$5.560 Billion
$4.13 Billion
In annual retail sales
$775 Million
Remain family and/or SME based $285 Million
Spent on capital investment in the regions over the last 5 years
Paid in annual taxes, levies and rates
87% of SA Hotels
HOSTPLUS SUPER PROVIDER OF THE YEAR
At Hostplus, we put our members at the centre of everything we do.
That’s why Finder has named us Super Provider of the Year 2025.
Awarded for strong performance, low fees and great investment options, a win for us means a win for our members.
An award-winning super fund. That’s a plus.
Published by Boylen
Too Important To Ignore
AUSTRALIAN HOTELS ASSOCIATION
(SA) PRESIDENT, DAVID BASHEER
Iwas Vice President when Nick Xenophon made his bid to run the State on a platform of No Pokies and denigrating pubs - but I remember the master campaign run by Peter Hurley and Ian Horne very well.
The people of SA saw through our opponent’s headline chasing. They wanted solutions to pressing problems, not glib gimmicks that undermined jobs and eroded a person’s right to choose their preferred form of entertainment.
We took on Nick Xenophon’s SA Best party with everything in our armoury - and we won. The Xenophon team failed to win a single lower house seat.
While the AHA|SA is non-partisan and works with governments of all persuasions, we will never shy away from a fight against those that attack our livelihood and employment.
We are proud of our members who are remarkable achievers, entrepreneurs and investors.
We make no apology for turning up to defend ourselves against those who seek to unfairly deride, ridicule and undermine our membership.
Long before social media coined the expression “influencers”, hoteliers have been doing just that
- influencing customers over the bar, through the kitchen or when tucking them away after a long day’s journey.
With 590 social gathering points spread across every electorate, pubs represent a permanent polling booth, there to leverage that influence.
Thankfully, the current political landscape suggests we do not have to go to the battlements for the upcoming State election in March 2026 - but there are serious issues that do need to be confronted.
To understand the issues that matter, I urge you to read about our 10-point election submission on page 16. In particular, I draw your attention to remedies against crime, skills shortages, and tourism and events.
One Voice, Many Stories
The contents of this issue are incredibly diverse… as diverse as the sector we serve. To the candidate that has no meaningful understanding of our industry, these stories showcase who we are today.
We are pubs and hotels and bars that are environmentally innovative. We are multicultural, increasingly youthful and wholeheartedly female friendly, as seen in the stories with rising stars Chantel
Behanna and Miranda Armstrong.
The AHA|SA was founded 155 years ago and our members have always been entrepreneurial. This is evident in abundance in the stories on COLAC Port Adl and Monarto Safari Resort.
In 2026, hotels are the backbone of live music, we offer high quality food experiences and our accommodation is among the best in the land. The unity and voice of our accommodation members has never been stronger thanks to Accommodation Australia, which is part of the AHA family.
As always, we are an industry synonymous with generosity. Hotel philanthropy is evident in acts both large and small, and the extended
story on Pubs With Heart is merely the tip of the iceberg in this regard.
Beyond that, our members donate $10m to charitable, sporting and community groups each year.
Our hotels are the heart of their community - and we see this in sharp focus it in times of crisis.
During the recent bushfires that threatened homes near Mount Compass, the local publican Lois Crest opened the pub doors to those escaping the blaze. She made sandwiches and provided drinks for residents and weary firefighters.
To understand “what” we signify to SA, go back to the inside cover of this
issue and re-read the statistics. As an industry, we truly are too big to ignore.
But to understand “who” we are, read the stories of the people in this issue, from the seasoned veteran to the latest immigrant getting their chance at a better life and the kids getting clothes their families can’t afford.
Acknowledgements
Premier Peter Malinauskas used the AHA|SA President’s Lunch to announce an additional $10 million funding for the Business Events Bid Fund, taking it from $28 million to $38 million. This is something the AHA|SA has been advocating for and we applaud the State Government for taking this initiative.
In other good news, the Excise Tarriff Amendment (Draught Beer) Bill has passed the House of Representatives, freezing the six-monthly excise increases on draught beer for two years. We commend Prime Minister Anthony Albanese for introducing the Bill, and the many parliamentarians from all sides of politics that supported it.
I would also like to acknowledge the Minister for Consumer and Business Affairs, Andrea Michaels, who is leaving politics after the State election. The Minister’s collaborative approach delivered meaningful outcomes for hotels and we wish her all the very best.
Scott Measday has announced that he will be stepping down from his role with Hostplus. Scott is highly regarded in our industry and he has made enduring friendships with members and AHA|SA staff. We wish him every success in the years ahead.
On a very sad note, the Minister for Health, Chris Picton, lost his brother Tim Picton as the result of an alleged ‘coward-punch’ in Perth. Tim was well respected in the political and business community. We extend our sincere sympathies to Chris and his family.
As we went to press, industry legend Rob Gillies passed away. Rob made a long and sustained contribution to our industry and more will be written about him in a future issue. We pass on our heartfelt condolences to his wife, Marie, and family.
In closing, I wish all members the very best for 2026. Your unwavering support of the Association gives us incredible strength through unity - and a voice that is both respected and listened to.
Green by Design
Five Ways SA Hotels Are Building A Sustainable Future
AHA|SA members across South Australia are doing their part to embed sustainability into their operations.
Here are five examples:
1
The Novotel Barossa
The Novotel Barossa has been awarded Ecotourism Australia Sustainable Tourism Certification. The accreditation recognises a suite of initiatives including a 177-kilowatt solar system, energy-efficient heating and cooling infrastructure, and a strong focus on repurposing organic waste. The property is also part of a growing, border-to-border network of electric vehicle charging stations across South Australia.
2
Watervale Hotel
In the Clare Valley, the Watervale Hotel has taken a forensic approach to efficiency, using thermal imaging to identify and seal cold-air leaks from its wine room. Its kitchen operations have also been re-engineered to minimise waste, with vegetable offcuts repurposed for stocks, jams and preserves, unused animal parts incorporated into a “Doggie Degustation” menu, and remaining food waste processed through a threestage composting system.
3
Old Spot Hotel
In Adelaide’s north, the Old Spot Hotel has extended the benefits of rooftop solar by integrating panels into its carpark shading structure. It delivers both renewable energy generation and excellent shade for guests.
4
The Maylands Hotel
The Maylands Hotel found that organic food waste comprised approximately 38% of general waste. By diverting much of this from landfill, the venue has reduced greenhouse gas emissions while also lowering waste collection costs. Part of the Matthews Hospitality Group, the initiative has since been rolled out across all group venues.
5
Green Industries SA
The AHA|SA funded the development of a hands-on “Sustainability Guide for the South Australian Hospitality Industry”. We partnered with Green Industries SA, which noted that hotels have “a key role to play in supporting the transition to a circular economy and a sustainable future”.
Election 2026: Policy, Not Politics
AUSTRALIAN HOTELS ASSOCIATION (SA) CEO, ANNA MOELLER
The 2026 State Election presents an opportunity to reset the conversation. Not around politics, but policy. Hotels need stable, practical settings that support jobs and investment, delivered through genuine partnership between industry and government.
Policy decisions rarely fail loudly; when they do it’s slowly and painfully.
That’s why so much effort was put into our 10-point election submission that is outlined in detail in this issue. We need to get policy settings right to protect jobs and encourage reinvestment. To ensure reform strengthens rather than undermines the sector.
Instead of repeating those recommendations here, it is worth reflecting on what sits behind them.
There is a common theme: partnership. The AHA|SA’s submission is not a wish list, but a framework for collaboration that balances economic contribution with community wellbeing and regulatory responsibility.
At its core is a desire for practical, workable policy. Policy that recognises hotels as long-term investors in their communities.
For example, when we call for stronger responses to crime against hotels, we are not seeking headline-grabbing crackdowns. What we would prefer is sustained policing and co-investment with hotels in prevention measures that keep our staff and patrons safe.
It is refreshing that the 2026 election campaign has not been framed by vitriol and cheap point scoring. This augurs well for the future of our state.
It creates space for evidence-based discussion about the real pressures facing operators. For instance, our submission highlights the cumulative impact of state taxes, insurance costs and energy prices - not as isolated issues, but as a compounding burden that directly affects viability.
Bipartisan Support
Hotels plan in years and even decades, not election cycles. We need politics of integrity, where bipartisan support is the norm and division the exception.
This environment will give businesses the confidence to reinvest in venues and expand their workforce. Notably, stable settings around liquor licensing and gaming fees and regulation allow operators to focus on growth, compliance and harm minimisation without the fear of sudden rule changes.
The 2026 State Election is “quietly” pivotal for hotels.
Stability does not mean standing still. It means thoughtful reform undertaken in partnership with industry. For example, targeted incentives for energy efficiency upgrades can reduce operating costs while supporting the state’s sustainability goals. By contrast, policy churn keeps businesses defensive. Likewise, the threat of policy uncertainty erodes confidence.
Uncertainty has real consequences. It delays capital works and discourages new entrants. A case in point is the ongoing ambiguity around Return to Work arrangements and insurance settings, which makes it harder for employers to forecast costs and manage risk responsibly.
On that note, the cost pressures facing hotels are immediate and measurable. Rising insurance premiums, energy volatility and payroll tax thresholds that fail to keep pace with CPI all have an impact. Eventually, they lead to higher prices for patrons.
Addressing these pressures is not about special treatment. It’s about maintaining a viable, competitive hotel sector.
Our tourism momentum must also be sustained. When a new government is sworn in, let’s not take our foot off the accelerator. Continued investment in tourism marketing will help attract a blend of major events, conferences and regional tourism - particularly during traditionally challenging winter periods.
Partnership
The AHA|SA is ready to work with every candidate that earns the mandate of the South Australian public.
As an industry, we extend an open invitation to all politicians to visit venues, talk to operators and work collaboratively with us when the election is run and done.
Multicultural by Choice…
Without immigration, where would we be?
The South Australian hotel industry is one of Australia’s finest examples of a successful multi-cultural workforce.
Initially by choice – but now also driven by crippling skills shortages – migrant workers make up to 70% of the workforce in some large hotels.
People from dozens of cultural backgrounds work side by side in front-of-house, behind bars, in kitchens, housekeeping, management and executive roles.
Having an ethnically diverse workforce is deliberate; it reflects the communities that hotels serve and it certainly makes for more exciting menus than old-fashioned “pub grub”!
Meat-and-three-veg offerings have been replaced with haloumi and hummus, arancini, chimichurri, tacos and dukkah.
Just look at The Arkaba, named Australia’s Best Hotel for two consecutive years. It’s menu features the likes of Hiramasa Kingfish Sashimi, Korean Braised Pork Belly, Lamb Ragu, Massaman Beef Cheek and Thai Chicken Breast.
Each new wave of migrants brought its own food culture.
Hotels have embraced each group, from people fleeing WWII to Cambodian and Vietnamese refugees, Indian and Filipino nationals seeking a better life… and so on.
A Land Of Opportunity
Hotels provide opportunities.
Many newcomers find their first Australian job in a hotel. From those beginnings, careers are built through training, mentoring and promotion pathways that reward skill and commitment rather than background.
“In embracing multicultural employment, South Australian hotels are not just filling rosters. They are helping new Australians settle, contribute and belong.”
“In embracing multicultural employment, South Australian hotels are not just filling rosters,” said AHA|SA CEO, Anna Moeller.
“They are helping new arrivals settle, contribute and belong.
“It is a practical demonstration of diversity in action, and one that continues to benefit – and reflect - the communities that hotels serve.”
Vacancies
A lack of unskilled migrant workers is the biggest challenge facing the accommodation industry in Australia, according to Andrew Bullock, Secretary and Treasurer of Accommodation
Australia, Chair of its SA branch and a board member of the AHA|SA.
He is not a lone voice.
Prominent figures such as AHA|SA and National President, David Basheer, have been leading calls for both skilled and unskilled migration to fill vacancies that can’t be filled by Australians.
As CEO of 1834 Hotels, Andrew sees firsthand the grim reality.
The shortfall, he said, is seriously jeopardising the ability of the sector to source enough staff to clean rooms.
“It’s not a sexy job,” Andrew said.
“Cleaning rooms is probably seen as less exciting than working in kitchens.
“It doesn’t have the same glamour as the ‘Master Chefs’ of the world.
“But nonetheless, it’s an incredibly important part of what we do in providing quality, clean rooms in a timely fashion for guests.
“With kitchens, we talk a lot about the skilled labour shortage of chefs but the one often not talked about is the unskilled labour shortage and that is massive.”
One of Andrew’s hotels counts 80 visa workers among its 117 staff –quite typical within the industry.
“Our portion of housekeeping teams that are migrant workers is huge. Housekeeping is one of the areas that is substantially undersupplied and without that access to migrant labour,
it would be extremely difficult to operate.”
The issue extends to other unskilled jobs within hotels, such as reception and maintenance.
He said the problem was “band-aided” during COVID when student workers were permitted to work additional hours.
“When that went back to the lower number of hours they could work, it was a material issue for the industry straight away,” Andrew said.
“It was an area that covered up the lack of migrant workers that were available in Australia at the time - and without fixing one of the two, we will continue to face the same issues.
“There’s a pretty strong correlation between migration numbers and our ability to be able to operate these hotels.
“Many people don’t realise this but there have been hotels that couldn’t
MIDDLE
same issue as was the case (during COVID).”
Andrew said Accommodation Australia and the AHA continue to talk with government to plead its case.
"My understanding is a lot of the workers (arriving) are skilled workers who are just for specific industries.
“The challenge we’ve got is being able to access the unskilled labour and actually having visas for those people so they are able to work in Australia.
clean rooms because they just didn’t have the labour to do it.”
Unskilled Void
Despite the current government boosting immigration numbers to record levels, Andrew said arrivals remain skewed heavily towards skilled workers rather than unskilled staff desperately sought by hotels.
“And if they continue to reduce the number of non-skilled migrant workers, we’re facing exactly the
“The hospitality industry is not seen as a supported industry for a lot of unskilled labour, so we are missing out on a lot of the people that are coming.”
Carlos and Risako
Carlos Deluquez Moreno and Risako 'Lisa' Kutsuna work under sponsored visas at the Mercure Kangaroo Island Lodge at American River.
Both are prime examples of the incredible diversity within the accommodation industry – and migration’s role in filling the labour void.
Carlos, 34, arrived from Ecuador in 2022, having previously been denied a visa to work as an environmental engineer.
But even securing a visa for an unskilled role where he works primarily in reception was not easy.
“We really had to fight for it,” he said.
Lisa, 38, works as the breakfast chef at the hotel, having arrived from Japan in 2018.
She gained vital skills starting out as a fruit picker in Queensland, making coffee on the Great Ocean Road and then moving into hospitality to work in a kitchen.
“If I didn’t have that experience, it would have been very hard to get this job,” she said.
Chef Stats Are Dismal
A dearth of qualified chefs is the other big issue facing the hospitality industry.
Andrew questioned whether the fouryear apprenticeship is too long, with completion rates sitting at a lean 47%.
“It’s longer than a university degree,” he said.
“And while you do earn some money as you go, the reality is it’s not a lot until you get to your qualified level.
“Just getting interest from enough people who want to be chefs and then keeping the current generation engaged for four years is pretty challenging.
“It’s a demanding industry. The hours can be tricky, it’s often evenings and weekend, it’s not 9-to-5, Monday to Friday, that’s for sure.”
Jobs & Skills Australia (JSA) forecasts chef numbers need to increase by 8% within three years and by 15% in 2034 to meet demand.
Yet the number of apprentice chefs in training actually fell last year by 5.4%.
Unfortunately, JSA doesn’t appear to recognise the gravity of the problem.
“It was very frustrating to see in the latest Occupation Shortage List issued in late 2025 that the occupation of Chef had been downgraded from a national shortage to a regional shortage, except for the NT and ACT.
“This assessment was matched by that of the new occupation of Senior Chef which includes Executive Chefs, Sous Chefs and Head Chefs.
“All our discussions with members is at odds with this assessment by JSA - and Accommodation Australia continues to strongly argue this position.”
OPPOSITE
Photo: Andrew Bullock - Secretary and Treasurer of Accommodation Australia.
TOP
Photo: Mercure Kangaroo Island Lodge.
Photo: Risako ‘Lisa’ Kutsuna, Chef at Mercure Kangaroo Island Lodge.
BOTTOM
Photo: Carlos Deluquez Moreno Mercure Kangaroo Island Lodge.
Like many hospitality workers, Chantel Behanna fell into a pub job while at school and quickly fell in love with it.
The joint AH |SA Hotel Industry Rising Star winner started as a glassy at the Lonsdale Hotel, working with some of her close friends aged just 14.
She said it’s a career path that is both exciting and challenging for young women.
“It’s fun,” Chantel said.
“I’m a big people person and I’m a massive extrovert, although when I started in hospitality, I definitely wasn’t as extroverted as I am now.
“I love being involved with other people and staff.
“You meet new people every single day, which is exciting.
“I love that it keeps you busy and every day’s a little bit different.”
Career Path
Chantel began working casually at the then family-owned Old Noarlunga Hotel in 2020.
But without the offer of a full-time position, she was lured to a chain of bakeries, only to return to ‘The Oldie’ because selling cakes and croissants “wasn’t fast-paced enough”.
Under the banner of Duxton Pubs, opportunities quickly arose for Chantel and she was promoted to gaming manager.
“I learned a lot about compliance and the gaming rooms and machines in South Australia,” she said.
“Then our venue manager happened to be stepping out of the position about nine months ago and I applied for that
role and got quite lucky.
“Now I’m overseeing the day-to-day running of the venue.
“I’m still learning so much about this position because I’ve never been in one like it.”
Now 27, Chantel has proven herself to be a bright young star of the industry, demonstrating exceptional leadership, professionalism and dedication to her role while remaining committed to staff development, operational excellence and providing outstanding customer service.
It’s why her former area manager, Donna Baker, recommended her for the award.
“When Donna told me she was nominating me, I was ecstatic,” Chantel said.
“I was so happy, I didn’t know that was something we did here as a group.
“And then hearing about the people you go up against and the experience they have as well, I definitely didn’t anticipate winning so it was a very big shock on the night.
“A lot of people think the hospitality industry is a bit of a stop off or something they do while they are studying so it’s really nice to be recognised in the position I’m in and working alongside people who see their careers in this industry.”
Hands On
She highly values teamwork and empowering her team members to take on greater responsibility.
And she has taken mental notes on what works in the role and what doesn’t.
“I know that I’m a good leader,” Chantel said.
“I’ve watched other venue managers
try to do it all themselves and I think it leads really quickly to burnout and not enjoying the job you’re doing.
“Being on the floor is really important.
“I’ve seen previous managers spend five days in the office and they really don’t see the day-to-day running of how the venue worked, what the customers want and hear the feedback.”
But she said the role comes with its share of challenges.
“I love being involved with other people and staff. You meet new people every single day, which is exciting.”
“I’ve made great friends with some of the staff who I’m now in charge of.
“So that has been a massive challenge for me, going from friend to manager.
“Sometimes I have to deliver some hard truths.
“But at the end of the day, we have a really great team here who all work really hard so they generally make it pretty easy for me.”
At 27, Chantel Behanna is proving hospitality is not a stopgap, but a serious career for those prepared to lead.
And despite her youth, she is showing how confident, hands-on leadership is reshaping hospitality for the next generation of women.
Rising Star Finds Her Calling
For much of her early life, Miranda Armstrong thought she was destined to work with scalpels rather than schooners.
The joint winner of the AHA | SA’s Hotel Industry Rising Star award had designs on a career in medicine while at high school.
But her planned career veered wildly off course after she decided to seek a part-time job.
“I kind of stumbled into it,” Miranda said.
“At high school, there was a barista course for coffee making and I thought,
‘That sounds cool, I could get a job at a cafe’.
“Then I got a job at a chicken shop, a job at Hungry Jacks during COVID, then I accepted this job here at the McLaren Vale Hotel and experienced the hotel side of things.
“I just fell in love with it.”
Promotion
Miranda grew up in McLaren Vale and celebrated five years with the hotel that bears its name in February.
Now 23, she was recently promoted to restaurant manager and said “being able to engage with people and create an experience for them” is what motivates her.
“I found a love for it early on in high school and the path has opened up for me,” she said.
Her focus is on providing an elevated experience, creating connections with patrons – including the constant flow of tourists - and making their day so they tell friends and family.
“We do full table service, so you get to create relationships with customers. And suppliers, too.”
Training
Miranda’s people skills, her professionalism, dedication and commitment would have
no doubt been incredible assets as a doctor.
Now it is Martin Palmer’s pub at the gateway to the Vale that benefits from those characteristics.
“I really want to climb up within the industry. I want to keep going.”
Her resume includes training and mentoring new staff, both older and younger than her.
“I feel really comfortable doing it. It just flows naturally,” she said.
“Sometimes it’s just the basics of setting a table. Some don’t know the difference between a soup and a dessert spoon.
“Most of them are in uni and a lot of them aren’t going to stay in this industry.
“It’s hard to find people who want a career here - but even saying that, I try to teach everyone as much as I can which in turn will help them in the future with different things.”
Heartfelt Win
Miranda said being recognised with the Rising Star award came as quite a shock.
“To hear my name called, it was just crazy.
“You can’t believe it in the moment.
“It took a couple of days for it to sink in and when it did, I just bawled my eyes out. It was incredible.”
In terms of her burgeoning career, she has quickly raised the bar.
“I think it’s driven me even more to keep performing.
“I really want to climb up within the industry. I want to keep going.
“I’d like to maybe own my own venue one day and hopefully have multiple pubs and hotels or even get into the accommodation industry which is pretty cool as well.”
It is a vocation she sees as worthy of any young women with the determination to succeed.
“If it’s really in your heart, keep striving even for just those little wins and really cherish them.
“If it’s really meant to be, you’ll make it happen.
“It is still a very male-driven industry but I think there are a lot of powerful women out there who can really take this in their stride and do well.”
"Politics is not a game. It is an earnest business."
British PM Winston Churchill, who also said: "A good inn is to a nation what a good heart is to a man.”
2026 State Election Submission
The submission makes key recommendations across 10 priority areas:
1
REMEDY CRIME AGAINST HOTELS - implement stronger penalties for sustained criminal behaviour, financial support for crimeprevention infrastructure, and improved police resourcing across the year.
2 STATE TAX REFORM - deliver relief on payroll tax, stamp duty, and land tax to reduce the financial burden on hotel operators.
3 ALCOHOL REGULATION & LIQUOR LICENSING - review lock-out laws, reduce or freeze liquor licensing fees, and cut red tape to promote operational sustainability.
4 COST OF DOING BUSINESS - advocating for energy efficiency incentives and insurance reform.
5
GAMBLING REGULATIONmaintain current rules to ensure business certainty, support harm minimisation, and avoid shifts to unregulated online gambling. Oppose new taxes, cashless mandates, and changes to advertising requirements.
6 TOURISM & EVENTS –including international brand awareness, winter tourism marketing, support for business tourism and activation funding, across metropolitan and regional South Australia. Establish a central leadership role to coordinate policy, activate Adelaide after dark, and support the long-term viability of the sector.
7 SUPPORT FOR LIVE MUSIC VENUES - through infrastructure and performance grants to sustain South Australia's live music culture.
8 SKILLS SHORTAGES & MIGRATION - Invest $2 million over four years in an Attraction, Recruitment and Retention program for apprentices and trainees in the hospitality sector.
9 RETURN TO WORK (RTW) REFORM - Open the RTW insurance and legal markets to improve fairness and reduce employer costs; fund SafeWork SA to manage WHS dispute resolution.
10
CBD ACTIVATIONSupport a hybrid work model that favours more officebased activity to boost weekday trade. Encourage residential living in the city centre to increase foot traffic, vibrancy, and long-term economic resilience in the Adelaide CBD.
AHA|SA’s Detailed 2026 Election Position
Remedy Crime Against Hotels
Crime and anti-social behaviour have become an increasingly difficult – and costly – issue for hoteliers and staff. The AHA|SA calls on government to implement the following steps to remedy crime against hotels:
» Sustained criminal activity to be met with decent jail terms – aimed at organised groups using intimidation and violence in a repeated and sustained manner.
» Government to provide financial support ($ for $, up to a maximum $20,000) for hotels to make their stores more crime proof. As hotels are forced to take on greater and greater measures to ensure the safety of the community at large, it is unreasonable to expect the hotel industry to do the ‘heavy lifting’ without support. This initiative is proposed for hotels operating within liquor restriction zones.
» With regard to anti-social behaviour that we observe on the streets, there must be a stronger intent to fix the issue. Part of that solution is police resourcing. The AHA|SA has been at the head of the queue in praising the Government for the significant contribution major events have added
to the hospitality economy. Thanks to the excellent resourcing during events like Gather Round, the streets are much calmer. We need to keep locals safe 52 weeks of the year.
Address
the State Tax Burden on South Australian Hotels
PAYROLL TAX
Increase both the minimum deduction (currently $600,000) and the tax-free threshold (currently $1.5 million) to $2.1 million with modifications:
» CPI Linkage: Ensure that thresholds are CPI-linked to prevent the erosion of benefits over time.
» Small Business Relief: Businesses under a certain income or payroll threshold that acquire another small business should be given 12 months of relief from grouping requirements to help them establish cash flow and profitability.
» Exemption for New Business Staff: Exempt new Full-Time Equivalent (FTE) employees from payroll tax for the first 12 months of operation.
» Clear Definition of Grouping: Provide a plain English definition of "grouping" to eliminate ambiguity and inconsistent interpretations.
» Exemption for Apprentices and Trainees: Wages for apprentices and trainees should be exempt from payroll tax.
STAMP DUTY
Waive stamp duty on property insurance premiums for all South Australian hotels:
» Hotels are facing significant financial strain due to the rising costs of insurance premiums.
» The current 11% stamp duty on insurance premiums is an additional financial burden that small businesses cannot continue to absorb.
» Waiving this duty would provide vital support to small businesses, helping them protect assets, sustain operations, and continue contributing to local economies – particularly in regional areas.
LAND TAX
The AHA|SA calls on government to address the disproportionate land tax burden on properties in the CBD, particularly in the post-pandemic context, to ensure the survival and growth of businesses:
» The land tax changes introduced by the previous Liberal Government resulted in significant property
revaluations. Overwhelmingly, the biggest negative effect was felt in the CBD, which was already struggling post-COVID.
» Over the past 6 to 12 months, Adelaide's CBD has witnessed a significant number of hospitality venue closures, reflecting broader challenges within the industry and underscoring the mounting pressures faced by small businesses.
Alcohol Regulation and Liquor Licensing
LOCK-OUT LAWS
» Review and amend lock-out laws to reduce burden on industry.
LICENCE FEES
The AHA|SA seeks a reduction in or, at a minimum, a freeze in liquor licence fees to support the hospitality industry:
» The South Australian hospitality industry, particularly in the Adelaide CBD, is currently facing significant challenges, with a notable increase in venue closures over the past year. In this context, implementing a reduction or freeze on liquor licensing fees would serve as a crucial support measure for the sector.
» High liquor licensing fees, especially for venues operating late into the night, can discourage businesses from extending their trading hours, thereby impacting the vibrancy of Adelaide's night-time economy. A fee reduction or freeze would incentivise venues to maintain or extend their operating hours, contributing to a more dynamic and lively city atmosphere.
» By proactively adjusting liquor licensing fees, the state government would signal its recognition of the challenges faced by the hospitality industry and its commitment to supporting the sector's recovery and growth. This action would not only provide immediate financial relief but also foster goodwill and confidence among business owners and operators.
» Hospitality venues are grappling with escalating operational costs, including rent, wages, and utilities. Liquor licensing fees, which are calculated based on factors such as trading hours and venue capacity, add to this financial burden. By reducing or freezing these fees, the government can alleviate some of the economic pressures on these businesses, potentially preventing further closures.
» Streamline liquor, gaming, food, and general compliance processes.
» Address issues such as unnecessary Adelaide City Council fees for food safety inspections.
» Eliminate excessive back-door regulation through codes of practice and guidelines on top of existing legislation.
Cost of Doing Business
POWER & ENERGY COSTS
The AHA|SA seeks the provision of state government rebates or financial incentives for businesses that invest in energy-efficient technologies such as solar panels, energy-efficient lighting, heating and air-conditioning upgrades and smart metering systems:
» South Australian hotels and hospitality venues are highly energy-intensive by nature, operating long hours and maintaining high energy consumption to meet guest comfort, food safety and operational requirements. Energy costs represent one of the most significant and escalating overheads for these businesses, particularly as electricity prices remain volatile and margins continue to tighten.
» By incentivising the adoption of energy-efficient technologies, the State Government can directly reduce the cost of doing business, while promoting long-term sustainability and environmental responsibility within the sector.
INSURANCE COSTS
» Address the rising costs and availability of insurance for hospitality businesses (including issues of dance floor insurance).
Gambling Regulation
» Status Quo for Gaming Regulations: Seek assurances that current gaming regulations will remain unchanged.
» Leadership in Harm Minimisation: Acknowledge South Australia’s leadership role in harm minimisation for gambling.
» Opposition to Cashless Gaming/PreCommitment: Ensure no new policies are introduced mandating cashless gaming or pre-commitment schemes.
» Bricks and Mortar Gambling: Further regulation should not push participants to unregulated online gambling platforms.
» Gaming Tax: Oppose any increase in the gaming tax, as South Australia already has the highest rate in the nation.
» Advertising and Signage: No changes should be made to advertising or signage requirements for gaming venues.
Tourism & Events
The AHA|SA acknowledges the announcement in the 2024-25 State Budget of $20.8 million over four years to accelerate adoption and consumer awareness of a distinct South Australian destination brand through tourism marketing, increasing the state’s appeal and awareness, both interstate and internationally, and supporting our regions.
International Brand Awareness and Tactical Partnerships
The AHA|SA acknowledges the successful launch of the new Destination Brand - Celebrate the Simple Pleasures - and welcomes the recent announcements regarding increased seasonal air services from strategic international markets, including North America, Hong Kong, Mainland China, and the key connection hub of the Middle East.
To capitalise on these announcements and ensure South Australia is wellpositioned in a competitive global tourism landscape, the AHA|SA is seeking a significant increase in funding to enable the timely adaptation and implementation of the new Destination Brand across priority international markets by the South Australian Tourism Commission (SATC).
Specifically, the AHA|SA is seeking government support for:
» Accelerated brand localisation for key international markets, including North America, China, New Zealand,
Japan and India, to ensure efficient, culturally appropriate deployment and consistency in brand messaging.
» Enhanced resourcing for SATC’s Trade and Partnerships team, including additional personnel, to expand cooperative partnerships and tactical marketing activities across the identified target markets.
» Increased investment in Brand Communications resources on the ground in key markets to strengthen brand awareness and amplify South Australia’s presence through owned and earned media channels.
Winter Tourism
The AHA|SA is seeking additional tourism funding from government to support tactical winter marketing campaigns, designed to stimulate demand during the notoriously low season for the accommodation and hospitality sectors:
» Accommodation providers across both metropolitan and regional
South Australia have highlighted the traditionally quieter winter period and an increase in accommodation supply in the second half of 2026 as an area of concern. Without proactive measures, this imbalance threatens to result in reduced occupancy rates, lost revenue and staff underemployment across the sector.
» A core focus of the proposed campaign should be the business tourism market, which delivers significantly higher per-capita expenditure than leisure tourism. Business delegates are estimated to spend approximately $1,165 per day, compared to leisure travellers who spend less than half of this figure.
» Increased winter tourism marketing will also deliver regional benefits by encouraging intrastate travel, supporting local economies and dispersing visitor expenditure across the state.
Pop Ups / Activations
» Encourage government support for established local hospitality venues to be prioritised to host pop-up events
and activations rather than external operators who simply ‘cherry pick’ the most lucrative opportunities.
Dedicated Minister or Office for Hospitality and the NightTime Economy
The AHA|SA calls on the government to consider replicating Sydney's Office of the 24-Hour Economy Commissioner to help strengthen and future-proof the city’s night-time economy:
» A dedicated minister or office provides clear leadership and accountability for developing and delivering policies that support the night-time economy, instead of fragmented approaches across departments. This role would ensure a cohesive, city-wide strategy involving transport, safety, licensing, and business support.
» With hospitality venues in Adelaide struggling - evidenced by the recent wave of CBD closures - this role could act as an advocate for venues, ensuring their concerns are heard and acted upon.
» Adelaide has a strong foundation in
live music, arts and food, but it lacks a consistent strategy to activate the city after dark. A dedicated minister or office could help position Adelaide as a nightlife destination, attracting more locals and tourists to the city after hours and boosting jobs.
» Cities like Sydney and London have shown how valuable this role can be. Sydney’s 24-Hour Economy Commissioner has helped revive Sydney’s nightlife, especially after years of decline due to lockout laws and COVID19.
A Minister or Office for Hospitality and the Night-Time Economy would give Adelaide a central figure and focused strategy to tackle current industry pain points and unlock the city's full afterdark potential. It’s a forward-thinking move that would support jobs, culture and the broader economy.
Support for Live Music Venues
LIVE MUSIC & INFRASTRUCTURE VOUCHERS
Building on the success of the South Australian Government’s See it LIVE initiative, the AHA|SA is seeking an allocation of $500,000 in new grant funding to support dedicated live music venues across the state. This funding would underpin a voucher-based support program aimed at encouraging the continued growth and sustainability of South Australia’s live music scenean essential part of the state’s cultural identity, tourism appeal and night-time economy.
OPPOSITE
Photo: AFL Gather Round, South Australian Tourism Commission.
The AHA|SA proposes to administer the program directly, with approximately $50,000 allocated for administration, and the remaining funds distributed via a 1:1 co-contribution model. This structure ensures that government investment is matched by venue operators and used efficiently to achieve maximum economic and cultural impact.
The voucher program would be designed to:
» Assist venues in hosting live music performances, by subsidising artist fees, sound and production costs, and promotional expenses;
» Support infrastructure upgrades, such as soundproofing, lighting, staging, and audio systems, helping venues meet modern performance standards and comply with regulatory requirements;
» Encourage the activation of underutilised spaces for live music, particularly in regional areas and the Adelaide CBD, where live entertainment is critical to boosting foot traffic and revitalising surrounding precincts;
» Provide certainty and forward planning capacity for venues committed to presenting live music in a challenging financial environment.
South Australia is proudly recognised as a UNESCO City of Music, and preserving the health of its grassroots live music venues is essential to upholding this reputation. However, these venues continue to face mounting challenges, including increased compliance costs and declining patronage on non-peak nights.
This program would directly contribute to the resilience and growth of South
Australia’s live music sector and ensure that venues remain viable, active and accessible to both artists and audiences across the state.
Skills Shortages and Migration
The AHA|SA is seeking to partner with government to improve the image of the hospitality industry as an employer of choice. The AHA|SA is seeking $2 million over four years to fund an Attraction, Recruitment and Retention program for hospitality apprentices and trainees.
Government’s investment in the program is sought, on a per annum basis, as follows:
ATTRACTION
» $30,000 for industry ambassadors and keynote speakers, who will be tasked with promoting the benefits of hospitality apprenticeships and hospitality training pathways within schools and the community.
» $20,000 for marketing collateral to be provided to schools and placed within the community.
» $5,000 for equipment to create an industry focused podcast, shining a spotlight on careers and opportunities within the industry.
» $30,000 to run student expos with service providers such as Study Adelaide, Skills SA and the Skills Commission to promote both part-time and casual roles currently available, as well as career opportunities and pathways for students to work within the hospitality industry while studying in Adelaide.
RECRUITMENT
» $250,000 to fund an advertising
“...there must be a shift toward a hybrid working model that favours a stronger return to office-based work.”
campaign to dispel myths (VET vs University pathways) and promote the value and potential of hospitality apprenticeships and hospitality training pathways to young people, their parents and career advisers.
RETENTION
» $165,000 for the provision of an apprentice and trainee mentoring program.
An allocation of ex gratia government funding is also sought for the life of the program for:
» The provision of apprentice and trainee cost of living supports and concessions on state based fees and levies (a retention initiative).
This funding request reflects the initiatives outlined in the AHA|SA’s Skilled to Serve Funding Submission provided to the government in April 2024.
Return to Work (RTW)
» Insurance Market Competition: Open the RTW insurance market to more competitors beyond EML and Gallagher Bassett, allowing employers to more easily switch insurers. In the event that a duopoly remains “unfreeze” market share to ensure true competition, enhance performance and customer choice.
» Legal Competition: Increase competition among legal providers in RTW cases to ensure fairness and outcomes based on case merits, rather than predetermined fees. At present only Minter Ellison and Sparke Helmore can represent the compensating authority, which results in matters getting settled that shouldn’t be because they are paid based on set fees per file and KPI’s,
rather than on the merits of the case.
» SafeWork SA Funding: The recent amendments through the WHS (Review Recommendations) Amendment Act 2024 will result in the SA Employment Tribunal (SAET) now hearing WHS disputes through conciliation, mediation and arbitration. SafeWork SA should be given the funding to improve services and deal with disputes, not SAET.
Work from Home and CBD Activation
To support the recovery and long-term growth of hospitality businesses in Adelaide’s CBD, there must be a shift toward a hybrid working model that favours a stronger return to office-based work. While flexible work arrangements have benefits, the sustained reduction in city foot traffic - particularly during the day - has had a significant impact on cafes, restaurants, bars, and venues that rely on office workers for weekday trade.
Encouraging more people to work and live within the city centre is essential to revitalising the Adelaide CBD. This includes strategies that promote residential living in the city through planning incentives, affordable housing, and infrastructure investment.
A thriving CBD requires a critical mass of both weekday workers and permanent residents to sustain a vibrant, safe, and economically resilient city centre.
The AHA|SA was established in 1871. We remain non-partisan and are committed to working closely with the government of the day.
The Bank Has Left Town...
PHOTO Prairie Hotel, Flinders Ranges & Outback - South Australian Tourism Commission.
...but the pub hasn’t.
The local publican keeps the lights on. Keeps people in jobs.
And when people are able to stay, their communities are held together.
Meat is still purchased from the town’s butcher.
Milk from the IGA. Local tradies have work.
Rotary and the CWA enjoy a free meeting room.
The country pub! Sponsor of every sporting team under the sun. Family-owned, family run and all hands on deck.
A family proud of every brick, every stone, every length of corrugated iron. Salt of the bloody earth!
Can you imagine the town without them? The places and the people?
That’s why we need you to remember: keeping the lights on in country pubs has never been more important.
Momentum in the Market
Accommodation Australia’s advocacy is occurring against a backdrop of solid performance for SA’s accommodation sector.
» Revenue per available room (RevPAR) across South Australia grew by 11.4 per cent in calendar year 2025 (Source: Costar)
» Adelaide recorded RevPAR growth of 6.7 per cent, ranking sixth among Australian capital cities. (Source: Costar)
» Importantly, all South Australian regions saw year-on-year RevPAR growth. That consistency highlights the strength of regional demand and the growing importance of accommodation beyond the CBD. (Source: Costar)
» Accommodation spend in South Australia grew by seven per cent in 2025, surpassing $700 million. (Source: Banking transaction data)
» Of Local Government Areas (LGAs) with spends over $100m in 2025, the largest increases in
Adelaide and surrounds were seen in Salisbury and Burnside, as a % change. (Source: Banking transaction data)
» Of Local Government Areas (LGAs) with spends below $100m in 2025 , the largest percentage increases in Adelaide and surrounds were recorded in the Adelaide Plains LGA. (Source: Banking transaction data)
These figures reinforce a key point: accommodation is a major economic driver across metropolitan and regional South Australia. It supports jobs, local suppliers, tourism operators and communities.
“AA|SA membership has grown by 10% in 2025 and now accounts for more than 8,000 rooms in South Australia.”
OPPOSITE
From Merger to Momentum: Accommodation Australia SA’s Growing Influence
The influence of the accommodation sector will continue to grow in 2026, with state and national governments embracing the “one voice” provided by Accommodation Australia (AA).
AA was established in 2023 following the merger of the Accommodation Association of Australia and Tourism Accommodation Australia.
It exists to advocate for accommodation owners and operators, to ensure governments understand the sector’s economic contribution, and to push for policy settings that support sustainable growth.
That work spans labour and skills, tourism demand, regulation, planning, investment, and the long-term competitiveness of Australian accommodation.
“Our direction is based on three pillars: evidence-based policy and advocacy, engaged members and strong governance, which will all work to achieve our
vision and be underpinned by our values,” said Accommodation Australia Chair David Mansfield.
AA has continued to refine its structure and leadership, culminating in a refreshed national board and a new strategic direction in mid-2025. The streamlined board model ensures every state and territory has direct representation, while pursuing shared national priorities.
SA at the National Table
Accommodation Australia South Australia (AA|SA) provides the mechanism for local operators to influence policy and priorities.
Andrew Bullock of 1834 Hotels was elected Treasurer of AA and sits on the national board representing SA.
He also chairs the AA|SA Advisory Committee, which brings together nine industry voices from across metropolitan and regional South Australia, supported by AHA|SA executives Ben Patten and Owen Webb.
The group provides practical, on-the-ground insight into the realities facing accommodation providers across the state.
It also strengthens the connection between pubbased accommodation, regional operators and the broader tourism and hotel ecosystem.
Ben leads Accommodation Australia SA’s work on the ground.
He brings 20 years experience as a hotelier, with strong connections across Adelaide and regional South Australia. His time working in the Riverland and Barossa gives him a clear understanding of the pressures facing regional accommodation providers.
“South Australia’s accommodation sector is diverse, spanning city hotels, regional motels, tourismdriven pubs and mixed-use hospitality venues,” said Ben.
“Ensuring those voices are reflected in policy discussions is central to AA|SA’s role.”
Photo: Accommodation
Australia - Emma Hynes, David Mansfield, Andrew Bullock and James Goodwin.
Monarto Safari
PHOTO Monarto Safari Resort Accommodation.
Resort Redefines Regional Tourism
Premier Don Dunstan had a grand vision for Monarto in the 1970s when he commissioned a satellite city an hour’s drive from Adelaide. Monarto has now become a nationally acclaimed destination, and while it is nothing like the former Premier envisaged, it is both visionary and incredibly innovative.
What started as a zoo and then a safari park now offers a stunning ‘Out Of Africa’ experience. In collaboration with the Monarto Safari Resort, guests can wake to morning views of zebras, giraffes, eland, ostriches and nyala.
In January, the 78-room hotel that includes the world-class Marula Day Spa in partnership with South Australia’s very own Jurlique, announced the opening of The Safari Lodge.
Monarto has now become a nationally acclaimed destination.
Comprising 20 luxury tents, it takes guests even closer to an African-inspired savanna. These, of course, are no ordinary tents. Luxury would be a more apt description.
“They will be an absolute game changer,” said General Manager Monarto Safari Resort, Andreas Huck.
“It is a private lodge with its own separate entrance, complete with a private restaurant and bar.
“It has an outdoor swimming pool, two private plunge pools, a gym and a pickleball court.
“All the meals, beverages and an exclusive custom-built safari experience are included.”
The lodges come with private balconies that double as barriers between guests and animals, with sophisticated safety mechanisms in place.
In fact, Monarto is home to one of the largest open-range wildlife sanctuaries in the world.
“The animals come really close to you,” Andreas said.
“You feel like you are in wild Africa, which makes it so special.
TOP
Photo: Marula Day Spa, Vitality Pool.
OPPOSITE & BOTTOM
Photo: Monarto Accommodation.
“It’s hard to believe you are only 60 minutes out of Adelaide.”
Both the luxurious tents and the conventional hotel rooms and suites are pitched towards people who “love beautiful food, wildlife and animals or just want to escape the busy city life”.
But some guests don’t come for the wildlife at all.
The decadent Marula Day Spa offers high end treatments and restorative therapies for singles and couples.
In the kitchen, Executive Chef De Buys Nortier brings a South African twist to classic Australian dishes served at the Kutjera Restaurant & Bar.
A conference room is also available to business guests.
“A lot of people aren’t aware that you don’t have to stay here,” Andreas said.
“While I would recommend you do, even as a day visitor, you can make a booking for Marula Day Spa or enjoy lunch out on the deck.”
“Word is spreading quickly and nearly 50% of guests are from interstate or overseas.”
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Monarto Safari Resort
Photo: Savannah Accessible King
TOP Photo: Marula Day Spa Lounge.
BOTTOM
Photo: Poolside views of the wildlife.
International Attraction
Word is spreading quickly and nearly 50% of guests are from interstate or overseas.
“We are now capturing people from Victoria, New South Wales, New Zealand and Asia as well,” said Andreas.
Even those who have visited the Rainbow Nation have been left in awe.
“We have had lots of people who have been to Africa on those big game safaris and what they’ve seen here they say has exceeded expectations.
“We offer a dawn and dusk safari and people say the number of animals they see in their natural habitat is absolutely stunning.”
A portion of the resort’s revenue is invested directly back toward the conservation fund at Monarto Safari Park.
“So if you stay with us, you actively contribute towards helping the animals as well.”
The resort was last year recognised as the Best New Tourism Business at the SA Tourism Awards.
Its new luxury safari tents promise to further elevate the property, managed by Australia’s largest experiential tourism group Journey Beyond, which offers a range of unique holidays.
Adventurous souls seeking the call of the wild can stay in Safari Lodge from April 2.
OPPOSITE
Photo: Waterhole View 2-Bedroom Suite.
TOP
Photo: Marula Day Spa. MIDDLE
Photo: Monarto Safari Resort Team.
BOTTOM
Photo: Savannah View Accommodation.
Monarto Safari Resort
Port Pub: Derelict to Destination
“Conventional” is not a word in Burt Admiraal’s vocabulary.
The hospitality industry veteran running the reborn, rebadged COLAC Port Adl hotel was never going to go down on a ship sinking into a sea of sameness.
“Everything I’ve done, I’ve always wanted to be different,” Burt said.
So when he was coaxed out of retirement to become a publican, he wasn’t interested in buying into a watering hole with a dart board and saloon bar.
Burt began his 50-year journey in the trade a day after his 18th birthday, cutting his teeth at the Old Colonist on The Parade, now the Colonist Tavern.
“The front bar was full of the Finks
Motorcycle Club and the corner bar was the gay community and having those two working together was quite an interesting combination,” he said.
“It was a real baptism of fire.”
The old Colac Hotel, once owned by the Labor Party, had its share of bikies, as well as its wharfies. But after 15 years with its doors closed, it had become a derelict eyesore.
To most, it was an impossible sell. But not Burt.
“A lot of people said, ‘What are you doing?’
“I said, ‘Wait ’til it’s finished!’
“It was a terrible pub in a terrible location, that’s why it closed 15 years ago.
“When the wharfs weren’t here anymore, the pub lost its life.”
Entrepreneurial
Burt looked at the construction of 1000 affordable dwellings at Dock One North and sensed an opportunity.
“It’s gentrifying the location and they are now our community. Those people are our regulars here.”
Those locals and their guests enjoy an unconditional 10 per cent discount at the COLAC.
But Burt’s ambitions stretch far beyond that. When planning the new project, he didn’t envisage “just another pub”, he wanted a destination and an experience.
“I said to them, ‘You’ve got to appeal to a bigger radius of clientele’. The opportunity has to go 50 km not five kilometres’.
Photo: Bootleg dining. RIGHT
Photo: Eliots Bar.
DION HAYMAN
COLAC Port Adl
“We’ve got to make it attractive from an interstate tourist’s point of view.
“There are fantastic pubs in Port Adelaide.
“We want to be one of those but we want to be something a little bit different. So we’ve taken this old pub and we’ve turned it into a restaurant and dining destination.”
The destination component has been enhanced with the addition of a gin and whisky distillery.
It also underpins the COLAC’s bold pledge to serve only Australian beers, wines and spirits.
“There’s nothing imported at all, which is also a point of difference.
“I want to support Australia. I don’t think there’s any point in dragging stuff across the world when we’ve got so many fantastic products and producers in Australia.
“People come in and ask for a Jack’s and Coke and I tell them we don’t have Jack’s.
“They ask, ‘What am I gonna drink?'
“So I pour them something and say, ‘If you don’t like it, don’t pay for it,’ and ‘Support Australia — we have some of the best.’
“It’s amazing how parochial people become.”
No Schnitties
It’s not just the drinks that are a little bit different.
Hell, the COLAC, which opened in September, doesn’t even offer a schnitty or burger!
“But our pork cotoletta is a beautiful replacement for a schnitzel.
“We have fantastic restaurant quality food.
“Our menu focuses on share food, which is a really lovely way of dining, and I strive to ensure everything is good value.”
ABOVE
Photo: Belles alfresco dining.
While the COLAC may have been reinvented, its decor pays homage to the Port's heritage with an old world, industrial look throughout its three separate dining and function areas.
You will hear “old” music, with live jazz on Thursday, Friday and Saturday nights.
Even the steaks are aged and cooked in a spectacular, open kitchen by Head Chef, Nicholas Admiraal.
“We want to not only offer Port Adelaide itself something different but offer South Australia and Adelaide a reason to come to Port Adelaide.
“And we’re finding that’s working.”
China Connection
Burt is not your typical Port publican.
His links to the area are tenuous at best.
In 1992, he helped build a hotel school for the TAFE SA Regency Park in Yantai, China – a sister city to, you guessed it, Port Adelaide!
He drives daily to the COLAC from his eastern suburbs home but views his pedigree as very much an asset.
“I understand people from the east and what they look for.
“If they’re going to come to Port Adelaide, they’ve got to have a really good reason to come here and they’re not coming for a schnitzel or a burger.”
Their patronage, he agreed, is the COLAC’s ultimate litmus test.
“I know of people from the eastern suburbs who have come here three times already,” he proudly declared.
“Adelaide itself has always resisted Port Adelaide, there’s a little bit of that cultural difference.
“But people are now starting to understand that Port Adelaide is changing.”
Now he has a stake in that belief.
“This place will get better and better as people accept that this Port Adelaide is not the old Port Adelaide."
It’s different.
TOP LEFT
Photo: Heitor Almeida Araujo Filho - Amazing pizza, and the PUFF Bread is amazing.
TOP RIGHT
Photo: COLAC Port Adl exterior.
BELOW Photo: Bootleg bar.
Pubs With Heart Gives Hope to Communities
The human values of charity and generosity are more important than ever before.
The AHA|SA’s Pubs with Heart, with funding from the Independent Gaming Corporation, provides special grants to make positive changes in the community.
It funds a diverse range of worthwhile social causes.
Many of these projects occur behind the scenes with little or no fanfare. Others, such the following examples, attract more attention.
Drought Support
Pubs with Heart donated $50,000 for urgent drought relief in rural South Australia.
This funded two massive fodder drops in droughtaffected areas - to seven farming families around Redbanks and eight farmers in the Willowie district.
The Advertiser and AHA|SA also joined forces to present a free Community Lunch at the Peterborough Hotel, where an estimated 1,000
people flocked to the Railway Street party. At the event, SA Premier Peter Malinauskas announced $1,500 drought relief grants to droughtaffected farming families and rural small business owners.
Rural Aid CEO John Walters welcomed the hotels’ donation.
“Partners like the AHA|SA are essential to the work Rural Aid does,” he said. “It shows our rural communities that they’re not forgotten, and that Australians across the country are standing with them.”
Autism SA
Autism SA and the AHA|SA continue to work together to make South Australian venues more inclusive and accessible.
This includes Quiet Dinners, knowing that bright lights, loud noises, crowded venues, and overpowering smells can all add to sensory overload.
A 12-month project between the SA hotel industry and Autism SA saw the development of The Guide for venues interested in breaking down barriers
and improving experiences for people on the autism spectrum. It considers both the experiences of patrons, as well as the potential to employ more autistic workers.
Mental Health
Announcement of two-year funding for Breakthrough Mental Health Research Foundation.
As part of this commitment, Breakthrough will develop targeted strategies to support mental health in the hospitality sector.
Industry staff will be equipped with practical tools and education to promote mental wellbeing.
“It’s great to see the hospitality industry taking the Mental Health conversation seriously,” said Breakthrough CEO John Mannion.
Kids in Need
Pubs With Heart supported Backpacks 4 SA Kids Inc, helping provide essential winter clothing for children experiencing disadvantage.
PHOTO Hotels support drought affected farmers.
PHOTO Backpacks 4 SA Kids Inc.
Photo: Community Lunch at the Peterborough Hotel in support of drought relief.
These backpacks offer more than just supplies – they offer comfort, dignity, and a sense of security for kids aged 10–18 who are often removed from their homes in traumatic situations, with nothing of their own.
“Your incredible generosity has allowed us to purchase winter tracksuits and jumpers for over 800 of our youngest recipients, from tiny newborns to 7-yearolds,” said Rachel Zaltzman OAM, CEO, Backpacks 4 SA Kids Inc.
Women in Crisis
The annual Women in Hotels End of Year Event at the Kent Town Hotel raised $14,095–$8,095 at the function, and $6,000 contributed by the IGC through Pubs with Heart. These funds help women and children placed in emergency housing across South Australia, providing comfort and dignity during challenging times.
Attendees also donated a huge collection of essential items for Junction Australia.
#schnitty4sam
Hotels raised over $30,000 for the 2025 #schnitty4sam campaign, with the total raised across all streams being $56,951.22.
This annual campaign sparks meaningful conversations, helping fund vital education programs to prevent violence among young people, and ensuring no one is left out.
Sammy D Foundation CEO, Joanne Jackson, said the impact was made possible by a record 193 venues jumping on board.
FIVEAA Undies Drive
The 5AA Undies Drive is a great example of the AHA|SA’s commitment to doing good.
David Penberthy and Will Goodings’ Undies Drive supports the Hutt St Centre and Catherine House Inc, raising funds to provide new underwear for men and women experiencing homelessness in South Australia.
Hutt St Centre runs a food service for anyone, serving more than 40,000 meals annually, and offers social work and support services to help people rebuild their lives.
AHA|SA donated $15,000 to the cause.
Variety Bash
The AHA|SA proudly supports the SA Variety Bash.
Variety SA CEO, Mark McGill praised the support partner and sponsors.
“They contribute to and maximise the fundraising because they pick up the hard costs of putting on such a big event.
“AHA Pubs with Heart sits at the top of the tree of that dozen corporate supporter base.”
And So Much More
There are so many stories to tell. From donations and sponsorship to local clubs and causes, to the solo fundraiser with a big heart, SA hotels are always there to help.
“It shows our rural communities that they’re not forgotten…”
ABOVE
Photo: Women in Hotels 2025 end of year event fundraising.
OPPOSITE
Photo: 2025 South Australian Variety Bash.
Glimpses from Hotels of Adelaide
An Illustrated History by Patricia Sumerling
Although I had gathered stuff about pubs for many years and decided to write a 30 chapter book about all them throughout South Australia, now at the dizzy age that I am, it is unlikely that I will ever finish it. Instead, the book that hit the bookshops is but one chapter from it. Titled Hotels of Adelaide: An Illustrated History, it was launched by Lord Mayor Jane Lomax Smith on 21 November at a civic reception.
ABOVE
Photo: Patricia Sumerling, Hotel Historian.
In the publication I analyse the social history of pubs in Adelaide that is rich and diverse but considering how important they have been in South Australian society, there are very few substantial histories about them to delve into, other than several 1970s sketch books and two editions of Every Pub back at the beginning of this century. Since 1837 until 1887 when the last hotel was licensed in the 19th century, there have been approximately 197 city hotels. As at mid 2022 the number trading was 47 that included the licensing of two 20th century ones.
In this article, part from me revealing what has happened in pubs, their architecture is often worthy of note - from the humblest of structures that have survived as former hotels and are now used as professional offices. This includes at 188-190 Gilles Street, the former Beresford Arms (Oddfellows Arms) that traded from 1839 to 1861. It is the oldest known former hotel not only in the city but in South Australia.
In contrast to this former humble pub, there were those iconic hotel styles that form so much of the character of the city
streetscapes of Adelaide, such as the former Newmarket Hotel, Botanic Hotel, Oxford, Tattersalls and the Cumberland Arms Hotel.
The superb architecture of the Oxford Hotel along with the bank building next door was defined as ‘architectural manners’, as both architects collaborated to create complementary designs. Sadly, this pub closed.
While there are 35 former pub buildings currently used for other purposes there were about 150 other pubs in the city, of which there is no trace left at all except in words and images. And of about 15 of them, it was never known where they were ever located because some did not last a week, and one lasted for one day.
In the year following European settlement, the city boasted just five pubs. By 1838 there were 11 more and another 32 in 1839, totalling 48. This was followed by another 27 before the onset of the recession after 1842. When the recession ended about 1845, more than half of them had ceased trading. Of the overall number of city hotels, by the 1850s, of those trading from before 1842, only 12 still trade from this period.
They include the Black Bull,
The British, Queen’s Head, Whitmore, Grace Emily, Rob Roy and the West Oak.
The Hotel Richmond which began as the Cornwall Hotel in 1838 (the fifth oldest still trading) was known as the Plough & Harrow from 1844 to 1927. Then it was rebuilt in the 1920s as the Hotel Richmond. A few years back, it was considered one of Australia’s top boutique hotels. When rebuilt in the 1920s, it was to be renamed the Arcadia, but the owners, the Glover family, stepped in to name it after the family’s English originsRichmond, near London.
The Whitmore Hotel on the corner of Whitmore Square began as the Queen’s Arms, a name it kept until 1848. It had several names, including Hotel Gothic, but had a name change to Whitmore after its recent makeover before COVID 19.
The Cumberland Arms, originally known as Crown & Anchor, is the third pub building on the same Town Acre. Until fairly recently, the Cumberland Arms with its separate bars and magnificent hallway and staircase, was the only city pub still intact but that is no longer the case since its last makeover.
One of the city’s favourite hotels is the Union that opened in 1846 and was rebuilt in 1880. It was in the Herring/ Kellett family for over 40 years. Louise Kellett was its publican after her first husband died. Then when her second husband died, she also took over the Kellet monument business. Notably, some headstones with her name on it can still be found in cemeteries.
Although pubs were never much larger than about eight rooms until after the 1850s, many hosted balls and dinners and accommodated more than a 100 revellers, it seems, without any difficulty. Such as the celebration of 25 years settlement when the Rosey Hotel (then called the City Bridge Hotel) hosted the Old Colonist Festival to which several hundred early settlers attended (only men of course).
Two years after the success of the gold rushes in other colonies, the total number of pubs trading in the city reached about 100 in 1854. It then took nearly another 30 years to peak between 1888 and 1920 when about 128 hotels were trading at the same time.
But as the city population declined from 43,000 after WWI, so too, did the number of pubs. There are now only 45, (but 47 if you count the two 20th century ones of the Historian and The Elephant British Pub). There was a 100year gap between the last pub licence granted in 1887 to the two 20th century ones licensed in 1989.
Community Hubs
Let it be said that pubs were like churches, in that they were the hub of social interaction in British and Australian society. While folk could chat of their problems with the local vicar or priest, for many others, the publican or the barmaid were held in just as high esteem.
To stay solvent, pubs always had a gimmick or trend, such as those which presently trade, such as poker machines, karaoke, live rock bands or specialty food. Some pubs survived simply because they were the only one in a certain area without any competition or were servicing a regular local clientele. Nothing has changed since 1837.
“In pub grounds were wrestling matches, boxing, cycling races, quoits, walking races, circuses and pigeon shooting matches.”
However, until pokies were legalised in 1992, over 90% pubs in South Australia were operating in the red. It was this new source of revenue, a bonanza, that saw pubs move from trading in the red to into the black. Further, they employed more staff to provide wonderful cuisines and undertook sympathetic renovations to show off their 19th century facades.
For my book, I analysed that there are three types of events that take place in a pub. They are the planned event, those planned by government legislation and the unexpected and unwanted events. The planned events included wakes, hens’ parties, bachelors’ parties, weddings, banquets, concerts and theatrical entertainment, while live concerts still take place in pubs. Planned events included meetings for protests or of specific clubs, such as for cricket, football, cycling and even a ski club. Meetings of specific organisations such as unions, societies and lodges, took place in pubs, usually in the long room to the rear that many pubs once had and ideally used as theatres. There were lotteries, pokies and indoor pub games such as quoits, billiards and darts. In pub grounds were wrestling matches, boxing, cycling races, quoits, walking races, circuses and pigeon shooting matches.
Other entertainment, particularly in the 19th century, was ‘An Ordinary’. This was an ordinary meal held at lunchtime where the publican and maybe his “missus” presided over their patrons for
a roast lunch, carving the beef or lamb joint in front of their guests. It cost about 9 pence to a shilling. In the evenings many hotels held a weekly ‘Free and Easy’ which was informal entertainment that included singers and all variety of instruments.
House Of Ill Repute
Several pubs in the West End of the city had very poor reputations such as the former Colonel Light Hotel in Light Square, known for many years as the Shamrock. It was notorious for its risqué acts in its own theatre from 1869 until the hotel was rebuilt in 1894. This hotel had the city’s worst reputation. Ladies of the night frequented and headed off from there, on their beats across Light Square to the Queen’s Theatre via Rosina Street to Hindley Street. So bad were the goings on at this hotel that journalists often included this pub in their articles when featuring the seedy side of the West End. And so poor was its reputation, that the Salvation Army actually began outside of it before holding their very first meeting in Botanic Park ahead of the organisation being established in Australia in 1880.
Further, the police believed this pub had a specific role in society, in that if the worst of humanity congregated there, then they wouldn’t contaminate other places. And there were many other low dives in the West End. So annually, despite the protests, Thomas Boddington publican at this pub for 20
years until 1888, who had jumped ship and was landlord of a clutch of brothels also in Hawden Street, kept his licence year after year. You can find all this information in Police Reports and the precursors to Hotel SA (Hotel Gazette and the Licensed Victuallers’ Gazette).
Chunder Tiles
You all know about the infamous after hours drinking and gambling between 1916 and 1967. This was when ‘nit keepers’ and ‘cockatoos’ were used to warn of approaching police. This was when the pubs infamously closed at 6pm and when the ‘shout’ became famous. To cater for the rush, pub walls were covered inside and outside in chunder tiles that could be easily swabbed down to hose off the vomit or spilt beer. Many pub interiors were altered at this stage by making their bars larger by amalgamating rooms to provide the space to accommodate drinkers, four to six rows deep. The term Six O’clock Swill that was very apt, grew out of the period of the Second Word War.
The second kind of event that took place in a pub was as legislated by the government. These requirements or events were unwanted by publicans, owners and patrons. Until 1857 and responsible government, pubs were requisitioned as polling stations. There were several occurrences of riot type activities in which mounted police intervened to quell possible riots. Further, it was illegal not to have a light
PHOTO
Photo: Exeter Hotel, Artist Leanne Heading 2022.
burning outside your pub all night. This applied until 1863 when gas lighting was installed in the city. Failure to do so could mean a fine. Believe it or not, ships at sea often mistook pub lights for lighthouses, so this law had to be altered to cater for pubs by shores. Pubs were also venues for coroners’ inquests for suspicious deaths and fires till 1908 when the city morgue on the edge of West Terrace Cemetery was built.
The third type of event that took place at a pub were those unwanted ones, such as arson, suicides, fights, assaults, murders, infanticide and concealment of birth cases. This also included the regular police raids during 6pm closing period and the morning raids on ANZAC day, for the pubs could not open until after the parades finished.
Pubs were favourite places for suicides, murders and fires. Female servants and barmaids, seduced by publicans or their sons, were not unknown to hide foetuses down the privy. In 1906 at the Golden Rule in Pirie Street, a wife took an axe to her husband whilst staying there. She didn’t kill him outright, so she told the publican after what she’d done. The injured husband was carted off to hospital, but when
he died shortly after, she was arrested for murder.
Gin Palace
I now mention a couple of hotels that no longer exist but were famous in their day for up-market accommodation, elegance and style. I don’t expect any of you to be old enough to remember them or to have visited them. One that is mentioned here is the Grand Central Hotel that closed in 1924. It was five-storeys and located on the corner of Rundle and Pulteney streets. It was opened in June 1911 to a design by Daniel Garlick and was the third hotel structure built on the site of the earlier 1850 York Hotel that was once Margaret Bathgate’s boarding house in 1839 that operated until her death in 1840. Then for 10 years her premises were used as a doctor’s practice. In 1850 John Hornabrook applied for a licence to update the former boarding house into the York Hotel. It was surprising he was awarded a licence at all, for he was much condemned at the Licensing Bench meeting that, while ‘a great deal of money was being expended on the premises … it was now a most conspicuous gin palace and not the quiet lodging house the Bench understood it would be’. But he
was still granted the licence and he and his son were associated with the York Hotel until 1878. In 1880 the when the hotel was remodelled by architect William McMinn it still retained the same name and kept its two storey character for 30 years. This hotel was dramatically transformed when it was rebuilt as the Grand Central Hotel. It opened as the most palatial hotel in Adelaide. It captured and dominated the market for the rich and famous from interstate and overseas.
Owned by Foy & Gibson who also owned the adjoining furniture emporium, the building was a massive 5 storey affair. It operated for 15 years as the place to stay when in Adelaideif you had long pockets. Its shock sudden closure in 1925, despite its popularity and profits, caused surprise and dismay to those who appreciated its lavishness. When the hotel closed, it ‘was swallowed up into the capacious maw of Foy & Gibson’s big emporium’.
This decision was made by its Melbourne-based directors who wanted to extend their furniture store into the space vacated by the hotel. The hotel’s position at the top was to be taken over by the up-and-coming South Australian Hotel on North
Terrace, the Oriental Hotel and the Hotel Richmond in Rundle Street when they each went through a massive interwar rebuild.
Hail The Chief
The next hotel to be discussed is the Oriental Hotel. Since its closure in 1966, the building has been known as the Walsh Building. Located on the corner of Gawler Place and Rundle Mall, the hotel was opened in March 1840 as the Suffolk Inn. It was renamed the Saracen’s Head, 1842–43 and renamed the Hamburg Hotel, 1847–1915. When Herbert Walsh became its licensee in 1913, two years later he changed its name from its German one, to become the Oriental Hotel. After the war, in August 1920, Walsh bought the hotel freehold from the Bakewell estate after it failed to reach its reserve price at auction when the final bid stopped at £22,000.
The hotel’s golden period began from the day Walsh became its publican. He nursed grand plans for rebuilding the hotel which he initiated in the early twenties. In 1924 he commissioned architects Woods, Bagot, Jory and Laybourne Smith, to remodel the hotel as a five-storey building. Rebuilt between the wars, cement facades were the trend. This is when rebuilding of the nearby Hotel
Richmond and the Freemasons’ Lodge on North Terrace took place.
Herbert Walsh made the Oriental one the most popular hotels in the city. It is not generally known that he had a walk on part in the 1918 Adelaide silent movie, The Woman Suffers.
Walsh was a much-favoured publican and his hotel represented the height of fashion, especially after the trendy Grand Central Hotel closed at the end of 1925 and before Louisa O’Brien took over the South Australian Hotel in 1934. This vacuum created a great opportunity for Walsh to assume top-hotel status where establishment families, the wellto-do and wealthy interstate and country visitors had their socials or bedded down. It was also a mecca for stud, pastoral and sporting personalities. Welcoming them all, Herbert Walsh was always referred to as “Chief”. He and his wife, Isabell, who ran the ‘house’ section, were the doyens of city hotel life for decades.
The Last Barmaid
At this hotel was Lily Dear, the last barmaid in the city after barmaids were pushed out. She was barmaid at the Oriental for 40 years when she retired in 1949. When the
BELOW
legislation designed to oust barmaids took effect from 26 March 1909, the only women allowed to work in the public bar, apart from registered barmaids, were those closely related to the publican. As numbers declined, so they became unlikely tourist attractions. With only 20 left by 1929, Lilly was the only one in 1949. In contrast to looks and style of Lily Dear was Tina Gramm. Of the Globe Hotel in 1900, she was very much the ‘ideal’ of how a barmaid should look.
Conclusion
In conclusion from the epilogue in my publication, I refer to the changing post-war city demography which could meant that it was unlikely that any licences would be issued for any newly constructed public houses. As pubs were originally built to cater for workers’ needs, with provisions made in the better-class hotels for businessmen and their kind, the configuration of the city’s population in the 21st century is entirely different from 19th century Adelaide. After a dramatic decline of the city’s population from the postwar period into the 1970s, the ongoing outflow was reversed by schemes attracting people back to live in the city. Ingeniously, banks were part of the solution when they reversed policies on granting mortgages only for new homes. Overnight, mortgages made available for old city homes, saw buyers rushing to move into old properties that were previously no better than slums. The revitalisation of old housing stock literally
transformed ‘slum’ into ‘quaint’.
However, the gentrification of old stock by incoming city residents prepared to buy rundown century old dwellings, did not see them necessarily patronise their ‘local’. New residents preferred to fraternise the increasing number of cafes and restaurants appearing along the now-trendy locations of Melbourne, O’Connell, Hutt and Gouger streets.
Additional revenue flowing to hotels from the 1992 gaming machine legislation, enabled pubs to move away from pub fare to a cuisine that placed them in direct competition with restaurants. Further, in more recent times, hotels are competing with the growing numbers of pop-up bars.
In 2022 only 45 hotels first licensed in the 19th century traded in the city. Vigilance and an ongoing awareness of the rich historical role that the traditional hotel industry plays in Adelaide’s cutthroat hospitality industry, may assist in addressing the continual decline, year by year, and ultimate loss of a major element of our city’s most enduring character – the public house.
This is but a snippet from Hotels of Adelaide: An Illustrated History that was published by Wakefield Press and is available at most bookshops.
ABOVE
Photo: The “ideal” barmaid, Tina Gramm of the Globe Hotel. Courtesy Genevieve Rumbleow.
Photo: Barmaid, Lily Dear. Image from Mail, 2 April 1949, p. 12.
PHOTOS
By Simon Casson Photographer.
Major Corporate Partner Event
The Drive Adelaide was the venue for the AHA|SA’s Major Corporate Partner Appreciation Dinner in early February. On a night light on speeches and strong on conversation, President David Basheer thanked partners for the vital role they play in maintaining the strength of the industry. A range of companies were acknowledged during the night, including foundation partners, along with Bank SA and Samuel Smith & Son which both upgraded to Gold level support.
Corporate Partner Directory
ACCOUNTANCY SERVICES
Bentleys SA 8372 7900
MC Lewan Chartered Accountants 1300 622 200
Perks Accountants & Wealth Advisers
8273 9300
Winnall & Co. 8379 3159
ATMS
Banktech 0408 462 321
Cashzone 1300 305 600
Next Payments 1300 659 918
ARCHITECTS & INTERIOR DESIGNERS
Design Revival 08 8355 1024
Studio Nine Architects 8132 3999
ART, CONSULTATION & FRAMING
Art Images Gallery 8363 0806
AUDIO VISUAL
Big Screen Video 1300 244 727
Novatech Creative Event Technology 8352 0300
BACKGROUND MUSIC
Foxtel Music 1300 148 729
Moov Music 1300 139 913
Zoo Business Media 07 5587 7222
BANKING & FINANCE
BankSA/Westpac 0403 603 018
Perks Accountants & Wealth Advisers 8273 9300
BEVERAGE GASES
BOC Limited 0424 647 568
Supagas Adelaide 08 8480 4500 BEVERAGES
Asahi Beverages 13 BEER (13 2337)
Australian Liquor Marketers 8405 7744
Campari 0418 852 582
Coca-Cola Europacific Partners 13Coke 132653
Coopers Brewery 8440 1800
Diageo Australia 0401 120 872
Empire Liquor 8371 0088
Lion 8354 8888
Liquor Marketing Group 8416 7575
Oatley Fine Wine Merchants 1800 628 539
Options Craft Liquor Merchants 8346 9111
Samuel Smith & Son 8112 4200
Sazerac 0410 449 720
Suntory 0427 971 426
Treasury Wine Estates 8301 5400
Vinarchy Wines 8392 2222
BOOKKEEPING
MC Lewan Chartered Accountants 1300 622 200
Perks Accountants & Wealth Advisers 8273 9300
Winnall & Co. 8379 3159
BUILDING & DESIGN
Bunnings Group 0418 559 527
Design Revival 8355 1024
Paynter Dixon 0418 621 196
Mr Wet Wall 1800 938 925
CASH HANDLING & TERMINALS
Banktech 0408 462 321
BK Electronics 0431 509 409
Cardtronics 03 9574 4878
Coms Systems 0408 462 321
GBay/Aruze Gaming 0424 700 888
Next Payments 1300 659 918
CLEANING COMPANIES
Exiis 1800 888 998
Service FM 1300 300 959
CLEANING & HYGIENE SUPPLIES
Bunnings Group 0418 559 527
Bunzl 08 8245 6222
Salute Better Solutions 0466 745 968
DATA ANALYTICS
STR 02 8091 2009
DEFIBRILLATORS
AED Authority 1300 AED 123 (233 123)
St John 1300 78 5646
ELECTRIC VEHICLE CHARGING
Class A Energy Solutions 8391 4853
RAA Charge 0419 405 235
ENERGY & SOLAR SOLUTIONS
Class A Energy Solutions 8391 4853
Energy Alliance 03 9872 6869
Power Maintenance 1300 700 500
RAA Charge 0419 405 235
Trans Tasman Energy 1300 118 834
EQUIPMENT, SUPPLIES & HARDWARE
Bunnings Group 0418 559 527
Bunzl 088245 6222
Globe Importers 0467 425 314
Mr Wet Wall 1800 938 925
Salute Better Solutions 0466 745 968
Stoddart 1300 79 1954
FACILITY MANAGEMENT
Service FM 1300 300 595
FINANCIAL PLANNING
Perks Accountants & Wealth Advisers 8273 9300
Winnall & Co. 8379 3159
FACIAL RECOGNITION
TECHNOLOGY
COMS Systems 1800 324 918
FOOD SERVICES
Bidfood 0403 664 376
Cookers 1300 88 22 99
Farm Frites 0410 449 720
Galipo Foods 8168 2000
Macro Group 8341 2533
McCain Foods 0417 811 753
PFD Foodservice 8114 2300
Thomas Foods 8162 8400
Yumbah Aquaculture 7325 0800
FIRST AID
St John 1300 78 5646
FURNISHINGS
Concept Collections 1300 269 800
GAMING ANALYSIS
Independant Gaming Analysis 8376 6966
Winnall & Co 8379 3159
GAMING FLOAT RECONCILIATION
GBay/Aruze Gaming 0424 700 888
GAMING MACHINE & TECHNOLOGY SERVICES
Ainsworth Game Technology 0409 171 616
Aristocrat Technologies Australia 8273 9907
Bluize Solutions 0411 174 448
Coms Systems 0409 283 066
GBay 0424 700 888 IGT 8231 8430
Independant Gaming Analysis 8376 6966
Konami Australia Pty Ltd 0409 047 899
Light & Wonder 0400 002 229 MAX 8275 9700
GAMBLING LOYALTY TECHNOLOGY
Qantum Loyalty 0417 125 566
GAMBLING SERVICES
SA Lotteries 13 18 68
HEALTH INSURANCE
Bupa 0417 608 751
HOTEL BROKERS
Langfords Hotel Brokers 0410 605 224
McGees Property Hotel Brokers 8414 7800
HOTEL MANAGEMENT
H&L Australia Pty Ltd 1800 778 340
INFORMATION SYSTEMS & SITE PREP
Max Systems 8275 9700
INSURANCE
Aon Risk Solutions 8301 1111
IT SERVICES
Rockfort Global 1300 00 RFIT (7348)
KITCHEN & BAR EQUIPMENT
Bunnings Group 0418 559 527
Bunzl 8245 6222
Cookers 1300 88 22 99
Globe Importers 0467 425 314
Salute Better Solutions 0466 745 968
Stoddart Food Service Equipment 1300 79 1954
LEGAL SERVICES
DMAW Lawyers 8210 2287
Eckermann Lawyers 8235 3933
Ryan & Co Solicitors 0421595815
Wallmans Lawyers 8235 3018
LINEN & UNIFORM SERVICES
The Banner Crew 8240 0242
Wild Zebra Promotions 0424 200 155
MEDIA
FIVEAA 8419 1395
Foxtel 1300 138 898
Solstice Media 8224 1600
MIGRATION
A Plus Australia Agency 0435 563 920
DMAW Lawyers 8210 2287
Migration Solutions 8210 9800
MUSIC LICENSING
One Music 8331 5807
ONHOLD/MESSAGING
1800 ON HOLD 8125 9370
PAYROLL & HR RESOURCES
Perks Accountants & Wealth
Advisers 8273 9300
Tanda 1300 859 117
Winnall & Co. 8379 3159
POS SYSTEMS
Bepoz 1300 023 769
H&L Australia Pty Ltd 1800 778 340
PROPERTY & VALUATIONS
Knight Frank Valuations & Advisory 8233 5222
RETAIL LIQUOR MARKETING
Liquor Marketing Group 8416 7575
RECRUITMENT
Sullivan Consulting 0407 610 989
SIGNAGE & PROMOTIONAL ITEMS
Invicium 03 9371 0600
The Banner Crew 8240 0242
Wild Zebra Promotions 0424 200 155
SPORTS & ENTERTAINMENT
MEDIA
Foxtel 1300 790 182
Tabcorp 0436 636 774
STAFF TRAINING & RECRUITMENT
A Plus Australia Agency 0435 563 920
Adelaide Institute of Hospitality 8338 1492
Alliance College 1300 665 065
St John 1300 78 5646
SUPERANNUATION
HostPlus 0418 327 607
TEST & TAG
Service FM 1300 300 595
WAGERING
Tabcorp 0436 636 774
WEBSITES
Boylen 8233 9433
WORKERS COMPENSATION
EML 08 8127 1368
All Things Must Fade, But Not Generosity
These are the flowers that were used to decorate tables at the 2025 President’s Lunch.
Straight after the event each year, the AHA|SA donates them to the Mary Potter Hospice to brighten up the lives of those in their last days of life.
The generosity of publicans is nothing new. 130 years ago, in 1896, poet Henry Lawson penned The Bulletin Hotel about bush publican Charlie Webb who was a soft touch for anyone down on their luck - even when it’s “bad for business”.
“… there’s many a drink unpaid for, many sticks of ‘borrowed’ weed (cigarettes);
And the poor old spineless bummer and the broken-hearted swell
Know that they are sure of tucker at the Bulletin Hotel.”
Generosity. It’s part of our DNA.
Mary Potter has been supported by a hotel industry charity golf day –
Chip In For Mary Potter – that has raised an impressive $1,405,351 since 2012.
“Our 12th and final event was a tremendous success, raising an incredible $152,024,” said the event’s founder and Chair, Jenny Hurley of the Hurley Hotel Group.
“It will support the much-needed upgrade and refurbishment of the garden on Strangways Terrace, North Adelaide. This space will become a haven for many families - a place to find comfort, pause and reflect during
difficult times. This has been made possible through the generosity of our Hole and Team sponsors, and all those who have contributed wine, and major and silent auction items over the years.
“Their generosity has made a meaningful difference. Not just to our fundraising total, but to the families who find comfort, dignity and care at the Mary Potter Hospice.”
The Benefits of Using AI for Selected HR Functions –and Why Human Oversight Is Still Important
AUSTRALIAN HOTELS ASSOCIATION (SA)
DEPUTY CEO, OWEN WEBB
The hotel industry is fast-paced, people-focused and operates with limited time and resources. As Artificial Intelligence (AI) becomes more accessible, many hotels are exploring how it can support their Human Resources (HR) needs.
When used appropriately, AI can be a valuable tool to assist with routine HR tasks, improve efficiency, and support managers. However, AI should complement, not replace human judgment, professional HR expertise, or legal advice.
There are many benefits associated with AI in HR. For example, AIpowered tools can greatly assist with efficiency by reducing the time spent on administrative tasks such as drafting position descriptions, creating onboarding checklists, summarising policies, or generating standard communications. This allows managers to spend more time on higher-value HR activities such as employee engagement, performance management, and workforce planning.
AI can also support recruitment in a high-turnover environment. It may be used to screen resumes against basic criteria, prepare interview questions, or respond to initial applicant enquiries. In an industry where speed is critical, these tools can help hotels move quickly to secure staff, particularly during peak seasons.
For smaller venues without dedicated HR teams, AI can improve access to information. It can help explain HR terminology, HR concepts, and generate draft documents, giving owners and managers a starting point when managing people issues.
However, AI has clear limitations that hospitality operators must understand. Hotels are diverse, dynamic, and heavily reliant on interpersonal relationships. AI cannot fully understand workplace culture, individual employee circumstances, or the nuances of award or legislative interpretation and employee relations. Importantly, AI does not provide tailored legal advice and should not be relied upon for decisions involving disciplinary action, termination of employment, workplace investigations, or compliance with industrial instruments or legislative obligations.
As an example of AI’s clear limitations with respect to the interpretation of em employment legislation, the AHA|SA workplace relations team received a query where the member provided an AI tool with the following scenario:
An employee has been working for a business under the HIGA Award in South Australia for 8 years. They decide to resign because they feel dissatisfied with their role, find the workplace culture unpleasant, or want to pursue other job opportunities. They request a pro rata payout of long service leave upon resignation.
The AI tool provided the following response:
Based on the Long Service Leave Act 1987 (SA), the employee would not be entitled to a pro rata payout because their resignation is not due to a qualifying reason such as:
1. Illness or incapacity: No evidence of a health-related issue preventing them from continuing work.
2. Domestic or pressing necessity: Dissatisfaction or seeking a new opportunity is not considered a "pressing necessity."
3. Employer-initiated termination: The resignation was voluntary.
The long service leave accrual remains intact but cannot be accessed until:
» They reach 10 years of service, triggering the full entitlement, or
» A qualifying reason for early payout arises in the future.
The advice that the member was provided was incorrect. The employee in this scenario would be entitled to a pro-rata long service leave payout. Thankfully the member contacted the AHA|SA workplace relations team for clarification on this matter, who were able to provide the correct advice.
This is not the only incorrect advice that AI has provided:
» A member asked an AI tool what the break requirements were under the Hospitality Industry (General) Award 2020 (HIGA). The AI tool stated, amongst other erroneous information, that an unpaid meal break was required for a shift of 4 hours. This is incorrect as clause 16.2 of the HIGA states an unpaid meal break is not required unless the employee is working a shift of 6 or more hours (unless a meal break is requested on a shift of between 5 and 6 hours).
» A former staff member wrote to a member claiming that they had been underpaid. The employee had been correctly paid as a Cook (Tradesperson) Grade 3 (Wage Level 4) under the HIGA. The employee
however alleged that they should have been classified as a 1:3 classification, a classification that does not exist in the HIGA. Features of the correspondence made it evident the former staff member had used an AI tool and not sought advice from elsewhere.
for administrative tasks, recruitment support, and workforce insights. When combined with professional HR advice and human judgment, it can improve efficiency and consistency. However, people management in hospitality remains fundamentally human. The most effective approach is a balanced one — using AI to support operations while
“Incorrect advice or automated decision-making can expose hotels to underpayment claims (or in some cases overpayments being made), unfair dismissal applications or some other form of claim, and reputational damage’
Incorrect advice or automated decision-making can expose hotels to underpayment claims (or in some cases overpayments being made), unfair dismissal applications or some other form of claim, and reputational damage. Human oversight and professional advice remain essential, particularly when managing performance, misconduct, or disputes.
In summary, AI can be a helpful HR support tool for hotels, particularly
keeping compliance, fairness, and genuine employee engagement at the centre of the workplace.
The AHA|SA has a dedicated, experienced team of professionals with industry knowledge that can provide our members with specialist HR advice.
What You See, Is What We Sea
Fish 'n' chips and salt and pepper squid… classic pub food, second only to the schnitty! And part of the $1.022 billion hotel supply chain in SA.
Now's the time to be changing your menus to comply with the July 1 deadline for Country of Origin Labelling for seafood served in your hotel.
You can write “Australian”, “Imported” or “Mixed origin” next to the menu item. Or use "A", "I" or "M" with a legend explaining what the letters mean.
While you’re at it, more diners looking for responsible fishing/farming. Is that something you can also incorporate?
“We’re
on a mission from God!”
Hotels remain the lifeblood of live music in South Australia.
When last surveyed, traditional pubs and hotels staged 82% of live music in Adelaide.
Music SA’s Live Music Census found that gigs were 33% original and 67% covers.
The Governor Hindmarsh (The Gov) tops the charts when it comes to live music in Adelaide, with the familyowned venue winning state and national awards year after year.
“Pubs have always supported live music in Adelaide and given aspiring musos a chance,” said Peter Millen, author of “Rockin’ the City of Churches”.
“The Angels were formed in Adelaide and played the pub circuit before they got their big break, while Cold Chisel cut their teeth at the Largs Pier Hotel.
“Two early 70’s bands that played pubs on a regular basis were Headband and Fraternity (Bon Scott was their vocalist prior to joining AC/DC in 1974).”
Hotels that have been inducted into the SA Music Hall of Fame include:
» The Gov
» The Wheatsheaf
» The Grace Emily
» Arkaba Hotel
» The Lion Hotel
» Largs Pier Hotel
» Bridgeway Hotel
» The Barn (formerly Barn Palais)
» Crown & Anchor Hotel
Dan Aykroyd (Elwood) and John Belushi (Jake) explaining their quest to ‘get the band back together’ in the 1980s cult classic, The Blues Brothers.
2025-26 Corporate Partners
Ainsworth Game Technology
Australian Liquor Marketers Big Screen Video Boylen Bunzl
Cookers
1800 ON HOLD
A Plus Agency
Adelaide Institute of Hospitality
AED Authority
Banktech
Bentleys SA
BK Electronics
Bluize Solutions
BOC Limited
Bunnings Group
Campari Group
Cardtronics
Class A Energy Solutions
Concept Collections
Design Revival
Eckermann Lawyers
Energy Alliance
Exiis
Farm Frites
Gbay
Globe Importers
InDaily
DMAW Lawyers Empire Liquor Foxtel
IGT Australia
Konami Australia
Light & Wonder
Liquor Marketing Group
Independant Gaming Analysis
Invicium
Knight Frank Valuations & Advisory SA
Langford’s Hotel Brokers
Macro Group
McGees Property Hotel Brokers
MC Lewan Chartered Accountants
Mr Wet Wall
Next Payments
Oatley Fine Wine Merchants
Options Craft Liquor Merchants
Qantum Loyalty One Music
Novatech Creative Event Technology
Service FM
St John
Supagas
The Banner Crew
Perks Accountants & Wealth Advisers
Power Maintenance
Rockfort Global
Ryan & Co Solicitors
Salute Better Solutions
Sazerac
Stoddart Food Equipment
STR Sullivan Consulting Tanda
Thomas Foods
Alliance College
Art Images Gallery
Trans Tasman Energy Group
Wallmans Lawyers
Wild Zebra Promotions
Yumbah Aquaculture
Bupa
COMS Systems
Migration Solutions
RAA
Studio Nine Architects
Winnall & Co
LICENSEE TRANSFERS
JANUARY 2026
Wildongoleechie Hotel
24.11.25
Jodie Maree Jackson
Palmer Hotel
19.01.26
The Palmer Hotel Pty Ltd
Eureka Hotel
16.01.26
Ian Frank Drew
Royal Victoria Hotel Beltana 15.01.26
The Royal Victoria Hotel Pty Ltd
OPPOSITE
Photo: AHA|SA Council Members.
Alisa Wenzel
Manager – Finance & Administration
CONTACT
Level 4, 60 Hindmarsh Square, Adelaide SA 5000
PO Box 3092, Rundle Mall SA 5000
P (08) 8232 4525
P 1800 814 525 Toll Free
F (08) 8232 4979
E information@ahasa.asn.au
www.ahasa.asn.au
ADMINISTRATION
Anna Moeller
Chief Executive Officer
Owen Webb
Deputy Chief Executive Officer
Natarsha Stevenson Manager – Policy & Industry Affairs
Sarah Legoe
Senior Advisor – Workplace Relations, Liquor Licensing & Gaming
Gary Coppola
Manager – Legal & Advocacy
Scott Vaughan Manager – Membership & Business Services
Lucy Randall Manager – Events & Partnerships
Liz Turley
Training Coordinator
Adam Moore
Training & Development
Specialist
Ben Patten
Manager – Accommodation, Tourism & Strategy
EXECUTIVE COUNCIL
David Basheer
President
Matthew Binns
Vice President
Luke Donaldson
Deputy Vice President
Sam McInnes
Secretary Treasurer
Matthew Brien
Executive Council
Matt Rogers
Executive Council
Anna Hurley
Executive Council
Andrew Kemp
Executive Council
COUNCIL
Andrew Bullock
Daniel Cassin
Simone Douglas
Jason Fahey
Trent Fahey
Elise Fassina
James Franzon
Tony Franzon
John Giannitto
Tom Hannah
Karen Milesi
Rob Mitchell
Andrew Plush
Rob Rankine
Margy Raymond
Darren Steele
PUBLISHER
3/288 Glen Osmond Road, Fullarton SA 5063 (08) 8233 9433
www.boylen.com.au
Tim Boylen
Managing Director
Madelaine Raschella
Design Manager