controlling humidity and steam levels in order to keep food fresh, allowing the Club to be more flexible with food production. These ovens are also fully movable, allowing for the development of tailored offsite catering packages by providing easily established mobile satellite kitchens. This also allows us to attract industry professionals and retain their skills by offering them exposure to solid processes and training in equipment that is absent from most regional kitchens. Streamlining decision-making was an important consideration, and the Club is now able to rely on technology to add value to processes and provide more detailed, easily accessed information. Resort recipe costing software was purchased to produce detailed recipe cards on which the cost of various items are updated automatically from live exports from the Club’s inventory stocking system.

IN ADDITION TO ACCURATE COSTING, THE CLUB IMPROVED FOOD PROCUREMENT PROCEDURES TO ALLOW FOR TOTAL AUDITABILITY AND ACCOUNTABILITY Roster ‘costers’ were developed in Excel and linked to forecasted revenue projections for our bistro and banquet operations, allowing chefs to plan and organise staff and production to budgetary constraints using accurate information. In addition to accurate costing, the Club improved food procurement procedures to allow for total auditability and accountability. A relationship was developed with a buying group to provide economy of scale and ensure menu costs remain relatively stable. This was coupled with the establishment of an online purchasing system through the buying group, which centralised all purchasing to one buying portal, through which chefs can purchase ingredients and make pricing queries and comparisons. The portal also provides a transparent and auditable ordering process. Through this facility, we also have the ability to develop our recipes online and have them updated automatically directly in relation to the supplier’s current market rates.

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The Club also prioritised opening up avenues for exclusive products and supply advantages by bringing food in direct from the Rocklea Markets. This gives the Club an edge in a limited regional location. Managing our own supply transport has meant we have had to rely on temperature chips to regulate and monitor the temperature of meat products. We also use these chips to monitor the temperature over set periods for internal fridge checks, and pack the chips into the pallets at our Central Cross stocking area at the markets. These chips are then inserted into a computer to give graphic representations of temperature over time. The use of cutting-edge technology has also seen an improvement in staff morale and motivation, as team members are exposed to less frustrating, more streamlined processes. The online rostering system is a good example of this, allowing team members to remotely access the roster and request time off, as well as providing the Club with departmental wage breakdowns and absenteeism reporting.

The Club has also invested heavily in wireless communication devices, providing chefs and wait staff with multi-channel communication devices for seamless communication between sections within the kitchen, as well as providing communication between banquet areas, floor staff and kitchen staff across six separate banquet areas. Wireless section pages were also installed so that service staff can be summoned when meals have been prepared, replacing the common bell method.

WITH ALL OF THESE NEW TECHNOLOGICAL DEVELOPMENTS, IT WAS IMPORTANT THAT THE CLUB MINIMISE OVERHEAD COSTS TO ENSURE FINANCIAL VIABILITY Central to our whole strategy was a new point of sale system, which incorporates an inventory stocking system that tracks all inventory purchases, can handle recipe development, generates purchases to par levels and holds recipe cards for each manufactured product. A conscious effort was made to ensure this system accommodates promotions for products, and membership point accrual for food and beverage purchases, allowing us to develop a structured membership loyalty program. When investigating options, we had to be mindful of the ability of the system to communicate with our gaming system to ensure that members’ loyalty points can be passed easily between systems. With all of these new technological developments, it was important that the Club minimise overhead costs to ensure financial viability. In an unstable political and economic environment, the risk associated with the consumption of energy within our kitchen operation required minimisation if we were to continue to deliver value and quality to members. To address this, we implemented a DMX lighting control system with sensors and programmable scenes – such as cleaning scenes – with reduced light emission. The Club’s main kitchen also underwent a full retrofit, with LED lighting introduced throughout.

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TECHNOLOGY

In order to monitor the success of the technology improvements, the following key performance indicators – both financial and non-financial – were set for monthly and annual measurement. Here is a comparison to actual results: Target

Actual

$300,000 total budget allocation.

Successful with only $279,000 spent.

Reduce catering annual leave liability by 20 per cent without increasing wage ratio above 45 per cent.

Managed a 45 per cent entitlement reduction and a wage ratio of 42 per cent during this period.

Reduce the kitchen and front of house wage ratio to below 42 per cent, whilst retaining flexibility to react to demand fluctuations such as parttime and casual employees.

Increased part-time and casual employees by 15 per cent and reduced wage-tosales ratio to below 41 per cent.

Increase banquet revenue by 10 per cent for financial year 2010/11.

Increased banquet revenue by 28 per cent for financial year 2010/11.

Reduce food cost percentage to below 40 per cent.

Reduced to 38 per cent.

Reduction in food wastage to Food wastage reduced below one per cent of total to below one per cent of revenue. revenue. Reduce total kitchen hours worked by five per cent.

Total kitchen hours worked reduced by nine per cent.

Develop an offsite catering business.

Signed a contract to deliver event services for the National Trust and local council, bringing in approximately $100,000 in offsite catering per annum.

The results against the project’s intended non-financial objectives are as follows: Target

Actual

Reduce unplanned staff turnover to below five per cent of all turnover.

Unplanned turnover for financial year 2010/11 reduced to two per cent.

Ensure 95 per cent of new Too early to gauge; however, staff reach over 12 months of zero turnover to date in this tenure. category. Reduce unplanned Unplanned absenteeism absenteeism by five per cent. accounts for less than one per cent of total absenteeism. Reduce member dissatisfaction to less than one per cent of member feedback responses.

Member dissatisfaction initially grew and now has subsided to below previous levels.

Reduce team member overtime to less than two per cent of total wage expense.

Team member overtime reduced to lower than one per cent of wage expense.

Have all menus costed and recipe cards standardised and published.

All banquet and restaurant menus standardised and costed effectively.

Wage costers developed and All rosters now performed rosters performed to budget on real information and to and forecast. budgetary and forecast constraints.

Staff engagement with all aspects of the technology introduced has been positive, and total return on investment from financial projections will take approximately three years. The next step was to communicate our new capabilities and offerings to a wide demographic and make this information easy to obtain and update to ensure that all

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TECHNOLOGY

stakeholders were informed of the developments that involve expenditure of members’ funds. The following communication facilities were used:

SOCIAL MEDIA With over 1600 followers on our Facebook, Twitter and Foursquare accounts, the Club was able to directly inform people about the progress of technological developments and the specific advantages of the developments. Pictures could be shared and results broadcasted, making this a powerful tool for engaging and informing the community. By advertising these different platforms in our adverts, the Club was able to drive people to these sources for information on the developments.

GENERAL ADDRESS During raffles and other mass gatherings of members, the Club’s CEO and Operations Manager informed members of the planned developments and answered any questions regarding the facilities that would be affected. Management also scheduled time for one-on-one engagement with individual members to answer any questions and provide members with more detailed information on expenditure and other issues.

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STAFF MEETINGS All staff were engaged from the start of the process through to completion. Staff members aided in the development of the technology by identifying areas where technology would benefit their roles and streamline processes. Through the Club’s consultative committee process, suggestions were approved and staff members were given constant reports on progress.

LOCAL MEDIA ADVERTISING The Club’s new capability to provide offsite catering through mobile kitchens has been the focus of our external advertising campaign in print and radio media. While developing the new technology to provide this service, the Club signed a contract with the National Trust to deliver event services at a historic homestead outside of town. On the back of this, we launched print and radio adverts explaining the new relationship and the Club’s newly developed capability to provide cost-effective and professional offsite catering on the back of the technology investment. C&PM

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