STATEMENT OF PURPOSE
The Australian Hotels Association (Victoria) is the preeminent Victorian pub and hotel industry association, representing a diverse membership incorporating the full range of unique and traditional pubs and hotels, who drive innovation and service excellence in the Victorian hospitality and tourism industries.
AHA (Vic) is proud of and committed to maintaining a vibrant social and stable economic environment allowing members to employ 52,000 Victorians, provide their local community with a unique hospitality experience and contribute some $4.5B to the Victorian GSP.
AHA (Vic) provides industry leadership, lobbies on members’ behalf and promotes best practice in hotel management with a keen eye on the latest trends and innovations that may provide members with a competitive advantage.
Accommodation Australia (Victoria) (AA (Vic)), the Accommodation Division of AHA (Vic), actively contributes to the development and growth of Victoria’s lucrative tourism industry while addressing its members’ specific needs and challenges.
Overarching Strategic Objectives
The ongoing strategic objectives of AHA (Vic) are:
Policy and Advocacy:
• Protect, promote and advance the interests and rights of members;
• Proactive and reactive contribution to the pub and hotel regulatory environment, and
• Uphold and promote the quality, integrity and reputation of the hotel industry.
Membership
• Provide timely, effective, relevant and value adding services to members;
• Foster the growth of developing member networks, encouraging the new generation of publicans to network, discuss challenges and engage with AHA (Vic) on policy and priority issues, and
• Provide support to the next generation of AHA (Vic) members, as well as like-minded non-members, seeking to contribute to the vibrancy of the industry.
Partnership
• Develop and maintain value-adding partnerships with key industry stakeholders.
Workplace Relations
• Provide members valuable resources to maintain ‘an employer of choice’ position amongst its employees as well as the broader employment market, and
• Provide members with support and representation regarding disputes or through mediation at the Fair Work Commission, Fair Work Ombudsman or other relevant employee related tribunals.
Events
• Maintaining and creating memorable, informative, insightful and thought-provoking events and forums to support members and partners achieve their business goals, and
• State Awards for Excellence & Victorian Accommodation Awards for Excellence.
Governance
• Creating an environment that values a diverse range of views, knowledge, and experiences, and
• Maintaining and executing governance policies implemented in 2023/24.
Administration
• As an organisation, achieve best practice in administration within the industry association sector.
POLICY AND ADVOCACY
Protect, promote and advance the interests and rights of members
Through measured consultation and targeted action, continue to represent members’ business interests and rights at all levels of Government and in policy creation, decision-making and implementation.
This includes actively pursuing policy solutions and interventions to mitigate the rising cost of pub and hotel businesses, including challenges faced by members as a consequence of monopolistic behaviours of a small number of industry suppliers.
Throughout 2023 and 2024 members identified a priority issue across all hospitality and tourism businesses is the cost of doing business and the critical nature of this in maintaining quality service and profitability.
Primarily, wage costs represent a significant portion, however in addition, the operational costs such as
utilities, rent, licences, permits, insurance premiums and maintenance contribute substantially to the bottom line. The cost of food, beverages, and other supplies, constitutes another substantial expense.
AHA (Vic) and AHA National continue to make representation to both State and Federal Governments via a consistent dialogue, ensuring that these crucial issues remain at the forefront of policymaking agendas.
Through our strategic alliances with our corporate partners, AHA (Vic) articulates the collective concerns of its members, advocating for initiatives that foster growth, innovation, and sustainability within the industry.
In addition, AHA (Vic) and AHA National will maintain representation to the Federal Government, Fair Work Australia and relevant tribunals and agencies in respect of workplace relations matters that impact members’ businesses and staff.
Continuing the focus on implementation of positive workplace initiatives for workers, AHA (Vic) will seek
• Provision and regular review of the Registered Food Safety Program template, the AHA (Vic) Liquor Compliance Kit, and
• Bi-monthly communication to members via the ‘Hotel Today’ magazine publication.
Foster the growth of developing member networks, encouraging the new generation of publicans to network, discuss challenges and engage with AHA (Vic) on policy and priority issues
AHA (Vic), through the established HospoFuture Leaders network, will continue to facilitate feedback channels, events and forums driving productive discourse on policy, priority issues and member services to ensure AHA (Vic) is well informed of the specific challenges faced by these members.
AHA (Vic) continues to see value in the attendance and presence at various events where members see value, e.g. No Vacancy, Australasian Gaming Expo, Global Gaming Women, Thirsty Camel Business Forums, etc.
An active program of meaningful, well-structured industry specific events and trips to challenge the mainstream thinking and gain inspiration through exposure to the latest hospitality trends will drive member innovation. This includes intrastate, interstate and overseas programs.
These activities will further align members with innovative industry suppliers to encourage progressive commercial outcomes and to reinforce AHA (Vic)’s position as the industry’s forward-thinking peak body.
Provide support to the next generation of AHA (Vic) members, as well as like-minded non-members, seeking to contribute to the vibrancy of the industry
By challenging the paradigm of a traditional AHA (Vic) member business profile, membership will expand to include the rapidly evolving pub and hotel sector.
Targeted outreach programs will assist in identifying non-members and seek to address their business needs through AHA (Vic) member services. The support of the Executive Committee of Management and Council will greatly assist in the broader efforts of changing the perception of AHA (Vic) member support and services.
This will create opportunities and events for nonmembers to engage with AHA (Vic), appreciating the value that can be added to their business.
The Association’s strategic membership objectives and tactics for the upcoming financial year are instrumental in driving growth and enhancing member value. We aim to increase member engagement through targeted initiatives, streamline our communication channels, and offer innovative benefits tailored to our members' needs. This comprehensive plan underpins our commitment to delivering exceptional value and fostering a vibrant, connected membership community.
Partnership
Develop and maintain value-adding partnerships with key industry stakeholders
AHA (Vic) have continued to drive growth in the value of its partnership attributes and will seek to execute on its partnership obligations at a high level to the benefit of members and partners alike.
To develop and maintain the strong partnerships AHA (Vic) has fostered, continuous engagement with key industry suppliers will ensure they derive value from their partnership, which includes regular policy and advocacy briefings, various networking opportunities and access to multiple channels of communication to cost-effectively engage with members.
For members, AHA (Vic) will continue to optimise the benefit of the relationship with the hospitality industry superannuation fund HOSTPLUS, work collaboratively with TABCORP and assisting Carlton and United Breweries with targeted on-premise initiatives to drive innovation.
Underpinning these business objectives is the focus to continuously improve the existing partnership structure to align partners’ commercial objectives with AHA (Vic) member engagement assets.
The Association’s partnership objectives and strategies for the upcoming financial year will be driven by an in-depth approach to fostering strong partnerships through growth and innovation. Our focus is on creating mutually beneficial relationships that enhance value for all stakeholders involved
Workplace Relations
Provide members valuable resources to maintain ‘an employer of choice’ position amongst its employees as well as the broader employment market
AHA (Vic) Workplace Relations Team provide advice and support for members to uphold the workplace rights of their employees.
This advice and support is also provided in the form of structured programs for members to enhance employee job satisfaction, skill development, workplace culture and career opportunities.
The Workplace Relations Team will seek out further opportunities to enhance members workplace profiles, such as the successful Creating Mentally Healthy Workplaces training program.
In 2024 and 2025, AHA (Vic) will continue to deliver relevant, value-adding workplace relations advice and information at events, through both our partner network and internally, whereby members gain knowledge of how best to manage their teams and in doing so retain key staff.
Provide members with support and representation regarding disputes or through mediation at the Fair Work Commission, Fair Work Ombudsman or other relevant employee related tribunals
The Workplace Relations Team will continue to support members in understanding their employee obligations and advising best practice in employee management processes. This support extends to mediation and representation on members’ behalf to facilitate fair and reasonable outcomes whilst protecting the integrity of members‘ businesses.
Events
Maintaining and creating memorable, informative, insightful and thought-provoking events and forums to support members and partners achieve their business goals
An events and forums calendar addressing costreduction measures, innovative product service ideas, regulatory and legislative advice, and high-impact networking opportunities will be delivered in 2024 and 2025.
AHA (Vic) will continue to develop and grow the Women in Hotels Network, Hospofuture Leaders Network, Pubs, Pots, and Profits Network and other targeted member groups through relevant events and forums (e.g. Gaming Tour, Drinks with Series, etc.). This will provide specific member and engagement opportunities and targeted AHA (Vic) support and advice.
State Awards for Excellence & Victorian Accommodation Awards for Excellence
AHA (Vic) will continuously evolve the State Awards for Excellence program, ensuring a structured review of the judging process with key stakeholders in 2025. Creating a clear, objective and feedback driven process allows for greater member engagement throughout the entirety of the Awards process. This will continue to be a focus in 2025, whilst continue to execute a high-value and engaging gala event for members and partners.
We will share the list of winners and finalists with relevant media channels including print, broadcast, radio and television media, which helps promote the hospitality offer of AHA (Vic) member venues, and the efforts made by AHA (Vic) to promote these local businesses.
Governance
Creating an environment that values a diverse range of views, knowledge and experiences
Through member engagement activities, AHA (Vic) will seek to encourage members to attend Council Meetings in an observer capacity to gain an understanding of the operation of AHA (Vic) and, in due course, provide meaningful contribution.
Maintaining and executing governance policies implemented in 2024/25
In 2022/23, AHA (Vic) created and implemented an Environmental, Social and Governance Policy (ESG) and a member engagement framework titled “On being a member of AHA (Vic)”.
The implementation of AHA (Vic)'s ESG Policy in FY24
effectively demonstrated the Association's commitment to sustainability, social responsibility, and strong governance. The clear future plans ensure that AHA (Vic) will continue to be a leader in these critical areas, setting a high standard for members and the broader hospitality industry in Victoria. Refer to ‘Implementation of the ESG Policy in FY24’ for the detailed outline in the appendix.
AHA (Vic) seek to further embed and maintain these new governance practices in 2024/25.
Administration
As an organisation, achieve best practice in administration within the industry association sector
Maintaining the requirement of a high standard of professionalism in all areas of AHA (Vic) administration and encouraging all members of the Administration Team to actively address member concerns and, where appropriate, present these solutions to our broader audience.
AHA (Vic) commits to continuing to invest in the skills of the Administrative Team, providing employees opportunities to upskill, learn or expand their knowledge in areas beneficial to both the individual and AHA (Vic) operations.
An ongoing review of office structures and systems will assist the Administration optimise efficiency and increase output to the benefit of member outcomes.
Ensuring compliance and governance practices are adhered to, the Administration will operate within the approved budget and in accordance with the Business Plan.
ANNEXURE:
Implementation of the ESG Policy in FY24
Overview
The Australian Hotels Association (Victoria) implemented its Environmental, Social, and Governance (ESG) Policy during FY24. This policy, designed to align with best practices in sustainability and corporate governance, has enhancing AHA (Vic)'s reputation and role as a responsible and
forward-thinking leader in the hospitality, tourism and accommodation sectors.
Achievements
The key achievements of the ESG policy implementation in FY24 are:
1. Environmental Awareness
• The policy's environmental goals focused on reducing the carbon footprint, minimising waste, and promoting renewable energy use.
• The recent renovation of the AHA (Vic) administrative space and members’ facilities involved making energy and waste efficient choices with every decision such as, lighting, appliances, waterless urinals and materials used in construction being thoughtful and consistent with our policy position.
• Another environmental consideration included in the recent renovation project involved a new partnership with Purezza, and the installation of a sparkling water tap. This will result in a material reduction in the number of glass bottles deposed of daily. It is yet another opportunity for the Association to lead by example in promoting ways to reduce the carbon footprint of member venues.
• We have been actively encouraging member hotels to reduce their energy consumption primarily through the adoption of energy-efficient technologies such as Solar through our longstanding partnership with Solar Energy Enterprises.
• AHA (Vic) has intentionally partnered with Harp Renewables to support members in the thoughtful disposal of their food waste. We have actively promoted their Bio Digester Machines that, in a matter of 24 hours, effectively convert organic food waste into nutrient dense bio-fertiliser soil. This helps the business to eliminate waste to landfill
while offsetting their carbon footprint and reducing costs in the process.
2. Social Responsibility
• AHA (Vic) prioritised employee well-being and community engagement as part of its social goals. Where possible, the Association has amplified the efforts of members such as the Grand Hotel Warrandyte, by highlighting their contributions across our social media channels as an example of best practice for others to emulate.
• Every AHA (Vic) event features an acknowledgement of country and, where possible, a welcome to country as a sign of; the inclusive nature of our industry, the respect and recognition we show one another through cultural awareness, our strong community ties, setting a positive example and our commitment to the sustainability of our industry.
• In FY24, the Association actively and publicly supported charitable organisations by coordinating and consolidating the fundraising efforts of members’ businesses across the State. Amongst others, there was considerable energy in supporting the fundraising efforts of The National Legend’s Day (RULE Prostate Cancer), the Good Friday Appeal (Royal Children Hospital) and Ovarian Cancer Australia.
• Employee satisfaction surveys indicated an improvement in workplace morale and job satisfaction, highlighting the positive impact of the new health and wellness initiatives.
• Continuing commitment to the principles of the prevailing “social licence” at Executive Committee and Council level highlighting the community obligations and responsibilities of members being holders of various Government licenses.
3. Governance Excellence
• The governance component of the policy focused on transparency, ethical conduct, and stakeholder engagement.
• AHA (Vic) introduced new governance frameworks, resulting in enhanced accountability and decisionmaking processes.
• This has most recently been adopted as a standing item in all Executive Committee Meetings Agendas, whereby AHA (Vic) submits a ‘Governance Declaration’ to the National Office for each meeting. This ensures greater accountability across all governance obligations and to protect, through transparency and early action, the National Office from being responsible for Branch issues.
• Continuing compliance with the requirements of the Fair Work Commission and the Australian Electoral Commission;
• Implementation of the Executive Committee and Council-approved varied geographic Divisional boundaries and Councillor numbers through the 2023 AHA (Vic) elections, with Council geographical boundaries aligned to the electoral regions of the Victorian Legislative Council, as varied from time to time with the objectives of achieving:
- an equitable representation of members;
- An increase in diversity of member representation;
- A reduction in barriers to entry to members seeking to be elected to the Council, and
- Encouraging more members to participate in the first round of the election process, with the changes to the Council Divisional structure resulting in 71 of the available 96 (74%) Council positions being filled through the first ballot, compared to 46 (55%) of such positions being filled through the previous Council Divisional structure.
• Provision of required FWC-approved financial training to Executive Committee members and Councillors;
• Implementing an expanded induction program for new AHA (Vic) Executive Committee members,
• Contributing to AHA National’s commitment to, and initiatives to, enhance overall governance and regulatory compliance at the AHA National and Branch levels, and
• Introduction of a “Governance Declaration” by the CEO to AHA (Vic) Executive Committee meetings.
Future Plans
Building on the success of FY24, AHA (Vic) plans to build upon its ESG initiatives in the following ways:
1. Enhanced Environmental Goals
• AHA (Vic) will set more ambitious targets for carbon reduction and waste minimisation, through both daily practices and continuing to encourage members to explore renewable energy partnership for their business and innovative waste management solutions such as the adaption of HARP Renewables Bio Digesters.
2. Expanded Social Initiatives
• The Association plans to expand its employee wellness programs both for the administration for members to offer their staff, focusing on mental health support via connection with Employee Assistance Programs.
3. Improved Governance Practices
• AHA (Vic) will enhance its governance frameworks by increasing transparency, diversifying its stakeholder engagement, and implementing new ethical guidelines to reinforce its commitment to responsible leadership.
Conclusion
AHA (Vic) has made significant progress in implementing its ESG Policy throughout FY24, setting a strong precedent for sustainability, social responsibility, and governance excellence in the hospitality sector. By reducing environmental impact, fostering community engagement, and enhancing governance frameworks, AHA (Vic) has demonstrated a firm commitment to responsible leadership.
Moving forward, the Association will continue to elevate its ESG initiatives, aiming for more ambitious environmental goals, expanded social programs, and improved governance practices. These efforts will not only benefit the organisation but also set a benchmark for the broader industry it represents.
