This season, our Super Saturday coverage means more exclusively live games that local TV simply can’t match. That’s because Fox Footy is the home of live AFL every Saturday during the regular season – and still the only place to catch every game of every round live.
Requires internet connection. Foxtel licensed venues customers only. Requires Business iQ satellite connection and compatible 4K TV/equipment. Where multiple content formats (HD & 4K) or multiple distribution sources are playing out in a single zone of your venue, there may be audio-visual synchronisation lags. Foxtel is used under licence by Foxtel Management Pty Ltd
in the country.
54 2025 Opportunities: What are the trends and behaviours that will take hold in pubs this year?
HAPPY NEW Year! I hope you all had a cracking summer trade that has set you up for the year to come. In speaking to publicans and supplier partners over the last few months, there’s a real sense of optimism that 2025 is going to be a better year for the industry, with economic pressures easing and consumer spending trending back upwards. We’ve all survived the hard yards of the last couple of years, and hopefully this year is the reward after making it through a bit of an austere period. We’re kicking off the year as always with our Annual Industry Leaders Forum, hearing from esteemed operators and industry partners from around the country, reflecting on 2024 and looking ahead at the plans and opportunities in 2025. It’s a great read. There’s a few changes coming up for Australian Hotelier too. Expect to see more digital content from us this year, with more newsletters – including a tech-focused
newsletter – as well as more online features. Make sure you’re subscribed to the Australian Hotelier newsletter so that you’re not missing out on all of that extra content. We’re also pleased to announce that the Pub Leaders Summit will be returning to Eatons Hill Hotel in Brisbane from 21-22 July this year! More details will be revealed shortly, so keep an eye out for updates. In the meantime, thank you for supporting Australian Hotelier. We’ll continue to bring you news, updates and insights on the industry through the magazine, online and events throughout the year. Here’s to a fantastic 2025 for pubs. Cheers!
with like-minded hospo leaders and managers at the Summit
EXPERIENCE
how other businesses operate on the Study Tour
NETWORK
with key suppliers and potential partners at the Showcase
SUCCEED
in bringing the industry together to grow and connect as one
The biggest news of 2024
Check out the pub stories from 2024 that garnered the most attention from the industry.
JDA Hotels buys Paddington’s Unicorn Hotel
JDA Hotels bought the Unicorn Hotel in Sydney’s eastern suburbs of Paddington. The hotel was sold by a private investor and Marys Group, who bought the freehold and leasehold interests together for the first time in 15 years.
JDA Hotels director John Feros was pleased to add the Unicorn Hotel to the group’s pub portfolio in metropolitan Sydney. His goal was to create a hub that was reflective of the lively spirit of Paddington.
“This iconic, heritage location holds a special place in Sydney’s heart, and we’re honoured to be a part of its legacy. The pub has a distinctive charm and great character that we’ll be looking to preserve whilst introducing new elements that both celebrate it’s history and appeal to the vibrant and diverse Oxford Street community,” stated Feros.
Public Hospitality Group’s troubles
Vale Mario Volpe
Managing director of ALH Hotels, Mario Volpe, sadly passed away after a long illness.
Volpe was a passionate leader within the hospitality industry and started his lauded career with ALH as a glassy at Wanneroo Tavern in Perth in the 1980s. By the 2000s he was working in management roles for the likes of Fosters Group and Spirit Hotels, before returning to ALH in 2016, before being appointed as managing director in 2022.
“He was a true custodian of our pubs, bringing to life their unique history and stories, and a kind and authentic leader,” read the Endeavour Group statement.
“The imprint Mario left on this business, our people and the industry is enduring. He will be fondly remembered and missed by us all.”
AHA National and Victorian president David Canny noted Volpe’s impact on the hotel sector and his peers.
“Mario was an outstanding contributor to the hotel sector – a legend in hospitality. He was a man with encyclopaedic knowledge of our sector, was well respected and liked by all and will be sorely missed. Our thoughts are with his family at this difficult time,” he said.
After much speculation as to the status of its finances, and having lost partners like Love Tilly Group, Public Hospitality’s operations were under intense scrutiny in 2024.
In June, Public Hospitality confirmed that it would undergo a restructure after securing a refinancing deal with with Deutsche Bank. The refinancing promised to assist the group in stabilising the operating businesses to the benefit of all staff and suppliers. It also enabled the group to undertake significant property improvements to its Bondi, Darlinghurst, Balmain, Potts Point and Annandale hotels.
However in September Vaughan Strawbridge and Joseph Hansell of FTI Consulting were appointed as receivers and managers to a number of Public Hospitality Group entities under security held by TREA ST Pty Ltd as trustee of the Public Group Security Trust.
A month later, they placed five Sydney assets within the Public Hospitality portfolio on the market. Towards the end of 2024, Solotel added the operations of The Norfolk, Camelia Grove Hotel and Oxford House to its portfolio.
Solotel took over the operations of three Public venues, including The Norfolk
Coogee Bay Hotel’s redevelopment approved
The Sydney Eastern City Planning Panel gave approval for a major overhaul of the Coogee Bay Hotel site with a capital investment value of $94m.
Coogee Bay Hotel’s owners, C!nc, had been looking to completely overhaul the site since 2019. After many local community and business consultations, the plans evolved. The Panel granted a Deferred Commencement Consent that was to become operational after a noise management plan was set in place with Randwick City Council.
The approval includes the demolition of buildings, works to the Coogee Bay Hotel including refurbishment to provide for 18 hotel rooms, a new three storey building to the southern side of the beer garden with 13 new hotel rooms (resulting in a total of 31 hotel rooms), construction of five/six storey shop-top housing comprising 58 dwellings, 11 retail premises, an internal laneway from Coogee Bay Road for an Eat Street precinct, basement parking for 158 cars, subdivision, landscaping and associated works.
C!nc managing director Chris Cheung says the pub will remain at the heart of the project, with this just being the next evolution of the150-year old hotel.
The development plans include the closure of the famed Selina’s live music space. Despite backlash, the C!nc team were focused on meeting community guidelines for the project’s progress.
Redcape’s portfolio realignment
MA Redcape Hotel Fund (Redcape) saw many changes in its portfolio over the course of 2024. In July, it announced it had sold three of its Sydney pubs in two separate transactions totalling $136m. The Kings Head Tavern in Hurstville was sold to Francis Venues, while the Eastwood Hotel and the Australian Hotel & Brewery in Rouse Hill were sold to Sonnel Hospitality.
“This strategic move is part of Redcape’s active portfolio management strategy aimed at enhancing Fund earnings and returns for investors,” said Chris Unger, managing director of Redcape.
This transaction followed the $70m asset swap deal the group made with Gallagher Hotels earlier in the year, with Redcape taking on the leasehold interest of inner-city Sydney pub The Criterion Hotel, while Gallagher Hotels took on the freehold going concern of the Cresent Hotel, Fairfield.
Redcape later continued its Sydney pub sales, divesting another two venues in Sydney’s western suburbs. It sold the Vauxhall Inn at Granville and the Wattle Grove Hotel in Liverpool in two separate deals for a total of $73m.
Late in the year, the group made a splash in the Queensland market, buying three large-format pubs in south-east Queensland for a total value of $66m. The Commercial Hotel in Redbank, Lucky Tree Tavern in Durack, and The Willow Hotel in Moorooka, were all added Redcape’s portfolio.
“The Fund continues to see pleasing operating performance across the portfolio, with sustained customer visitation and well managed costs. The Fund has delivered growing distributions across the year and these divestments put us in a strong position to selectively acquire venues that will compliment that strategy,” said Unger.
Redcape closed the year out by selling two western Sydney gaming pubs to Iris Capital.
Coogee Bay Hotel Redevelopment from Coogee Bay Road
Eastwood Hotel was one of two Sydney pubs Redcape sold to Sonnel Hospitality in 2024
Laundy Hotels acquires Lord Nelson Brewery Hotel
Laundy Hotels acquired The Lord Nelson Brewery Hotel in The Rocks, Sydney, off longtime proprietor Blair Hayden and his partners.
Located on the corner of Kent and Argyle Streets, between the Circular Quay and the Barangaroo precinct, The Lord Nelson Brewery Hotel is Sydney’s oldest continually licensed hotel.
The property boasts a basement cellar housing Australia’s first fully operational pub brewery, a ground floor public bar with original features, a first-floor fine dining restaurant, and two floors featuring nine boutique accommodation rooms.
“We have a deep affection for this pub; however, after almost 40 years, we recognise that the brand will benefit from improved resources to propel the business to new heights,” said Blair Hayden, who purchased the hotel with his business partners in 1986.
As part of the transaction, the Laundy family acquired the famed Lord Nelson Beer brand, which is best known for its immensely popular and award-winning ‘Three Sheets’ Pale Ale, accounting for approximately 90 per cent of craft beer sales under the Lord Nelson banner.
ALH announces its new MD appointment
Oscars Group reinvents The Bristol
After a long wait, Sydney CBD pub The Bistrol, formally known as The Bristol Arms Hotel, was reopened after its closure during the Covid lockdowns in March 2020.
Focusing on reinvention rather than a renovation, the fivestory building, underwent a dramatic transformation under the guidance if owners Oscars Group, which saw the interior layout modernise to a more premium look and feel.
With a distinct identity for each level, The Bristol houses six separate offerings in total, with the first three, The Public Bar, Sports Bar and The Rooftop.
“The Bristol is not your typical pub, each level has its own identity, creating the recipe for a full guest experience from dining to dancing,” said general manager Tom Corbett.
“Start where you please, The Bristol just keeps offering more, it is its own precinct with something for everyone.”
The first floor houses a modern dining space, showcasing Mediterranean cuisine with an accessible dining format.
One floor up, is the Calypso nightclub. On the fourth floor, The Midtown Bar & Lounge, an old-fashioned cocktail lounge and lastly at the very top, is the Greek Inspired Rooftop Bar.
The Endeavour Group (EG) announced a new appointment to its Executive Leadership Team and Key Management Personnel, with Paul Carew appointed Managing Director of ALH Hotels as Paul Walton returns to lead EG’s Pinnacle Drinks business.
Carew will take on the role early this year, and brings over 18 years of leadership experience in gaming and entertainment. Before his appointment, he was the Chief Operating Officer at Tabcorp.
EG Chief Executive Steve Donohue said: “Paul will bring new skills and deep experience to the executive team and will help drive the next phase of Endeavour’s success. I am very pleased he has accepted this important role with the business.
The Bristol Rooftop. Image: Steven Woodburn
Paul Carew will oversee the entire ALH portfolio
Kickon Group makes its first buy in Melbourne’s west
Owned and operated by Michael Hickey for the past 17 years, The Doutta Galla Hotel in Melbourne’s north west was sold to Kickon Group.
“It’s such an interesting location with so many varied demographics around it in the various suburbs that are borders. And what we’re really looking to bring is a great local corner pub with a community feel, great pub food and entertainment – all the things that we do well in our other venues,” said Kickon Group founder Craig Shearer.
Kickon Group brought on a new part-owner for the venue, Ben Lougoon, as part of their Pub Partner Program. Lougoon had been with Kickon Group for less than 12 months at the time but was identified as a talent operator that fitted in well with the program.
The Kickon Group settled on the pub in early October and shut the venue immediately for a renovation with the aim to reopen in February or March this year.
Zengal Hospitality buys Quiet Man Irish Pub
Zengal Hospitality acquired the Quiet Man Irish Pub in Melbourne suburb of Kensington.
James Gallagher, a local to the area for over 20 years, worked as a chef at the pub in 2003, before making the switch to venue management. Zenita O’Neill played gigs at the venue with her band. In 2007 Gallagher left the pub and the two formed their own hospitality group, Zengal Hospitality, opening the Irish pub Jimmy O’Neill’s Whiskey & Alehouse in St Kilda, followed by Naughty Nancy’s cocktail bar in Prahran. Quiet Man Irish Pub is the third venue for the group.
“We want to modernise the Irish pub concept in general. We’re going to bring the young vibrance of the Irish people,” stated Gallagher.
The Quiet Man Irish Pub sits on an 842 sqm corner block. There is an upstairs component currently not in use which O’Neill said would transform into a balcony bar as well as revamping its beer garden and menu to refresh the venue. With O’Neill’s musical background, live music will be fundamental for the venue and will help promote live and local music.
Zengal Hospitality will take over operations at the end of the pub’s lease at the end of March 2025.
LocalsCo completes massive Bayswater Hotel refresh
Perth welcomed the return of a local institution, with LocalsCo unveiling the revitalised Bayswater Hotel on 4 October, following a wide-reaching $7m renovation to update the venue.
After purchasing the property in 2021, LocalsCo decided to embark on the renovation after two years of operating. Key to this renovation was preserving the venue’s heritage and respecting the connection it has with the local community.
“We’ve certainly brightened the place up a bit, put in more windows, and made it feel a bit more modern than it was before,” stated Andrew Moon, group commercial manager for LocalsCo.
“We put a lot more effort into making sure this one can handle large numbers. The kitchen is absolutely enormous. Everything’s just done on a big scale.”
The renovation allowed for a more family-oriented focus, with outdoor dining areas, a custom built-in playground and a beer garden with a large tv screen. It also features a sports bar, with tv screens, pool tables and alfresco space.
Ben Lougoon has come on board as co-owner of the Kensington pub, as part of the Pub Partner Program. Image: Lé Studio Photography
Merivale settles underpayments class action
On 29 November 2024, Merivale agreed to pay $19.25m to resolve the underpayments class action that was brought against them, without the admission of any liability.
The class action alleged that throughout that between 25 December 2013 and 24 December 2019, a number of Merivale employees were paid less than the minimum amounts to which they were entitled under the Hospitality Industry (General) Award 2010.
These employees included salaried workers who alleged that they were paid for 38 hours per week while being required to work at least 50-hour weeks without any overtime payments, as well as casual and salaried workers who allege that the rates that they were paid were less than their minimum entitlements.
As part of the claim, Adero Law also contended that Merivale’s employee agreement, created in 2007 and amended in 2009, varied from the Hospitality Award, and was not a valid one.
In early 2020, a spokesperson for Merivale told TheShout: “Merivale categorically denies that any of its employees have been required to work unreasonable additional hours against their will.
“Full time Merivale employees have been paid annualised salaries with hours averaged over 52 weeks as permitted under the enterprise agreement that applied to Merivale employees from 2007 until 2019 and in accordance with the Hospitality Industry (General) Award 2010 since the agreement was terminated by consent.”
Gaming reform updates
Gaming reform ticked on in a few jurisdictions in 2024.
First up, the Tasmanian government backtracked on initial plans to introduce cashless gaming to the state. It announced it will instead move forward with other harm minimisation measures, such as introducing facial recognition technology and third-party exclusion, while it “defers progress” on introducing a mandatory pre-commitment card.
“We remain committed and aligned with our election commitment when it comes to a precommitment card as practicable… it is a complex reform and a much-needed reform when it comes to a broader harm minimisation… there is not one solution here,” said Premier Jeremy Rockcliff.
However, in Victoria the government introduced the Gambling Legislation Amendment (Pre-commitment and Carded Play) Bill 2024, which would introduce mandatory carded play to be piloted within the state’s pubs and clubs.
The reforms were met with backlash from the industry, who had advocated for reform based around FRT. Many operators suggested a mandatory carded play system was impractical on a statewide scale.
“Despite yearlong consultation and numerous recommendations of effective harm minimisation strategies, Victoria will be moving forward with a fraught and problematic system,” said Francis Venues managing director, Tom Francis.
In NSW, leading industry bodies, including AHA NSW and ClubsNSW, were also frustrated with the report published by the Independent Panel for Gaming Reform which recommended an account-based gaming system by 2028. AHA NSW strongly rejected the report’s recommendations, deeming the trial finding it was based off as “not credible”.
Image: O’Neill Photographics
PUB OPERATORS
Some of the most respected and forward-thinking publicans – operating very different pubs across Australia – look back on the past 12 months, and let us in on what they have planned for 2025.
ALH HOTELS
Creating spaces that bring people together
As he departs the business, outgoing managing director Paul Walton praises ALH Hotels for its resilience in 2024 and position at the forefront of Australia’s social occasions.
THROUGH CHALLENGING economic times for operators and consumers alike, the focus for ALH Hotels remains –offering great value pub experiences that locals love.
Interim managing director Paul Walton says: “This purpose has been at the heart of our venue operations for the last fifty years. The 12,000+ dedicated team members running our pubs are our strength and have always strived to create experiences that locals love – embodying the essence of what every publican has aimed to do since pubs first came into existence.”
While Australians have felt cost-ofliving pressures over the last 12 months, the ALH Hotels portfolio has shown its resilience, and the group progressed on many fronts.
One element of this was the hotel renewal strategy, which saw the group undertake a significant rejuvenation project across its portfolio, enhancing guest experiences and grounding each project in community insights.
“We have a strong renewal pipeline, and in 2024 we focused on a number of largerscale projects, including The Morris in WA, The Ramsgate in SA, and the Manly Hotel and the Gap Tavern in Brisbane.
“The early results since reopening these renewed hotels have been very
encouraging, with food and beverage up 200 per cent in the case of the Manly. Similarly, The Morris is performing incredibly well and is now in the top performing food and beverage venues in WA,” says Walton.
In enhancing guest experiences, ALH Hotels also ramped up its live music focus. Historically, Walton says pubs have provided an accessible stage for live music to thrive, and post-Covid, the group was keen to evolve its offering.
“The success of any entertainment offering lies in understanding what makes your local community unique. Whether it’s leaning into nostalgia with festivals like Hotter Than Hell or creating family-friendly events, it’s about offering experiences that resonate with your community.
“We shifted towards ticketed events, now dedicating 36 per cent of our entertainment budget to them, up from 18 per cent. This approach allows us to offer higher-quality, curated experiences, and the results speak for themselves with a majority selling out.”
Rewarding loyalty
In August, ALH Hotels launched the pub+ loyalty system, designed to personalise guest experience and increase transactions with member-exclusive deals,
leveraging the success Endeavour Group has achieved with MyDan’s.
Six months since the launch, the platform has already exceeded targets for user downloads and presented a promising uplift in food and beverage transactions.
“In a tough macroeconomic environment, Australians are looking for value and they want to be recognised for their commitment to our brands and pubs. We designed pub+ to drive repeat visits to our hotels, so guests get more of what they love from their local.
“We also see pub+ as an important part of our evolving approach to safer gambling, enabled through technology and a focus on player interaction. The app features voluntary pre-commitment where players can set time and spend limits, and we will continue to explore additional harm minimisation features,” Walton added.
A new direction
Departing ALH Hotels to return to Pinnacle Drinks, Walton reflects on his years leading the business as a privilege.
“We have achieved an enormous amount in a relatively short period, and I believe we have the fundamentals and expertise both within ALH and across Endeavour Group to really thrive in 2025,” he stated.
Paul Walton Interim Managing Director ALH Hotels
The newly renovated Ramsgate Hotel in Henley Beach, South Australia
GAME!
Tabcorp are proud to present the 2025 Australasian Hospitality & Gaming Expo. Explore every opportunity to elevate your venue offering and engage your customers by having a chat with our team at Stand 85.
Stand 85 | 12 & 13 March 2025
Brisbane Convention & Exhibition Centre
Scan this QR code to register today!
Modern pubs, timeless appeal
Comiskey Group has brought some unique venues to Queensland, and director Rob Comiskey shares big plans to build on that momentum in years to come.
FOR COMISKEY Group, 2024 was a year marked by growth and continued momentum. Despite the cost-of-living pinch, the group’s portfolio was resilient to economic pressures, and the group continued to invest in sustainable longterm growth.
Comiskey Group director Rob Comiskey stated: “I don’t know whether it’s because we’re continuing to reinvest constantly, but we’re not seeing that [consumer spending downturn]. We’re seeing fresh sets of people coming through, our food hasn’t seen a dip, our retail’s holding up, gaming’s going strong and accommodation’s going strong.”
One of the biggest projects of the year was the overhaul of the Imperial Hotel in Eumundi, and the first of three stages of renovation was unveiled in September.
“The unveiling of the Imperial Hotel was really rewarding. You hope that you’re doing the right thing, and when you get to the end, you always hope it’s going to live up to the concept you had in your head, and I was really happy with the way it came up in the end,” stated Comiskey.
“The way we embraced the heritage and built upon that was really impressive to me, and so we’re really looking forward to the next stage of development which is a big one. We’re redoing the beer garden, plus installing a kids’ arcade and an Asian fusion restaurant upstairs. We’ve probably got another 60 per cent of the hotel to open towards the middle of the year.”
Comiskey is proud to have given a nod to the pub’s 112-year history, and since the reopening patrons have shared a similar sentiment.
“They saw the amount of effort we put in to embrace the heritage of the development rather than just ignore it. We went and got hundreds of photos, not only from the hotel but the surrounding area, and featured them on the walls as part of the artwork throughout the development. People read the walls, they see the history, and how we’ve embraced it.”
At the forefront of industry innovation
In the year ahead, large-scale renovations
will remain the focus for Comiskey Group. Pending planning approvals, the group hopes to push forward with eight projects, including works on the Aura Hotel and The Doonan, both on the Sunshine Coast, and the Dakabin Hotel in the Moreton Bay region.
In addition to these renovations, one of the major projects for Comiskey Group in 2025 will be The Country Club Hotel at the Strathpine development, designed to cater to a diverse range of recreational and entertainment needs.
“As always, we don’t try and do a cookie cutter build, but this one’s quite different to our other hotels. Throughout 4000sqm it’s got eight lanes of bowling, an arcade, an American sports bar, four karaoke rooms, two pickleball courts, two shuffleboard courts and two half basketball courts,” explains Comiskey.
“It’s not too far from one of our other developments in Eatons Hill, but we didn’t want to recreate the same thing. It’s a different style of hotel that’s entertainment based.”
Rob Comiskey Director Comiskey Group
Honouring a pub’s history
In its founding year, Epochal Hotels established deeper connections to the community with new acquisitions and major renovations.
ALTHOUGH HE’S made waves in the pub market along the New South Wales coast since acquiring the Harbord Hotel in 2020, it was in 2024 that Glenn Piper formally established Epochal Hotels, making it an extraordinary year for the property investor-turned-publican.
“The launch of Epochal Hotels early in the year has been a transformative step for our group, fostering unity across our portfolio and among our staff. We are passionately committed to creating vibrant establishments that resonate with the communities they serve, and our brand reinforces our mission to revitalise historic venues while honouring their rich heritage,” Piper told Australian Hotelier
Alongside the formal unveiling of the group in May, Piper also took the opportunity to announce the acquisition of the Scarborough Hotel in 2024, marking the addition of another renowned pub to the group’s portfolio.
“The Scarborough Hotel is a truly special property and a deeply meaningful project for us. Since announcing the acquisition last year, we have been delving into its storied past and the surrounding area to uncover all the incredible nuggets of history
that will help shape the new concept. As always, we are dedicated to a thoughtful revitalisation process,” he stated.
Last year, the group also began renovations on The Commodore Hotel in McMahons Point, and an extension of the Harbord Hotel’s existing offering.
“These two pubs have certainly kept us busy. At Harbord, we’re in the final stages of completing an exciting new bar and recording studio upstairs, which is set to open in March,” Piper added.
“As for The Commodore, we are on track for a reopening this winter. This has been a significant project, and we can’t wait to welcome everyone back to experience the refreshed space.”
Embracing the community
In the first year of its official launch, Epochal Hotels received industry recognition when The Beach Hotel collected numerous accolades at the Australian Liquor Industry Awards (ALIA) and AHA NSW Awards.
“The Beach Hotel in Merewether, which reopened in December 2023, celebrated a successful first year, welcoming thousands of guests and solidifying its status as a local favourite.
“We are incredibly proud to have won Best Regional Pub and Best Regional Redevelopment at the AHA Awards, as well as Best Hotel Renovation at the ALIAs. These accolades are a testament to our passionate team who bring The Beaches to life every day.
“Ultimately, I believe our success stems from channelling local pride in such a special location. From the very beginning, we have focused on honouring the hotel’s legacy while creating a welcoming space that embodies the spirit of Merewether today. The community has wholeheartedly embraced the pub, reinforcing the importance of crafting a venue that feels like a home away from home,” Piper explained.
Building on this momentum in the year ahead, the objectives for Epochal Hotels are clear.
“With Harbord Hotel, The Beach Hotel, and The Commodore set to be in full swing, our focus is on ensuring these venues thrive and that guests love their experiences. Additionally, we are excited to unveil our luxury eco-resort concept on Hook Island, marking a significant step towards creating a world-class destination,” Piper concluded.
Glenn Piper Chief Executive Officer
Epochal Hotels
Beach Hotel Merewether’s interior design celebrates it local history, including surf culture and brickmaking industry
Providing quality and value
Francis Venues has focused on upping the quality of its F&B in recent years, and its value-for-money offer is reaping rewards for the business.
2024 DELIVERED unexpected growth for Francis Venues, in the form of F&B sales. Across the eight Victorian pubs, its club and motel, the group saw a seven per cent year-on-year growth in F&B sales. Managing director Tom Francis puts it down to delivering good quality meals at affordable pricing, at a time when consumers are being very considered in their spending.
“Our demographics are really searching for a decent meal special and a good price. People can’t afford going to restaurants which are $100 a head, but they can come to the pub and have a decent meal for $30 a head.
“They would rather come out twice a week to a hotel and spend $100 over those two visitations, as opposed to going to a restaurant and spending it once,” Francis explained.
And that value for money is extended even further when entertainment is considered. Designed to encourage visits by families, all of the Francis Venues pubs
are designed with big bistros that have kids play areas, and then throughout the week there is always some form of free entertainment – whether that’s live music, magicians, or face painting.
“That family market has been a really big uplift in F&B for us.”
That uplift in F&B sales can also be put down to a renewed focus in the last few years on increasing the quality of dishes on the menu.
“Coming out of COVID, we found that nice space where we could actually take our time, work things through our menu creations, to find the right balance for customers and what they want.
So we’ve had the last three years as a trial, and now we’re being rewarded and we’re hitting the right strides. The achievements in service standards and food quality has been really good.”
Venturing interstate
Based in Victoria, Francis had been looking to expand the group interstate
with an eye on the Queensland market. However in 2024 a couple of opportunities opened up in suburban Sydney that were too good to pass up.
Mid-year, the group acquired the Kings Head Tavern in Hurstville off Redcape, who a few months later also sold Wattle Grove Hotel to the group.
Francis said the large-format suburban venues fit in well with the Victorian portfolio, as these types of venues become more scarce in and around Melbourne.
“The market up there [in Sydney] is very different in terms of F&B and gaming, it’s a lot less ‘woke’. Here in Victoria, people are more likely to have meetings over a coffee where up in Sydney, it’s more common to go out for a beer. That culture seems to be huge, with massive clubs and corner pubs everywhere. In the suburbs in Melbourne, those kind of pubs have disappeared.”
Getting to work immediately on the Kings Head Tavern, Francis Venues upgraded the sports bar, installing a three-metre screen and providing a great menu. Francis said
Tom Francis Managing Director Francis Venues
Growing Frisbie Rewards
In terms of Frisbie Rewards, the aim over the next 12 months is to have 15,000 members across the group and 3,000 active members each week.
“We believe this to be achievable with the array of offers and promotions we have in place, as well as how well staff know the product, training is integral in its success,” stated Francis.
“We ran a successful Christmas campaign that saw an influx of 750+ signups, which we put down to great products, marketing and making customers excited to download the app and be a part of something rewarding.
We’re happy with how Frisbie has been received by both customers and staff since the launch in December 2023. There are always new updates that better the customer experience and at the end of the day that’s why we’re in the industry, to provide the best customer experience we can.”
the group is already seeing a return on investment in the sports bar.
While Francis is open to expanding the group further, current uncertainty around gaming reform – and an opposing view to the mandatory carded play to be trialled by the Victorian Government – means that Francis currently has no interest in acquiring more venues in his home state.
“I wouldn’t buy pubs in Victoria in the current climate.”
Rewards and trials
Another big focus in 2024 was the implementation of the Frisbie Rewards app across the whole group. It’s a rewards system that gives returning customers access to F&B deals. Francis says it’s an evolved look at the old loyalty system that clubs would impose.
“It’s a little bit different. It’s not based around a card, and it’s purely F&B. I think
of the app as a digital wallet, and you get a push notification once or twice a month. That doesn’t annoy people as long as you’re sending a decent offer.”
Francis said the app is also a great way for key supplier partners to put on deals for new products, getting feedback on reaction to new SKUs and the like.
“It gives those key account partners leverage, where they can trial a new product and see how it resonates with customers or a certain segment, without having to commit to a big deal. And providing those deals helps us remain competitive against nearby pubs.”
Frisbie Rewards now has 10,000 members, averaging 3000 active users per week, which has assisted in growing F&B sales.
A team focus
Looking ahead to this year, Francis Venues will settle on the Wattle Grove Hotel acquisition in Q1, and will give it a sports bar upgrade similar to Kings Head Tavern. The other main focuses for the year will be on internal leadership programs – including kitchen staff – as well as further Frisbie Rewards expansion and upgrades.
The leadership focus comes from Francis’ preference to hire from within. Even within the group’s executive team, one of the area managers was someone who worked frontof-house with Francis at the Newport Social Club a decade ago. Ninety-five per cent of the group’s venue managers were casuals who developed leadership skills internally and were presented with new opportunities as the group expanded.
“You just get a much better quality kind of staff member coming through the ranks. They know your model, they know what you want. But then you also provide them the opportunities along the way to create a decent career from a casual position.”
The group will continue to focus on providing top-notch F&B as a value proposition, which Francis believes will continue to be a key driver for consumers this year.
F&B spend grew by seven per cent at Francis Venues in 2024
Big swings paying off
In 2024, Hurley Hotel Group got to enjoy the rewards of a couple of big pub projects. It’s given the group a boost of confidence leading into one of their biggest new builds yet.
HURLEY HOTEL GROUP project manager
Anna Hurley described 2024 as “a bit of a consolidation year” for the group, after completing some massive projects at the end of 2023 – namely the significant overhauls of the Arkaba Hotel and Hotel Royal.
Throughout 2024, the group began to see a return on investment on these sizeable projects with patrons – and their trade – returning in droves to these venues. The accolades soon followed, with Arkaba Hotel picking up several AHA awards at the state and national level, including being named Overall Hotel of the Year – Metropolitan at the AHA National Awards for Excellence.
“The awards are great, and it is really a wonderful recognition. But in the end, we want to pay wages and pay off the investment, and I think that’s been the most pleasing thing this year, particularly
at the Royal and at the Arkaba, seeing our customers come back and loving what we’ve done,” stated Hurley.
On the point of consolidation, general manager Sam McInnes said that consolidating staff culture after getting these massive projects underway was a big focus of 2024.
“We’ve got over 600 staff, and we’ve moved from 12 months ago where we were just trying to fill roles to now looking for leadership, looking for skills, looking to develop our staff. We’re focusing on the efficiencies and skills, rather than just trying to fill a spot on the roster.”
And in the case of not missing out an opportunity, Hurley Hotel Group also acquired the Barker Hotel – the first acquisition by the group made in five years – in one of South Australia’s fastestgrowing areas.
“Quality assets like the Barker don’t
come up very often, so when the opportunity presents itself, you have to take it,” explained McInnes.
Return on investment
With the Arkaba and Hotel Royal reopening at the end of 2023, for Hurley Hotel Group 2024 was the test of how patrons would respond to these overhauled venues. Thankfully the new reiterations of these venues have resonated with locals.
“We are definitely seeing a return on investment,” stated financial director Samantha Oakley.
“I think particularly with Sportys [at the Arkaba], it’s got a new lease on life and got a bigger and better reputation. And functions. We had strong functions trade before, but with the new Arkaba leisure clients have started coming there a lot more.”
Samantha Oakley Financial Director Hurley Hotel Group
Sam McInnes General Manager Hurley Hotel Group
Anna Hurley Project Manager Hurley Hotel Group
Likewise, Hotel Royal has benefitted from some new additions.
“With the Royal, we didn’t have any good outdoor space at the Royal previously. But we created a courtyard in the renovation, and that’s been a great addition because people love eating and drinking outside. It’s brought in a lot of natural light, which has improved ambience inside as well,” stated Oakley.
Also helping with the trade across the group is the perceived ‘trading down’ of diners, who have swapped meals at premium restaurants for nights out at the pub.
“For a lot of our venues, we sit in a nice, neat point based on area and demographics where people have been able to trade down to our venues,” explained Hurley.
Food sales also did very well across the group’s hotels in 2024, with McInnes putting this down to investing in the team’s chefs – developing skills so that when the opportunity presented itself early last year, two chefs that began their apprenticeships with Hurley Hotel Group could step up into head chef roles.
“We’ve put a lot of effort into making sure we have good food, which is hard to do, but I think we’ve got the rewards from that as well, which you can see in our sales.”
The next big build
Also kicking off in 2024 was the group’s build of Hotel Panorama, replacing the nearby Tonsley Hotel which made way
for a North-South Highway extension. A long-time in planning, this mammoth five-storey build will be the group’s largest project this year, with the hotel currently projected to open in February 2026.
“We’ve been working since 2021 to get the plans done through Council and get it financed, so it’s a real thrill to see it coming together now,” stated Hurley.
Hotel Panorama will have four F&B outlets on the ground floor, three floors of accommodation. The fourth floor will house two function spaces facing east and a rooftop bar facing west to capitalise on sunset views.
It’s a massive project, but the success of the Arkaba rebuild has given the Hurley Hotel Group confidence.
“It’s nerve wracking, investing in such a big project. And when you see the footprint, it is gigantic, as is the budget to build it,” stated Oakley.
“But having renovated the Arkaba and seeing the rewards of that, and even the Marion [renovated in 2021 to the tune of $20m] continuing to perform so strong, it does fill you with a lot of confidence that we’re on the right track, and that it will be a good investment for the future.”
As if the Panorama build wasn’t enough, Hurley Hotel Group will also look to take on some smaller refresh projects this year, including the Arkaba gaming room and accommodation rooms, as well as the motel rooms at the Marion. Renovations of the Torrens Arms Hotel and Kensington Hotel are also planned.
It’s nerve wracking, investing in such a big project…But having renovated the Arkaba and seeing the rewards of that… it does fill you with a lot of confidence that we’re on the right track.
Samantha Oakley, Financial Director
The Hotel Panorama build has begun
Hospitality at scale
Momento Hospitality continues to exceed expectations as it searches for new and innovative ways to approach the hospitality industry in 2025.
MOMENTO HOSPITALITY had a successful year in 2024, after changes to the leadership structure saw the appointment of David Clifton as the newest CEO of the group.
Clifton joined the executive team to address the business’ growing complexity and focused on discovering new and innovative ways to approach the hospitality industry.
“The focus has been on building on the great work the leadership team have created over the years and sharpening up the way we think about leadership, developing high performing teams and how that impacts staff and customer experience,” Clifton said.
Trade across late last year exceeded expectations and is anticipated to continue throughout the course of 2025. Momento Hospitality undertook refurbishments at Silverwater Hotel with the kitchen opening Q1; it partnered with Chef Nelly Robinson at Nags Head Hotel; and it repositioned the Governor Hotel’s new sports bar, bistro, grill and rooftop. However it’s biggest project was the opening of New South Wales’ largest pub, Oran Park Hotel.
“Opening Oran Park in December was a huge highlight. Sal Bellomo (GM) and the team have done an incredible job getting something of this scale [to] open
so smoothly. The community have really embraced the pub and customer feedback has been excellent,”, added Clifton.
“There is real momentum across the business which is great to see and feel”.
After employing approximately 100 staff, made up of Momento key management personnel and locals, the group looked at making the Oran Park Hotel a precinct to connect communities. It offers a pizzeria, bistro, sports bar, cinemas, multiple outdoor areas, an Asian-inspired rooftop bar and gaming rooms, designed to execute great customer experience at a large scale.
Meeting customer expectations
Food and beverage was a massive focus for Momento Hospitality in 2024. With Luke Redington appointed Group Beverage Manager, the group looked at executing great customer experiences across its food and beverage outlets. These included smart menu engineering such as order- and pay-at-table features.
“Our customers are looking for high quality F&B and a great customer experience so we will continue to invest in this space. Feedback has been very positive across the group with many of Luke’s product changes. Beverage performance is up, and Nag’s is full of
British expats so that’s a good sign we are on the right track”, said Clifton.
“Luke is also an outstanding trainer, so our teams are learning a lot and it’s giving them the confidence to create extraordinary experiences for our guests.”
Plans for 2025
Developing leaders continues to be a strategic priority for Momento Hospitality, investing in training and upskilling its teams. There are also new openings and ways of operating on the cards.
“We will see the opening of Oran Park’s rooftop Jinja. We also have the events spaces and cinemas opening not long after so that will be a huge focus getting the CX firing across all levels,” Clifton said.
“We have partnered with Quantaco and are mid implementation. Data has been a big focus for us, and we see this partnership as a great way for our leaders to make data- and insights-led decisions quicker, ultimately improving commercial outcomes.
Long-term a new way of engaging with its communities is also on the cards.
“We are also in initial planning phase for a Momento Festival which would be a bit of fun. We have a very loyal community base and doing something that is unique, experience focused and at a good price point would be very well received.”
David Clifton Chief Executive Officer Momento Hospitality
Oran Park Hotel. Image: Steven Woodburn
A growth environment
O’Hara Group reported strong trading in 2024, amplifying its offering across all revenue channels to counteract economic hardship.
ACCORDING TO Dan O’Hara, managing director of O’Hara Group, when times are tough, so long as the offer is right, people will continue to eat, drink and have a flutter in pubs. And despite tougher economic times, he reports solid trading for the group in 2024, particularly in regional areas.
His highlights of the year centred around people – from the team behind O’Hara Group to the communities in which it operates.
“We are lucky to have excellent people as part of our team, and I’d like to thank all of them. We strive to create a positive, fun, growth environment where we continuously challenge each other to grow ourselves and our hotels,” O’Hara explained.
“[Another highlight was] refocusing on the importance of positively contributing to the communities around us. Whilst pubs have been doing this for years, I don’t think there was the recognition in the wider community of the depth and breadth of community support that pubs give. I think clubs are very good at letting their communities know of the support they give, so taking a learning from clubs into our hotels has been a positive.”
This focus on community was underscored at the 2024 AHA NSW Awards, where O’Hara Group was named Hotel Group Operator of the Year.
“We celebrated the achievement together, however, we as a team have made a conscious reset, and have used the analogy that we are no longer the hunter, we are the hunted, to ensure that our team stays hungry,” O’Hara told Australian Hotelier.
Vibrant venues
Although pubs faced several challenges in 2024, O’Hara is positive about the progress being made in NSW with vibrancy reforms, praising the Government’s work to promote live entertainment and create a legislative environment that incentivises small businesses to grow.
“I believe in a collaborative approach from venue operators, politicians, police, council, liquor and gaming – that we work together to achieve safe, but just as importantly, vibrant venues. That operators understand the role regulators play in this mix, but also that those mentioned above understand the role venues play in contributing positively to the social and economic fabric of Australian society.”
A renewed focus
With competition in the pub industry tightening, the focus for O’Hara Group is to ensure it has the best offering it can in all revenue departments. While food and
beverage is the main focus, racing and sport are a crucial part of this, and the group renewed an exclusive wagering deal with TAB in 2024.
“Aussies love to head down to their local to have a bite to eat, a drink, and watch and have a flutter on sporting events and racing, so to be able to partner with TAB, the leading provider of gambling entertainment, is important to us.
“TAB’s training and compliance systems and procedures enhance our teams, and one of the points of differentiation we believe is important to a venue is the vision piece, letting customers know they can come in to watch sport or racing on the latest high-quality LED screen,” O’Hara stated.
Food is another key element of this strategy, and with the appointment of group head chef Thuong Dang the group is focused on amplifying its F&B offer.
Situated in the northwestern growth corridor of Sydney, O’Hara says the newly renovated Bligh Park Hotel is a great example of the group’s ability to diversify its offering, complete with a 150pax function room, large LED screen, children’s playground and a new bistro with seating capacity for over 600; with large-scale refurbishments also scheduled for the North Nowra Tavern and Tahmoor Inn.
Dan O’Hara Managing Director O’Hara Group
Succeeding through economic adversity
Despite challenging circumstances, Only Hospitality is betting that pubs will continue to be the sought-after dining and entertainment experience in 2025.
DIRECTOR JULIEN Moussi described the year 2024 as one that was both positive and rewarding for the Melbourne-based group, considering the uncertainty of the recent economy.
“I think opening and growing the portfolio in this climate is a real positive for us. We are passionate about creating elite customer experiences and whilst there is talk of industry head winds, we maintain our confidence to push through and keep growing,” he said.
Last year, the group reopened The Beehive Hotel in the Melbourne suburb of Hawthorn, with the venue outperforming expectations, with Moussi citing the Locals Night and raffle as a huge drawcard for the venue.
“We believe the reason it’s performed well is because of our focus on ‘there is beauty in simplicity’. We’ve just made sure the key fundamentals of a great pub have been executed consistently,” said Moussi.
“The site has not been a pub for 10 years and turning it back into a locals’ hang-out has certainly been well received.”
Only Hospitality also acquired the Rah Bar in South Yarra, which the group will transform into a pub, a venue that Moussi believes will be one of the best in the hospitality industry in terms of natural character.
“I think it really deserves to be a Hotel/ Pub. It’s unique and whilst it was more of a bar, we think with its bones and its
Sought-after membership
Moussi shared that the local’s night and medallion membership at The Beehive Hotel have been a huge factor in creating a sense of belonging for the community. With over 2000 members already, the initiative has been so well received, there is now a waitlist.
Here’s what to expect at Local’s Night and as a Medallion Member at Beehive Hotel on a Thursday from 7:45pm.
Drink specials: $5 pots and $8 happy hour wines.
Cash raffle prizes: Win cash, a meat tray, seafood tray, fruit box, wine, lager slabs, Beehive merch or a rotational mystery prize.
Raffle wheel prizes: Win up to a $200 voucher, free merch, selected meals or beverages.
Discount for Medallion Members: Receive a 10 per cent discount when using Medallion Money.
natural light it should be a venue that can be frequented day and night,” he added.
The group also acquired the Micawber Tavern in Belgrave. The venue, sitting on a 10,000sqm parcel of land, will undergo big changes in 2025 subject to council approval.
“We are currently doing a master plan with staged building program. We have a five-bedroom house on site which is stunning and there are plans to re do the beer garden, build more accommodation
and build a barn style wedding reception building,” Moussi added.
“It’s one of Melbourne’s best kept secrets. It’s a beauty!”
Expectations in 2025
Despite a slight decline in year-on-year customer spending, patron numbers are up. This makes Moussi optimistic about Only Hospitality’s portfolio growth in 2025.
“Hobsons Bay Hotel and Hotel Collingwood both continue to grow, and we are excited about what those venues can do in 2025,” he said.
“We have plans to renovate the Hobsons Bay rooftop, refurb Hotel Collingwood after four years, open the South Yarra site and execute stage one of Micawber Tavern. We are very close to acquiring a pub in South Melbourne which we believe is very underutilised and known by the immediate demographic.”
Only Hospitality will likely seek out a couple more acquisitions over the course of 2025, anticipating that pubs will be people’s first choice when it comes to dining out.
“Given the economy still being shaky, the daily value propositions that pubs can offer will allow people to stay engaged with their local pub. I really believe old fashioned hospitality is making a return. Whilst it’s obvious, nothing beats great service and warm, welcoming, friendly staff.”
Julien Moussi Director Only Hospitality
The Beehive Hotel
Changing with the times
After a successful year adapting its portfolio, Palmer Hospitality Group is optimistic about South Australia’s pub landscape, with new venues on the horizon.
WITH RISING interest rates and costof-living pressures impacting consumer confidence, 2024 was a challenging year for the pub market. But it presented an opportunity for Palmer Hospitality Group to consolidate its offering and adapt to a change in consumer behaviour, managing director Martin Palmer told Australian Hotelier
“This business covers the full spectrum of consumerism, from regional pubs to fine dining restaurants and small bars in between, so you deal with things differently in different markets. But across the board, regardless of which market you’re dealing in, you’ve got to be sure people feel that they’re getting value for money,” Palmer stated.
Although the group didn’t undertake any major projects last year, the focus on refining its existing portfolio didn’t go unnoticed. One of the highlights of the year for Palmer Hospitality Group was the recognition the McLaren Vale Hotel received at the AHA National Awards for Excellence, where it was named Overall Hotel of the Year – Regional.
Explaining what he puts the win down to, Palmer said: “We’ve got a good asset to work with, an old 1850s hotel that sits adjacent to an equally old historic winery
with magnificent grounds which we share. From there, we really recognise the hotel’s importance in the community and the region at large, and we embrace that.
“There’s the town, the winery and the tourists – there’s a multitude of markets that we cater to, and I think we do that pretty well.”
A flourishing market
Palmer Hospitality Group’s portfolio is based entirely in South Australia – a market that captured the growing interest of interstate publicans last year. According to Palmer, this interest is an indication of increasing costs in other existing markets, but also a reflection of the vibrancy of South Australia’s pub industry.
“The other thing that’s worth mentioning is that the Government have announced a new regime around how to trade gaming machine entitlements, making it a far more transparent and open market, and I see that as being another reason that people from interstate are interested in the Adelaide market,” Palmer added.
As the South Australian pub market continues to flourish, Palmer Hospitality Group will expand its portfolio beyond Adelaide in the year ahead, beginning with two recent acquisitions.
Palmer said: “We’ve made a strategic purchase in what they call the northern urban corridor, which is a major expansion point for Greater Adelaide.
“We’ve made a couple of strategic purchases, about 40km from the CBD, two hotels in Two Wells, which we should have taken over by mid-February. We see that as a long term, generational strategy in terms of getting out into the expansion zones as Adelaide grows.”
Effective consolidation
As Palmer Hospitality Group consolidated its offering in 2024, the group observed a slow but steady return of consumer confidence. Speaking about the focus for the rest of the year, Palmer says the group’s venues will continue to adapt and find new ways to counteract limited spend.
“We see pubs as needing to be foodforward now, and from there, it’s a continually evolving landscape that comes from the evolution of Gen Z, which is becoming more dominant. To be relevant to them, occasions, events and music are all still very important, but you need to understand who your market is and what they’re looking for in their entertainment,” he explained.
Martin Palmer Managing Director Palmer Hospitality Group
Image: Meaghan Coles
Elevating guest experience
From new acquisitions and renovations to an enhanced focus on food and beverage, Solotel is focused on strengthening its portfolio.
REFLECTING ON 2024, Solotel CEO Elliot Solomon says it was a challenging but rewarding year for the group, with an emphasis on delivering the same great experience more effectively.
While some venues in the portfolio felt the challenging economic effects of 2024, others went from strength to strength with calendar highlights such as Anzac Day and Sydney’s City2Surf, which drove record sales and created key cultural moments for patrons.
After acquiring the operations of The Norfolk Hotel, Oxford House and Camelia Grove Hotel, as well as commencing works on a new Goros venue in Brisbane, Solomon recalls: “Ending the year with four new venues was quite an achievement. It’s exciting to have these new venues on board.”
Another standout achievement was being named Best Hotel Group Operator at the Australian Liquor Industry Awards (ALIAs), he says.
“That was bloody awesome. You never go into these awards expecting anything, so it was a really nice surprise. With the ALIAs, it feels particularly nice to be recognised by peers.
“The company has been around for a long time, but in the last five years, starting with Justine Baker, we’ve become
much more involved in government policy and advocating for our industry – I think that helped with the recognition.”
On the topic of regulatory changes, Solomon also praised the Labor Government for working towards an environment that encourages growth.
“It’s clear what the strategy is for the late-night economy and that gives businesses confidence to take bigger risks and invest more. Regardless of specifics of the regulations, I think it’s clear how the Government sees the industry and wants us to grow, and that’s incredibly positive.”
Planning for success
After recruiting its first food and beverage director, Joshua Hillary, in 2023, the group enhanced its dining experiences further by appointing Hamish Ingham as group executive chef and Matthew Stewart as head of restaurants and guest experience in 2024.
Driven by the quality of the industry right now, Solomon sees the appointments as a way of positioning Solotel to stay at the forefront.
“Having Josh, Hamish and the like means we can deliver what we want to deliver and grow into the future. The impact is that there’s also a lot of smaller wins, like
relaunching the Bank Hotel and The Clock, which are doing incredibly well.
“Because of the people on board in these leadership roles, we’re also now getting incredible talent that want to come work with them and learn from them, and that’s going to make a huge difference to what we deliver. The team are really changing the culture and the mindset, they’re bringing the guest into everything,” he explained.
Not only did Solotel hone in on its food and beverage offering, Solomon says the focus across the board in 2024 was putting the foundations in place for what he anticipates will be a transformative year.
“2025 is going to be a sprint. We’re opening our second Brisbane venue and our second Goros in the first few months, and shortly after, we’ll be opening the Carousel Inn renovation in Rooty Hill, and after a 10-month build it’s one of the biggest renovations we’ve ever done.
“We’re also doing some smaller, but still significant renovations, and the first cab off the rank will be reopening the corner bar of The Norfolk and renovating the Public House Petersham. The first six months are going to be pretty bloody busy, and in the second half of the year we already have more renovations planned,” he concluded.
Elliot Solomon Chief Executive Officer Solotel
Anzac Day 2024 at The Courty
Effecting change
The Australian Hotels Association continues to engage with both sides of government, helping to create better operating conditions for pubs across the country.
REPRESENTING A vibrant and diverse industry made up of 6500 member pubs employing over 350,000 people, the Australian Hotels Association (AHA) was hard at work in 2024 to ensure that pubs across the country were able to operate in the best possible trading conditions.
On a national scale, the biggest win for pub operators in 2024 was the amendment to the definition of casuals in the Closing the Loopholes Act 2024, with previous wording making it difficult for publicans to continue hiring a majority casual workforce. The new wording, secured by the AHA, brought relief to venue operators and their staff alike.
AHA CEO Stephen Ferguson credited the win to diplomatic and persistent engagement with the government, at a time when other industry bodies had stopped engaging on the issue.
“We thought that the government would be successful in having legislation passed, so we made sure that we got in the door and got changes to what we needed. Our aim was to protect the hospitality industry, and we were able to secure changes to legislation that gave everyone comfort.”
Other wins last year included negotiations on gas within energy transition policies. As the main source of energy used in pub kitchens, conversions from gas to electricity would come at significant expense. The AHA worked with
governments at the state level to secure an optimal solution. Ferguson stated the AHA is happy with where each state is at, with negotiations ongoing in Victoria to retain gas in commercial kitchens.
Cash in transit was another issue in which the AHA secured a win – particularly for regional operators. As cash usage dwindles – it accounts for less than 10 per cent of all transactions made in Australia – the costs of moving cash has risen. It’s an expense that regional and country operators have borne the brunt of, and the AHA has worked with cash-intransit businesses to ensure that regional hospitality businesses will be protected.
Long-term goals
Another long-term goal of the AHA has been to curtail the effects of Fringe Benefits Tax (FBT) on hampering trade in pubs. In January, the Coalition announced a policy proposal which would introduce a capped tax deduction for small businesses of $20,000 for business-related meal and entertainment expenses.
“This policy proposal by the Coalition is a win for common-sense – especially during a cost-of-living crisis,” said Ferguson.
“Why shouldn’t a boss be able to take his hard-working team down to the pub and shout them a meal and use it as a deduction? Everyone wins.”
The main priority for the AHA continues
to be migration, calculating that the industry needs 5000 new permanent places and 5000 temporary skilled visa workers, plus a full complement of working holiday makers and international students each year to operate at an optimal level. The AHA has kept up dialogue with both major political parties to ensure that the industry has the workforce it needs. The AHA worked with the Albanese government to ensure that cooks and chefs remained on the Core Skills list; and when the Coalition announced a proposal to cut migration numbers in their budget reply last year, the AHA were in the Shadow Minister of Migration’s office the next morning to voice its concern.
Another long-term focus is on decreasing beer and spirits excise, with the AHA advocating for a 40 per cent cut in onpremise excise. While it’s been an issue that the AHA has raised over many years, Ferguson is optimistic that some movement on the issue may soon be on the cards.
“We’ve been advocating for change on this point for 30 years, but we continue to raise it. But I think we’re starting to make progress, as the issue is now being better understood by consumers.”
With patience, persistence and open dialogue remaining key tenets of its advocacy, the AHA continues to ensure that it seeks the best solutions for its members in every facet of operations.
Stephen Ferguson Chief Executive Officer Australian Hotels Association
BEVERAGES
Drinking habits have changed rapidly in the last year, with increased popularity of RTDs in venues, a prevalence for Aussie spirits and a big swing towards low-carb beers. Get all the latest insights from producers and suppliers here.
ARCHIE ROSE DISTILLING CO.
Enhancing venue presence in 2025
Archie Rose Distilling Co. continues to focus on sustainability and provenance, sharing its stories and its mission through its range of products.
ARCHIE ROSE Distilling Co. saw another successful year in 2024 said Head of Sales, Trevor Hannam as he reflected on the highlights of last year.
“Last year was huge for us, especially in the on-premise space. We’ve seen Archie Rose continue to grow in bars and pubs across the country, with many choosing us as their preferred rail pour,” he said.
Archie Rose ramped up its ambassador program, working with more local venues, events and cultural partners. As official gin partners to Sydney’s Gay & Lesbian Mardi Gras, they worked with venues including The Waratah and Forrester’s in an effort to convert more people to choose Australian spirits over international products. Additionally, Archie Rose teamed up with The Sydney Opera House to create two limited edition whiskies, bringing elevated drinking experiences to Sydney-siders.
On-premise success
Through its on-premise activations, consumers were able to engage with the Archie Rose brand, which experienced increasing popularity, particularly with its Fundamental Spirits range.
“The response has been fantastic! Pubs
and bars love the range because it delivers the high Australian quality Archie Rose is known for but at a more accessible price point. Our True Cut Vodka and Straight Dry Gin are becoming go-to staples behind the bar, and bartenders are constantly telling us how versatile they are,” said Hannam.
“Double Malt Whisky, which we introduced in 2023, has been particularly game-changing in terms of introducing a local Australian malt whisky to the rail. It features a blend of the malts that underpin Single Malt Whisky and Rye Malt Whisky to create a complex whisky for mixing. Venues are using it in seasonal cocktail menus, and it’s a great way for them to offer something local to their whisky-loving customers without stretching their margins.
“The growing interest in rum is another space we’re excited to be playing in, with the launch of our White Cane, our re-imagining of a local white rum, into our Fundamentals Spirits range. We’ve redesigned the bottle to be perfect for rail use and it is for now exclusively available to the on-premise.”
The Archie Rose premix range experienced similar success, with new can releases using Straight Dry
Gin and Double Malt Whisky from the Fundamental Spirit range.
“These RTDs give venues a premium, ready-to-serve option that combines convenience with the quality and flavour Archie Rose is known for. Customers love the expression of Australian-grown flavours along with the use of 100 per cent Australian gin and whisky as a base for great-tasting local cans,” added Hannam.
Focus for 2025
Archie Rose will continue to work closely with venues in 2025 to develop signature serves and cocktail programs using its Fundamental Spirits range. Education will also be a priority this year with product training for venue staff.
“We’re also looking to enhance our presence in venues, continue to share our provenance story and roll out more co-branded events to showcase Australian spirits. 2025 will be all about deepening our partnerships and continuing to innovate in ways that resonate with the on-premise audience,” said Hannam.
“We’ll expand our training initiatives to ensure bartenders and venue teams feel confident working with all our products and sharing our story with their customers.”
Trevor Hannam Head of Sales Archie Rose Distilling Co.
Driving mutual success
With a focus on consumer-facing activations within venues, Coca-Cola Europacific Partners (CCEP) has helped its on-premise partners drive sales of well-loved products – and there’s more to come.
CHANGING CONSUMER dynamics meant that 2024 was a year of adaptation for Coca-Cola Europacific Partners (CCEP). Consumers have been more selective in their spending, especially when it comes to socialising outside the home.
“To help drive cut-through in this environment, we focused on impactful and targeted activations highlighting the relevance of our non-alcoholic and alcoholic products to key audiences. These proved highly effective for CCEP across the board, and particularly in on-premise,” stated Mitchell Lenaghan, general manager – licensed for CCEP Australia.
With customers at the epicentre of CCEP’s operations, a highlight for the business in 2024 was increasing its relationships with on-premise operators, as well as delivering best possible outcomes for its customer base.
“A highlight for us this year is that we’ve been able to grow our customer base in On-Premise; establishing partnerships with new customers, and fuelling growth opportunities with our existing customers,” explained Lenaghan.
Products and activations
CCEP continued to make a splash in the on-premise in 2024 with it’s range of both non-alcoholic and alcoholic products.
Within the soft drink range, there was a clear favourite with consumers.
“Our market-leading Coca-Cola Zero Sugar continues to see double-digit growth in On-Premise, in part supported by the fact that many promotions now feature this product as the hero brand,” said Lenaghan.
“In alcohol, RTDs are gaining more presence on draught taps, with Canadian Club having a strong presence. We support this with consumer-focused offers and promotions.”
CCEP’s consumer-facing promotions and activations, particularly around its soft drinks have been a massive boon for pubs and clubs. These activations were based around events like Footy Finals and the Paris 2024 Olympics. Each activation received more than 20,000 consumer entries, and increased product sales within participating venues.
“Our four major soft drink activations in 2024 have been well-supported by customers, resulting in at least 5 per cent sales growth for participating venues during the activation periods. Over 100,000 consumer entries validate strong engagement.
“Further to this we have invested in a variety of customer-specific activations at state and national level with some outstanding results being achieved. Feedback is positive, though we aim to
improve entry mechanics to make processes even more seamless in the future.”
Up next
More exciting activations are on the way from CCEP this year, including a strong program linked to music and exclusive experiences like Coachella. CCEP will also have programs for Easter, Footy Finals, and Summer. But that’s not all.
“Following our successful Marvel partnership in 2024, we have something even bigger planned for 2025,” Lenaghan hints.
On the alcohol front, CCEP’s partnership with Suntory Global Spirits will come to an end on 30 June, but the business will continue to participate in the category, focusing on the growth of RTDs.
“[It’s] an area in which we have deep category knowledge and expertise across manufacturing, sales and distribution. Watch this space.”
Lenaghan thanked CCEP’s hospitality partners, and looked ahead to another twelve months of successful partnership in the year to come.
“Thank you to all our valued customers in the on-premise for their partnership in 2024. We genuinely value these relationships and are committed to growing and improving the on-premise occasion sustainably for many years to come. We look forward to partnering with you to deliver mutual success in 2025.”
Mitchell Lenaghan General Manager – Licensed Coca-Cola Europacific Partners Australia
GOOD DRINKS AUSTRALIA
Keeping the momentum going
Reflecting on a transformative year for Good Drinks Australia, head of sales and marketing Mick McKeown highlights the group’s mission to enhance its on-premise offering.
THROUGHOUT
2024, Good Drinks Australia (GDA) made significant strides in expanding its on-premise footprint, and Mick McKeown, head of sales and marketing, puts much of this success down to strong brand performance.
Leading the charge, GDA’s largest brand and Australia’s number one independent craft beer Gage Roads Single Fin, experienced 14 per cent yearon-year growth on draught, with Hazy As Hazy Pale Ale growing by 37 per cent on draught1. Another standout achievement came from Coors, which grew by an extraordinary 91 per cent on draught.
McKeown told Australian Hotelier: “The exceptional results achieved in 2024 reflect the outstanding leadership of our head of on-premise, James Whiteford, and the dedication of his team across Australia. Their hard work has laid a strong foundation for continued growth in the years ahead.”
Portfolio diversification
With the goal of increasing Matso’s brand awareness across the eastern seaboard, GDA opened a new flagship venue on Queensland’s Sunshine Coast in 2024. With capacity for 700 guests, the venue has helped grow Matso’s brand equity and encourage new uptake, says McKeown.
“With more than 50 per cent increase in
tap distributions, we’re well on our way to Matso’s being a true national brand in the on-premise.
“The launch of Matso’s Vodka Lemon Lime Crush has been another highlight for GDA. Following a soft launch in WA earlier this year and its introduction to Queensland in September, the product’s unique taste profile has quickly made it a consumer favourite, catapulting it into our top ten SKUs.”
While GDA works to nationalise distribution of Matso’s Vodka Lemon Lime Crush, the group is also seeing growth in cider, with Magners sales up 73 per cent year-on-year, being the fastest growing cider brand in value and volume among the top 20 cider brands.
“We’ve also been blown away by the popularity of Rekorderlig Cider in the on-premise with our distribution footprint doubling every month since we took over in September. As a back-of-bar offering, its premium nature and signature serve makes it a favourite in many venues,” stated McKeown.
Although significant growth is coming from GDA’s RTD and cider offerings, the group will maintain its focus on beer in the year ahead, McKeown explains.
“A huge opportunity for GDA is lager, and what innovation we can bring to the category to reignite consumer interest in beer – we have both renovation
projects and all-new innovation ready to hit the market.”
Enhanced on-premise offerings
While GDA sees its home market of WA as a huge opportunity, investment in national customer resources is driving long-term mutually beneficial relationships across the country. Now firmly established, the GDA call centre is a key driver of the business’s success, enhancing engagement with customers and the ability to secure new business opportunities.
“This expansion is strengthening our presence in both metro areas and regional cities, ensuring we’re better positioned to serve customers nationwide,” McKeown stated.
“Looking forward, our three-year plan focuses on supercharging our on-premise offerings, closing category gaps, and strengthening our portfolio to establish GDA as a dominant third force in Australia’s alcohol market.
“Another focus is on our customers and finding ways to better serve them while expanding our physical reach across Australia. To support this, we’re rolling out a wide range of refreshed, volume-driving point-of-sale materials across our portfolio designed to boost purchase sizes and profitability.”
1 Source: Circana MarketEdge Australia Liquor Weighted, MAT to 6/10/24
Mick McKeown Head of Sales and Marketing Good Drinks Australia
A GAME CHANGER TO IN-VENUE FOOTY TIPPING
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A true pub partner
Amid a challenging on-premise drinks landscape, reinvigoration of the beer category has driven growth for Lion.
THE CHALLENGES of trading were felt throughout the drinks industry last year, and ongoing cost-of-living pressures massively impacted category performance. While tap beer was more resilient than pack beer, James Brindley, who returned to Lion Australia as managing director and co-leader in May, says it’s still a challenging market for pubs, and Lion is committed to uplifting partner venues.
“We know that at the core of the hospitality industry are pubs and clubs, which are the centre of our communities –they are places of gathering to celebrate, laugh, commiserate and provide an environment for people to connect,” he stated.
As such, a key focus for Lion in 2024 was reinvigorating the beer category, most notably with the launch of a new zero carb subcategory, Ultra.
Anubha Sahasrabuddhe, chief growth and commercial officer and co-leader of Lion Australia, told Australian Hotelier: “Ultra addresses the key barriers to beer consumption – taste, carbs, calories and bloating. This launch across our marquee brands of Hahn, XXXX, Tooheys and Byron Bay Brewery has exceeded our expectations, and early data is showing successful recruitment of consumers back into beer.”
Brindley added: “We were proud to seed this launch early in on-premise venues with stadiums during footy finals in both Queensland and NSW. Generating trial at these memorable events created a great association with the Ultra brand and special moments. Innovation is integral to business growth, and we’ll certainly continue to explore how we can keep leading innovation in the Ultra space in 2025.”
Growing demand
Outside of the new Ultra range, Sahasrabuddhe says Lion’s key brands are resonating well with drinkers, with Hahn, XXXX, Stone & Wood and Tooheys all experiencing increased brand power.
“Further to this, we were pleased to increase the number of pubs pouring Guinness by nearly 500 in 2024 – and Kirin Ichiban’s tap distribution growth was in the double digits with more to come in 2025.
“Stone & Wood continues to grow significantly and there’s much more to come – only 39 per cent of Australians of legal drinking age have ever tried a Stone & Wood, leaving many more to try it,” she stated.
“We were also pleased to see Kirin Hyoketsu continuing to grow rapidly in an increasingly cluttered Australian RTD market. Australia is the only country outside Japan to launch Japan’s favourite
pre-mix – Hyoketsu – on tap, as well as in can, which was a great win for our onpremise customers. Having RTD on tap gives us the ability to unlock the nearbeer occasion in the on-premise which we have rolled out across Four Pillars also,” Brindley continued.
Key focus areas
As economic pressures persist, Brindley stresses the importance of tackling low consumer spending with a strong proposition, and at the forefront of Lion’s plans for 2025 is driving momentum for its pub partners.
“On-premise venues will need to continue to work hard to attract and retain loyal patrons which poses both opportunity and challenge. Patrons are looking for something new to try and they will be looking to get value for money.
“We’ll continue to look at ways of delivering on the needs of drinkers in categories adjacent to beer to optimise opportunities for venue owners, leveraging our growing RTD portfolio and across our premium spirits portfolio of Vanguard Luxury Brands and Four Pillars.
“We’ll also partner with our customers to create experiences to attract patrons – we know it’s more than just product but also experience that drives brand loyalty,” he concluded.
James Brindley and Anubha Sahasrabuddhe Co-leaders
Lion Australia
ENTERTAINMENT, GAMING AND WAGERING
From live sport to live music, from competing with friends in games to taking a punt on a race, having a wide range of entertainment options gets more important every year in getting people to the pub.
Future-proofing venue entertainment
Responding to evolving consumer demands, Entain Venues is focused on providing integrated solutions that enhance patron experience and boost revenue streams.
SINCE ITS inception, Entain Venues has helped venues build robust entertainment ecosystems that drive growth and enhance patron experience. In 2024, the business successfully transitioned to a comprehensive platform of integrated solutions for everything from sports content to entertainment infrastructure.
Reflecting on the year’s achievements, managing director Mark Sturdy highlights partnerships with premium content providers like DAZN, Tasman Fighters, Power Slap, and BKFC through a new, nolock in agreement model.
“We identified a lot of tension with venues and their existing broadcast solutions, where traditional broadcasting contracts were often prohibitively expensive and inflexible for venues.
“Our solution directly addresses this pain point, solving scalable sports broadcasting for streaming services, while allowing venues to access premium content without the traditional barriers to entry. This disruptive approach demonstrates our commitment to solving real industry challenges.”
The business also launched Entain Venues Live last year, an innovative sports broadcasting solution designed to increase access to global sports, and revitalised SportsPick.
“Developed beyond being a tipping product, SportsPick is now a
comprehensive venue-finding solution connecting sports enthusiasts with the best places to watch their favourite sports,” Sturdy explains.
Having already seen an uplift in awareness 10 months since the change, SportsPick’s in-venue tipping offering continues to grow strongly, experiencing a 21 per cent yearon-year increase in players.
Leading the change
With the challenges facing the hospitality industry, it’s more important than ever that venues cater to modern demands for sports content, and those who offer more than the traditional broadcasting models are maximising operational efficiency.
To better support venues with this evolution, Entain Venues’ strategy for 2025 focuses on three key areas: content expansion, technology integration and venue support.
“We will be expanding our portfolio of live sports broadcast rights, making SportsPick our centrepiece to live sports and customer engagement, and digging deeper into being a holistic venue entertainment solution. We’re focused on adding additional content partners who share our vision for accessible, highquality sports entertainment.”
Sturdy is also excited to announce the evolution of EV Live into SportsPick Live in the very near future, which he sees as a reflection of Entain Venues’ commitment to
delivering all-inclusive sports bar solutions.
“The SportsPick Live platform will continue to evolve, with new features designed to help venues maximise their entertainment offering while minimising operational complexity.
“The integration with SportsPick represents everything we believe the future of venue sports entertainment should be: seamless, engaging, and profitable for our partners. By bringing together premium sports content with comprehensive engagement tools under one brand, we’re creating what I believe will be the new standard in sports entertainment,” he stated.
Additionally, Entain Venues will bring to market two new solutions for venues this year, the first being the launch of LED screen business Ennovate Vision, and the second to be announced later in the year.
“Our goal is to further establish ourselves as the go-to provider for comprehensive venue entertainment solutions, and what’s particularly exciting is how we’re creating a new market category,” Sturdy added.
“We’re not just providing individual products or services – we’re developing a holistic sports and entertainment solution that addresses the full spectrum of venue needs, from content delivery to the entertainment infrastructure. This positions us uniquely in the market and creates significant value for our partners.”
Mark Sturdy Managing Director Entain Venues Australia
Crescent Hotel, Fairfield NSW
Criterion Hotel, Sydney NSW
SOLD Republic Hotel, Sydney NSW SOLD Blue Dolphin Holiday Resort, Yamba NSW
SOLD Downs Hotel, Drayton QLD
Burrum Tavern, Burrum Heads
Collingwood
A recordbreaking year for sport
Australians are watching more professional sport than ever, and Foxtel Business continues to help venues get patrons to watch at the pub, rather than at home.
RECORD AUDIENCES
across Australia’s biggest codes—NRL and AFL—made 2024 a standout year for sport in venues. The NRL season set the tone early, with the historic Las Vegas double-header drawing record viewership and igniting excitement among fans. UFC and boxing on Main Event continued to be extremely popular, making them unmissable live events for venues.
The AFL season also delivered an exceptional year, with Fox Footy achieving all-time record audiences.
“With growing interest in the game, venues have been able to capitalise on the demand for premium live sport, providing patrons with the shared experience of watching their teams live in a vibrant setting,” stated Greg Bohlsen, National Manager - Licensed Venues at Foxtel.
“These strong seasons have highlighted the critical role venues play in delivering the live atmosphere fans love, creating valuable opportunities to drive trade and engagement.”
Beyond the footy codes, the broader sports calendar has provided venues with consistent opportunities to attract more sports fans. American sports continue to grow in interest with NBA, NFL and MLB all attracting a younger demographic and year-on-year growth in wagering turnover. A strong summer of cricket closed out a strong year, with the Border-Gavaskar
Trophy between Australia and India featuring a thrilling five-Test series that came down to the wire, with the Aussies securing the trophy in the final test.
The rising popularity of Formula 1 continues to capture fans’ attention, while the Supercars series remains a favourite for motorsport enthusiasts.
“Although some major international events, such as Formula 1 and golf majors, occur in challenging time zones, they add premium variety to the calendar, providing venues with opportunities to engage fans during key highlight moments,” stated Bohlsen.
Closer to home, the increasingly popular NBL season offers consistent, prime time local content, ensuring there’s always something for every sports enthusiast to enjoy throughout the year.
Women’s sport continued to grow in prominence, with record-breaking seasons across the AFLW, NRLW, WBBL and Super Netball. Interest and attendance have reached new heights, reflecting the strong momentum behind women’s competitions. Teams like the Matildas and the Australian women’s cricket team have inspired audiences nationwide, and standout athletes such as Ellyse Perry have become household names. For venues, the rise of women’s sport has created additional opportunities to attract fans and showcase live events that resonate with diverse audiences.
Looking ahead: bigger opportunities in 2025
In 2025, Foxtel Business is focused on delivering greater value to pub and club partners, ensuring venues remain the go-to destinations for live sport and entertainment. AFL Super Saturday will be a key offering, delivering the only place for live, back-toback Saturday footy every round. Exclusive to Fox Footy, this makes Saturdays a mustattend event, giving venues a consistent opportunity to attract crowds and drive trade throughout the season.
“Alongside exclusive sports coverage, Foxtel Business is enhancing the invenue experience through new tools and technology,” stated Bohlsen.
Business iQ is a new solution for licensed venues that delivers premium-quality broadcasts with 4K Ultra HD content, making it ideal for video walls or feature screens. It also includes video music, digital signage, and customisable onscreen messages, enabling venues to create the perfect atmosphere, promote offers, and engage patrons effectively.
With a calendar featuring NRL, AFL, UFC, cricket, motorsport, golf, basketball, and more, 2025 promises to be another exceptional year for live sport. By leveraging Foxtel’s exclusive coverage and enhanced technology solutions, venues can create dynamic experiences that attract sports fans, drive patronage, and maximise revenue year-round.
Greg Bohlsen National Manager - Licensed Venues Foxtel Business
Ensuring gaming vibrancy
Gaming Technologies Association CEO Jinesh Patel reflects on a standout year for the representative body, including the highly successful AGE 2024.
AS GOVERNMENTS across Australia embraced new technology, Gaming Technologies Association (GTA) CEO Jinesh Patel says 2024 was the group’s busiest year on record. As the peak representative body for Australian gaming machine technology suppliers, the group remained committed to enhancing the player’s experience and gaming vibrancy.
“A highlight this year is our continued work with governments and regulators to ensure a responsible, sustainable and vibrant industry that puts in place the correct measures to strike the right balance,” says Patel.
“No doubt at a personal level, 2024’s standout was celebrating the 30th anniversary of the GTA. To mark the milestone, a new brand was created, and a new website is being delivered to inform players, suppliers, venues and governments.”
An ever-evolving landscape
First held in 1990, the Australasian Gaming Expo (AGE) has grown to be the largest gaming and hospitality expo in the Southern Hemisphere, and in 2024, it maintained this position.
With more than 200 diverse exhibitors and a revitalised seminar schedule, AGE 2024 attracted the attendance of 8000 professional buyers and showcased the latest technology in gaming and hospitality.
“Feedback from attendees was
overwhelmingly positive, emphasising the diversity of products and services, networking opportunities, and the comprehensive seminar program,” Patel stated.
Beyond the expo, highlighting its commitment to customer-led initiatives that enhance player control without deterring responsible gaming, the GTA engaged with state jurisdictions in Victoria, Tasmania and NSW to address gaming reform.
With ongoing regulatory changes surrounding cashless gaming implementation, social responsibility and technological advancements, Patel says there is a fine line between adopting technology and ensuring it works at scale.
“The ideal solution remains to balance harm mitigation with operational sustainability for venues and maintaining the customer experience,” says Patel.
“The crucial work is putting in place key harm mitigation tools including cashless technology, developing deidentified facial recognition technology to help those who need to self-exclude.
“The balance must be considered and fair between governments, suppliers, venues and ultimately players,” he added.
The future of gaming
Despite regulatory challenges, Patel says gaming opportunities remain strong as new technologies enhance player
experience and industry data insights help to optimise operations.
“In 2025, it could be said pubs are being spoilt for choice. There are a range of new games and versions offered by manufacturers to meet the changing tastes of players in record numbers.”
With this considered, the GTA hopes to build on the success of the 2024 AGE in 2025 by increasing exhibitor diversity further, expanding seminar topics to address emerging challenges, enhancing the digital experience and strengthening networking opportunities.
“AGE 2024 reinforced its reputation as an indispensable event for the gaming and hospitality sectors. The GTA’s proactive approach to innovation and reform ensures that the industry remains vibrant and sustainable. Looking ahead, AGE 2025 promises to push boundaries and foster greater collaboration across the industry.
“AGE 2025 will see new exhibitors join the floor with one major travel company already signing on for next year, and the seminars will be a feature to keep visitors informed and up to date on the latest innovations and industry trends.”
Save the date!
The 2025 Australasian Gaming Expo returns to ICC Sydney 12-14 August. More info on exhibitors, seminars and registration will be available shortly at www.austgamingexpo.com
Jinesh Patel Chief Executive Officer Gaming Technologies Association
AGE 2024
Reimagining the in-venue experience
Tabcorp’s updated omnichannel offer ensures that pubs are bringing a holistic wagering and entertainment experience to patrons.
TABCORP SPENT much of 2024 investing in and upgrading its omnichannel wagering and entertainment ecosystem, so that venues and their patrons could make the most of TAB, SKY and MAX products in a holistic manner.
“Punters in our venues are getting the best value around; there’s no doubt about that. We are all about getting people into their local and providing the best wagering-entertainment experience possible,” stated John Ioane, head of trade and venue CX for Tabcorp.
Tabcorp launched big-ticket promotions last year, including the $1-Million Shout for Bella Nipotina to win the Everest, exclusively to in-venue punters, and the TAB Takeover offers that were beamed out on course and into every TAB via Sky Racing.
“Our 4000 venues bring people together and provide quality entertainment,” stated Ioane.
TAB has also built great momentum with its TAB TIP‘EM product that provides a free platform for venues to manage and conduct their tipping comps across AFL, NRL and racing. This year, TAB TIP’EM will be supersized with a $10K major competition, in partnership with venues.
The TAB app has also had an upgrade
with the launch of My Offers, which enables TAB account customers to access personalised daily offers via the TAB app and apply them to the racing and sports events they choose.
The full experience
Tabcorp has continued its investments into how its retail spaces look and feel with the Next Gen TAB project, with the aim of showcasing its omnichannel experience like never before. There’s a distinctly fresh look and feel in its major venues across the country.
“This is about building a complete experience when it comes to wagering and entertainment. Not just a TAB terminal in the corner with a TAB logo and wagering odds on a screen,” explained Ioane.
“This is about working with our venue partners and delivering an experience to their customers that they simply can’t get anywhere else. TAB is the only company that can deliver a complete cash betting, digital wagering, and live vision offering under one roof.”
The company has already started working with some of its major venue partners, like Laundy Hotels, which in mid-2024 struck an exclusive twoyear deal with Tabcorp to transform its
wagering and entertainment experience throughout the group’s pubs.
“The Laundy Group are great partners and leaders in the field, so it was a real vote of confidence in the innovative way we are reimagining the in-venue experience.”
New products and solutions
Venues can expect more enhancements and new products from Tabcorp this year, particularly across MAX and SKY.
MAX has made the pivot to a genuine integrity services business and continues to provide essential regulatory monitoring to over 120,000 EGMs across the country. This year it’s working with new partners to expand their portfolio of solutions in Queensland and the Northern Territory in particular.
Additionally, Tabcorp will continue to leverage SKY in venue as a unique proposition, with more integrated offers live on air, and insights from the SKY team delivered to its customers via the TAB app and in venue.
With so much invested in the onpremise experience, Ioane states that Tabcorp’s relationship will only continue to grow with its pub partners in 2025.
“The relationship with our venues is only going to improve this year, with plenty more in store.”
John Ioane Head of Trade and Venue CX Tabcorp
OPERATIONS
Optimising the efficiencies and revenue streams of your venue are all key to improving your bottom line and increasing the value of your business. Using the right tools and services can help boost your trade and profits.
Unlocking opportunities
As the market shifted in 2024, JLL was able to help publicans and investors navigate asset sales and acquisitions to achieve optimal results.
DESPITE
INITIAL economic uncertainty in the market, 2024 was a strong year for JLL nationally, with some standout transactions for its clients.
“From a transaction point of view our team delivered some exceptional results including the Blue Dolphin Holiday Resort in Yamba which set a national record, and over $120m in asset sales for Redcape being Vauxhall Inn, Granville; the Crescent Hotel, Fairfield; and the Wattle Grove Hotel,” stated JLL Hotel & Hospitality Group’s managing director Ben McDonald.
The JLL team enhanced its service offering in 2024 by delivering greater diversification of opportunities to the market, including a wider focus on accommodation and leisure assets more broadly. JLL also invested heavily in technology which delivers greater proprietary insights that are not only unique and actionable, but are delivered efficiently to assist in timely strategic decision making for its clients.
“Given each state has its own unique operating environment, our respective teams are continually navigating the prevailing conditions and finding new ways to both unlock opportunities and provide the right advice for our clients to execute
on their investment objectives at any given time,” stated McDonald.
“I think our team did that exceptionally well in 2024 and that has shown in our results.”
An emphasis on diversification
One of the key focuses for operators and investors in 2024 was diversification – both in terms of revenue streams and asset profiles.
“We have certainly seen an uptick in interest levels for pubs with sizeable accommodation components and/ or standalone accommodation assets with food and beverage outlets, where hoteliers can overlay their existing skills to enhance those revenue channels whilst diversifying portfolios at the same time,” stated McDonald.
And with uncertainties around gaming reform in a few jurisdictions slowing down market activity around pubs with a significant gaming component at the beginning of the year, in most parts of the country an interest in gaming as part of the revenue mix picked up again in the second half of the year.
“Certainly in places like Victoria we have seen limited transactions of gaming-centric assets given the current
legislative environment. In NSW, whilst we saw a period of uncertainty in early 2024, I would say the market has become more comfortable with the ‘new normal’ and the government’s stance on pubs with gaming which, as a result, has led to a greater number of transactions unfolding.”
Momentum building
With some momentum in the market at the back end of 2024, the JLL team expects demand levels to remain high in 2025. Activity will likely be fueled further by the easing of interest rates this year and the active capital pool is expected to swell as pubs continue to draw out a varied investor set. The key challenges will remain around asset selection and stock levels more broadly with the legislative environment also playing a key role in determining sale volumes.
For its own ambitions, JLL is set to grow to better assist its client base.
“Our team will continue its growth trajectory in 2025 with continued geographical expansion and service offering. As always, our aim is to push the boundaries of client service to better help them achieve their ambitions.”
Ben McDonald Managing Director JLL Hotels & Hospitality Group
Hospitality’s tech-driven future
Quantaco continues to invest in and push forward with new technological solutions that are improving pub operations.
2024 WAS another standout year for Quantaco, explained founder and CEO, Anthony Sullivan.
“We experienced remarkable progress, notably expanding our client base and increasing our team size by 50 per cent to support this growth. Our team actively engaged with the industry by participating in significant events such as the Pub Leaders Summit, the Australasian Gaming Expo, and various award events while also hosting our own conference, Quantaco Connect. Furthermore, we successfully acquired CTB & CO, enhancing the range of solutions we offer our clients,” he said.
The company was ranked third in the Retail, Hospitality, Tourism, and Entertainment category on the Australian Financial Review’s Most Innovative Companies list of 2024 and 29th overall.
Investing in tech
Quantaco invested in various technologies used to improve pub businesses in 2024, as the demand for tech only grew within the industry. Quantaco continued to support these businesses through the creation of what Sullivan called “an interconnected technological ecosystem”. “Through a unified platform that
aggregates data across functions, Quantaco provides hospitality operators with real-time insights and crossfunctional data synchronisation, allowing them to make informed decisions quickly. This approach not only reduces manual work but also mitigates the risks and costs associated with a siloed system,” he said.
AI is already being utilised with some hospitality operators using AI assistants to take phone calls, help patrons with basic questions, and make venue reservations.
“Increasingly we will see AI help in forecasting sales, helping operators better plan their rosters and ensure staff supply matches anticipated demand. We are already heavily investing in this space and have an active partnership with the University of Sydney to make sure we are leveraging some of the sharpest minds on building a smart solution that not only uses history, but weather patterns, special events and a myriad of other influencing factors on revenue,” said Sullivan.
The use of AI will further help Quantaco and hospitality operators assess crucial data trends and take proactive steps based off them.
“Quantaco aims to use AI-driven insights to provide operators with predictive analytics, help them anticipate
trends, adjust labour costs, optimise inventory, and capitalise on high-demand periods. These insights move beyond what happened to explain why it happened and what can be done next,” Sullivan said.
Prospects for 2025
Quantaco has another busy year ahead, with the rollout of more software solutions aimed at optimising pub operations.
“2025 is another exciting year for Quantaco. In January we launched our new Quantaco Platform which provides our clients with a secure, seamless and insightful way to interact with the range of solutions we have on offer. The platform also provides easy access to KPIs which are drawn from the ecosystem of technology we maintain, meaning it’s easy to see at a glance how their venue is performing,” said Sullivan.
“We are also progressively rolling out an enhanced Business Intelligence software called Q Insights. Our clients will be able to see their financial data in a dynamic way, meaning along with seeing consolidated reporting across their whole group, they can also get very granular and drill down into a specific area of a venue, even a class of sale in that area and understand the performance.”
Anthony Sullivan Founder and CEO Quantaco
The new Quantaco Platform launched in January 2025
Growing with the community
Momento Hospitality has unveiled the first stage of the massive Oran Park Hotel, in one of Australias fastest-growing LGAs. There’s more to come.
Images by Steven Woodburn
THE ORAN Park Hotel build in south-west Sydney, in one of the fastest-growing communities across Australia, has been in the works for Momento Hospitality for several years. Executive chairman Marcello Colosimo was introduced to the Perich family – the owners and developers of the land that now constitutes the suburb of Oran Park – about looking at a greenfields site as part of the family’s vision for the suburb. A similar level of ambition and attention to detail meant that the Momento Hospitality team felt comfortable in pushing ahead with what would ultimately be one of the largest pub builds in the country.
“The Perich family have been lovely people to deal with and we were impressed with their vision and ambition for the area and the huge amount of growth which fitted in nicely with our plans,” stated Momento Hospitality CEO David Clifton.
And with the ambition for Oran Park to be the best masterplanned community in Australia, the same was expected for Oran Park Hotel.
“Naturally the pub being one of the centrepieces of the community needed to reflect this,” stated Clifton.
What has emerged from those plans is a mammoth pub that encapsulates 7500 sqm of indoor and outdoor space over three levels, that not only includes traditional pub offerings on a grand scale, but when all stages of the build are complete will include two boutique cinemas, a takeaway pizza outlet, a gelato servery, a community barbecue area, dog-washing facilities and EV charging stations. It services a community that currently has 20,000 residents with a lot more development to occur in the coming years.
A sense of place
Momento Hospitality engaged long-term design partners Archebiosis on the design of Oran Park Hotel. For both the developers of the community and Camden Council, it was important that the design of the pub reflected the history of the area, and complemented the design of the rest of the community.
“Oran Park is a new suburb. It grew out of what was predominantly open farmland. One of the most important aims was to harmonise the building with the earth, to mould it from the earth rather than imposing it on its natural surroundings,” explained Archebiosis director Diego Beltran.
“The design reflects the characteristics of the local landscape and the traditional buildings of the area. Raw materials such as galvanised sheeting, stone and timber were utilised in the facades of the building in different ways to give it a familiar appearance and add texture. They were also intended to make the building durable and to resist the environment characteristic of this area.
“The shape of the building is also a reference to the old Oran Park racetrack, with its central open courtyard around which all main internal spaces from a circular arrangement and open onto the central atrium.”
Engaging this new and burgeoning community was also
At a glance
When all three levels of the pub are complete, Oran Park Hotel will comprise:
• 7,500 sqm of indoor and outdoor space
• An open-plan bistro and private dining areas
• Sports bar including arcade games, pool tables and darts
• Gaming room
• Central courtyard/atrium with operable roof
• Seven bars across three levels
• Two cinemas
• All-weather terraces with open fireplaces
• A gelato servery
• Pizzeria and bottle shop
• The Ballroom function room
• A rooftop cocktail bar with Asian-inspired dining and a rooftop terrace
• Training rooms, children’s play zones, a community BBQ area, dog-washing facilities, and EV chargers.
important to Momento Hospitality, who engaged with residents every step of the way.
“We ran a number of community focus groups to understand what was important to the locals and to sense check our direction and concepts,” stated Clifton.
“Given the scale we were able to design a hotel that has something for everyone, no matter what the occasion. It’s a diverse community and we wanted to have something that everyone could feel connected, welcomed and proud to be a part of.”
The other major component for the venue was to ensure that as the suburb grows around the hotel, that it acted as more than just a drinking hole, but as a true community centre for the town.
“It’s not just about what Momento want in terms of operating as a good pub, but the actual building had to contribute to the town centre. So in a way, the pub couldn’t just be a pub. It had to form the town centre. That was important, because everything else is going to be growing around the pub, and so it has quite a significant role,” noted Edith Clark, director of Archebiosis.
Start in the centre
Operating at such scale, it was important to get the planning of the spaces, and the wayfaring from one to the other spot on. As the pub sits like an island on its own block, it also has four major facades for patrons to navigate. The design had to overcome the challenge of ensuring that patrons entering from any point could easily find their way around the venue.
“The floor plan is centred around what we call the central atrium, which is a large outdoor courtyard which offers light to all of those interior spaces, but also is used as a point of reference,” stated Clark.
“So each time you arrive, for each patron that arrives into the venue, they spot that central atrium first, and they can make their way around the venue. It acts as an anchor that patrons circulate around.’’
In the middle of the central atrium sits a spectacular Boab tree, on an elevated platform, with tables around it. Already a few metres tall, the centrepiece tree will continue to grow.
“The planting was undertaken while the building was under construction, and because it’s a greenfield site, the idea is that the feature tree grows as the building grows and as the community comes and starts using it,” stated Beltran.
On the ground floor surrounding the central atrium are several spaces including a sports bar with arcade games, pool tables and dart board, decked out in rich blues, deep greens and darker timber. The sports bar also has its own terrace, which includes a community barbecue area. The space uses lighter blue tones and some terracotta to contrast from the internal sports bar.
Then there is the bistro and main bar area, which is much airier and lighter in appearance. There’s double-height ceilings, earthy tones, and big windows that look out onto the park that sits opposite the pub. There’s also a lot of curves and texture to be found in this space. Micro cement has been used on the walls instead of flat paint finishes, while a deep earthy orange paint has been used on the ceiling to delineate this space from the others. There’s also a gaming room tucked away in one corner, as well as Papi’s, a takeaway pizzeria outlet, as well as a connecting bottle shop.
With phase one of the pub now complete, Clifton says there’s a great sense of pride walking through the busy pub.
“A lot of hard work, planning and dedication from many people has gone into this project to see phase one come to life. Feedback from our customers and community has been overwhelmingly positive.”
Having been involved in the project for many years now, and seeing the recruitment and training occur while the build was happening, Clark believes Oran Park Hotel is “more than just “another traditional tavern”.
“I think this pub has the potential to be a critical community asset.”
I think this pub has the potential to be a critical community asset. Edith Clark, director, Archebiosis
Curves are a repeat feature in the pub’s design
This private dining space is hidden behind a bookshelf
Predictions for 2025
Publicans and other industry partners make their predictions for the trends and opportunities we might see in pubs this year.
istock.com/ChristopherBernard
Add some spice
“In the creative brains trust throughout Solotel, we feel that there’s a big trend of Southeast Asian food – Thai, Vietnamese and Indonesian. I think we’ll start to see much more of that style of food come out.”
Elliot Solomon CEO Solotel
AI-driven advancements
“I’m very curious about AI and how that can help shape staff and customer experience – we have been working with Axify, an AI booking assistant, across the venues with great results. We no longer miss any customer calls, and it gives our teams the opportunity to get closer to the guests in-venue which is a good thing. Like every sector globally I think we are going to see more and more ways AI is going to influence the hospitality industry.”
David Clifton CEO Momento Hospitality
The lunch hour rush returns
As more people return to the office, insights from global drinks agency Sweet&Chilli indicate a shift in the way time-conscious office workers are using their lunch breaks. Pubs in close proximity to office spaces can capitalise on the desire to maximise this free time, using high-value lunch deals to capture trade during the lunch hour rush.
Beer faces competition
“I think non-beer products will keep growing, whether it be premium products from wine and spirits to draught products that are non-beer, because that’s more of a health choice by consumers. Beer will continue to compete in that segment, but it’ll be low-carb or flavoured beers.”
Tom Francis Managing director
Francis Venues
Experiential pub visits
In 2024, patrons sought new experiences from their pub visits, and socialisation played a big role in this. Last year, Adelaide pub The Strathmore launched a monthly pubbased book club, and for $15 a ticket, patrons get a glass of the featured wine and join a sell-out meeting with guest authors and volunteer conveyors.
With a goal of bringing people together and creating a sense of community, Meg Daniel, marketing and business development manager at The Strathmore, expects these types of events to become popular in 2025.
“Read Between the Wines was created to help people disconnect from their phones and connect in person, while supporting other independent CBD businesses. It’s informal, engaging, and always a great and unique experience.”
“Our staff love the energy from this group and seeing the friendships that have formed. It’s a diverse crowd – CBD residents, students, and commuters from the suburbs – all united by a love of wine and books. We feel truly proud to have created it.”
Community values
“We’re seeing a strong demand for authenticity, with patrons gravitating toward venues that genuinely reflect their local communities. People want to feel connected to something real, with a sense of legacy and purpose. It’s no longer just about food and beverage; venues need to create experiences that entertain, inspire and leave a lasting impression.”
Glenn Piper CEO Epochal Hotels
Day-to-night entertainment
“Throughout 2024 we saw patrons get behind day clubbing. As we head into 2025, there’s every reason to expect that patrons will continue to explore early evening or daytime clubbing events that wrap up at 10pm.
“This isn’t the death knell for late night entertainment though – in fact Australian nightclubs are gaining international acclaim. If anything, it’s a way to get more people off the couch and reengaged with live entertainment to slowly encourage them to stay out more often and later into the evening. If we are going to make nightlife late again, we have to change consumer behavior through incremental steps – clubbing in the early evening is better than not at all.”
Mick Gibb CEO Night Time Industries Association
Larrie’s at Beach Hotel Merewether
Enhancing entertainment offerings
“The younger generation are just not going out to the pub to drink a few rounds of beers, they have to have another reason to go to the pub. In our Port Lincoln Hotel, we’re putting in more amusements with digital darts and shuffleboards, which is at the Arkaba and at the Ivory Waterside, up in Tweed Heads. We’re trying to add some more amusements and bigger TVs than people would have at home, just to really give someone a reason to come out and into our venues.”
Samantha Hurley Finance director
Hurley
Hotel Group
Category exploration
“The on-premise will continue to be a place where consumers discover and learn about new products. Drinkers are looking to bar staff for recommendations/ inspiration to try new and different. The on-premise venue has the opportunity to become a community experience. If customers can lean into this and create experiences for consumers, they will reap the benefits.”
James Brindley Managing director Lion
Catering to the health-conscious consumer
In 2024, consumers prioritised health and wellness, and a wave of category innovation catered to demands for no- and low-alcohol, low calorie, low carb beverages and more. According to insights from Sweet&Chilli, we can expect to see more alignment with healthconscious consumers in the year ahead.
Sweet&Chilli says: “Protein is the hero macro, and the huge range of improved formulations and flavours are a natural canvas for bartenders to play with. Think creamy, indulgent Protein Espresso Martinis or Clear Protein Isolate Margaritas.”
Daytime sessions
In its 2025 trend predictions, Sweet&Chilli forecasts a shift towards daytime pub occasions. While 9-10pm was previously the busiest pub time, the global drinks agency’s bold insights say 3-4pm is now the peak hour for pubs. Sweet&Chilli attributes this change in behaviour to the unique behaviours of Gen Z, who typically start and finish their drinking experiences much earlier than previous generations.
istock.com/Dejan_Dundjerski
Special occasions drive increased spending
“A trend we’ve recognised is the growth in special occasions, and people are much more willing to spend on special occasions. So, in all of the renovations and updates that we’re doing, a lot of the focus is on better catering for entertainment in general, but special occasions in particular. Customers have changed and they’re drinking less, so we’re trying to find different ways to entertain people.”
Anna Hurley
Project manager
Hurley Hotel Group
More categories compete for tap bank space
“Consumers will be looking for more from brands in 2025, activations, rewards and social interaction opportunities. Low carb and mid-strength beer will lead growth from tap banks, and the light RTD market will continue to grow and become a bigger force on tap banks.”
Mick McKeown Head of sales and marketing Good Drinks Australia
New occasions for pubgoers
“In my view, increased mobility is on the horizon, and we’ll start to see more of a balance between working from home and office, presenting opportunities for venues to capture new occasions. Consumers will remain value-conscious, and venues that understand their customers well and tailor their offers will succeed. This requires leveraging loyalty data to deliver on the value equation.”
Mitchell Lenaghan General manager Coca-Cola Europacific Partners Australia
