You’re in hospitality. We have a banking expert for that - Dean. Call Dean Cleary, Relationship Director on 0413 875 241 to find out how your business can benefit from our hospitality banking expertise.
Bank of Melbourne
© 2019 Bank of Melbourne – A Division of Westpac Banking Corporation ABN 33 007 457 141 AFSL and Australian credit licence 233714. WBC01275BOM 0719
CHIEF EXECUTIVE OFFICER’S UPDATE PADDY O’SULLIVAN | CEO
Whilst we have taken a small, but significant step towards the recovery of our industry these past weeks, AHA (Vic) is continuing to seek avenues of support through various government instruments. With the upcoming announcement of the Victorian State Budget, AHA (Vic) have provided the government with a proposal which outlines a range of measures that can be implemented to boost the recovery of members into 2021 and beyond. Please find below the cover letter of the AHA (Vic) budget proposal sent to the Victorian Treasurer, The Hon Tim Pallas MP. 28 October 2020 Dear Treasurer, We are writing on behalf of the more than 1,450 Victorian pubs and hotels employing over 52,000 Victorians and contributing $4.3B(approx.) to Victoria’s Gross State Product. Victoria’s COVID-19 business restrictions have affected hospitality businesses disproportionately due to the inherent limitation of online sales activity and the necessarily restrictive on-premise trading arrangements due to social distancing requirements. Whilst we welcome the Victorian Government’s acknowledgement of the financial plight of pubs and hotels through offering support initiatives e.g. the Business Support Fund, Payroll Tax relief, the Commercial Tenancy Relief Scheme, etc., Victoria’s publicans and hoteliers remain in desperate need of further regulatory and financial support. Business costs have continued to accumulate with minimal, if any, revenue coming in. A typical medium sized pub or hotel faces ongoing costs during COVID-19 restrictions of up to $10,000 per week, with an average of $25,000 per week for larger pubs and hotels. Pubs and hotels offer an in-person, on-premise experience. They go beyond a food and beverage activity through also providing a hub for the community to socialise, celebrate, commiserate and more, in a safe, caring and regulated environment. We propose that the Victorian Government provide further support to the licensed hospitality industry in the upcoming 2020-21 State Budget, or earlier if feasible, in a range of areas including: the introduction of a Hospitality and Tourism Stimulus Voucher Scheme, a Visa Worker Wage Subsidy for Employers, and a targeted Small Business Working Capital Loan Scheme. We would also propose further relief in respect of Payroll Tax, Land Tax, Liquor Licensing Fees, Local Government Rates and Gaming related business support. Victoria’s pubs and hotels will play a critical role in the State’s short and long term recovery from COVID-19. These proposals are directed to stimulating the sector sufficiently to enable it to effectively generate and respond to the community demand during this complex time. In addition, and to assist these proposals, pubs and hotels need greater flexibility when directing staff to take long service leave under the JobKeeper scheme, which currently under the Long Service Leave Act Victoria requires 12 weeks’ notice to initiate this process. We appreciate your consideration of these proposals for the Victorian 2020-21 State Budget and we would be pleased to discuss this further at your convenience. Yours Sincerely,
Paddy O’Sullivan Chief Executive Officer Australian Hotels Association (Vic) p.osullivan@ahavic.com.au
David Canny President Australian Hotels Association (Victoria)
As always, it is essential that we all remain in touch and ready to support one another. AHA (Vic) staff are only a phone call away and ready to assist.
6 | HOTEL TODAY | NOVEMBER / DECEMBER 2020
NATIONAL CHIEF EXECUTIVE OFFICER’S UPDATE STEPHEN FERGUSON | NATIONAL CHIEF EXECUTIVE OFFICER
sense approach was recognised by the Attorney-General in the Federal Parliament. In regards to JobKeeper, we were successful in securing a six month extension of the scheme. Success has many fathers, but Treasury acknowledges the AHA submission and other weekly sector specific data we provided at the time actually helped win that argument. We offered solutions not just complaints. And backed it with the financial resources of our associations. The modelling done by Ernst & Young laid out the actual case for continued support in crystal clear terms along with stats and forecasting reiterating how far behind we are trading in all states. During the worst year in living memory for our industry the national office has been working hard to keep member issues at the forefront of politicians’ minds in Canberra. Our national network and connections to Governments at all levels are second to none – and it has showed. Each state has its own unique set of circumstances and the differences between them sometimes seem to widen each day.
After the initial JobKeeper extension was announced, the AHA went back and helped secure further easing of the Business Turnover Test and extension of the Employee Eligibility start date to 1 July. We then turned our attention to commercial areas such as the Commercial Leasing Principles, bank deferrals and insolvency COVIDSafe harbour provisions.
TAA and AHA’s state CEOs and Presidents have worked tirelessly on localised responses in each state and territory and the whole organisation has been working toward nationwide solutions.
At the time of writing, with murmurings of a Federal election at the end of next year, we are focused on our request to suspend the Fringe Benefit Tax (FBT) for three years on meals and accommodation expenses (we are not seeking to remove it on alcohol).
Our efforts to open up hospitality venues as soon as possible and gain extra support for those still caught up in the pandemic have been critical.
This will give a much-needed boost to hospitality and stimulate recovery as the FBT unfairly penalizes members and increases compliance costs.
We all know it has been a tough year – but we have chalked up some successes against all the odds.
Since 1986 meals at hotels have attracted an FBT of 46.5%, in the meantime those at the big end of town has long since moved to their own boardrooms to continue their corporate lunches (which don’t attract FBT), leaving hotels and restaurants to suffer.
Here are just a few examples: When it comes to the important area of industrial relations, we moved rapidly to negotiate agreed flexibilities with the United Workers Union in relation to the Hospitality Industry Award. This common-
Impact on GDP – ranging from $408m to $850m Impact on employment FTE – ranging from 2,911 to 4,230 GDP per dollar of cost to government – ranging from $1.89 to $3.81 There’s no doubt changes to FBT on meals and accommodation would benefit members, see an increase in the number of business meals in Australian hotels (and create jobs in the struggling hotel industry) and by extension, provide a boost to the Australian economy when it needs it most. With hotels experiencing substantial downturn in sales, venues closing, unemployment modelled above six percent for years to come and consumers’ ability and/or willingness to spend curtailed, removing the FBT makes common sense. It would: • Stimulate the hospitality, accommodation and tourism sector and assist in its recovery • Protect existing jobs and create new jobs • Increase profits and taxable incomes thereby increasing tax revenue • It would benefit other small businesses – for example tradies, builders and hairdressers – allowing them to shout good staff members a meal or weekend away. We will keep you posted on the efforts to remove the FBT and be assured, we will continue to chase further relief while this pandemic continues – particularly for our hard-hit members in Victoria. Stephen Ferguson CEO Australian Hotels Association
The benefits of a removal of the FBT are obvious. Economic modelling by EY shows:
AHAVIC.COM.AU | 7
Squealing Pig unveils innovative new release -
‘GINSECCO’ households included gin in their basket, reflecting a 34% increase in penetration3. Bottled prosecco is also in significant growth, growing at +26% vs YA and is the fastest growing sparkling varietal4. Now available through select liquor retailers and on-premise venues nationally, Squealing Pig Ginsecco launches in a 250ml slimline can. The product includes the same base gin (with 10 botanicals), as featured in Squealing Pig Rosé Gin, together with Squealing Pig Prosecco and soda. The result is a refreshing drink, packed full of flavour; in an easy to consume format. 99 calories, 1 standard drink per can. Squealing Pig also released a Rosé Ginsecco to complement the new range – crafted from their leading rosé with crisp prosecco, perfectly balanced gin and spritzed soda. Treasury Wine Estates Chief Marketing Officer Angus Lilley said that the Squealing Pig Ginsecco was born from the latest drinks craze of mixing gin with prosecco combined with the popularity of both categories.
It’s a clever little piggy, Squealing Pig, launching Squealing Pig Ginsecco in response to consumers’ thirst for refreshing beverage options that are fun, engaging and play to the continued rise in popularity of both gin and prosecco. As Australia’s Number one Rosé1, Squealing Pig has continued to grow its customer base over the past twelve months thanks to the introduction of their Rosé Gin, Pinot Noir Gin and popular wine in can offering. The gin boom shows no sign of slowing down with 26% year on year growth driven by strong premiumisation and an increase in average unit price2. In Australia alone in 2019, 114,000 incremental
“The response to our Squealing Pig Rosé Gin launch last year has been incredible and likewise with the introduction of Squealing Pig Pinot Noir Gin in July,” Angus said. “With Gin and Prosecco leading the charge in popularity in the alcohol segment, it makes sense to create a product that merges the two - and what better brand to launch this exciting new category than Squealing Pig, renowned for its quality and expertise coupled with playfulness and not taking wine too seriously.” The 10 botanicals in the gin include juniper berries, citrus peels, lavender
8 | HOTEL TODAY | NOVEMBER / DECEMBER 2020
blossoms, coriander seeds, angelica seeds, rosemary, cardamom, fennel, peppermint and laurel leaf. The Rosé Ginsecco features two additional botanicals; clove and cinnamon. Squealing Pig Ginsecco is now available through select liquor retailers and on-premise venues. To speak to a local TWE representative, contact 134 893. 1
IRI Aus Liquor Wtd MAT to 21/06/20,IRI Aus Liquor Wtd
MAT to 21/06/20 2
IRI CATEGORY REPORT MAT 6/10/19
3
IRI CATEGORY REPORT MAT 6/10/19
4
IRI CATEGORY REPORT MAT 6/10/19
Wynns Coonawarra Estate release 2020 WYNNSDAY COLLECTION The first Wednesday of October marked the new vintage release for Wynns, coined ‘Wynnsday’. Established in 1951 with history dating back to the late 1800’s, Wynns Coonawarra Estate is the region’s pre-eminent wine producer, and largest single vineyard holder, with the best and longest established vineyard sites in Coonawarra. Its wines are regarded as benchmarks for the district; lauded for both their consistent quality and depth of flavour. This year, the 2020 Wynnsday Collection comprises five special wines from the heralded 2018 vintage, including our Harold Single Vineyard Cabernet Sauvignon. Wynns Senior Winemaker, Sue Hodder says the 2018 vintage saw our oldest vineyards perform exceptionally well. “Wynns is fortunate to have many older vineyards and the 2020 collection, where we release wines from the 2018 vintage, reveals their individuality beautifully,” Sue said. “We are pleased to share with you ‘Harold’ as our Single Vineyard wine for our 2020 collection. Notably, Wynns’ very first Single Vineyard label was the 2001 Harold Vineyard and, in 2013, Harold was selected again. The 2018 is an excellent continuation to beautifully showcase the quality and terroir of this special vineyard.” Available now the 2020 Wynnsday collection includes: Black Label Cabernet Sauvignon 2018 Wynns Black Label Cabernet is a true icon of Australian wine. First produced in 1954, it has a reputation for ageing gracefully and displaying excellent varietal and regional characteristics. The wine is produced from only the top quality 20 to 25 per cent of Cabernet Sauvignon fruit grown in our terra rossa vineyards.
Black Label ‘old vines’ Shiraz 2018 Wynns ‘Black Label’ Shiraz is a superb example of Coonawarra’s cool climate style. Wynns is privileged to grow Shiraz on many prime locations within Coonawarra. We select the Black Label Shiraz from the oldest of them including the Undoolya vineyard which was planted in 1894. V&A Lane Shiraz 2018 V&A Lane is a long, straight road that dissects Coonawarra’s famous terra rossa strip at its midpoint. Surveyed in 1851, the lane divides the original electorates of Victoria and Albert, and the area is celebrated for exceptional cabernet sauvignon and shiraz wines. V&A Lane Cabernet Shiraz 2018 The cabernet vineyards from V&A Lane have been important contributors to Wynns’ top wines for many years. However, this area is also gaining a reputation for great shiraz And a marriage of the two varieties is a part of Wynns history, going back to its earliest blends. Harold Single Vineyard Cabernet Sauvignon 2018 In the best Coonawarra vintages, Wynns winemakers Sarah Pidgeon and Sue Hodder have the privilege of selecting one single vineyard to bottle separately. They choose from a small group of Cabernet vineyards that have their own important stories to tell. Notably, Wynns very first single vineyard label was the 2001 Harold Vineyard and, in 2013, Harold was selected again. The 2018 is an excellent continuation to beautifully showcase the quality and terroir of this special vineyard. The Harold Vineyard was planted in 1971 on a shallow ridge in the terra rossa soil. It was named after Harold Childs who Farmed the area prior to selling the land to Wynns. The 2020 Wynnsday Collection is available now from fine wine retailers across Australia.
AHAVIC.COM.AU | 9
AHA (VIC) MEMBERSHIP UPDATE KIMBERLEY MALCOLM | SENIOR MANAGER – MEMBERSHIP & INDUSTRY ENGAGEMENT
I quickly checked out her Tedx talk in Christchurch and was blown away. I want to share a little about what I learnt from Dr Lucy Hone. Firstly – adversity doesn’t discriminate. As humans, we are all susceptible to it. Think COVID-19 (I know, how can you not?) – the virus and its affect have not discriminated. Regardless of what kind of pub you operate – large, small, gaming, F&B, no debt, lots of debt, successful or struggling. It’s impacted every single one of you. The good news? You can learn to rise above adversity to help you navigate these tough times. Here are Dr Lucy’s top three strategies: This pandemic has invigorated many a buzz word hasn’t it? Pivot. Agile. Lockdown. Iso. One I have I’ve used a lot of when talking about you, our members, to my friends and family is “resilient”. Never have I known a more resilient bunch of people. I have to admit though, I never really thought about the word itself, it’s definition or what it means to be resilient. resilient adjective (of a person or animal) able to withstand or recover quickly from difficult conditions. Seems about right. Certainly, in the context I’ve been using it. But what does it mean to be resilient? What do resilient people do? How do they operate? What can we learn from resilient people? So, it was pretty timely when my friend told me about Dr Lucy Hone, a director of the New Zealand Institute of Wellbeing & Resilience and a recent event she heard her speak at.
1. Resilient people get that sh!t happens. They know suffering is a part of life, part of every human existence. Rather than “Why me?” Perhaps the question should be “Why not me?” Resilient people don’t feel discriminated against. According to Dr Lucy, resilience is not a fixed trait, you can in fact learn to be resilient. 2. Resilient people are really good at choosing what gets their attention. These people focus on what they can change and accept what they cannot. This, says Dr Lucy, is the key to resilience. Resilient people learn to accept the good, they in fact are in pursuit of the good stuff and constantly tune in to what’s good in their world. They work out a way to tune into the good rather than the constant threats. We’ve all heard this before, I know, but we can do one simple thing, each day to help build this trait. Each night, list three good things that happened that day. I need to return to this. During the early weeks of COVID, my friends and I tried this every day, or as a minimum, looked for a win each
day. Dr Lucy, talks of a six month study where people who did this exercise every day saw an increase in their gratitude and their happiness and subsequently a reduction in depression. I’ve had many conversations with members over the past 6 months and they all talk about what they have been grateful for during this (insert expletive here!) challenging time. These resilient members mention the support of their community, their fabulous staff, their network and the friends they have in the industry. 3. Finally, Dr Lucy suggests asking yourself “Is what I’m doing helping or harming me?” Disappointingly for me, she added some context; “Will this extra glass of wine help or harm me?” Help! Help!” I shouted at the screen. Resilient people ask themselves “Is the way I’m thinking helping or harming me? “ The essence of resilient people is in the understanding that tough things will happen. For so many of you, this past six months has undoubtedly been the toughest times you have faced in business, perhaps even in your life. Thank you for continuing to look for the positives, for telling me often that things could be worse and for sharing with me what you are grateful for. Cheers,
Kimberley Malcolm, Senior Manager - Membership & Industry Engagement Australian Hotels Association (Victoria) k.malcolm@ahavic.com.au
10 | HOTEL TODAY | NOVEMBER / DECEMBER 2020
502
TAA (VIC) MEMBERSHIP UPDATE AJIAH HARRIS | MEMBERSHIP AND EVENTS COORDINATOR | A.HARRIS@TAAVIC.COM.AU
HOTEL MARKET AND ECONOMIC OUTLOOK MARKET ‘FLIPPED ON ITS HEAD’ BUT TRAVELLER SENTIMENT REMAINS STRONG TAA (Vic) was recently joined by key industry analysts, Adele-Labine Romain, Greg Clerk, and Matthew Burke for the Hotel Market and Economic Outlook Virtual Event. The informative webinar explored the current status of the Australian travel market economy and what business opportunities and challenges lie ahead in 2021 and beyond. Then vs. Now – How will COVID-19 impact the international and domestic markets? Adele-Labine Romain, National Travel, Hospitality and Leisure Sector Leader Partner, Deloitte Access Economics, set the scene by exploring the impact of COVID-19 on the tourism and the hotel industry. Adele noted, in the first half of 2020, there was a decline of up to
44 per cent in total overnight trips and 42 per cent in total visitor nights across Australia. Appreciating the extended lockdown in Victoria, she demonstrated that these declines were more significant in Melbourne and slightly less in regional Victoria.
Adele continued to explore the distinction between regions noting in 2019, 28 per cent ($20 billion) of tourism spend in Melbourne came from intrastate visitors. However, in regional areas, 80 per cent of tourism spend was made by Victorians.
Reflecting that Melbourne is highly exposed to the interstate and international border closures, Adele noted the significant challenges capital cities face in redirecting intrastate spend compared to regional areas. In 2019, 67 per cent of visitors to Melbourne were international, 24 per cent were from interstate, and only 9 per cent of visitors came from Victoria. However, in regional areas, 65 per cent of visitors were from intrastate, 19 per cent came from interstate and only 16 per cent were international visitors.
Reflecting upon the relationship between visitor nights and expenditure, Adele demonstrated that night spent in a hotel, have a significant impact on the total visitor expenditure. In 2019, 19 per cent of international visitor nights in Melbourne were spent in a hotel, accounting for 37 per cent of the total international visitor expenditure. Contrastingly, in regional Victoria, 13 per cent of international visitor nights were spent in hotels, accounting for 24 per cent of the total international visitor expenditure.
16 | HOTEL TODAY | NOVEMBER / DECEMBER 2020
Global and local accommodation performance
Royal Mail Hotel, Dunkeld VIC
Highlighting the incredible challenges accommodation providers have ahead of them, STR Regional Manager, Pacific, Matthew Burke highlighted the positive response a strong domestic market can have on the recovery of the hotel industry.
Considering the domestic market, in 2019, more than a third of visitor nights in Melbourne were spent in hotels resulting in half of the tourism expenditure being connected to hotel visits. Adele assured participants it was not all doom and gloom when sharing research by Deloitte that indicated travel intentions point to a steady recovery for the hotel industry. Consumer travel intentions to stay in hotels are at their highest levels since April 2020 at 32 per cent. She noted the path to recovery is not expected to be short and sharp. While there is hope that domestic tourism demand will get back to 2019 levels by 2022, there is a possibility this won’t occur in the next three-years. However, the international tourism market recovery will be longer and is more uncertain. Australia’s Economic Outlook Hostplus, Deputy Chief Investment Officer, Greg Clerk, took a deep dive into the driving forces of Australia’s economy and explored the impacts of temporary COVID-19 related pandemic risks. Referencing the “wonderland” that was the Australian economy 12 months ago, Clerk reflected there with no inflation, low-interest rates, strong equity markets and growing Gross Domestic Product (GDP). Appreciating the current pandemic, Clerk said that COVID-19 was a catalyst for change,
with levels of GDP per capita dropping more than five per cent in Q2 2020 and unemployment increasing to 7.4 per cent in July 2020, the highest it has been since 1998. Clerk noted that Australia’s GDP is dormant but not destroyed and reassured all that it will bounce back once COVID-19 restrictions ease and industries such as hospitality, tourism and retail reopen. Not only did the pandemic change the economy, but it has also rapidly changed consumer spending behaviours, with more consumers spending money on online shopping, telehealth, education, communications and gaming. Clerk also detailed the digital acceleration that has been experienced as a result of working from home orders and restrictions on seeing family and friends, predicting that technology will change the way we interact and where value and opportunity will exist in the future. Referencing the Australian Government’s prediction that Commonwealth debt will surpass $1 trillion, Clerk assured that this debt is a long-term problem. Instead, our nation should shift its focus to driving consumption back to pre-COVID-19 levels through measures such as tax breaks and economic stimulus. As of June 2020, consumption levels dropped significantly as a direct result of travel restrictions and the inability of people to leave their homes for nonessential activity.
Looking at markets across the globe, Burke noted that China’s ability to suppress the spread of COVID-19 and its domestic market focus was a key driver for the break-through of occupancy levels in July and August of this year. To date, China is reporting up to 60 per cent occupancy levels, just shy of pre-COVID-19 levels of 70 per cent. Shifting the focus back to the Australian market, Burke reinforced the twospeed recovery and widening gap between regions and capital cities. He demonstrated that regions are leading the way across the country, reporting up to 80 per cent recovery across all states in Australia. Diving deeper, Burke shared data that displayed regional occupancy levels are exceeded those in capital cities. In Victoria, from 5 October 2020, occupancy levels in regional areas were sitting at approximately 45 per cent, in Melbourne levels were at around 25 per cent. The same story is reflected with room rates, as of 5 October 2020, the average rate in regional Victoria is approximately $140, in contrast, the average rate in Melbourne is sitting around $100. He concluded by referencing the number of hotel rooms that are currently closed under Melbourne’s extended lockdown. As of September 2020, in the greater Melbourne hotel market, there were 7,500 hotel rooms that are temporarily closed. Some hotels are expected to hold out for a more stable trading environment before reopening their doors in the new year. We thank Adele, Greg and Matthew, for their detailed and insightful presentations. Ajiah Harris TAA (Vic) Membership and Events Coordinator 0435 907 194
AHAVIC.COM.AU | 17
MELBOURNE,
The City We Love! AMY MOYLAN, GENERAL MANAGER AT OVOLO LANEWAYS, WROTE AN OPEN LETTER TO MELBOURNE ON HER LOVE OF THE CITY AND HOW IT WILL COME BACK STRONGER THAN EVER AS IT EMERGES FROM LOCKDOWN. Since moving to Melbourne to study tourism and hospitality management at the age of 18, I have proudly called this lively hub home. A big city with a small-town soul and sense of spirit, everything is aptly united by the 3 Cs – creativity, culture and community. For a city that thrives on those elements, it’s been a testing year. As the streets slowly emptied and the doors of every business imaginable began closing, it almost seemed that
the city we all loved and bared the unpredictable weather for, was lost. Then as time trickled on and with every permitted hour of exercise and each Zoom call that connected us to our state neighbours, these glimpses of normal life made it clear that this city we so loved was still well and alive, ready to welcome us home.
‘G’) lights our Friday night sky. A home where strangers smile as they jog by down the street art-filled laneways or around the grounds of the botanical gardens (more fondly referred to as ‘the tan’). A home where the smell of specialty coffee wakes you up on every corner as you experience all four seasons of weather on the commute to work.
A home where the sound of the tram bell guides your day and the shine of the MCG (affectionately known as the
A home where culture influences creativity, and creativity influences culture. Where your day is inspired by
18 | HOTEL TODAY | NOVEMBER / DECEMBER 2020
can be discovered on every shopping trip.
the new street art that has appeared overnight; where the seasonal international shows at the National Gallery of Victoria are a bucket list experience every time. A place where an abundance of creativity in the music scene spills out over the streets as artists of all genres jump at every shot at a gig. Where the glow of the Art Centre spire colourfully lights up the South Bank Yarra river’s waters each sundown like clockwork. Where boutique shopping and fashion never goes out of vogue, and hidden gems
Most importantly, a home where hospitality is heart. Here, an exceptional dining experience to me isn’t one where the price says its special. It’s the bars and restaurants off the beaten track; the gems disguised down back alleyways that hide hatted restaurants with world-class chefs that serve up unforgettable flavours and personalities; the hole-in-the-wall bars serving cocktails that you continue to tell your friends are “the best you’ve ever had”. Here in Melbourne, passions for hospitality, art and sport all collide to illustrate an inclusive community where individuality and creativity are celebrated. We’re united in a way that not many other cities can claim to be: where the collective Melburnian people carry a common goal of making the most of the day with their head held high, proud to call Melbourne home.
A home that Victorians’ plan their weekends around and Australians’ keep coming back to for their fill of the nation’s cultural capital. We are proud to be the city that Ovolo Group recognised the spirit of many years ago, choosing Melbourne as our first international hotel home. Here, Ovolo is devoted to supporting the future of this cultural wonder and will continue to do so. Full of warm hospitality and vibrancy, our second home, Ovolo South Yarra, will open in early 2021. Melbourne, I love you. I can’t wait to see you thriving again soon. Amy Moylan General Manager | Ovolo Laneways 19 Little Bourke St, Melbourne, Vic 3000 T: (03) 8692 0777 ovolohotels.com
AHAVIC.COM.AU | 19
The Delatite Hotel The Delatite Hotel sits in the heart of the Victorian High Country in Mansfield. The hotel is over 150 years old, and with both Mt Buller and Lake Eildon nearby it relies on, and benefits from year round tourism, as the township has a permanent population of only 4,000. Hotel Today spoke with publican Dean Belle about the challenges of 2020 and the support they have received from their local shire council.
How was the start of 2020 for you and the pub, particularly during the first lockdown? The 2019/2020 summer kicked off with firestorms up north that soon worked their way down into our region. Once the State Government declared a State of Disaster, despite the fires not being close to Mansfield, the road here was closed and business ground to a halt. Just a couple of weeks after re-opening the big storms hit Victoria, knocking out power here in Mansfield for nearly a whole weekend. Getting back up off the canvas, Covid 19 arrived and tried to knock us down again. Fortunately JobKeeper, Commercial Tenancy relief, and various state government initiatives did get enacted very swiftly, which gave us breathing space and a lifeline while we worked out what to do. During the first lockdown we seized the initiative and fast tracked a number of projects within the hotel. We engaged a painter to come and give our staff painting lessons, and they did a fantastic job of re-staining every bit of timberwork (and there’s plenty) in our bars and bistro. We remodelled our bistro bar, and got stuck into cleaning out every storeroom and cupboard. On an operational level we started Drive-thru Parma nights in our Bottleshop, expanded that to our full menu. We stocked grocery items, frozen meals and even the local newspapers.
What kind of challenges have you experienced this year as an operator? Dealing with continual uncertainty at every level has been the biggest challenge. Obviously the financial is the most obvious one, but there have been so many more. Keeping our team engaged, and helping them cope, has been a priority. Whilst it was great to have JobKeeper, it was also tough to advise those who missed out for various reasons. As the Covid landscape changed, trying to establish just how much money/time/ effort to invest in new initiatives was a real challenge too. There were numbers of times where we felt that we would be better off just closing the doors, and re-opening once the picture was clear. Given how long it has gone on for, how much we have learnt, and the fact that we did keep cash flow going, we’re glad we didn’t. How did the help from the Mansfield Shire Council come about and how important has it been to you as a business? We have been very pleased with the advocacy and lobbying that the AHA have done during the whole Covid-19 period, and recognise that many of the state government rescue packages and initiatives are a result of this. When the government announced the Outdoor Dining support funding, the Mansfield Shire team moved very swiftly. We had initial meetings to explore options, followed up with a broader operator zoom meeting,
20 | HOTEL TODAY | NOVEMBER / DECEMBER 2020
a SurveyMonkey questionnaire, and street/venue inspections, all within the space of 72 hours. Our local Party Hire had been decimated by huge cancellations for the year, so were onboard with this straight away. 48 hours later, and Mansfield looked like it was about to host a festival. Marquees had popped up outside and around all the major venues, festoon lighting added character, and we were ready to entertain again. Given the severe restrictions on inside dining, and our ‘four seasons in a day’ weather lately, the outdoor dining support is the only reason we have been able to remain open.
In a media statement, Mansfield Shire CEO, Kaylene Conrick said the Council is always looking at creative solutions including the temporary use of car parking areas and laneways.
“Step 3 of the government’s roadmap to recovery allows hospitality businesses to once again provide dining both indoor and outdoor, with capping of numbers in-line with density requirements,” Ms Conrick said.
expensive trying to operate inside with only 10 pax per area, the outside area has been the saving grace. We invested a few thousand dollars in Bepoz tablets to assist in table service, which our regular guests are loving.
“Council is committed to assist wherever possible so that hospitality businesses can expand outdoor dining,
What has the reaction been like from locals?
“We’re ready to consider anything we can possibly do to assist our hospitality industry to begin trading as per the health regulations.” What kind of outdoor space does the pub have and how has the help from the council added to this? Our big beergarden/courtyard would normally seat over 150, so even with the one person per 2sq mtr rule, we can comfortably seat 50 and keep all tables apart. The combination of our own marquee, and the one from the Shire has in fact enabled us to seat our 50 undercover as well. How have the first couple of weeks gone after reopening? Whilst it has been very frustrating and
Locals and regional visitors have been so excited to be able to dine out again, many of whom have not ventured out for months. As a long standing (acoustic) live music venue, we decided to celebrate our re-opening with a series of gigs, for our guests, our staff, our regular performers and just because we wanted to feel good again. It didn’t matter to me that we wouldn’t break even on the gigs, it was about making good stuff happen again. What are your plans for the rest of the summer? The lake is nearly full again, the area is looking green and whilst it is going to be challenging with so many Covid-19 operating restrictions, we are confident we are going to have a very busy and happy summer. The ‘Welcome Back’ mat is out.
AHAVIC.COM.AU | 21
Banksia Palliative Care As the charity arm of AHA (Vic), Hotel Care raises and distributes funds to worthy charities and organisations. At the end of last year, the Hotel Care Golf Day took place at the Victoria Golf Club and raised a record $600,000, with all the money going towards deserving programs and charities. This is additionally supported by Hostplus through the Hotel Care Community Care Programme.
Banksia Palliative Care is one of the charities which has benefited from Hotel Care and the money raised at the recent Golf Day. Hotel Today spoke with Michelle Wood Executive Officer at Banksia Palliative Care about the charity and how the money raised by Hotel Care will help those with a lifelimiting or terminal illness. How did the charity start? The initial opportunity was identified by medical staff aligned with large hospitals, who saw a need for people living with life-limiting illnesses to have expert support at home both for themselves and for their carers. All were aware of the benefits and successes of community palliative care services in other places, in decreasing hospital visits and admissions for people who wanted to be at home, managing the often complicated symptoms many palliative patients experience, and supporting lovedones and carers who were struggling, not only with the increase demands of caring for a person who is very unwell, but also the emotional strain of knowing that someone they loved was dying. Banksia was established in 1989 by this group, and some community leaders. They rallied the community, lobbied politicians, held countless meetings, fundraised and sought sponsors and donors to eventually make this essential service a reality. It took more than two years after that first Committee of Management meeting to have the funds to employ the first employee. Until Government funding was first received in 1991, the service ran on donations and grant funding alone. What is palliative care? Palliative care is care provided to a person with a life-limiting, or terminal illness that is not intended to provide
curative treatment but rather to manage symptoms, relieve pain and discomfort, improve quality of life, and meet the emotional, social, and spiritual needs of the patient. Palliative care is not about dying, it is about living. While we are involved until death, we are often one of the main service providers for people with terminal illnesses for many months to years, providing care, specialist medical advice and interventions, and emotional and spiritual support for both the client and their carers. Where does money, like that raised at our golf day, go towards? We are adamant that every dollar that is donated to Banksia is invested directly into our clients. We do not use our donated funds for administration or business costs – we believe that when people make the decision to donate money, it should go directly to making a positive difference in someone else’s life. Our clients range greatly in age – we look after babies, children, teenagers and young adults, and unfortunately many people who are within working age, as well as the elderly. All of our clients have different needs and encounter different obstacles, and we think that facing their mortality (and all that goes along with dying) is enough to deal with, so we do as much as we can to make their lives, and those of their families, easier. The Golf Day donations help us to do that – the donated funds have been used to: • Pay for medications – our clients need many meds, including some that are not on the PBS - the bills add up. • Pay for overnight nurses – many of our clients wish to die at home and this is tiring and stressful for some families, so we will pay for a nurse to provide in-home support so families can sleep.
22 | HOTEL TODAY | NOVEMBER / DECEMBER 2020
• Pay for school excursions, footy boots, birthday presents and school equipment for children of clients where income has been lost. • Pay for dressings and other medical supplies that are very expensive. • Pay for equipment, such as hospital beds, lifting machines, walking frames and wheelchairs. • Pay bills – many of our clients were working when they, their child or partner became unwell, and their income is missed, so we (you) have alleviated some of the financial burden for them. • Pay for transportation to and from medical appointments – some of our clients are unable to drive due to being too unwell and their families need to work. • Pay for “niceties” – the things that they simply cannot afford, but that would improve their quality of life, eg magazine and newspaper subscriptions; laptops/tablets for people who are bed-bound; small televisions for clients who can no longer leave their bedrooms, etc. How does Banksia Palliative help with people in the local community? Banksia Palliative Care Service (BPCS) is the sole Community Palliative Care Service for residents living in the North East suburbs of Melbourne, servicing a population of approximately 420,000 (as per Australian Population Census, 2016) people over an area of approximately 1,000 square kilometres. We are a dynamic, adaptable and passionate organisation that provides specialist, personalised palliative care services that are equitable, holistic, dynamic and inclusive and enable people with a life-limiting illness to live their best lives in their homes –
wherever that home may be (a house, unit, Aged Care Facility, caravan, Retirement Village – wherever!). We provide specialised nursing, medical, allied health and volunteer services in partnership with the client and carers. BPCS cares for the physical, psychological, social, emotional and spiritual needs of patients, families/ carers and friends in the place of the patient’s choice at no cost – our services are available 24hours/day, 7 days/week. We also provide specialist grief and bereavement support for the whole family at no cost for 13 month post-death. Our vision is that every person accesses and receives exceptional, personalised palliative care support at the right time and in the right place. Our mission is to provide exceptional, specialised and personalised palliative care services that assure quality of life, dignity in death and support in bereavement.
massage, music therapy, volunteers and grief/bereavement counselling) to address physical, social, emotional, spiritual and cultural needs; • Committing to excellence always; • Partnering with other medical services and the clients and their families to provide the best client care for every person; • Supporting clients to make informed choices about their options for care and where the care is delivered.
How has COVID-19 affected the charity? Covid-19 has had a major impact on our service, however not on our service-delivery – we have continued to provide care in the homes of our clients, which has required real bravery. We have worked extremely hard to ensure we have been able to look after the >20% increase in our client numbers during the pandemic and we have not missed a single person! Our workload has increased significantly with many more people staying at home, when previously they may have been hospitalised, and many more dying at home. Banksia chose to continue to deliver faceto-face care and support in people’s homes – we increased our service provision to adapt to the greater than 20% increase in our client numbers – we have done this without any additional funding or resources. In order to achieve our goal, which was that not one person in our region who was referred to our service would feel unsupported through these very unique and surreal times, we reviewed EVERY process in relation to our service delivery and our general operations and made appropriate changes to keep our team, their families, our clients and their families, safe and well. Extensive work and planning has seen our team manage clients numbers that have increased by more than 20% and deaths at home increase by 25%.
We support people to live their best lives through their palliative journey by: • Providing specialised health care and support to clients and their carers in their place of residence, 24 hours/day, 7 days/week; • Enabling clients to access a range of services (doctors, nurses, social workers, occupational therapy,
AHAVIC.COM.AU | 23
fortunate to work with these people! What plans does the charity have going? We want to grow. We would very much like to expand the services that we are able to offer our clients and their carers. In 2021, depending on Covid, we plan to increase our volunteer services to include gardening, dogwalking, biography writing, portraits and more. We would like to increase the respite services available to support people, and also our allied health. We have needed to provide a significant amount of increased supports to our clients who have been sicker and needed a great deal more support. In our experience, covid-19 has seen a significant increase in people staying in their home, and an increase in the stress they experience as a result of this. The restrictions around hospital admissions has seen less people opting for hospital care and has removed the option for respite. To a large degree, the pandemic has removed people’s choices too – there has been fear in relation to clients not wanting to go to hospitals due to the presence of Covid, and the inability to see their families – also, they do not want to die alone, surrounded by people covered in PPE. Carers have had the same fears, however they also have had guilt – many have spoken about feeling guilty about seeking respite or hospitalisation, due to reasons above. It has been exceedingly difficult for carers during this time too. Caring for a person who is unwell is an incredibly difficult undertaking – it is much harder than anyone, generally anticipates. There are several components of the challenges for our carers, ranging from the obvious, watching a person that you care about deteriorate and ultimately die, to the physical demands as that person deteriorates – not only in needing to care for them and assist them in their daily activities, but also picking up their role, and chores and all of the other responsibilities that may have been shared in the past – add a global pandemic with lockdowns, job losses, home schooling and restricted visiting in hospital settings,
and the stress on carers has increased exponentially. Clients have been much sicker at home, further increasing the demands on carers – during lockdown the pressure increased as family members who would in normal times, help out, have often been unable to assist in the same way, due to the restrictions on visitors in homes, travel zones and curfews.
We would also like to increase our ability to share the word about palliative care in the community – our community does not know or understand palliative care. We feel that the more people who know about the services, and what it actually means and what we actually do, the more people who have the benefit of accessing care and having expert support both pre and post death.
Our staff have been amazing – they have not let one person go without care – they have been incredibly brave (and done so under the radar as far as any recognition for the work they do).
Our goal is to have the resources to be able to provide community education in multiple forums to decrease the negative stigma that palliative care currently holds.
We have been able to keep every person safe. We have accessed PPE and have mandated it’s use. We have done extensive training in relation to donning and doffing; have systems in place for Covid +ve clients and have very strict processes in relation to general daily routines and actions. Their health, wellbeing and safety has been our primary priority. Daily management meetings to review EVERY aspect of our work and processes have been imperative in ensuring we are informed and following DHHS guidelines and recommendations. The staff are heroes – they have been patient, adhered to all processes and been incredibly diligent in protecting themselves and others. I am very
24 | HOTEL TODAY | NOVEMBER / DECEMBER 2020
How can members donate/help the charity? People are able to donate by phone – we can take credit card details via reception (03 9455 0822) or we can take details for a direct debit if preferred (again by phone). We also accept cheques. Anything else you would like to add? We are always so grateful when we receive donations, especially to the level of generosity of the Golf Day donations. Palliative Care is not a “normal” charity – we are not at the forefront of people’s minds when it comes to donations – we do not attract a great deal of attention and other charities are much better known and promoted. Every dollar lets us make a greater impact in the lives of people who are arguably, at their most vulnerable.
FREE INFECTION CONTROL TRAINING AT ANGLISS
DISABILITY AWARENESS ONLINE TRAINING AT ANGLISS
William Angliss Institute is offering an interactive online disability awareness program, designed to give participants the confidence to communicate with anyone who has a disability, whether it is in their work place or their everyday life. COVID-19 has impacted infection control standards and requirements within a range of job roles. William Angliss Institute, with the Commonwealth and State Governments have developed training to rapidly up-skill people within the sectors of Retail and Food Handling. This hospitality-focused Skill Set has been developed to support relevant workers and their employers in responding to the infection risks posed by the COVID-19 pandemic. This Infection Control short course is made up of one nationally recognised unit of competency; HLTINFCOV001 – Comply with infection prevention and control policies and procedures. It covers the following: • Follow standard and additional precautions for infection prevention and control • Identify infection hazards and assess risks • Follow procedures for managing risks associated with specific hazards What are the type and range of applicable workplaces for this Skill Set? • Large and small businesses • Rural, regional and metropolitan areas • Pubs, clubs and hotels • Cafes and restaurants • Food delivery • Stand-alone stores or those in shopping centres • Retail outlets There are strict eligibility requirements that must be met by those who wish to participate in this funded training program.
One in five Australians currently lives with a disability and our increasingly ageing population will develop age related disabilities over time. Being active and staying engaged greatly improves their enjoyment and their quality of life. William Angliss Institute has over a decade long standing partnership agreement with Travellers Aid. The last partner agreement was signed in January 2017 with the purpose of a joint training delivery model to deliver disability awareness training across Victoria. The Institute and Travellers Aid worked collaboratively on a project to develop an online non-accredited course. This involved Institute staff, Travellers Aid staff and the Victorian Institute of Sport. Travellers Aid’s role centred on the provision of resources, assessment tools and trainers to assist in the development of the Disability Awareness Program. William Angliss Institute’s role was to develop and host an online resource, providing access to clients, administration and an assessment tool for delivery of the program. This training is for anyone working to provide a high level of service across a broad range of industry sectors. Participants will enjoy learning from the engaging content and real life scenarios presented throughout. The training features some of Australia’s most successful Paralympians who reveal their own personal experiences of living with disabilities and the things that matter most to them in accessing customer service. The training uses a combination of video and text materials as well as quizzes that together ensure a well-rounded understanding of a variety of disabilities. Together with these training tools, users can download informative PDF’s that ensure they can continue to revisit the information as needed after the completion of the course. Visit www.angliss.edu.au for more information.
26 | HOTEL TODAY | NOVEMBER / DECEMBER 2020
MASKS ARE AN ESSENTIAL KEY TO STAYING SAFE
Quality Australian made masks are available now to keep you and your customers safe
This year has seen many changes in the way we live and work. One of the most notable changes has been that since 2 August, Victorians have been required to wear a face mask when we leave the house, this will continue into the foreseeable future, including in workplaces, once hospitality is reopened. Most Australians have never had to wear a mask or worry about buying them before - until now. The masks currently on the market are primarily imported, quality has often been poor and there are few educational
resources on what is an effective and appropriate mask. These issues caused big problems for two Victorian healthcare business owners who wanted to protect frontline staff and clients. Jodie King and Rebecca Michelini often found the quality of masks imported were typically of low grade, they did not pass even the most basic tests and many simply broke - they couldn’t let this be the only option. To solve this, Jodie and Rebecca created Key Signatures which manufactures quality masks here in Victoria and also educates businesses and local communities about the variations of mask levels, how to correctly wear, care and dispose of masks and importance of quality products. I’m sure that like us, you want to keep your staff safe at work. It makes good moral and economic sense as well. Key Signatures’ Australian made Level 3 masks meet the toughest TGA (Therapeutic Goods Australia) specifications, have four layers of Australian made material and are finished to the most rigid standards.
28 | HOTEL TODAY | NOVEMBER / DECEMBER 2020
As your business re-opens, reassure your employees and customers that you are protecting them with quality Australian made masks whilst also supporting the local Victorian economy. Key Signatures has also created a specific educational resource for AHA (Vic) members to assist in understanding, caring for and using our masks and general protective equipment. Don’t just take our word for it, try our products! We have included a sample Australian made L3 mask for you to compare the quality versus L1 masks you may have purchased or been supplied before. Contact us today to order your special AHA (Vic) introductory offer for Level 3 Australian Made face masks for $24.00 + GST a box. Rebecca Michelini 0438 096 467 rebecca@keysignatures.com.au www.keysignatures.com.au/aha
NOW AVAILABLE NOW FOR MOREAVAILABLE INFORMATION CONTACT: CHRIS STRONG – STATE MANAGER LICENSED VIC/TAS M: 0427 348 382 FOR MOREANINFORMATION CHRIS HOTLINE STRONG –ONSTATE MANAGER LICENSED VIC/TAS M: 0427 348 382 TO PLACE ORDER CALLCONTACT: THE CCA ORDER 13COKE (13 2653) TO PLACE AN ORDER CALL THE CCA ORDER HOTLINE ON 13COKE (13 2653)
KENO CARES FOR CUSTOMERS TO SHAPE BETTER INDUSTRY Keno puts its customers first and is taking a proactive approach to ensuring responsible gaming is at the heart of its business. the law. We strive to actively minimise potential harm to our customers.
To strengthen its commitment to the responsible provision and use of its all its products, including Keno, Tabcorp has recently developed a Customer Care mission and set of principles for responsible gambling. As part of this commitment, Tabcorp’s Retail Assurance team has commenced rolling out their Venue Self-Assessment (VSA) tool, which aims to support all Keno venues’ level of compliance. “Keno is a game that brings people together for fun times, so naturally, caring for our customers is at the very heart of the way we operate,” says
Keno’s National Partnership Manager, Jade Clark. “Our goal is to equip people with information and resources that will assist them in making informed decisions about how they play their favourite game. “When we actively support our customers, we create sustainable partnerships and communities. “That’s why we’ve taken a proactive leadership approach to responsible gaming seriously, which goes above and beyond just following the letter of
“We strongly encourage our Victorian hotel partners to make the time to do the self-assessment to benefit both your business and your customers’ wellbeing. “Your hotel’s nominated staff member will receive an email with a link and unique access code to the VSA site, and your assessment will be tailored to your venue and takes less than 30 minutes.” Click here to find out more about Tabcorp’s Customer Care principles.
KENO’S KEY CUSTOMER CARE COMMITMENTS Responsible gambling Keno is committed to being a leader in promoting responsible gambling. Responsible advertising Keno supports government-backed, consumer protection initiatives, such as gambling advertising restrictions and prohibition on offering of credit by wagering operators, and restrictions on online in-play betting.
38 | HOTEL TODAY | NOVEMBER / DECEMBER 2020
9
5/
6/
A member of the VSA team will contact each venue in the next 12 months and explain what is required to complete the VSA, including the number of SelfService Terminals in the venue, who the Keno operators are, as well as ask venues to nominate a staff member to complete the VSA, explains Clark.
9
“We want to work with our partners on initiatives such as education campaigns, self-exclusion programs, research and supporting counselling services. And our Venue SelfAssessment tool is an important part of how we can support venues to achieve best-practice in this area.”
New Hotel Members HOTEL NAME
SUBURB
CONTACT
LICENSEE
DIVISION
Ball and Chain Hotel Simpson
Simpson
Brett Duyvestyn
N/A
Polwarth
Bobbie Peels
North Melbourne
Feroze Chowdary
FCH Trading Pty Ltd
Colbinabbin Country Hotel
Colbinabbin
Mary Ann Morgan
Pridaw Pty Ltd
Maroona Hotel
Maroona
Margaret Wilson
Margaret Wilson
Ararat
Merrijig High Country Hotel & Motor Inn
Merrijig
Michael Aistrope
Michael Aistrope
Alexandra / Healesville
Oak and Anchor Hotel
Port Fairy
Blair Robertson
Blair Robertson
Warrnambool
The Bridge Bendigo
Bendigo
Anne Schultz
Just Four Daughters Pty Ltd
Bendigo West
The Eastern
Ballarat North
Matthew Stone
N/A
Ballarat North
The Raywood Hotel
Raywood
Amy Robson
N/A
Rodney
North Melbourne Rodney
AHAVIC.COM.AU | 43
AHA (Vic) Partner Directory PLANTSCAPING
SECURITY & SURVEILLANCE
Plant Image www.plantimage.com.au Len Thrower len@plantimage.com.au 03 9466 4734 | 0418 366 545
Excell Security www.excellsecurity.com.au Benny Kaushal benny@excellsecurity.com.au 1800 239 235 | 0433 313 751
PRINTING SERVICES
SOCIAL DISTANCING SIGNS
NEO www.neo.com.au Franco Dissegna franco.dissegna@neo.com.au 03 8809 2500
Pubfinda www.pubfinda.com.au Anthony Baldi anthony@pubfinda.com.au 0419 396 164
New Creation Print www.newcreationprint.com.au Jennifer Snell Jennifer@newcreationprint.com.au 03 8561 4023 | 0418 171 534
SNACKFOOD SUPPLIER The Smith’s Snackfood Company www.smiths.com.au Wayne McConnell wayne.mcconnell@pepsico.com 0412 806 907
POINT OF SALE SYSTEMS Vectron Systems www.vectron.com.au James Verlaque jamesv@vectron.com.au 03 9328 8222 | 0426 227 040
SUPERANNUATION HOSTPLUS www.hostplus.com.au Jane Sheridan jsheridan@hostplus.com.au 03 8636 7897 | 0428 385 863
H & L Australia www.hlaustralia.com.au Jimmy Seeto jimmys@hlaustralia.com.au 0406 425 679
TELECOMMUNICATIONS
RECYCLING SERVICES Black Rhino Group – Employer of Choice Closed Loop www.closedloop.com.au Chris Purcell cpurcell@closedloop.com.au Black Rhino’s focus is to deliver exceptional service and position itself as the best offer in the local area. We 03 9684 4664 identified three focal points; Dean Normington, Operations Manager for the Black Rhino Group talks about why have a focus on training and the benefits they’ve seen.
•
Physical and capital improvements to each of our sites to make them welcoming, safe and family friendly. Provide the best products and services in all facets of our business which include entertainment, gaming, food and beverage. Create a highly skilled staff and management team to take the business forward.
REFRIGERATION
•
•
United Refrigeration www.unitedrefrig.com.au Eddy Kazmarek AVTES provides us with a great training program that is eddy@unitedrefrig.com.au self-paced and can cover all levels of skill in our business. In an industry that struggles to retain staff, we can offer 03 9357 1401 | 0418 540 705 further opportunities within each of our businesses We identified AVTES as a company we wanted to align with. To provide excellent training programs that upskill our leaders in the first instance, and make us an employer of choice.
as staff get a better grasp on all areas of operations. It provides us again with the opportunity to become an employer of choice by offering formal accreditation in our industry.
As our skilled employees improve, they are encouraged to take on more responsibilities in the venue. 3 of our last appointments to Venue Managers were part of the AVTES training program. That alone speaks volumes. A culture of knowledge and confidence means we are putting down the building blocks for a business that can promote from within, and therefore focus on expanding knowledge. As a position of responsibility becomes available we have the team to fill the roles, and have confidence in them being able to manage our business. It’s hard to put into true dollar figures what the training has done for us, but when you have skilled, confident employees that can interact and engage customers, recommend products, up sell and improve the overall customer experience it is priceless. AVTES’ service is, in a word, exceptional. From the first moment we engaged AVTES we have found them to be great communicators, diligent in their processes and they have provided high level training for all our students. Black Rhino, through it’s engagement of AVTES as our preferred training provider, has seen a relationship that has us well on our journey to attain our goal of being an employer of choice in the hospitality industry.
RESERVATION MANAGEMENT SYSTEM
After the initial roll out of training we were encouraged by the new skills attained by our staff and a higher standard of service being delivered to our customers. When our customers have a great experience at any one of our hotels it engages them, and builds a relationship that will assist in growing our business.
The Fork www.theforkmanager.com.au Cassandra Collett ccollett@thefork.com.au 0423 305 085
To become an employer of choice and improve your staff performance, retention and customer experience get in touch with AVTES now. Chris Fitzgibbon | Managing Director 0477 771 334 | chris@avtes.com.au
CORPORATE
Telstra Business Centre Bendigo www.telstra.com.au/Telstra/Business Jack Galloway jack.galloway@tbccentralvic.com.au 0437 380 333
TOBACCO SUPPLIER British American Tobacco Australia www.bata.com.au Nicholas Booth nicholas_booth@bat.com 0414 783 608
TRAINING AVTES www.avtes.com.au Chris Fitzgibbon chris@avtes.com.au 0457 771 334
PREMIUM COMMERCIAL AHAVIC.COM.AU | 49
AHA (Vic) Partner Directory William Angliss Institute of TAFE www.angliss.edu.au Brendan Clennett brendan.clennett@angliss.edu.au 03 9606 2447 The Hotel School www.hotelschool.scu.edu.au Vashti Silver vashti.silver@scu.edu.au 02 8249 3217 Typsy www.typsy.com Emily Marr emilym@typsy.com 03 5955 4245
VALUERS & PROPERTY CONSULTANTS Charter Keck Cramer www.charterkc.com.au Tony Close tony.close@charterkc.com.au 03 8102 8873 | 0407 510 025
50 | HOTEL TODAY | NOVEMBER / DECEMBER 2020
VISUAL ENTERTAINMENT SOLUTIONS Big Screen Video www.bigscreenvideo.com.au Craig Thomson craig@bigscreenvideo.com.au 1300 BIG SCREEN | 0418 531 802
WORKCOVER/ WORKERS COMPENSATION Gallagher Bassett www.gallagherbassett.com.au Barry Oliver barry_oliver@gbtpa.com.au 03 9297 9108|0407 515 893
Low admin fees Strong long-term returns
More super for you
Hostplus. We go with you. Issued by Host-Plus Pty Limited ABN 79 008 634 704, AFSL 244392 as trustee for the Hostplus Superannuation Fund (the Fund) ABN 68 657 495 890, MySuper No 68 657 495 890 198. This information is general advice only and does not take into account your personal objectives, financial situation or needs. You should consider if this information is appropriate for you in light of your circumstances before acting on it. Please read the relevant Hostplus Product Disclosure Statement (PDS), available at www.hostplus.com. au before making a decision about Hostplus. Past performance is not a reliable indicator of future performance and should never be the sole factor considered when selecting a superannuation fund. INH 1219 0920