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12 Team Culture: Shelly McElroy, CEO of Dream Culture, argues that culture is the behaviour you accept.
16 Wine: Long neglected on the pub drinks list, wine is growing in importance, with new approachable formats for the consumer.
22 Foodservice Report: The Australian Foodservice Advocacy Board has released the findings of extensive research into the status of foodservice in Australia.
REGULARS
8 News: What’s happening in pubs across Australia.
30 Design & Build: Oscars Group turns The Bristol in Sydney’s CBD in a space where your night out can take many turns.
34 Tales from the Top: Adelaide’s The Wheatsheaf Hotel is named Brewpub of the Year – publican Jade Flavell breaks down the pub’s success.
Editor’s Note
WE’RE IN the thick of awards season, which is always a fun time of year. Everyone in this industry – from a glassy to a CEO – makes it one of the most dynamic and innovative in the country, and celebrating the effort, passion and ingenuity that goes into it is always welcomed.
Whether you’re at a state AHA awards ceremony or at the Australian Liquor Industry Awards, we wish you the very best. But regardless of whether or not your venue is named a finalist or comes out on top, I hope you and your teams get a moment to
acknowledge all the hard work that’s been put in to make your pubs such beloved spaces within your community. After multiple challenges facing the industry, congratulations on another fantastic year of excellence all round.
Cheers!
Vanessa Cavasinni, Editor E: vcavasinni@intermedia.com.au
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26 Celebrity Chefs: Pub groups are partnering with chefs of renown to elevate the pub dining offer.
In the news
WHAT’S HAPPENING IN PUBS ACROSS AUSTRALIA
ARKABA HOTEL WINS BIG AT THE 2024 AHA|SA AWARDS
On 22 October, winners of the 2024 AHA|SA Hotel Industry Awards for Excellence were recognised in a ceremony held at the Adelaide Entertainment Centre, attended by more than 900 people.
Just over a year since unveiling the first stage of a $10m renovation, Adelaide’s Arkaba Hotel had an outstanding show, scooping the coveted Best Overall Hotel – General Division (Metropolitan) and five additional awards.
Anna Hurley, project manager for Hurley Hotel Group, which operates the Arkaba Hotel, commented: “The team is thrilled to have received this award. It’s the culmination of two years of work from a lot of people so it’s a great credit to the whole team. We know how many incredible hotels there are in South Australia so it’s a great honour to be recognised.”
Last year, the venue underwent its first major renovation in its 60-year history, and the transformation was recognised with the award for Best Redeveloped Hotel – General Division Metropolitan.
Owner Peter Hurley says: “The Arkaba was a world-class development by superb architects back in 1965. There is an event-based positive vibe in SA currently that gave us the confidence to give the superbly located Arkaba a once-in-60year major revitalisation. Fortunately, it also gives our bank the confidence to fund investment in our industry.
“We have a great team of managers, a marketing team, admin team, recruiting and coaching, and a highly motivated frontline crew. Collectively they impressed the judging panel sufficiently to give us six awards including the prestigious Overall Best Hotel,” he stated.
Anna added: “We are incredible fortunately to have a beautiful building to work in with so many facilities. Firstly, it shows the dynamic nature of this venue and we really hope that we can be a place where all different walks of life feel welcome.”
Other awards collected by the Arkaba Hotel include Best Entertainment Venue, Best Outdoor Non-Enclosed Facility – Metropolitan, Best Sporting Entertainment Venue and Community Service & Support.
The pinnacle of excellence
The McLaren Vale Hotel achieved back-to-back success at the AHA|SA Awards, named Best Overall Hotel – Country for the second year in a row, also taking home the title of Best Casual Dining – Country and Bar Presentation & Experience – Country.
Tony Symonds, group operations general manager for Palmer Hospitality Group which owns the McLaren Vale Hotel, says winning such a prestigious award in successive years is an incredible achievement.
“Taking ownership of a country hotel can be very challenging for so many reasons but we have had wonderful support from the wider McLaren Vale community. Working through the renovation of a venue that is heritage listed provided its own challenges, however, we have been thrilled by the finished product and all feedback from our patrons has been extremely positive.
“The plan now is to continue to improve our offer to the McLaren Vale community and to play our part in the growth of the tourism industry throughout this magnificent region of the Fleurieu Peninsula,” he explained.
Arkaba Hotel underwent a $10m renovation less than a year ago
Coogee Bay hotel smashes $1m Sydney Children’s Hospital pledge Coogee Bay Hotel’s annual fundraiser for the Sydney Children’s Hospitals Foundation has seen it hit its $1m donation target a year earlier than expected.
The 27th annual Coogee Bay Golf Day at Bonnie Doon Golf Club has raised a record-breaking $325,000, with sponsors and industry supporters digging deep to support such a worthy cause.
Over the course of 30 years, Coogee Bay Hotel has raised $4.2m for the Sydney Children’s Hospital. C!NC managing director Chris Cheung thanked all in attendance at the golf day who had made such generous donations to the fundraiser.
“It’s wonderful to see old faces and new come together for such a meaningful cause. We’re raising money for the most vulnerable in our communities, to ensure that they get the care they deserve. Your generosity will directly impact the lives of many kids, so thank you for that,” stated Cheung.
“For 31 years we’ve supported the hospital and the groundbreaking research it’s done to treat sick kids.
They do the most incredible job in administering the care that those patients need.”
Four years ago, Coogee Bay Hotel made a commitment to raise $1m for the Sydney Children’s Hospitals Foundation over five years to create a parents retreat. With only $220,000 needed to reach that goal a year early, the annual fundraiser blew past that target last week, raising $325,000 – hitting the $1 million mark a year ahead of schedule.
Sydney Children’s Hospital Foundation CEO Kristina Keneally was on hand to thank the Coogee Bay Hotel team and all of its supporters who had contributed to the fundraising efforts.
“Thank you to Chris, Tori, the Coogee Bay Hotel and all of the sponsors who make today possible. Your generosity is extraordinary.
“We are incredibly grateful for the $1m commitment you’ve made to support the Parents Retreat at the new emergency department at the Sydney Children’s Hopsital in Randwick,” stated Keneally.
“It’s not going to be just the best possible medical care for the kids, it’s going to be amazing care for the families that come there. Because what we know about children’s hospitals is that every patient comes with a family… and we know that sometimes it can be really challenging for the parents.
“It can be really exhausting, and sometimes they need to go somewhere quiet and calm to call the other parent, sometimes they need somewhere to go to cry in relief or in sorrow – and that is what this Parents’ Retreat is going to provide. In a busy, sometimes noisy, sometimes chaotic emergency department, that is a great gift that you are giving.”
The Parents Retreat is part of a larger redevelopment of the emergency department at the Sydney Children’s Hospital, which includes trebling its capacity and creating an on-site carpark.
Coogee Bay Hotel has been raising funds for the Sydney Children’s Hospitals Foundation for 31 years – beginning when it was still the Prince of Wales Children’s Hospital – and the 27th annual charity Golf Day.
Professor Les White AM and CEO Kristina Keneally of the Sydney Children’s Hospitals Foundation accept a donation of $325,000 from Coogee Bay Hotel’s MD Chris Cheung.
Debit surcharges in Government’s sights
Treasurer Jim Chalmers has announced that the Federal Government is looking to ban debit card surcharges to the benefit of consumers and small businesses alike.
At a time when the overwhelming majority of Australians use electronic payment methods – a 2023 report from the Reserve Bank of Australia (RBA) showed that as of 2022 only 13 per cent of all transactions in the country were made by cash – consumers are being slugged with a surcharge fee every time they pay by card. The RBA has also estimated those surcharges cost Australians about $1 billion a year.
“Consumers shouldn’t be punished for using cards or digital payments, and at the same time, small businesses shouldn’t have to pay hefty fees just to get paid themselves,” Chalmers said.
“We’re prepared to ban debit card surcharges, subject to further work by the Reserve Bank and safeguards to ensure small businesses and consumers can both benefit from lower costs.”
Protecting businesses in the payment ecosystem
Assistant Treasurer and Minister for Financial Services Stephen Jones spoke on ABC Radio’s RN Drive program also, explaining how it was important that a ban on debit card surcharges didn’t mean that businesses were then lumped with the fees.
“The plan, we want to ensure that we remove those surcharges, but we want to do it in a way that doesn’t lump the cost of that on small businesses, a simple ban on its own would mean that small businesses are picking up the tab,” stated Jones.
“So, we’ve got to go upstream to look at that whole network of charges that is leading or ending in a small business and their customers. So, it’s the banks,it’s the card service providers, Visa, Mastercard, EFTPOS, but it’s also the payment systems operators. So, we’ve got to look at all of that, untangle it, work out what a reasonable cost for providing those services
is, and ensuring that Australians aren’t being slugged by these unreasonable surcharges just to access their own money.”
The RBA has also announced that its commencing its Review into Retail Payments Regulation.
“Australians extensively use cards to pay for goods and services. They benefit from the convenience and security provided by card payments. However, in an environment of heightened concern around the cost of living, card payment costs and surcharging are attracting more attention from merchants and consumers,” the RBA statement read.
“These issues are linked, since merchants would be less likely to surcharge consumers if card payment costs were lower. It is timely, therefore, to review whether regulatory settings could be adjusted to put further downward pressure on merchant card payment costs and whether the RBA’s surcharging framework remains fit for purpose. This recognises that many years have passed since these rules first came into effect.”
AHA national CEO Stephen Ferguson said the cost of electronic payments for business is significant and “the AHA is already engaged with the RBA on this issue.”
“The electronic payments system is complex and involves many parts – including for example, consumers, merchants, terminal providers, Point of Sale providers, banks, and debit and credit card companies.
Ferguson concluded: “The AHA will work with the RBA and Government to ensure that if debit card surcharges are banned, costs are not simply shifted to other parts of the electronic payment supply chain.”
The RBA has today released an Issues Paper, inviting stakeholders to provide detailed feedback on the current regulatory framework and to suggest potential regulatory responses. Written submissions are required by 3 December 2024.
Getting ready for more singleuse plastic bans
While most jurisdictions across Australia already have single-use plastic bans in place, more are on the way in 2025. John Thisgaard, co-principal of FoodLegal, explains.
MOST AUSTRALIAN States and Territories have introduced bans on many single-use plastic items, in line with the Australian Packaging Covenant’s 2025 target to “phase out problematic and unnecessary single-use plastics packaging”.
Although this target has been endorsed by the Federal Government, the approach is far from uniform across Australia. Various States and Territories have adopted their own legislation with subtle differences as to which items are banned and the timeline for implementation.
What single-use plastics are banned?
Bans impacting hospitality venues are already in place in New South Wales, Victoria, Queensland, South Australia, the Australian Capital Territory and Western Australia. The Northern Territory and Tasmania currently do not have equivalent bans in place, but aim to introduce similar laws in the coming years. The City of Hobart has also introduced similar bans for local businesses.
The bans apply to items that are defined as single-use plastics in that State or Territory’s legislation, and include items such as:
• Plastic straws
• Plastic cutlery and stirrers
• Plastic plates and bowls (except bowls with spill-proof lids)
• Cups and takeaway containers made of expanded polystyrene
Many states have plans to introduce additional bans on plasticlined paper cups and plates before the end of 2025.
‘Plastic’ is defined broadly. In some jurisdictions such as NSW, the bans include items with any plastic content, even if the plastic is biodegradable or compostable.
Impact for hospitality venues
The bans are designed to apply to the manufacture, supply or sale of the plastic items themselves. To comply with these bans, many packaging suppliers have stopped supplying the above
plastic items and have transitioned to alternative materials (e.g. paper, metal).
In most cases, the bans will also apply to the use of single-use plastics to package takeaway foods. There are limited exemptions which differ State-by-State, including:
• Where the product has been pre-packed off-site.
• Where the plastic item is a form of ‘integrated packaging’ (although this is soon to change – see below).
• The supply of plastic drinking straws to individuals who have a disability or medical requirement.
Incoming changes for ‘integrated’ plastics
In most States and Territories, plastic items are not banned if they are ‘integrated’ as part of the product packaging (e.g. a straw attached to a juice box or cutlery attached to the lid of a yoghurt product). Although takeaway containers would generally not be regarded as a form of integrated packaging, this exemption could apply to some products offered by hospitality venues (especially if the venue sells pre-packed items).
However, some States are starting to roll back this exemption, starting with NSW on 1 January 2025, followed by Victoria and Queensland soon after. This means that single-use plastics that have been ‘integrated’ into product packaging will no longer be able to be sold in these States.
What can businesses do to prepare?
Businesses should review their inventory for any items that contain integrated single-use plastics. If they have not already done so, businesses should also review whether they use any takeaway packaging materials (such as expanded plastics) or other plastic items such as straws that are banned in their State and work with their suppliers to secure an appropriate replacement.
FoodLegal can provide State-specific advice if needed.
John Thisgaard Co-Principal, FoodLegal
Culture is the behaviour you accept
Shelly McElroy, CEO of Dream Culture, makes the argument that a strong team culture is a necessity for optimal business performance.
DREAM CULTURE’S CEO, Shelly McElroy, firmly believes that “culture is the behaviour you accept.” This simple yet profound statement underscores the pivotal role that culture plays in shaping a company’s success. A clear purpose, like the famous story about John F. Kennedy’s visit to NASA in the 1960s illustrates this point well. During the tour, Kennedy asked a cleaner what his role was, to which the cleaner replied, “My role is to help put the first man on the moon.” This story is a powerful reminder of the importance of purpose in a company’s culture, extending beyond just the executive level to every member of the team.
In the dynamic hospitality and events industries, a strong culture isn’t just an option—it’s a necessity. McElroy delves into insights and practical advice for creating a culture that not only aligns with your business goals but also elevates your entire team. In an era where phrases like “toxic culture” are commonplace, it’s vital for industry leaders to unite in raising the standards we set for ourselves. But where do we start?
Start with purpose and values
The first step is to clearly define your company’s purpose and values. How are these brought to life within your business? Do you have a set of values that everyone understands and strives to uphold? Equally important, do you address behaviors that are counterproductive or misaligned with these values? Establishing measures and metrics around performance and living these values is crucial.
“From the very first interaction with a prospective employee, it’s essential to communicate these standards and expectations,” states McElroy.
Key elements of a thriving culture
Creating an inclusive culture where everyone can thrive involves focusing on four key elements:
1. Do our staff feel welcome?
2. Do our staff feel safe—physically, emotionally, psychologically, and mentally?
3. Do they feel valued?
4. Do they feel respected?
“You can have culture by design or culture by default; the choice is yours,” McElroy points out.
As leaders, it’s essential to cultivate a positive culture deliberately rather than letting one develop haphazardly.
Like a muscle, culture requires constant attention and effort. Focusing solely on financial results without prioritising the cultural environment is a common pitfall. Remember, the way employees feel when they come to work directly impacts the bottom line, as “behaviour drives performance”.
The importance of self-awareness
The journey toward a strong culture starts with self-awareness and self-reflection. McElroy advises leaders to assess their own roles within the culture. Are you truly a role model of your company’s values? Do you reward team members who best embody these values? Do you challenge those whose behaviour isn’t aligned? Are there rewards and are there consequences? It’s crucial to evaluate how you, as a leader or employee, contribute to the overall culture and atmosphere. Striving to operate “above the line” by embodying the company’s values and encouraging others to do the same fosters a positive and productive work environment. As McElroy poses, “Does the room get brighter when you walk in, or when you walk out?”
Conducting strategic cultural audits
Understanding your current culture is essential for making improvements. McElroy recommends conducting a cultural audit at least annually, gathering feedback from all levels of the business. This includes everyone from chefs and cleaners to security guards and service staff—everyone who forms the backbone of your business. A comprehensive audit helps identify what’s working, what’s not, and what could be better. Creating ‘How might we’ statements can generate positive outcomes, such as ‘How might we communicate more clearly as a team so that the current divide between back-ofhouse and front-of-house dissolves?’
Communicating the results of these audits and providing a clear plan for
Shelly McElroy, CEO, Dream Culture
You can have culture by design or culture by default; the choice is yours.
Shelley McElroy, CEO, Dream Culture
improvement is crucial for building trust and commitment among your team.
The power of feedback and curiosity
A culture of curiosity and openmindedness is vital. McElroy explains the importance of asking questions that focus on “What” and “How” rather than “Why” and “Who.” When was the last time you received feedback, and how did it impact your performance?
“We all have blind spots, and understanding how others perceive us helps us grow,” the Dream Culture CDO suggests.
This approach fosters productive conversations and encourages the ability to receive, reflect, and respond, rather than resist, react, and reject.
Leaders should listen to their teams to truly understand their perspectives, as these insights are invaluable for driving sustainable cultural change and improvement.
Prioritise team over guest
A common mantra in hospitality is that the guest always comes first. However, McElroy suggests flipping this narrative: “Let’s put the team first.”
When employees are happy, engaged, and feel valued, it translates into better customer service. The energy and attitude of the team significantly influences customer experiences. Therefore, focusing on employee well-being and engagement is a critical aspect of enhancing overall service quality.
Embracing transparency and innovation
In an industry that thrives on innovation and creativity, transparency is key.
McElroy stresses the importance of clear communication about business goals and changes.
“Saying nothing is saying something,” she points out.
This honesty helps align everyone with the company’s mission and fosters a sense of belonging. By building a culture where people want to stay and strive, you’re not just retaining talent; you’re creating a competitive advantage.
Developing leadership skills
Do our leaders have the skills and capabilities to lead effectively? Sometimes managers are promoted without being provided with the necessary training to lead successfully. Managers manage tasks, but leaders lead teams with vision and empowerment. People often leave jobs based on their experiences with their leaders,
“People leave managers, not companies.” Turnover is often a management issue.
Seven steps to improving workplace culture
Here’s an overview of how to enhance the culture among your team.
1. Start with a clear purpose and values: Define your company’s purpose and values with your leadership team to guide decisions and unify your team toward common goals.
2. Focus on inclusive wellbeing: Create a workplace where staff feel safe, valued, welcome, and respected to boost engagement and productivity.
3. Model the culture you want: Lead by example, challenge behaviours that don’t align with your values, and reward those publicly that do.
4. Feedback for growth: Use feedback to foster growth, focusing on constructive dialogue that drives improvement and feed forward to help focus your team.
5. Conduct a cultural audit: Regularly assess your culture to identify strengths, weaknesses, and opportunities for improvement.
6. Put your team first: Focus on a team-first mentality, as happy engaged teams naturally deliver better customer experiences.
7. Invest in leadership development: Equip leaders with the skills to inspire, guide, and cultivate a positive culture.
Are you the leader your team needs you to be? Are you leading by example and raising the bar?
Shelly McElroy’s insights provide a roadmap for building a thriving culture in the hospitality and events industries. Dream Culture is already conducting highly evaluated sustainable cultural change and team leadership programs across New South Wales, Victoria, Queensland, Adelaide, and New York City. By intentionally designing culture and holding everyone accountable, you can ensure that every team member, from the janitor to the CEO, is connected to serving your purpose.
A team-building exercise at RD Jones Group
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Wine’s place on the pub menu
Wine is emerging as an important category for pubs, and a diverse, approachable offering is key to capturing consumer interest.
Molly Nicholas reports.
WINE MIGHT not be the first drink that springs to mind when you think of a pub, but a well-curated offering can be the difference that sets your venue apart, and a profitable addition to your menu.
Although it typically loses out to categories like beer and spirits in the pub setting, wine is gaining ground as consumer preferences evolve, suiting a range of occasions from casual meals to celebratory gatherings, particularly as the festive season draws closer.
Approachability plays a big part in the appeal of a wine list, a consideration that looks different in every venue.
At Humphreys Hotel, the Hurstville pub operated by Public House Management Group, sommelier Theo Nguyen leads a 250-strong wine list with something for every taste and budget.
“My wine selection isn’t aimed to hit a certain demographic, I wanted to make a list that was for everyone. Whether you’re a seasoned connoisseur of the great
wines of France or Italy, or new to wine entirely, I wanted to make sure there was something for everyone,” he stated.
Nguyen includes familiar faces alongside more obscure drops to keep his offering approachable, but avoids readily available wines to ensure a niche offering that keeps patrons coming back.
On the other hand, the Bat & Ball Hotel, the historic Redfern pub that was revamped earlier this year by five of Sydney’s small bar heavyweights, takes a slightly different approach with a short, considered list of 13 by-the-glass options, spanning sparkling, red, white, rosé and orange.
Designed to be easy for customers to digest, Dan McBride, co-owner of the Bat & Ball Hotel, says the concise offering also encourages engagement with the adjoining bottle shop, where customers can purchase bottles at retail prices and consume them in the pub for a $15 corkage fee.
“Rather than having a set wine list, the bottle shop allows us to be more expansive and get a wider variety through. That’s an exciting facet for our patrons, because every fortnight there’s new bottles of wine in the bottle shop. They can drink something that might be $100 in a restaurant at bottle shop price, which is sometimes half the price.”
Wine for every palate
When it comes to wine, each style brings its unique appeal. A bold red often complements a hearty meal, while light whites and rosés are better suited to summer drinking occasions, meaning a versatile selection is crucial to a strong wine list.
Nguyen says: “Currently I am trying to implement more red wines that can be served chilled as well as natural wines and alternative varietals; the idea is to incorporate more styles and varietals of wine that aren’t necessarily mainstream, but ultimately are delicious tasting wines.”
The De Bortoli Wine By The Glass system caters for a diverse range of patron tastes
In South Australia, Anna Hurley, project manager for Hurley Hotel Group, which operates Adelaide’s Arkaba Hotel and Marion Hotel among other pubs, says the market for wine is different to that of other states, representing a strong category for pubs.
Speaking about the varietals that are taking off, she said: “We’ve gone through phases of Sauvignon Blanc being most popular, heavy Barossa Shiraz has had its day, and within segments of the market those are still popular varietals.
“Our older demographic is often still on those Shaw & Smith Sauvignon Blancs or big Barossa Shiraz, whereas younger demographics are looking at lighter-bodied reds, and Riesling and Pinot Gris are growing in popularity in whites.”
Although the appetite for varietals is constantly changing, one thing that has stood the test of time is the 150ml pour. Despite the varying demographics across Hurley Hotel Group venues, this remains the most popular serve.
“At the Marion Hotel we sell a lot by-the-glass, and I think that’s a reflection of the demographic in the area. The Arkaba is in quite an affluent area, so people are accustomed to sharing a bottle of wine. It depends on the venue, but our biggest volume sold is a 150ml glass,” added Hurley.
Untapped potential
Complementary to by-the-glass and by-the-bottle offerings, many pubs are turning to tap wine systems, a simple and sustainable way to serve wine.
Removing the need for single-use bottles, tap wine systems help minimise landfill accumulation and offer economic advantages through cost-effective dispensing and reduced spoilage.
Precise temperature control ensures optimal conditions, preserving wine freshness and flavour integrity, with hermetic sealing mechanisms shielding wine from oxidation.
A spokesperson for De Bortoli Wines, which recently introduced De Bortoli Wine by the Glass, said: “By eliminating exposure to oxygen, these systems prolong the lifespan of each pour, ensuring that every glass maintains its distinct bouquet and palate profile.
“With dedicated zones for chilling white and rosé wines while serving red wines at ambient temperature, establishments can cater to diverse preferences without compromising on quality.”
Of the Bat & Ball Hotel’s 13 by-the-glass options, one is on tap – Doom Juice Rouge, a Shiraz Grenache blend served chilled. It’s an option that resonates with patrons and has withstood the stigma usually associated with tap wines.
McBride said: “I don’t know if the populace has become more educated, or if our demographic are more open to that kind of thing, but nobody has batted an eyelid. We were aware we might have trouble with tap wine, but the way I look at it is to balance something new and innovative with something more traditional, and for the most part we haven’t seen any kickback.
“It’s also not like we’re putting a well-known Barossa Shiraz through the system. It’s quite an out-there wine itself, so having it on tap almost suits the brand.”
The 150ml pour is still the biggest seller at Hurley Hotels Group
By-the-bottle sales are activated through the bottleshop at the Bat and Ball Hotel
Summer sips
As we gear up for summer trading and end-of-year festivities, now is a good time to consider the make-up of your wine list and who it appeals to.
“Over summer, people are looking to drink more sparkling wine, lighter-bodied whites and lighter-bodied reds, so we’re making sure our wine selection suits the weather and the food on our menus,” Hurley stated.
“For functions and events, we’re making sure our drinks packages are appealing to get that committed spend before events. If we’re pulling together a good package with quality, appealing wines, we can get spend locked in pre-event, so we’re certainly capitalising on that in the busy event season.”
Encouraging wine exploration
Ultimately, there are several factors that influence the curation of a wine list, but an important consideration for all operators is how you communicate your offering.
At Humphreys Hotel, the expansive menu is broken down by varietal and distinct styles based on regions, allowing staff to recommend wines accordingly.
“We’re working on restructuring the menu to include descriptive categories to make it even easier to navigate the list,” added Nguyen.
Hurley Hotel Group has taken a more immersive approach at the Arkaba Hotel which regularly hosts wine events, most
recently a six-course dinner paired with d’Arenberg wines and hosted by awardwinning winemaker Chester Osborn.
“We’re passionate about doing beautiful wine events for lots of reasons, and the Arkaba is certainly well-known for them. Part of the reason we started was to bring in support for both our bottle shop and venue.
“It’s a great opportunity to engage our customers off-premise and get good sales for the bottle shop, but we also know there are lots of customers who are loyal to the bottle shop but don’t patronise the on-premise, so we get an opportunity to show them a different segment.”
Not only do these events increase footfall and encourage category exploration, they also engage staff, enhance supplier relationships and increase function room bookings by inviting customers to experience spaces they wouldn’t usually.
At the Bat & Ball Hotel, the team are breaking the norm of pool competition prizes. In early October it partnered with Ravensworth Wines so that the pool comp winner took home a magnum of natural wine and a limited-edition t-shirt.
With many of the pub’s other promotions being beer-focused, it was important to McBride to diversify.
“I thought, let’s do something different here, where the winner gets a magnum of Ravensworth wine, who are fantastic winemakers. A magnum like that will sell for over $100 in a bottle shop, so we partnered with them to offer something different and they were keen on pushing the boundaries of what the prize of a pool competition looks like,” he stated.
Such events are a great way of engaging consumers, while showcasing how much potential wine has in the pub landscape. A unique promotional approach, paired with a thoughtfully-curated wine list that recognises the evolving demands of the consumer, is certainly one way to embrace this trend and create a more dynamic drinking experience.
Sommelier Theo Nguyen at Humphreys Hotel has made sure there’s something for everyone on the wine list
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The state of the foodservice industry
The Australian Foodservice Advocacy Body has released its State of the Foodservice Industry Report which shows despite the cost-of-living crisis, the foodservice dollar has rebounded to almost pre-pandemic levels.
THE AUSTRALIAN FOODSERVICE
Advocacy Body (AFAB) has released its third annual State of the Foodservice Industry Report, providing a comprehensive overview of the Australian foodservice industry. The report highlights key trends, challenges, and opportunities facing producers, manufacturers, distributors, hospitality operators and tourism businesses.
“AFAB’s State of the Foodservice Industry Report provides valuable national and regional insights for industry stakeholders and policymakers,” states AFAB CEO Tony Green.
“By addressing the challenges and seizing the opportunities identified in the report, the Australian foodservice industry can continue to thrive and contribute to the nation’s economy. AFAB exists
to connect, advocate and inspire an outstanding foodservice industry.”
Drawing on data from AFAB members, Government and extensive research by Food Industry Foresight, the report lays out the what the foodservice landscape looks like currently, and what is predicted for all facets of the industry in the future.
Green highlighted that the foodservice landscape in Australia has undergone many challenges this year, but that pressures are expected to ease next year.
“2024 has continued to provide profound inflation challenges for our entire foodservice value chain like, falling consumer spending, rising costs and a tightened labour market. Margins will continue to be squeezed, many organisations seeking operational efficiencies have already pulled many of
Baseline expectations for the customer experience continue to rise...
Tony Green, CEO, AFAB
The foodservice dollar
In encouraging news, Australia’s propensity to eat out is almost back to pre-pandemic levels. In 2019, Australian households were spending 37.2% of their total food and non-alcoholic beverage expenditure out of home. This plummeted to 13.7% in 2020, the lowest rate since the 1960s. As of June 2024, the Australian foodservice dollar had rebounded to 36.4%.
the available levers during the pandemic,” stated Green.
“People, digitisation, automation, and Al-focused initiatives remain key priorities in the quest for productivity and efficiency, along with improving supply chain resilience and boosting sustainable practices. Baseline expectations for the customer experience continue to rise and we as an industry has always risen to the occasion, so bring on FY25!”
The commercial foodservice sector is made up of 59,000 outlets across the country, with 81 per cent of those found on the eastern seaboard. In total, the sector serves up six billion meals a year.
Here are some of the findings from the report relevant to pub operations and its place within the broader foodservice landscape.
The big challenge
Despite the increased appetite to eat out, the State of the Foodservice Industry Report found that the biggest challenge businesses were facing is price inflation pressures for everything from produce to utilities, rent, equipment and wages.
The main response across the hospitality industry has been to keep menus as short and simple as possible, and subbing out ingredients where possible – for example, if you have a hearty salad on the menu with a base of kale and pumpkin in Autumn, the greens and vegetables may change more often than just seasonally dependent on produce prices.
Graph
Cuisines on the scene
Pub staples like chicken parmigiana and fish and chips may still dominate sales, but pubs are embracing different cuisines, with Asian cuisines being favoured on pub menus. While modern Australian –encapsulating a broad range of dishes – is the most popular cuisine in the nation, this is followed by Chinese (24 per cent), Italian (23 per cent) and Thai (16 per cent).
Menu trends
Here are some of the biggest trends chefs are seeing resonate globally in 2024, The first two have already caught on well, with the other growing in popularity:
Local abundance: Three quarters of Gen Z diners and seventy per cent of Baby Boomers are willing to pay more for a dish if they know local produce as been used.
Plant-powered protein: Diners are seeking new culinary experiences that include plant-based proteins like beans, pulses and legumes.
Modernised comfort food: Demand is growing for nostalgic dishes with a modern twist. We’ve seen this across the country with in pubs with things like modern takes on prawn cocktails, chip buttys, Chiko rolls, Pluto Pups and more.
Low-waste menus: While the main motivation for the majority of chefs to optimise the use of produce is profitability, sustainability is an increasingly important motivation as well.
Vegetables in the spotlight: New dishes that centre around a vegetable is seen as a way to make menus stand out among the competition.
Predictions and recommendations
Following the findings of the State of the Food Industry Report, AFAB predicts that pubs will have modest growth at 3 per cent for FY24/25, compared to cafes and accommodation hotels, which are predicted to enjoy 10 per cent growth.
Across the foodservice landscape, it makes the following recommendations:
• Across the supply chain, businesses should look to renegotiate terms as even small changes can provide significant savings to protect profit margins.
• Organisations should use technology to track performance, inventory and areas of waste to help navigate difficult conditions and identify opportunities for growth.
• Foodservice businesses have been absorbing the majority of increased costs – its now time to pass on some of these costs to the consumer. However it’s important to have a clear communication and marketing strategy to ensure customers understand your decisions.
Graph courtesy of the Australian Food Advocacy Board
Big names bring big business
An emerging trend has seen acclaimed fine-dining chefs move into the pub landscape – and the venues are reaping the rewards.
IN EARLY July, Laundy Hotels announced that it was bringing a French bistro to the first floor of The Red Lion in Rozelle, to be helmed by acclaimed chef and TV personality Manu Feildel. It was a big get by the pub group, with Feildel having run the kitchens and owned fine dining restaurants (Bilson’s, three hats; L’etoile, one hat), prior to launching his TV career.
It was a move that looked unlikely to be replicated, yet just a month later Momento Hospitality announced it had partnered with British chef Nelly Robinson – the name behind the hatted nel restaurant in Sydney CBD. Within days, Oscars Group also announced that ex-Alpha chef Peter Conistis would be working with group, kicking off by leading the menus and direction of the kitchens at the newly reopened The Bristol in Sydney’s CBD.
These are the kinds of partnerships that would have been unthinkable five years ago – partnering with pubs for chefs of this level of acclaim would have looked like a step down – but in the years since, we’ve heard repeatedly how fine dining restaurants are finding it increasingly difficult to make a profit. So now, these partnerships make a lot of sense – they give these chefs the kind of stability they require within well established pub groups, and bring a whole new level of elevation to pub menus. Not to mention the crowds that come with them.
A new opportunity
Each of these partnerships have come to fruition for different reasons. At The Red Lion, it started off with a casual conversation among mates. Jamie Gannon, Laundy Hotels’ group executive chef, asked his pal Feildel if he’d ever be keen to jump back into the kitchen if the right
The rooftop bar menu at The Bristol is centred around skewers
pub came along. Feildel said yes immediately, having not led a kitchen in eight years due to his TV commitments. And this new opportunity came with less risks than launching a new restaurant on his own.
“Eight years ago, it was so hard to actually make a bit of cash out of the restaurant, and it’s got worse and worse since Covid. So I didn’t really plan to go back into the restaurant world at all,” explained Feildel,
“But when Jamie offered the possibility of maybe running a little restaurant inside a pub, I said, ‘Well, that’s a little different. It could be actually quite cool.’”
For Gannon and Laundy Hotels, the partnership offered the possibility of increasing the patronage of The Red Lion Hotel.
“I’m sure Manu would agree that if he went out by himself, it’d be hard for him to survive, regardless of who he is. If we continued by ourselves [at The Red Lion Hotel], we would survive, because we’re part of a bigger business, but we wouldn’t be as successful or as busy as we are now. This only works because the two have come together.”
For Momento Hospitality, the opportunity to collaborate with Robinson was something that was pursued after executive chair Marcello Colosimo got to try out his food first hand at an event.
“I was introduced to Nel by Mick Bain, then I saw him again in Melbourne on Derby Day as he is the culinary ambassador for Penfolds. His food was outstanding and we discussed with him and Mick the opportunity to develop a true English gastropub concept at the Nags,” explained Colosimo.
Nelly Robinson in the Winston’s kitchen
Nelly Robinson’s famed Beef Wellington is on the menu at Winston’s Peter Conistis at The Bristol
For Robinson, the chance to takeover both the ground-floor the pub menu at The Nag’s Head Hotel, and create a more upmarket restaurant upstairs called Winston’s, allowed him to fulfill a long held dream to create a proper UK-style gastropub experience.
“When you walk into Nags you can immediately feel the history of the pub. It’s got classic pub bones which have been accentuated by the recent refurbishment, and I could see its potential straight away. Looking up to [British gastropub pioneers] Adam Handling and Tom Kerridge and having experienced what they’ve created in the UK, I knew Sydney was missing this and wanted to be the one to bring it here.”
The benefits of an elevated menu
For these pub groups, the chance to partner with such acclaimed chefs gives their pubs the opportunity to bring a new level of elevation and quality to their menus, as well as bringing new crowds to their pubs.
While making the point of not speaking for group owners Bill and Mario Gravanis, The Bristol’s general manager Tom Corbett (ex-Merivale), said that partnering with Peter Conistis was part of a concerted effort to elevate the group’s F&B offering.
“I’ve actually come on board because of the direction that they [the Gravanis brothers] want to go in. They’re still very commercially driven, but I think they see where the market trends are going, and restaurants are a huge part of that,” said Corbett.
“It’s good to have someone of Peter’s calibre within the group to put us on the map in the food and beverage sector, per se. It’s us lifting our standards to what our own expectations are of what we want to deliver.”
At the time of writing, Conistis’ main food concept within The Bristol, a Greek restaurant called Ela Ela, had not yet opened. Corbett had no doubt that when the restaurant was ready to launch, the
Manu Feildel (standing) and Jamie Gannon at The Red Lion’s Bistro by Manu
The House Duck and Pistachio Paté at Bistro by Manu
Guest appearance
Not all partnerships with acclaimed chefs have to be long term. To celebrate the one-year anniversary of its Latin American restaurant Pincho Disco, Kickon Group is bringing MichelinStar chef Miller Prada over from London to Collingwood for a two-night culinary event this month. The HUMO chef will cook up a six-course tasting menu inspired by his Colombian heritage, with tickets starting at $160 per person.
Kickon Group marketing director Tom Allan says being able to host talent of this calibre brings new people to the venue, as well as increasing its culinary reputation.
“Bringing Chef Miller down for our anniversary hopefully shows the people of Melbourne that we’re serious about delivering amazing dining experiences at Pincho Disco, and that we’ll continue to throw events with our unique combination of high energy and incredible Latin American inspired dishes.
“There are not many opportunities for the people of Melbourne to experience a Michelin-starred menu delivered by a Michelin-starred Chef, so we’re hoping to attract some new faces through the unique opportunity, whilst also celebrating a great milestone with our regulars.”
Allen also shared some advice for any venues looking to do something similar.
“If you’re looking to bring in star talent for a oneoff event, our advice is to plan well in advance, especially if they’re coming from overseas. Timing is everything—you’ll likely be coordinating with a team in a different time zone, so factor in those delays.”
reputation of their chef would be a drawcard.
“I think it’s unavoidable to highlight and celebrate that. It’d be silly for us not to, to be honest. But Peter’s product speaks for itself. It’s a huge drawcard to have Peter be a part of this project, and to be able to execute a menu of his calibre, we’re really excited for.”
At both The Red Lion and The Nag’s Head, the venues are already reaping the rewards of working with such esteemed chefs. Food sales are up five-fold at The Red Lion since launching, with daily covers averaging 60 for lunch and 120 for dinner.
At The Nag’s Head, the once quite neighbourhood pub is filling up with people wanting to try Robinson’s food.
“One hundred per cent having Nell on board has bought more people to The Nags. It is a great old pub with a great history and the locals and visitors have taken warmly to Nell and his menu,” suggests Colosimo.
“The venue is getting busier every week and the more people hear about the more come and return again and again.”
Kitchen investment
There’s a clear investment to be made when employing chefs of acclaimed or celebrity status, besides their salaries. Surely when bringing on talent of renown, a bigger investment is required in kitchen equipment or produce?
Corbett says definitely, but that the investment lifts the standard across the whole venue.
“I think everyone’s kind of trying to lift their standards. And [at] Oscars, we might have some really kind of high-end restaurants opening up within some pub spaces. Ela Ela might be part of the Bristol, but the Bristol
itself isn’t regarded just as a pub anymore by our standards. All the pubs around the group, I think are really lifting the standards of what that looks like.”
At the Nags Head, Colosimo confirmed that Robinson designed the kitchen and introduced specific equipment suppliers, and that tit’s been worth it for the output.
“The quality of the produce he uses with his skill set has created a wonderful pub dining experience similar to what you get in the best pubs in England,” stated the executive chair.
At The Red Lion, Gannon says that other than using some different suppliers in the pub compared to other venues in the group, not much has changed in terms of investment in the kitchen. Instead, he says it’s the staff that have reaped the rewards of cooking under Feildel.
“The biggest uplift is for the team in the kitchen who get to have exposure to someone like Manu, because there is a massive skills gap in the in the industry. But our chefs that work there have now been introduced to something they would never get otherwise. They’d never work with a two-hat chef or someone who’s had a successful restaurant, for eight years. You know, they’ve never had exposure to that,” Gannon said.
“So these new chefs are going to skill up which we would never have been able to do in a normal pub offering. So that’s the big tick, which people forget about. My group head chefs, the front of house staff – they all benefit from this. I’ve benefited from this because I thought I had a high standard that I hold my chefs to, and then Manu came in at a whole new level, which is good. So now my levels increase as well. So it’s just a good concept that everyone benefits from.”
New skills, new patrons, an increase in sales for chefs looking for more stability? Regardless of what your level of investment looks like, this new landscape suggests that more pubs can aim for chefs that they thought had previously seemed impossible.
Michelin-Star chef Miller Prada
A portal to another world
With five unique offerings under one roof, the variety of design inspirations combined at The Bristol create an immersive and transportive experience for guests.
FORMERLY KNOWN as the Bristol Arms, Oscars Group has reimagined the historic Sydney venue as The Bristol, creating a multi-level experience in the centre of Sydney. Presenting a contemporary venue for inner-city pub goers, The Bristol draws from diverse design inspirations such as Greek tavernas, Mediterranean rooftop bars, and iconic New York venues like Studio 54.
The Bristol is located on the western edge of the Sydney CBD, and just outside of the YCK Laneways nightlife precinct. With an impressive 5am entertainment license and a range of experiences appealing to different guests and occasions, The Bristol’s general manager, Tom Corbett, said that the venue is a unique offering in the area.
“The motivation is to bring something exciting to this side of the city. Sussex
Street needed something like this. There’s a lot of excitement on George Street and beyond, but we’re really trying to prove that there’s a lot of life to be had down on this side of the city as well,” he said.
With five levels each offering a unique guest experience, The Bristol comprises a public bar and sports bar; a restaurant, Ela Ela; a disco-inspired party space, Calypso; a luxurious cocktail bar, Midtown; and a vibrant rooftop bar. Each space has its own signature cocktail list, unique food and entertainment offerings, and distinct visual identity.
An elevated experience
The variety of spaces available at The Bristol presents a unique appeal to guests, and careful consideration has been put into providing an entertaining and memorable experience in each level of the venue.
“We have something for everyone. We have five levels, and each level has its own identity. We really do try and deliver something special for any person that comes through the doors,” Corbett said.
The ground floor opens onto the public bar and sports bar, where designer Paul Papadopoulos, creative director of
DS17, sought to retain elements of the venue’s history.
“As you come into the public bar, which is what people remembered the Bristol for, our intention was still to keep part of the old charm, but give it a modern look and feel,” he said.
The sports bar offers an elevated experience, where guests can enjoy a wide range of sports amid sophisticated décor.
“The sports bar has a huge eight-metre LED screen. We have a late license, so we don’t just have to showcase NFL and NBA, we can have the Premier League on for people late at night. It’s a really beautiful space. In my opinion, it’s the nicest fit out sports bar in Sydney,” Corbett said.
Papadopoulos wanted the design to encourage guests to enjoy the space for longer periods of time.
“With the sports bar, we didn’t want to create the traditional bistro or bar that every sports bar looks like. We wanted a nice atmosphere where people can come and spend time in over the day, with elements like brewed beer in those beautiful copper vats,” he said.
From the ground floor, guests enter the different levels through a central staircase,
The Midtown cocktail lounge
“…we wanted to create an environment for our guests where they can get lost. It almost feels like anything could happen on any night. There’s a really exciting atmosphere.
Tom Corbett, The Bristol
which serves as a connecting element for the diverse identities of The Bristol’s different spaces.
“There’s a colour tone as you come up the stairs to differentiate the levels, as well as artwork and surfaces. It was difficult enough to complement each space, but we also wanted to take people through the journey as they were coming up the stairs or up in the lift,” Papadopoulos said.
“The curves and arches implemented throughout the levels is our representation of the portals to the spaces beyond.”
History and heritage
Reflecting the long history of the venue, The Bristol’s heritage façade has been retained, and is echoed in design elements throughout the venue.
“We wanted to respect the heritage architecture of the façade, so we wanted to keep the corbeling and the old-world fluting. That’s why we introduced a lot of curves and details throughout the venue. Curves are present, in arches or countertops, and in the fireplace. The marble throughout the venue has a beautiful double scallop edging. We wanted a softer approach. There are a lot of elements that tie the whole philosophy of design together,” Papadopoulos said.
Additionally, there are nods to the venue’s past as the home of the Retro nightclub, especially in the third-floor space, Calypso.
“A lot of people remember the venue from the old days as the Bristol Arms and the Retro nightclub. There’s a lot of nostalgia and a lot of history. It was what everyone was talking about when we were
designing it. We didn’t want to lose that old charm, but we wanted to bring a modern, eclectic vision as well,” Papadopoulos said.
With an installation of 350 disco balls on the ceiling, Calypso draws inspiration from famed venues such as New York’s Studio 54 to create an elevated party venue.
Your clientele that are late 20s to 50s, they want a space to party, and that’s what we’re trying to deliver for that demographic. For the 25 and under crowd, there’s plenty of venues for them. But this 25-plus demographic wants a place to party too,” stated Corbett.
Calypso’s design blends the practical with the aesthetic, with carpets and curtains lending a luxurious feel while also contributing to sound dampening between different levels. Papadopoulos explained that these elements also contribute to the versatility of the space.
“Transformation and flexibility were very important for us in the Calypso space. It can be transformed for a private event during the day or during the week, and it has a very
different feel when you draw the curtains back. In the day, you wouldn’t know it’s a nightclub.”
A world of possibilities
With multiple unique experiences available under one roof, both Corbett and Papadopoulos described entering The Bristol as a transportive experience.
“In reaction to everything being shut down for so long in the city, and the many rules and constraints that have been in place, we wanted to create an environment for our guests where they can get lost. It almost feels like anything could happen on any night. There’s a really exciting atmosphere,” Corbett said.
Midtown, the fourth-floor cocktail lounge, is a prime example of this immersive experience. It boasts dark colours and luxurious design elements, mirroring the design of Golden Age New York cocktail bars.
“We wanted to mesmerise people as they walk through the space,
There are 350 disco balls installed on the roof of Calypso
The Bristol’s heritage facade has been retained.
coming from the light environment of the restaurant into this ultra-dark, aubergine, velvet, plush bar section,” stated Papadopoulos.
“Once the curtains are drawn, it feels like you could be anywhere in the world. It could be a back street in New York, or it could be a rooftop bar in Dubai.”
Midtown has space for DJs, as well as a baby grand piano and fireplace, adding to the high-class appeal.
“Everything is carpeted. There’s dark purple velvet curtains on the walls. The ceilings have been painted with mouldings in dark aubergine colours. It was a bold move, but Oscars really trusted us on it,” Papadopoulos said.
“We have a really beautiful, 10-metrelong bar with bespoke arches and bottles that are lit up on the back wall. We kept the bar at a low height, at 900mm, because we wanted that whole interaction between bartender and customer, for
them to see the mixing and all those things happening behind the bar.”
Light and bright
In homage to the Greek heritage of Oscars Group’s founders, The Bristol combines many Mediterranean elements into its design. The prime example of this is the second-floor restaurant, Ela Ela, which Corbett said is an expression of Greek hospitality in the centre of Sydney.
“Ela Ela means come, come in Greek, and it’s somewhere where people are invited to stay and get that real sense of hospitality that I think is needed in the city,” he said.
The restaurant still maintains the contemporary feel of the rest of the venue.
“Ela Ela has this beautiful Athenian taverna charm, but with a modern feel. The idea was that you walk through this beautiful, reimagined pub, down the corridor, and into an old-world space that
is the restaurant of this venue. You come from a darker palette into a lighter palette, with warm, natural light coming through the windows,” Papadopoulos said.
The rooftop bar also has a Mediterranean flair, with light colours, beach umbrellas, and views to the city.
“You have this fresh white, peach, cream and light-coloured interior and exposed sections. Our vision and our direction for the rooftop was Saint-Tropez. It becomes this beautiful Mediterranean bar open to the elements in the Sydney CBD, which is a wonderful backdrop for the space,” Papadopoulos said.
The diverse spaces at The Bristol appeal to a broad range of guests, with a variety of ways to start, continue, and finish the guest journey through the venue. Blending heritage, retro, and modern elements, new life has been breathed into this storied pub which presents a unique offering to the Sydney CBD.
The rooftop draws inspiration from Mediterranean Saint-Tropez rooftop bars
The sports bar benefits from a late 5am license
The Calypso nightclub space is set to cater for people in their late 20s to early 50s
Australian Hotelier’s Annual Industry Leaders Forum edition (February) is the most highly anticipated issue of the year. It features candid columns from the leading operators and industry stakeholders within the pub sector, and it provides the ideal platform from which to start New Year conversations with our engaged audience.
Why not get involved, and join the likes of key suppliers, operators/and industry groups and associations such as Solotel, CUB, Australian Venue Co., Hostplus, JLL Hotels & Hospitality, Merivale, Gaming Technologies Association, CLG, Tabcorp,
book before deadline (13/12/24)
Taking home the title
At the 2024 Beer & Brewer Awards, the Wheatsheaf Hotel in Adelaide scooped Brewpub of the Year. Publican Jade Flavell discusses the work that goes into running a successful brewpub.
HOSTED IN ITS first-ever live ceremony, the 2024 Beer & Brewer Awards took place on Sunday 20 October at Village taproom in Marrickville as part of Sydney Beer Week, recognising the key people, brands, brewers and venues in Australia’s beer industry.
Sharing the honour with Brewmanity in Melbourne, Adelaide’s Wheatsheaf Hotel was named Brewpub of the Year, celebrated for its craft beer lineup including its own Wheaty Brewing Corps brews.
Publican and brewer at the Wheatsheaf Hotel, Jade Flavell, said she was “chuffed” by the result, and the quality and tenacity of brewers across the country.
“We’re in amazing company! I have enormous respect for the indie breweries that have held the line on quality despite the shitshow of the last four years, so to be counted in their number is pretty damn cool. More than a decade ago we picked up Best Venue for pouring other people’s beers, so it’s nice to come full circle and be
recognised for brewing and pouring our own.”
Hospitality a winning factor
When discussing the Wheatsheaf Hotel, judges noted it wasn’t just the quality of the beers that distinguished the venue, but also the level of the hospitality, with one judge noting the efforts of the staff in creating the pub’s reputation as a craft beer “institution”.
“Knowledgeable and friendly staff with one of the best beer line ups including their own award-winning Wheaty Brewing Corps. Every visit is like a journey into the echelons of beer and brewing with great banter and done in a way that entices you back for more. This place is an institution, and no other venue comes close in Australia,” they noted.
While Flavell recognises just how far exceptional hospitality goes in creating a great brewpub, she also highlights the Wheatsheaf’s commitment to evolving its offer and operations.
“There’s big work that goes into our little brewpub!” stated Flavell.
“We’ve used the relatively quiet times to focus on getting better rather than bigger; putting new ingredients, procedures and gear through its paces – and learning heaps in the process, while still having fun. There are many, many moving parts at the Wheaty, and Maeve, Jimmy and the crew do an amazing job pulling it all together.”
Now, gearing up for a massive summer period, the Wheatsheaf Hotel has some exciting brews coming up for its patrons, including two single hop, diphopped Kellerbiers; an all NZ hop IPL; a Black Lime Gose; Mighty Mild for the Handpump; Zwickel Pils for the Lukr Sidepour and of course Solar Cerveza.
Jade Flavell, publican and brewer of The Wheatsheaf Hotel
The Wheatsheaf Hotel was named Brewpub of the Year at the 2024 Beer & Brewer Awards
