T H E O F F I C I A L P U B L I C AT I O N O F T H E A U S T R A L I A N H O T E L S A S S O C I AT I O N ( S A B R A N C H ) A P R I L 2 0 2 1
AHA|SA LOBBYING WINS RESTRICTIONS REPRIEVE
INSIDE THE
INSIDE THE
Lady Daly
Magpie and Stump
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Our industry faces an unprecedented challenge in COVID-19. We’ve developed a central Resource Hub to help our communities navigate the sea of information and find the critical resources that can help them to weather this storm. The Hub is for everyone – it’s free and you don’t need to sign up for anything to access it. perks.com.au/covid19 (08) 8273 9300 2 | Hotel SA | W W W . A H A S A . A S N . A U
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APRIL 2021 C O N T E N T S
16 Magpie and Stump
For Paul Rosenich and Amanda Henry, reinvigorating the hotel at Mintaro has been a complete lifestyle change.
08 Lady Daly We take a look at the rich history of the Lady Daly hotel. First opened in 1864, the Lady Daly has seen many owners and adaptations since.
I N
T H I S
Upcoming Events
I S S U E
04 From the President
26 Regional Meetings
06 From the General Manager
28
07 150 Years of Community Support 08 Lady Daly 12 Sparking Action 13 SA Regional Visitor Strategy 2025 14 Women In Hotels Network Event 16 Magpie and Stump: Lifestyle Change? Buy a Hotel! 19 Hospitality is Carrying More than its Fair Share of Covid Pain 20 Scott’s Spot 22 Upcoming Events: What’s on in Adelaide 2021
22 What’s on the calendar for 2021 - AHA|SA events, Adelaide festivals, regional meetings and more!
Fair Work Amendment (Supporting Australia’s Jobs and Economic Recovery) Act 2021 – The Impact on Casual Employment
32 Social Media Advertising: Does it Work and What Does it Cost? 35 Think Creatively to Benefit from Vouchers 3.0 36 AHA|SA Corporate Partner Directory 37 AHA|SA Corporate Partners 2020-2021 38 AHA|SA Office Holders and Publisher Details 39 Gaming Care
28 Workplace Relations
Fair Work Amendment (Supporting Australia’s Jobs and Economic Recovery) Act 2021 – The impact on casual employment.
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Years Serving the SA Hotel Industry
From the President DAVID BASHEER – AHA|SA PRESIDENT
Horne and Moeller: Hospitality Heroes The AHA|SA is extremely grateful to Premier Steven Marshall, the Police Commissioner Grant Stevens and the Transition Committee for the further easing of restrictions. With festivals and footy breaking down the barriers, combined with tighter controls introduced over medi-hotels, it was the time to move our hospitality economy forward. And we are very grateful the Transition Committee saw it that way. It is only right that I take this moment to acknowledge the incredible work done by Ian Horne and Anna Moeller that has allowed this critical breakthrough.
AHA|SA’s Ian Horne and Anna Moeller.
We have learnt over the past 12 months that change does not come quickly, nor without compelling arguments. The relative safety of SA has reflected the cautious health approach. With that in mind, Ian and Anna began the campaign for a 75% density level and dancing within venues on the 4th of December with the Peel Street “protest” - soon after the infamous Parafield lockdown.
Knowing every day stalled is lost income and a lost opportunity, in the new year their efforts were significantly ramped up, including fortnightly meetings with both SAPOL and Health. Critically, their persuasive efforts were supported by well researched fact-based documentation. They worked seven-day 4 | Hotel SA | W W W . A H A S A . A S N . A U
weeks, tirelessly lobbying on our behalf. In the end, their argument proved compelling. Combine this with the high degree of venue compliance – as noted by the Premier - and a general mood shift amongst the community, and we are pleased to be able to progressively restore more jobs and business activity whilst still operating in a Covid-Safe environment.
GREAT URGENCY REQUIRED ON VACCINES The initial roll out of vaccines has been painfully slow. Public leaders have dismissed this, saying we must be cautious and careful. The messaging has been that Australia is fortunate not to have the widespread health crisis suffered by others, so there is no need to rush. Those whose livelihoods are threatened by restrictions, particularly around international travel, see it differently. Australia can be justifiably proud that we have handled the health crisis far better than the US or UK. Yet now we see that the USA has celebrated 100M people vaccinated (more by the time you read this). In the UK, where Covid-19 was rampant, deaths are now at the lowest level since last September and continue to fall. Our British friends have managed to vaccinate 27 million people - equivalent to every man, woman and child in Australia. In addition to that, the UK has something we have craved here and repeatedly called for—a clear road map out of restrictions to get back full trading The UK has created an accountability that can be measured. Back to Contents
Dancing without restrictions is back!
The vaccine rollout cannot be seen purely as a health issue… it is an economic issue of the highest order. It needs to be viewed in the context that JobKeeper has now ended, yet many businesses are still suffering and SA’s high unemployment is likely to get worse as JobKeeper wage assistance is removed. 5AA’s breakfast announcer Will Goodings absolutely nailed it recently when he noted the elimination of the virus in the community and stated “the vaccine is a restrictions killer”. For many with a ‘dog in the fight’, our strongest message to those comfortable with the pace of the rollout is that people’s jobs and livelihoods hinge on the results you achieve. Every day we read reports of GPs saying they only have enough vaccine to supply one-tenth of their patients who are eligible and asking for it. The promise that all Australians will have at least their first jab by October is concerning. It sets the bar far too low. Other countries have achieved far faster rollouts. Both Federal and State Governments need to approach this with greater urgency and demonstrate an empathy for business that has too often been missing. Our staff depend on it to pay for the essentials in life: rent, mortgages, food and health.
A SOLUTION POST-JOBKEEPER The Federal Government’s response to the end of JobKeeper saw the introduction of discounted airfares to selected venues around Australia.
State’s reach and helped those most in need, which is the CBD and surrounding accommodation venues. However, whenever governments introduce policies that pick winners, it leaves others behind. So what about the destinations all around the State that are ideal for a driving holiday? There is a risk this initiative will hurt them as tourists choose subsidised locations at their expense. There needs to be a better way to benefit all under-pressure businesses. The AHA is advocating to the Federal Government that any business negatively effected by public health orders that has lost more than 30% of its gross revenue over four consecutive quarters, should get direct payroll assistance. This should be directly linked to the number of staff the business continues to employ.
CORPORATE CITIZENSHIP I have repeatedly stated our members’ appreciation for the support our corporate partners have provided over the past 12 months. Last year, CUB launched the ‘Love Your Local’ campaign to supply closed venues with much-needed cashflow during the shutdown. To commemorate the 12-month shutdown, Lion launched ‘National Local Day’. These are two great initiatives that confirm our key partners are in our corner! Well done – and thank you.
With the initial announcement only including KI in SA, the AHA’s reaction was less than enthusiastic. Later, Adelaide was introduced, which greatly increased our Back to Contents
David Basheer, AHA|SA President W W W . A H A S A . A S N . A U
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Years Serving the SA Hotel Industry
From the General Manager IAN HORNE – AHA|SA GENERAL MANAGER
The Optimism is Tangible! Yet another commentary on Covid-19! Except this time it’s got a positive bend. It’s taken a full year from the unexpected forced lockdown on 23 March 2020 but trading conditions are now getting back to something that will allow a level of optimism and a roadmap back to viability.
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Of course, I’m talking about the Transitions Committee’s decision to restore capacities to 75% and remove any shackles on dancing. This decision was made against the recommendations of SA Health, not for the first time, but recognised the significant cost burden of business and its employees as well as the strain on potential mental health risks if restrictions were simply maintained for no good reason. I have to say, that at the time of writing, I get a real sense of optimism amongst our members. While there is still a way to go in restoring conditions to pre-Covid and some remaining restrictions seem senseless in a Covid-free state like SA, much of the underlying stress and tension that I could sense in every telephone call, every conversation and every communication just 6 months ago has evaporated. That’s what I experienced at the AHA|SA
South East Members Regional Forum the day before the new, relaxed rules came into place. It was a great gathering of members who were joined by many of our corporate partners and there was a fantastic positivity….. a buzz about Easter trading and the months ahead.
The same sense of optimism was shared by our corporate partners who attended, and members report a similar, positive outlook from their customer base.
While a genuine concern over ‘knee-jerk’ reactions like compulsory shutdowns were never far from discussion, conversation generally centred around ambitions for renovations, considerations of increasing employment or at least more available hours and a jovial interaction not seen for most of 2020.
And congratulations to Police Commissioner Grant Stevens who clearly understands the balance between risk and reward.
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Let’s celebrate every victory, every restoration of trading rights and every new job we create or former job we reinstate.
Ian Horne, AHA|SA General Manager Back to Contents
150 Years of Community Support
Years Serving the SA Hotel Industry
The AHA|SA celebrates its 150th year in 2021. As these snippets from the 1931 version of Hotel SA show, we’ve been supporting charity and promoting Australian wine throughout our long history.
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Lady Daly WORDS: LUCY BREWER
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“Everyone likes dogs, right?”
“We are dog friendly!”
Eliza Linn opened The Lady Daly in 1864. She and her husband owned a soap factory on the site but after his death, she decided to open a pub. The Lady Daly has seen many owners and adaptations since then. Most recently, Mandy Collins, whose Port Adelaide roots and a fascination with the Lady Daly’s rich history saw her take over the ownership in 2014.
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As a hospitality veteran, she prizes classic service and a welcoming environment, and has always wanted the Lady Daly to be a place people can call home (without having to do the dishes).
This uncertainty has become synonymous with the new era, the new normal, the COVID-safe world society has had to make peace with. It was a difficult year, one that required support, strength and the ability to get comfortable with being vulnerable.
“Friendships are born out of banter and people always return to the pub to see their friends, no matter which side of the bar they are on,” she said.
“Over the years, it has become more and more apparent to me that discussing mental health in an open way with your staff is only going to lead to a strong, productive and loyal team,” said Mandy.
Last year marked a pivotal new age for the hospitality industry, with the COVID-19 pandemic causing venue closures and capacity restrictions. “Obviously closing the doors last year had such a huge impact on our morale straight off the bat, but my concern extended beyond the staff and to more vulnerable members of our community who rely on us for interaction and social contact,” said Mandy.
She took the lessons learned from the increase in blackouts over the past seven years to plan what would be during lockdowns. “We were in a much better position to discuss our limits and boundaries, our fears and anxieties and grow together not just as a team, but as a family.
“From a business point of view, it has been extremely difficult, as we feed off events at Coopers Stadium and the Entertainment Centre, both of which were also heavily impacted during this time.
“There were additional elements to contemplate, such as the possibility that we, or our loved ones could become ill, or timelines being very open ended … we just concentrated on adapting those initial plans to take these things into consideration.”
Even when events resumed, the nature of COVID-19 meant games were constantly being rescheduled or cancelled, with no predictability for business.
COVID-19 restrictions remain in place for hospitality venues, with a capacity of 75%. Mandy said this recent adjustment should result in a vast improvement for business.
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“It has been one of the most difficult things these last eight months to say no to functions due to capacity,” she said. “The state around us appears to have returned to normal. It has not only seemed like a slap in the face to the industry overall, it has sometimes been hard to appease the customer whose perception is they can do whatever they like in Bunnings and Coles, for example, but get told they can’t see that band playing in the beer garden because the space is at capacity.”
“Over the years, it has become more and more apparent to me that discussing mental health in an open way with your staff is only going to lead to a strong, productive and loyal team.” In Mandy’s opinion, the end of JobKeeper was always going to come with a lift in restrictions but she believes more must be done. “We can cross our fingers and lobby that restrictions will be lifted again as we move into the colder months, as this could make a big difference in a time of year where we traditionally have to work harder to attract the punters.” As for the future of the Lady Daly, Mandy said her faith is in the loyal Port Adelaide community. “We were very blessed to have so many regulars who pushed to support us once we re-opened and even many new faces who Back to Contents
now understand the importance of shopping and eating locally. It has only made us want to give back more and continue to build that bond,” she said. “We are repeatedly working on events designed specifically for locals. We’re hiring local artists, authors and musicians, aligning with other small businesses in the area and supporting local charities, which can only bring about positive change.”
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Sparking Action A while back , we discussed how certain capital improvements could help to support the mounting costs of doing business as a publican, and how you might approach getting your landlord on board. If you are an owner occupier or have a long term lease, there has never been a better time to invest in solar panels and reduce ongoing electricity costs. Given that the instant asset write-off, and accelerated depreciation rules for assets purchased, pertains to those purchased and installed prior to 30 June 2022, there’s still time to take action. There are, however, numerous other examples of improvements that should be actioned sooner rather than later, as failure to do so could have adverse effects on not only your operating costs, but also your staff and patrons. Electrical wiring and supply are pertinent examples of these critical improvements that you need to get right.
BETTER SAFE THAN SORRY With many pubs occupying sites that date back to the early 1900s, the state of the electrical wiring in your hotel can be a bit of a mystery and poor wiring can have significant health and safety ramifications. While tenants have the right to safe and reliable electricity supply, it can be difficult to spark your landlord into action. More often than not, you will need to demonstrate a tangible benefit in order to lead your landlord down the path of capital improvements. In our experience, having worked with many publicans over the past 20 years, the issue of wiring continues to crop up. Both sides often disagree about whose responsibility it is, making the topic a ripe pain point between landlords and tenants. We firmly believe that in order to have success in this area, you need to take active steps to address the real issue – electrical safety and liability. All publicans should definitely be making sure that their business is covered by insurance in the event something happens due to the building’s wiring. The last thing either party wants is for something to go wrong, whether that be a fire or someone getting electrocuted, which is not only devastating but can have major legal, reputational and financial ramifications. As a starting point, get an independent electrical compliance report, thermal imaging testing on your electrical boards and sub-boards. Advice from an insurance expert can help determine whether your building is compliant and identify any areas requiring improvement to ensure compliance with relevant legislation.
Pat Hodby
From there, any improvements needing to be made are ultimately the responsibility of the landlord who will need to invest in the appropriate infrastructure to ensure that they meet their public liability compliance risk.
COUNTING THE COSTS One of the biggest challenges facing publicans today is undoubtedly the rising cost of electricity. While poor wiring can contribute to rising electricity costs, it is tough to sell this to your landlord as a necessary capital improvement on purely financial grounds. Fortunately, there are several other steps that publicans can take to significantly reduce their electricity bill, including: • Re-negotiating electrical supply contracts when they are up for renewal; • Investing in a back-up generator to cover down-time and potential stock losses due to black-outs; and • Installing a solar system, provided you have a significant lease term to justify the investment. Solar batteries are also becoming an increasingly affordable option.
USE A DECISION FRAMEWORK THAT YOU CAN BUILD UPON Considering some of the risks in not having your electrical wiring up to date, weighing up the benefits and (potential) costs should be a straightforward task, though having clarity around who the cost should fall to may require some insight from your accountant, lawyer or other business adviser . It is a good idea to structure key decisions, such as this, as a business case. Using a standard format can be helpful to gain clarity and insight on even the most obvious of investments. It provides you with clear arguments based on facts and figures and allows you to use a standard format for discussion making, or for presentation with your landowner. Additionally, it will also help you keep a history of your decision-making process for your business. For those that are feeling the pinch of being time poor, don’t forget to always leverage your advisers’ expertise to make the process easier on you. Using your accountant to run forecasting and budgeting scenarios for any major expense can be helpful to weighing up the potential pros and cons for your business and give you piece of mind before making a major decision.
Pat Hodby and Tom Paine are Directors at Perks, South Australia’s leading privately-owned accounting and private wealth firm. They are the driving force behind the Perks Hospitality specialisation team and have both provided key advisory and operational support to a number of owner-operators in the sector, ranging from the structuring of their business, to back-of-house bookkeeping , to the streamlining and digitization of their support systems . Pat is also an active industry advocate for publicans and the hospitality industry and owns a successful pub in the Adelaide Hills.
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Tom Paine
SA Regional Visitor Strategy 2025 The South Australian Regional Visitor Strategy 2025 has been released. It outlines priority action areas set by the state’s 11 tourism regions after extensive consultation involving more than 800 stakeholders. Releasing the Plan, the government stated: “South Australia’s tourism regions have a bold plan to grow the state’s regional visitor expenditure to $4.0 billion by 2025.” More than 48 per cent of South Australia’s total visitor expenditure is spent in regions, up from 44 per cent at the end of 2019 – pre bushfires, drought and COVID-19. As the industry navigates through the challenges of a global pandemic, the strategy sets an ambitious target to keep the regional tourism momentum going and keep the industry strong for the more than 24,000 South Australians it employs. The 2025 RVS builds on the success of the 2020 strategy (the first of its kind), which saw the then regional tourism target of $3.55 billion by December 2020 met and exceeded more than one year early. Initiated by regional tourism organisations through the Regional Tourism Chairs Forum and led by Helen Edwards as Chair of the Regional Visitor Strategy steering committee, the strategy is a collaboration involving stakeholders from tourism operators to Local Government Association of South Australia, Regional
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Development Australia South Australia, Tourism Industry Council SA, and the South Australian Tourism Commission. It is a strategy developed by the regions, for the regions. The 2025 RVS outlines eight strategic pillars that apply across regions, critical to the success of SA’s visitor economy. Each of the 11 tourism regions has a set of regional response priorities which serve as an action plan for the RVS steering committee to work with regional tourism organisations, local councils and key stakeholders to drive outcomes. View the South Australian Regional Visitor Strategy 2025 .
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W O M E N
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Women
It was a wonderful turn out for the first Women in Hotels networking event for 2021 - one year to the day after the Covid-19 lockdown in SA. Over 60 attended the event, including hotel members and corporate partners at the stunning Crowne Plaza Adelaide. Highlights of the occasion included presentations from Hayley Lokan regarding the upcoming wellbeing podcasts, Sarah Goldfinch GM of Crowne Plaza and Isobel Marshall and Eloise Hall from Taboo. We are looking forward to a positive and busy year ahead!
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Magpie and Stump LIFESTYLE CHANGE? BUY A HOTEL! WORDS: ROBERT LAIDLAW
For Paul Rosenich and partner Amanda Henry, taking on and reinvigorating the Magpie and Stump Hotel at Mintaro has been a complete lifestyle change, and a labour of love. So, how do a plasterer and a teacher firstly decide to buy a rundown pub, and then successfully turnaround that hotel’s fortunes to actually be in contention for an Australian Hotel Association SA award? The answer is hard work, good management and being loyal to the local community – while also becoming a major attraction for tourists. “Put simply, we just love old buildings and when the Magpie and Stump became available, we couldn’t resist,” Paul said. “We purchased an old building in Auburn, so when this opportunity came up, it seemed a natural fit. “But the Magpie and Stump had been closed for 10 months, the roof leaked, the floor was warped, bar and fridge equipment were 16 | Hotel SA | W W W . A H A S A . A S N . A U
sceptical. The rain would even run off the street into the cellars. It was a challenge!” When Paul and Amanda first purchased the hotel, they had a two-year-plan for the rebuild, which was all about hiring local people to get the job done. The plan was to re-engineer the venue, while keeping the feel of the ‘old girl’, as they did not want a carbon copy of a city pub. Dreams do come true and on March 24, 2018 the rejuvenated hotel was open to the public. “For us, owning this pub means we are the custodians, and fixing it up was important,” Paul said. “When we finally leave, we want the hotel and the town to still be thriving – it means that much to us. “My grandparents owned pubs, dad loved a drink in the bar, and now I can do both – work behind the bar and have a quiet one from the other side occasionally. Back to Contents
“As for Amanda, she is the ‘hostess with the mostess’, and always has a smile on her face. She may still be a teacher but I reckon she missed her calling, as she is perfect for the pub.” Paul was a self-employed plasterer for 30 years, doing domestic and commercial work, but arthritis started taking its toll. As for Amanda, she has been in the teaching game since 1986, in various capacities, and still is. Going back even further into their personal histories, as a youngster, Paul was on the road to becoming a professional tennis player, until a shoulder injury curtailed that future.
“But the Magpie and Stump had been closed for 10 months, the roof leaked, the floor was warped, bar and fridge equipment were sceptical. The rain would even run off the street into the cellars. It was a challenge!” The same age as Mark Woodford and Darren Cahill, two of his contemporaries, Paul also attended college in America, and played against big tennis names such as Mikael Pernfors, Richey Reneberg, Aaron Krickstein and Patrick McEnroe – what could have been? “We reckon both of us have the hotel business in our blood,” Paul said. “My grandparents Joe and Margery Vavrik started at the Largs Pier Hotel in the early 1960s and worked in pubs until the late 1970s. Amanda’s great grandparents, Michael and Elizabeth Timmens had several pubs, including the Yorke Valley Hotel in Maitland.
Paul Rosenich and partner Amanda Henry.
“I remember as a 10-year-old running around the Hotel Victor and jumping into the pool, which isn’t there now. So yeah, old buildings, pubs, a perfect mix for us.” As for the Magpie and Stump Hotel in Mintaro, it was first licenced in 1851, part of the bullock trail from the Burra mines to Port Wakefield. Today it is a great place for locals to gather for a meal and a drink, while also welcoming visitors from all over South Australia, interstate, and when restrictions lift, overseas guests. There is so much to love about the whole hotel, although the beer garden is in a special location. It’s out the front and looks out to Reillys cellar door, gardens and local vineyards – so easy to just relax and enjoy the views.
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The Nest at Magpie and Stump.
The Cumby, SA
COVID-19 IMPACT “When the lockdown hit, business suffered, as we shut down for three months,” Paul said. “But we held onto our chef and were fortunate with the support the community gave us with takeaway meals. People would go for 40-minute drives just to purchase food from us, which we really appreciated. “As with the work in rebuilding the hotel, our staff now are all local too. We have a lovely relationship with our staff, they’re like family.
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“And to be nominated for an Australian Hotel Association SA award, in bistro dining, was fantastic. In three years, to turn a place around that was previously shut, and get nominated, was a great achievement for us and our township. “We are generally busy most weekends, with up to 150 meals on a Sunday. Our growth needs to come mid-week for us, over the region as a whole.”
Paul and Amanda were actually friends as teenagers but with Paul pursuing his pro tennis dreams, the couple married other people. But after both of those relationships ended, they met again 14 years ago, and have built a strong life together, with similar loves, not the least the Magpie and Stump Hotel.
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Hospitality is Carrying More than its Fair Share of Covid Pain BY STEPHEN FERGUSON, CEO OF THE NATIONAL AHA. THIS COLUMN FEATURED IN THE AUSTRALIAN. We all help each other — that’s always been the Australian way. Never has that been more important than during the COVID pandemic. It was recognised very early on a key way of stopping the spread of COVID was to limit the gathering and movement of people. Federal, state and territory governments rightly introduced a range of restrictions aimed at doing just that. Hospitality businesses in particular were told to limit their activities to save Australian lives —and quickly paid their part.
The figures speak for themselves. A recent ABS report, drawing on the Tax Office’s single-touch payroll system over the week to February 27, showed there were still 110,000, or 12 per cent,fewer payrolled employees in hotels, restaurants and cafes than before the pandemic hit early last year. Only two in three hospitality jobs had been regained by the end of last month, the ABS reported.
At the federal level, assistance was then provided for those hard-hit businesses and their workforces including JobKeeper and cash boost.
There’s no doubt the rollout of financial assistance for COVID is the largest package of relief ever seen in Australia — at both the federal and state level. Without that assistance, Australia would not be enjoying the level of economic recovery it is today.
At the state and territory level, relief also included a wide range of deferrals or waiving of taxes and charges such as land tax and payroll tax. Landlords also helped by sharing in the loss of commercial rent.
Importantly, it allowed businesses to maintain their relationship with their employees and to keep ticking over until they could open the doors back to some sort of “new normal”.
One year on from the first national lockdown, many of the restrictions imposed from above are still in place on these businesses, but many of the relief measures have been wound back.
Some businesses pivoted to become success stories during COVID; many of those who went backwards are now back on their feet but the reality is many others aren’t. Some are still suffering directly as a result of restrictions, which continue to limit the gathering and movement of people.
Continuing restrictions include limitations or prohibitions on activities such as venue capacity limits, singing and dancing. For example, Victoria still has a limit on 75 per cent of people going back to work in the Melbourne CBD. NSW pubs are still restricted to 50 per cent capacity yet paying 100 per cent land tax and council rates. The federal government has a ban on international visitors that will continue for the foreseeable future. For venues there are the continuing extra daily costs of COVID marshals and mandatory check-in, all with reduced capacity. All these restrictions are to keep Australians safe and we are proud of the role hospitality continues to play. But while keeping us all safe, these limitations come at tremendous cost to business owners and workers — costs that continue while the temporary assistance measures are now being phased out. Back to Contents
This specifically includes those types of business still named on public health orders, including hotels, pubs, restaurants, clubs, gymnasiums and churches. Come April 1, the main support mechanisms for these businesses will have been withdrawn. It doesn’t make sense that a business that has its capacity limited by 50 per cent by government order still has to pay 100 per cent of land tax and council rates. We understand this pandemic has caused a major change in the way our society and economy operate. More people are working from home and more people are leaving cities to move to the regions. We are not seeking compensation for societal change. But we are asking that all governments recognise their ongoing trading restrictions aimed at saving lives are causing a disproportionate financial burden to a few and that they continue to help those businesses in a targeted way.
There are plenty of levers the respective governments, treasuries and tax offices can pull to directly help these businesses. We also understand there are plenty of shades of grey in which businesses to get help. But we do suggest all governments of whatever political persuasion should agree on a simple temporary test to assess those directly affected by their decisions. This would help them protect their livelihoods, their employees and their own budgets. Namely, businesses whose activities are directly limited by public health orders, and whose gross revenue has been less than 70 per cent over the last four consecutive quarters compared with the prior year, should receive a cash boost payment equivalent to the PAYG tax withheld from wages for all employees. Or alternatively, receive $500 per (full-time equivalent) employee per week. The Commonwealth should also work with state and territory governments and consider relief packages similar to the cash boost scheme by allowing eligible businesses to retain taxes such as land tax and payroll tax. Further support including tourism, hospitality and accommodation vouchers would also help. Most Australians would agree helping those very businesses and workers who are still helping the broader community fight this pandemic is the Australian way. We understand the government restrictions are in place to keep Australians safe and we are proud of the role we have played. But the fact remains that while keeping us all safe, these limitations come at tremendous cost to business owners and workers — costs that will continue after the temporary assistance measures are phased out. We only have six months until the vaccine roll-out should be complete and restrictions can be eased — now is not the time to pull the drawbridge up on those still on the road to recovery.
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O N E
F O R
T H E
R O A D
W I T H
V A U G H A N Y
Scott’s Spot Hello all and welcome to the April edition of Scott’s Spot. This month’s edition will cover the usual short stories, photos and random observations over the last month. After sharing the story of Steph and Bach Tran of The Lord Melbourne Hotel and the overwhelming feedback that was received, this will now be a regular component. Michele and Steve Wade publicans at the Bridge Hotel, Langhorne Creek will be featured this month. At the time of writing, restrictions are set to ease in time for the Easter long weekend which is a fantastic result for our members, understanding that there is still a way to go. I was about to walk into an unnamed venue when the member update came through. As this came as a total surprise to me, I rushed to share this positive news with the Venue Manager. Now, after announcing the news, the response that followed gave me goosebumps with a double fist to the bar three times crying out “yes, yes, yes” (not joking). Walking out, the Diner scene from the movie, When Harry Met Sally came to me with the scene ending with a lady on the next table asking “I’ll have what she’s having”. Had a chuckle to myself imagining this reaction across the state from our members. Wanted to share a photo that was posted on the Paringa Hotel Motel FB page that came up on my timeline. Good, old fashioned feedback which pricked my attention! Well done guys.
licence (phone, mail and internet orders by delivery only) had set up a “pop up” stall, selling wines by the six pack. Their licence was sought and it was explained to them that what they were doing was not authorised by the terms of their licence. SAPOL Licensing Enforcement Branch also attended (after Gary and Didier), and the stall was dismantled. AHA|SA understands that the vendors were formally interviewed by SAPOL.
My mate Frank at the Tailem Bend pretending to buy me a beer. Just joking of course Frank!
While we at the AHA|SA have no disciplinary or enforcement powers, we are always looking for ways to protect the interests of our members and to ensure that the public policy of harm minimisation is maintained at all times. This cannot occur if people operate outside the terms of their licence.
Chevy, Lesley and Chris, German Arms, Hahndorf.
I managed to grab a photo of the guys out in the car park upon their return. They were more than happy to pose for the camera! Keith at the Commercial in Morgan.
REGIONAL MEETINGS The Regionals continue to roll on with a big thanks to the spectacularly renovated Loxton Hotel for hosting the event. The sports bar should be completed by winter so look out for full photo spread in the coming months.
Phil from the Terminus in Morgan.
Andrew striking a pose at the Mawson Lakes.
AHA OFFICE NEWS Following a call from a member regarding the sale of liquor in a public mall, the AHA|SA’s Gary and Didier decided to investigate the situation. It transpired that two people who held a direct sales
On the right are a few quick snaps over the last few weeks. Until next month, bye for now.
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Joanne at the picturesque Sandy Creek Hotel.
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on the road
Bridge Hotel, Langhorne Creek As promised, here is an event-filled short story and insights from Michele and Steve Wade, Bridge Hotel, Langhorne Creek. Michele started working in hospitality way back in her parent’s motel/caravan park in a small town on the west coast of SA. They added a Tavern Bar and Dining Room. Funnily enough, a very young Peter Hurley owned the local pub in town as well! She left school to work in the industry, exciting times as the first forward booking accommodation system had just been released, the beginning of the end of the telex machine. Super Sally HERO was the name of the system adopted by the Flag Inns around Australia. A very slow system but like many things, it grew to be the booking systems of today. Michele was predominately back of house doing admin and wages and thrown into the front of house when no one else was available. The first business that they took the reins of was 14 days before the first grand prix, that being the Kent Town Lodge Motel in Kent Town. The end of their street was the race track. Hosting the Minardi Racing team. They took the crew to various sites around SA so they could see as much of Adelaide as time would permit. They were involved with SA Tourism and doing promo tours interstate at expos and tourism shows.
and the stickiness of empty glasses. Who see the strained looks of staff who are trying to understand the order of: A Burger, no egg, no salad, no onion jam, add halloumi and no bun and change the chips to mash please? A pattie with halloumi on mash. No, the Burger no egg, salad, onion, bun, chips with halloumi and mash and scotch and coke tall glass and 2 cubes of ice…. coke from a can please”. So a pub it was, with food. “Gosh we were green,” they recall. Thankfully opening and dealing with suppliers was something Michele in particular dealt with many years ago and the memory came flooding back. They surrounded themselves with good people, good staff, and watched and learned. They talked to customers, locals and absolutely changed nothing until satisfied it was better. A publican once told them, publicans come and go in small towns, locals are here usually forever, don’t forget, its their pub, you’re the one passing through. “Great, it’s our business, our livelihood, but not ours”? So they listened, and listened, then discussed ideas and questioned why these ideas. “We didn’t and don’t always agree on how things are done, but to anyone who is interested, we tell them why up front,” they declare. Dining space was becoming an issue so they started discussing the big verandah area that was wanted. Pictures and
Being married with children and Steve working shift work, Michele changed industries (banking) while the children were young. Steve always wanted to buy into a hospitality business, although not so much Michele. Steve took a package from Qantas in 2012, he looked at businesses Michele said ‘I would be in, as long as it had nothing to do with food’. They looked at many businesses and golf courses, laundromats and pubs. Hospitality, what is it about hospitality, true workers in this industry never leave it forever? “We are the ones who sit in dining areas and bars who understand the aching feet, the weight of the empty plates Back to Contents
designs were available to anyone who was interested, local builders consulted and employed where available. It’s the same with the new extension being completed now, pictures and plans are available for anyone to see. “Staff are the best and our number 1 asset and would never ask them to do something we were not willing to do ourselves as staff.” And their concerns at work or in life matter to Michele and Steve. Laughter occurs every day; “we go out the back and count to 10 over and over somedays”. If someone is struggling through a tough service, someone will pitch in or kick up the backside (figuratively of course). They rely on others’ expertise, their chefs have spent years doing their job although always discussing and talking things over and over, however their job is to prepare good food. “Our job is to give them the tools to do to do that. ‘That’s not my job’ doesn’t work here.” “We love this industry; we love the service we can give and we love the times we can spend with our staff and customers”. “We appreciate the talent and expertise we have at our fingertips. The AHA has proven exceptional this past year, that experience in this industry helps with longevity and accountability. During COVID, opening and closing of the doors, what capacity was, interpreting messages from government bodies, how to use Zoom even!” “Without the constant updates, the legal minefield of HR and compliance we would have been truly lost. Steve and I don’t know it all, but thankfully we have surrounded ourselves with people who do”.
Steve and Michele.
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LCOME TO
Upcoming Events
WHAT’S ON IN ADELAIDE 2021
GOOD FRIDAY
APR 02
EASTER MONDAY
APR 05
TASTING AUSTRALIA
APR 20
REGIONAL MEETING:
A D E L A I D E
LOWER/ MID/ UPPER/ NORTH EAST APR 20 ANZAC DAY HOLIDAY
APR 26
AHA|SA AGM & LUNCH
MAY 03
REGIONAL MEETING: SOUTH COAST/ HILLS
MAY 25
REGIONAL MEETING: YORKE PENINSULA
JUN 08
ADELAIDE CABARET FESTIVAL
JUN 11
QUEEN’S BIRTHDAY
JUN 14
REGIONAL MEETING: EYRE PENINSULA
JUN 22
WOMEN IN HOTELS NETWORK
JUN 23
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F E S T I V A L J U N E
CONTENTS
MAY 11
REGIONAL MEETING: GAWLER/ BAROSSA
C A B A R E T
04—CREATIVE TEAM 05—TALENT HIGHLIGHTS 06— TOWN SQUARE 07— TOWN SQUARE HIGHLIGHTS 08— TOWN SQUARE KITCHEN 09— THE TASTING TABLE 10— EAST END CELLARS MASTERCLASSES 12— TASTING AUSTRALIA AIRLINES Back to Contents 13— FEATURED EVENTS
T A S T I N G
A N Z A C
A U S T R A L I A
A P R
D A Y
A P R
S
E
A Back to Contents
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A H A | S A
A W A R D S
W O M E N
I N
F O R
H O T E L S
E X C E L L E N C E
X M A S
D R I N K S
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O C T
N O V
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REGIONAL MEETING: PT AUGUSTA/ P T P I R I E/ W HYA L L A/ FA R N O RT H
JUL 13
REGIONAL MEETING: MURRAY MALLEE
JUL 27
REGIONAL MEETING: LOWER/ MID/ UPPER NORTH EAST
AUG 10
REGIONAL MEETING: SOUTH COAST/ HILLS
AUG 24
REGIONAL MEETING: SOUTH EAST
SEP 14
REGIONAL MEETING: GAWLER/ BAROSSA
SEP 21
WOMEN IN HOTELS CONFERENCE
SEP 28
LABOUR DAY
OCT 04
REGIONAL MEETING: METRO
OCT 19
AHA|SA HOTEL AWARDS FOR EXCELLENCE
OCT 26
REGIONAL MEETING: YORKE PENINSULA
NOV 16
WOMEN IN HOTELS CHRISTMAS DRINKS
NOV 23
REGIONAL MEETING: EYRE PENINSULA
NOV 30
AHA|SA PRESIDENT’S CHRISTMAS LUNCH
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DEC 07
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R E G I O N A L
M E E T I N G S
It was a fantastic turnout for the AHA|SA Murray Mallee Regional Meeting at the Loxton Hotel on March 16, and the South East Regional Meeting at the Beachport Hotel on March 30. Thank you to the wonderful team at the Loxton Hotel and the Beachport Hotel for hosting incredible lunches, and thanks to all hoteliers and AHA|SA corporate partners who attended and supported the events.
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Regional
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AHA|SA MEMBER INFORMATION
Fair Work Amendment (Supporting Australia’s Jobs and Economic Recovery) Act 2021 – The Impact on Casual Employment OWEN WEBB AHA|SA WORKPLACE RELATIONS MANAGER On 26 March 2021, the Fair Work Amendment (Supporting Australia’s Jobs and Economic Recovery) Act 2021 (‘the Fair Work Amendment Act’) was assented to. The Fair Work Amendment Act amends the Fair Work Act 2009 (Cth) (‘Fair Work Act’) to give effect to the changes passed through Parliament from the Government’s Industrial Relations Omnibus Bill. The Federal Government’s Omnibus Bill was, in the end, significantly amended from what was first introduced into the Parliament. The Bill originally contained 7 Schedules, however after a lack of support from Labor and the Senate cross -benchers, Schedules 2 to 6 were removed, those schedules proposed changes in the areas of Modern awards, Enterprise 28 | Hotel SA | W W W . A H A S A . A S N . A U
agreements, Greenfields Agreements, Compliance and enforcement and the Fair Work Commission. Importantly however an amended version of Schedule 1 – Casual employees and Schedule 7 – Application, saving and transitional provisions were passed. The passing of these Schedules provides for a number of important changes with respect to casual employment. Changes include the introduction of a definition of a casual employee being inserted into the Fair Work Act 2009 (Cth) (‘Fair Work Act’) and the introduction of casual loading offset provisions to prevent the potential of “double dipping” where incorrectly classified employees try to claim access to certain leave provisions despite having been paid a loading. This is extremely positive news for the hotel industry as it provides a greater level of certainty and confidence for employers with Back to Contents
specific rate of pay for casual employees under the terms of the offer or a fair work instrument. Importantly, a casual employee who performs a regular pattern of hours will not of itself indicate a “firm advance commitment” to continuing and indefinite work. The employment relationship will also be determined on the basis of the offer of employment and the acceptance of that offer, rather than any subsequent conduct of the parties post the contractual engagement.
CASUAL CONVERSION The Amendment Act amends the Fair Work Act to include new casual conversion provisions. The following conversion provisions are now included in the Fair Work Act. Employer offers for casual conversion A provision that employers must make an offer to a casual employee to convert to either full-time or part-time employment, where the casual employee has: • Been employed by the employer for a period of 12 months beginning the day of employment started; and • During the last 6 months of that period has worked a regular pattern of hours on an ongoing basis. The offer to convert will need to: • be made in writing; and • be an offer for the casual employee to convert to: - Full-time employment where the employee has worked the equivalent of full-time hours during the period or - Part-time employment where the employee has worked less than the equivalent of full-time hours during the period.
respect to the employment of casual employees. Included below is a summary of these important changes:
DEFINITION OF A CASUAL EMPLOYEE The Amendment Act provides for a definition of a casual employee to be inserted into the Fair Work Act. A person will be defined as a casual employee of an employer if: • An offer of employment made by the employer to the person is made on the basis that the employer makes no “firm advance commitment” to continuing and indefinite work according to an agreed pattern of work for the person; and • The person accepts the offer on that basis; and • The person is an employee as a result of that acceptance. The list of factors to determine whether a ‘firm advanced commitment” has been made are limited to the following: • Whether the employer can elect to offer work and whether the person can elect to accept or reject work; • Whether the person will work as required according to the needs of the employer; • Whether the employment is described as casual employment; • Whether the person will be entitled to a casual loading or a Back to Contents
• Be given to the employee within the period of 21 days after the 12-month period. Employee must give a response Casual employees will be required to give the employer a written response to the employers offer to convert within 21 days after the offer is made, stating whether they accept or reject the request. If the employee fails to give the employer a request, the employee is taken to have declined the offer. If the casual employee rejects the offer, then they will lose their right to make a request to convert to full-time or part-time at a later time. Acceptance of offers If an employee accepts an offer to convert, the employer must within 21 days after acceptance, consult with the employee and provide them written notice of: • Whether the employee is converting to full-time or part-time employment • The employee’s hours of work after the conversion takes effect • The day the employee’s conversion will take effect (which will be the first day of the employee’s first full pay period that starts after the day the notice is given, unless the employee and employer agree to another day). W W W . A H A S A . A S N . A U
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Small business employer exemption A small business employer is exempt from the requirement to make an offer of conversion or provide notification that they are not going to be making an offer. A small business employer is already defined under section 23 of the Fair Work Act. A small business employer is one that has a headcount of fewer than 15 employees, taking into account full-time part-time and casual employees that are employed on a regular and systematic basis. The amendments to the Fair Work Act do not however prevent a casual employee from making a request to the employer to convert. When an employer offer is not required Employers will not be required to make an offer to convert to a casual employee if: • There are reasonable grounds not to make the offer, and • The reasonable grounds are based on facts that are known, or reasonably foreseeable, at the time of deciding not to make the offer. Reasonable grounds for deciding not to make an offer include, but are not limited to: • The employee’s position will cease to exist in the period of 12 months after the time of deciding not to make the offer; • The hours of work which the employee is required to perform will be significantly reduced in that period; • There will be a significant change in the days and or times the employee’s hours of work are required to be performed which cannot be accommodated within the days or times the employee is available to work during that period. An employer that is not making an offer to convert needs to provide the employee with a written notice within 21 days after the end of the 12 month period, that they are not making such an offer, and the reasons for not making the offer. If an employer fails to give notice to a casual employee, the employee has a residual right to request conversion to full-time or part-time employment in certain circumstances.
EMPLOYEE REQUESTS FOR CASUAL CONVERSION Under the amendments to the Fair Work Act, casual employees will be able to make a request for conversion from their employer, provided: • The employee has worked for at least 12 months beginning the day the employment started; • In the 6 months ending the day the request is given, worked a regular pattern of hours on an ongoing basis; and All of the following apply: • The employee has not, at any time during the 6-month period ending the day the request is given, refused an offer made to the employee from the employer for conversion;
• The employee request has not been made during the 21 days after the 12 months beginning the day the employment started. The employee will need to make the request for conversion in writing and need to specify full-time or part-time employment. The employer will need to respond to the employee request within 21 days after the request is given to the employer, stating whether the employer grants or refuses the request. The employer must not refuse the request unless the employer has consulted the employee and there are reasonable grounds to refuse the request and the reasonable grounds are based on facts that are known, or reasonably foreseeable, at the time of refusing the request.
CASUAL EMPLOYMENT INFORMATION STATEMENT Under the amendments to the Act, the Fair Work Ombudsman is required to prepare a Casual Employment Information Statement and an employer will need to give each new casual employee the Casual Employment Information Statement before, or as soon as practicable after, the employee starts employment as a casual employee with the employer. For existing casual employees (employed prior to 27 March 2021) of a small business employer the Casual Employment Information Statement will need to be provided to casual employees as soon as practicable after the commencement of the amendments to the Fair Work Act. For non-small business employers they will need to provide existing casual employees the Casual Employment Information Statement as soon as possible after 27 September 2021 (the end of the transition period (6 months after commencement).
CASUAL LOADING OFFSET The Bill also importantly provides for casual loading offset provisions, which provides a fix to the current problems associated with persons that claim they have been incorrectly classified as a casual employee and entitled to leave entitlements under the National Employment Standards, a Modern Award, an Enterprise Agreement or a contract of employment. Where a person has been paid a loading but has been incorrectly classified as a casual employee and such a person makes a claim for leave entitlements, the amendments to the Act enable the employer to offset any amounts payable by the employer for leave entitlements by an amount equal to the loading amount.
WHERE TO FROM HERE Schedule 7 of the Amendment Act amends the Fair Work Act to make application, saving and transitional provisions.
• The employer has not, at any time during the 6-month period ending the day the request is given, given the employee a notice of the employer’s decision not to make an offer on reasonable grounds;
Importantly it provides for transitional provisions in relation to casual employees which provide a transition period of 6 months from commencement of the amendments to the Act, during which time employers must assess all existing casual employees against eligibility conversion criteria and offer conversion, unless they have reasonable grounds not to.
• The employer has not, at any time during the 6-month period ending the day the request is given, already given a response to the employee refusing their request for conversion;
The AHA|SA will be providing assistance and guidance to Members during this transitional period to ensure the requirements of the Act are complied with.
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Growth through digital and traditional marketing. boylen.com.au
08 8233 9433
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Social Media Advertising: Does it Work and What Does it Cost? If you're interested in social media advertising - including Facebook, Instagram, Twitter and YouTube - these frequently asked questions provide you with strong foundations for success. For further information, silver sponsor Boylen is able to provide introductory free advice.
WHY SHOULD I ADVERTISE ON SOCIAL MEDIA? The simple answer is that social platforms restrict the distribution of your posts. If you want to be seen by more than 10% or 20% of your followers, you need to pay for it.
WHY IS THAT? Cynics say that these companies want to force you to advertise to get your message out in any volume. The less cynical argue that there is just too much social content from organic posts to be seen by everybody and for everyone to get an equal share. Beyond being forced to pay to reach all of my followers and friends, what are the other benefits of paying for advertising? The second reason why you should post is because you can! It hasn't always been the case - and it can super-charge your marketing efforts. Social media offers you many different ways to target people who are: • In your area.
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• Interested in your product. • In a purchasing frame of mind - and emotionally, in a buying mood through necessity or desire. You have the ability to target them right at that hot moment, so why wouldn’t you take advantage of it?
WHAT DOES SOCIAL MEDIA ADVERTISING COST? Unlike advertising in traditional media like a newspaper, social platforms do not have fixed rates. The cost of a single ad will be determined by how competitive your industry is. For example, many dentists advertise online. This means they compete on price to be placed high on page one, which drives up the cost. Think of it as a bid at an auction. You may pay a few cents or you may pay over $50 to rank high. There are a few things to note: 1. You only pay if someone clicks on your ad. 2. You have to know what you are doing. If you are paying a fortune, don’t just blindly accept it as being locked in. For example, Boylen reduced keyword spending from over $7 to below 70 cents for one client. 3. Where certain keywords are expensive, you will often find that other keyword phrases can be bought quite cheaply and deliver great results. Back to Contents
WHAT’S THE BEST PIECE OF ADVICE YOU CAN GIVE ME ABOUT SOCIAL MEDIA ADVERTISING? Do not set and forget. This is the worst thing you can do. If you are gaining customers, followers or businesses, and you are achieving this inside a budget, then keep doing it. But if it is not working, perhaps you need to switch your style or research your industry a little more. If that still doesn’t work, find an expert who can do it for you.
“The simple answer is that social platforms restrict the distribution of your posts. If you want to be seen by more than 10% or 20% of your followers, you need to pay for it.” HOW SHOULD BEGINNERS TREAT SOCIAL ADVERTISING, COMPARED TO AN EXPERIENCED SOCIAL MEDIA CONSULTANT OR MARKETING MANAGER? Experiment. This is how you will learn. But the truth is that this advice also applies to the marketing managers who have years of experience. Never stop trying new things, even if your budget has been shrunk by Covid-19. (The real difference between newcomers and professionals will be the amount you commit to experiments and their level of sophistication.) Allocate part of your budget to experiments across different types of advertising because Instagram, Facebook, LinkedIn etc. all have different advertising opportunities. They all have a range of low-cost options. You can budget your experiments over a week, a month or any time period that suits your needs.
WHAT IS THE NORMAL DAILY INVESTMENT FOR SOCIAL MEDIA ADVERTISING? There isn't one. The amount that you spend each day is completely up to you. The main consideration is to ensure that it is cost effective. When some small businesses come to us, they fear that they are going to be charged hundreds or thousands of dollars each week for advertising, but the reality is that they can set their own budget. Invest what you can afford. Then increase the budget if it is successful. By success, we mean that you are able to quantify how much it costs to get a consumer through your door. The ability to calculate your ROI is easier than ever before in history – it’s fantastic. Keep that in mind when it comes to budgets.
HOW CAN BOYLEN ASSIST? We're glad you asked! We offer a complete service from planning through to execution and reporting, or we can provide individual services such as audits, training and creative services. You’ll find us very approachable and good people to work with. Back to Contents
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“We should build a statue to the people behind the businesses on the front line of COVID-19 restaurants, hospitality, travel… They are taking it on the nose for the rest of us.” MARCUS PADLEY, STOCKBROKER
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Think Creatively to Benefit from ‘Vouchers 3.0’ The hotel sector is being urged to ‘think outside the square’ to benefit from a third round of travel vouchers. Worth up to $200, they will target hosted tours and experiences across South Australia – helping create jobs and boost a sector hit hard by the downturn in international and interstate visitation. Previously, vouchers were available for hotel stays but this is not included in this round. Hotels are being urged to work in with tour and experience operators in their area to reap the rewards. As an example, while the tour or experience company would benefit from the voucher, a nearby hotel could become involved to provide accommodation via the tour operator. Rounds one and two of the Great State Voucher program created over 62,000 room night bookings and a flow-on spending of more than $32 million into the state’s visitor economy.
“Expanding the scheme to direct cash-flow into South Australian tour and experience businesses following the busy Easter period and after the JobKeeper subsidy ends is the right support at the right time. “We’ve listened to industry and business owners across SA, and this latest round of vouchers will see locals spending up on tours and experiences which they ordinarily might have overlooked while holidaying at home. Like round two of the vouchers, a limited number of the Great State Experiences Vouchers will be available for some interstate tourists.
TIMING
The ‘Great State Experiences Voucher’ scheme will provide $50, $100 and $200 vouchers for use on participating hosted tours and experiences across our Great State
The Great State Experiences Voucher will launch after the peak tourism Easter and April school holiday period, for travel over the cooler months, bookable seven days a week including Saturdays and the July school holidays to boost the traditionally quieter winter months.
Around 500 operators are expected to register their experiences, from shark-cage diving and swimming with sealions, to helicopter and mountain bike tours, guided food and wine trails, and hosted wildlife experiences.
A new process for obtaining a voucher will ensure a fair and equitable distribution. More details will be released for consumers following the completion of an Expressions of Interest for operators to participate.
Premier Steven Marshall announced the stimulus for tour and experience operators, which he said will give them a kick-start once JobKeeper ends.
“We know tour and experience operators have seen a downturn in business that is not restricted to mid-week like accommodation providers, so this round of vouchers can be used for the entire travel period and includes the July school holidays, which means South Australian families can make the very most of experiencing their great state,” Premier Marshall said.
“We know the first two voucher rounds injected more than $32 million into the state’s visitor economy, getting people out and spending on hospitality across SA and resurrecting tourism in our state,” Premier Marshall said. Back to Contents
For more information, https://southaustralia.com/voucher W W W . A H A S A . A S N . A U
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Social Media AOK 0413 469 938 MEDIA
Boylen 8233 9433 FIVEaa 8419 1395 Foxtel 1300 138 898 InDaily 8224 1600 MUSIC LICENSING
OneMusic 8331 5800 OFFICE EQUIPMENT
Concept Collections 1300 269 800
Datacord SA 8362 3535
G A M I N G A N A LY S I S
ONHOLD/MESSAGING
Independant Gaming Analysis 8376 6966 LK Accounting Services 08 8395 4870 Winnall & Co 8379 3159
Adelaide's 1800 ON HOLD 8125 9370
G A M I N G L O YA LT Y
PAY R O L L & H R R E S O U R C E S
Liquor Legends 0429 825072 LK Accounting Services 08 8395 4870
Bank SA 8424 5536 Perks Accountants & Wealth Advisors 08 8273 9300
Banktech/Maxetag 1800 08 09 10 Bluize 1300 557 587 Qantum 0416 317 205
BEER DISPENSE EQUIPMENT
GAMING MACHINE SERVICES
Bepoz 0426 227 409
insworth Game Technology 0409 171 616 A Aristocrat Technologies Australia 8273 9900 GBay 0409 673 778 GFR PRO 0408 186 540 IGT 8231 8430 Independant Gaming Analysis 8376 6966 Konami Australia Pty Ltd 0409 047 899 Scientific Games 8340 1322 Statewide Gaming 0448 076 144 MAX 8275 9700
Bluize 1300 557 587
GAMBLING SERVICES
8233 5222
Andale Hotel Services 8234 0388 BEVERAGE GASES
BOC Limited 0424 647 568 Supagas 8252 7472 BEVERAGES
Accolade Wines 8392 2238 CUB Premium Beverages 8276 4888 Australian Liquor Marketers 8405 7744 Carlton & United Breweries 8416 7819 Coca-Cola Amatil 8416 9547 Coopers Brewery 8440 1800 Diageo Australia 8245 9300 Empire Liquor 8371 0088 Lion 8354 8888 Liquor Marketing Group 8416 7575 Options Craft Liquor Merchants 8346 9111 Pernod Ricard Australia 8208 2400 Samuel Smith & Son 8112 4200 Treasury Wine Estates 8301 5400 BOOKKEEPING
Liquor Legends 0429 825 072 LK Accounting Services 08 8395 4870 Perks Accountants & Wealth Advisors 08 8273 9300 Winnall & Co. 8379 3159 BUILDING EQUIPMENT/SUPPLIES/ HARDWARE
Bunnings Group 0435 630 660 CLEANING SERVICES
Agile Group 1300 964 007 Smart Cleaning Services 1300664647 ENERGY
Class A Energy Solutions 8391 4853 Energy Action 1300 553 551 Power Maintenance 1300 700 500 Trans Tasman Energy Group 1300118 834 FA C I A L R E C O G N I T I O N T E C H N O L O G Y
COMS System Ltd 04 21 341 261
The Lott 132 315 UBET 8354 7300 GIFT CARDS
The Pub & Bar Card 1300 375 346 H OT E L B R O K E R S
Winnall & Co. 8379 3159 POS SYSTEMS
Cloud Apps Technology 8463 1000 Liquor Legends 0429 825 072 H&L Australia 1800 778 340 P R O M OT I O N A L P R O D U CT S
The Banner Crew 8240 0242 P R O P E R T Y S A L E S & V A L U AT I O N S
Jones Lang LaSalle 02 9220 8449 Knight Frank Valuations & Advisory SA R E TA I L L I Q U O R M A R K E T I N G
Liquor Legends 0429 825 072 Liquor Marketing Group 8416 7575 Urban Cellars 0429 825 072
McGees Property Hotel Brokers 8414 7800
SECURITY SERVICES & PRODUCTS
H OT E L M A N AG E M E NT
Agile Group 1300 964 007
Liquor Legends 0429 825 072 H&L Australia Pty Ltd 8291 9555
DNA Security Solutions 1300 667 688
I N F O R M AT I O N S Y S T E M S / S I T E P R E P
Foxtel 1300 138 898
Max Systems 8275 9700 INSURANCE
Aon Risk Solutions 8301 1111 I . T. P R O D U C T S & S E R V I C E S
Boylen 8233 9433 Cloud Apps Technology 8463 1000 Vintek 1300 001 337 KITCHEN & BAR EQUIPMENT
Andale Hotel Services 8234 0388 Bunnings Group 0435 630 660 Stoddart Manufacturing & Food Service Equipment 0427 106 103 LEGAL SERVICES
Duncan Basheer Hannon 8216 3389 Ryan & Durey Solicitors 6166 9000 Wallmans Lawyers 8235 3000
36 | Hotel SA | W W W . A H A S A . A S N . A U
S P O R T S & E N T E R TA I N M E N T M E D I A S TA F F T R A I N I N G & R E C R U I T M E N T
Career Employment Group 8338 1492 Maxima 8340 7766 Migration Solutions 8210 9800 Perks Accountants & Wealth Advisors 08 8273 9300 St John 1300 360 455 S U P E R A N N U AT I O N
HostPlus 8205 4965 WEBSITES
Boylen 8233 9433 W O R K E R S C O M P E N S AT I O N SERVICES
EML 1800 469 931
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Corporate Partners 2020/21 D I A M O N D
P L A T I N U M
G O L D
131 733 S I L V E R
Ainsworth Game Technology
COMS System Ltd
pfdfoods.com.au Independant Gaming Analysis
Samuel Smith & Son
Australian Liquor Marketers
Duncan Basheer Hannon
Konami Australia Pty Ltd
Scientific Games
Energy Action
Liquor Marketing Group
Smart Cleaning Solutions
BankSA Big Screen Video
Foxtel
Bluize
GFR PRO
Boylen
H&L Australia
Bunnings Group
IGT
For full product range and details of your nearest branch
PFD063 Hotel SA Advert (1/4 Page).indd 1
Novatech Creative Event Technology
18/05/09 11:47 AM
Social Media AOK St John
OneMusic Options Wine Merchants
Stoddart Food Equipment Winnall & Co
Qantam
B R O N Z E
Adelaide's 1800 ON HOLD
Cloud Apps Technology
Agile Group
Concept Collections
Andale Hotel Services
Datacord SA
Banktech
DNA Security Solutions
Bentleys Accountants
EML
Bepoz
Empire Liquor
BOC Limited
GBay/Aruze Gaming
Cardtronics
InDaily
Career Employment Group
International Oyster & Seafoods
Perks Accountants & Wealth Advisers
Class A Energy Solutions
Jones Lang LaSalle
Power Maintenance Group
H O T E L
I N D U S T R Y
Knight Frank Valuations & Advisory SA Liquor Legends LK Accounting Services Maxima Training Group McGees Property Hotel Brokers Migration Solutions Next Payments
Ryan & Durey Solicitors Statewide Gaming Studio Nine Architects Supagas The Banner Crew The Pub & Bar Card Trans Tasman Energy Group Wallmans Lawyers Wills and Daniel
S U P P O R T E R
Vintek
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W W W . A H A S A . A S N . A U
| Hotel SA | 37
L I C E N S E E
FEBRUARY 2021
T R A N S F E R S
H OT E L
L O C AT I O N
D AT E G R A N T E D
NEW LICENSEE
Hahndorf Old Mill
Hahndorf
09/02/21
Meek Group Pty Ltd
Overland Corner Heritage Hotel
Overland Corner
09/02/21
OCH Group Pty Ltd
The Hindley
Adelaide
16/02/21
Brinoss Pty Ltd
Hahndorf Old Mill
O F F I C E
Overland Corner Heritage Hotel
H O L D E R S
C O N TA C T
A D M I N I S T R AT I O N
EXECUTIVE COUNCIL
Level 4, 60 Hindmarsh Square, Adelaide SA 5000
IAN HORNE
General Manager
DAVID BASHEER
AHA|SA President
POSTAL
PO Box 3092, Rundle Mall SA 5000
OWEN WEBB
Workplace Relations
MATTHEW BINNS
AHA|SA Vice President
PHONE
(08) 8232 4525
GARY COPPOLA
Legal and Advocacy
ANDREW BULLOCK AHA|SA Deputy Vice President
TOLL FREE 1800 814 525
SCOTT VAUGHAN Membership & Business Services
FAX
KATHERINE TAYLOR Communications and TAA (SA)
+
(08) 8232 4979
EMAIL information@ahasa.asn.au
LUCY RANDALL
WEB
BRONTE MCCARTHY Finance & Administration
www.ahasa.asn.au
Views expressed in Hotel SA are not necessarily those of the AHA|SA or the publisher and neither can accept, and therefore disclaims any liability, to any party for loss or damage caused by errors or omissions resulting from negligence, accident or any other cause. We do not endorse any advertising materials, services offered within advertisements or products, special offers or goods promoted therein.
DIDIER VOLLERIN
Liquor & Gaming
LIZ TURLEY
Training Coordinator
ANNA MOELLER
Executive Director Gaming Care
+
P U B L I S H E R TIM BOYLEN Managing Director tboylen@boylen.com.au
Events & Partnerships
JAMIE RICHARDSON Advertising sales@boylen.com.au
Matthew Brien, Matt Rogers, Sam McInnes
COUNCIL
Andrew Kemp Andrew Gunn Andrew Plush Anna Hurley Brad Barreau Darren Steele Elise Fassina
Guy Matthews James Franzon Jason Fahey Jason Kelly Jeff Ellis John Giannitto Karen Milesi
Luke Donaldson Tom Hannah Tony Franzon Trent Fahey Trevor Evans
P (08) 8233 9433 W www.boylen.com.au MADELAINE RASCHELLA ELLIOTT Studio Manager Graphic Designer
John Henry Langford started selling hotels in S A in 1959 and the Company that he founded remains active today. John Richard Langford joined his father’s Company in 1979 at age 25 after working on an outback sheep & cattle station, operating heavy machinery in the Pilbara and pulling beers in various pubs in Adelaide and Perth. John says that after nearly 42 years he has no intention of retiring especially as he still enjoys his profession, and the company of Publicans and others associated with the hospitality industry. So, if you are considering selling your hotel, think about speaking with John as the longest serving active Hotel Broker in SA with decades of experience in successfully negotiating the sale of Hotels on behalf of his many clients.
0410 605 224 john@langfordshotelbrokers.com.au www.langfordshotelbrokers.com.au 38 | Hotel SA | W W W . A H A S A . A S N . A U
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Our Purpose - To provide the hotel industry the capacity to respond to community concerns related to the harm associated with gambling by contributing to early intervention and support for problem gamblers and their families. Our Goal - A compliant and proactive hotel industry that works with regulators, gambling help services, and players to limit the harm caused by gambling. Gaming Care is the hotels responsible gambling early intervention agency, and is an initiative of the AHA|SA. Gaming Care’s role to assist venues to minimise the harm caused by problematic gambling behaviour in all South Australian hotels with gaming machines by working directly with venue staff, Gambling Help Services, other relevant organisations and stakeholders.
For any assistance or support please contact your local Gaming Care Officer, or our office for information on how Gaming Care can assist your venue.
SOME OF OUR DUTIES INCLUDE:
Assisting hotel staff in the early identification and support of patrons and staff who may be experiencing difficulty with their gaming behaviour. Developing and promoting initiatives, programs and policies designed to facilitate the early identification of problematic gambling behaviour. Assisting hotel staff in providing responsible gambling service,
on or with the capacity to influence the service, by training
in responsible service of gambling. This helps reduce harm through the creation of a responsible gambling culture within the venue. Gaming Care has developed a Responsible Gambling Document for venues which details the ways in which staff training and measures for intervention with problem gamblers are implemented, and the roles of staff in the implementation of the code.
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T: 0 8 8 1 0 0 2 4 9 9 F : 0 8 8 2 3 2 4 9 7 9 E: INFO@GAMINGCARE.ORG.AU 4TH FLOOR AHA|SA HOUSE 60 HINDMARSH SQUARE, ADELAIDE SA 5000
W W W . A H A S A . A S N . A U
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