Hotel SA February 2023

‘E’ FOR EXPERIENCE AT EOS BY SKYCITY

+ Perks’ Pubs the Pride of Two Peninsulas + 2023 Events for Your Calendar

New AHA|SA Website

The

Minlaton Hotel Profile

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Gaming

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A CEO FOR THE AGES

From the President

DAVID BASHEER

For many people in our industry, Ian Horne is the only face they have known as CEO of the AHA|SA. After 31 years of reporting AHA news, Ian has become the news!

Typical of Ian’s care for the organisation, he has kept both myself and our Executive Council fully briefed on his plans, assuring a smooth handover to our next CEO.

Ian has shaped our industry like few others. His impact has been pronounced in tourism, training licensing, gaming and industrial relations - always for the benefit of our membership.

Ian’s list of achievements is long:

• our members would have had their local supermarket as a competitor to their bottle shops.

• our accommodation members may well have been saddled with a crippling bed tax.

• we would not have enjoyed the benefit of gaming, or more recently the critical technology changes that rejuvenated a flagging industry.

He has led the nation’s best-practice, industry-led harm minimisation response that saved us from even more draconian gaming legislation.

Oh, and in 2018, Nick Xenophon may well have been SA Premier! These achievements barely scratch the surface of the accomplishments Ian has achieved for our membership.

Having had the privilege of observing Ian’s remarkable capacity to navigate the often complex political process, I can confidently say there is no one better in this State. He works his way around the corridors of power with consummate ease. This is because of the enormous effort he takes in developing and nurturing relationships on all sides of politics, combined with his rare capacity to instantly sum up a political issue and how it might affect members. Sometimes, the resolution of issues is played out in the public domain. But on countless other occasions, Ian’s backroom dealings means that issues are settled before they draw external attention.

It was during the two dark years of COVID-19 that Ian’s experience and perception was relied upon most. His capacity to work through an incredibly complex period, where there was no playbook to call upon, saved many of our members’.

Sixty and seventy-hour weeks were not uncommon. At this time, Ian’s greatest asset, his ability to

assemble an outstanding team around him, rose to the fore. Our hotels, from major international accommodation venues in the CBD through to the countless mum and dad owned country pubs, would not have emerged from COVID-19 in the shape they did without Ian’s extraordinary advocacy efforts.

Today, Ian has a leadership role nationally with our AHA. He was a driving force behind the long-planned merger of our accommodation division TAA with the Accommodation Association. Furthermore, with gaming reform now a widespread national debate, his wisdom and experience are constantly called upon.

Throughout his time at the AHA|SA, Ian’s wife Lyndsay has been a wonderful support, and has always been warmly embraced by the AHA|SA family.

Ian will remain in the role until midyear. We have started an extensive process, including external advice, to find the best possible candidate to enhance Ian’s legacy.

Being a member-based organisation, the Executive Council took the instant view that it is critical we undertake an exhaustive process to fill this key role. It is critical we

exhaust all possibilities to ensure the AHA|SA secures the leader demanded of an organisation of our importance and status.

We are in the fortunate position that Ian will leave the AHA|SA in a very strong position. One that our next leader will be able to grow as we continue our 152-year history of advocating for our membership and protecting our members’ fortunes and interests. We hope to announce a new CEO before the end of April.

WE ARE NOT GIVING UP

The ridiculous twice-annual CPI excise on alcohol has bitten particularly hard this time, generating predictable media interest. It remains a concerning issue for all industry participants, but especially our members.

The AHA|SA has written to the Government, recommending that the excise for all liquor be frozen for 12 months.

The increase in beer tax announced to take effect on 1 February 2023 will mean that the tax has gone up by around 8% in the past six months. Hotels are having to pass on almost 90 cents of tax on every pint of beer they pour.

We estimate these increases will cost a small pub around $5,400 a year and come after several years of difficult trading conditions associated with COVID-19 restrictions.

As pubs are still trying to rebuild and pay back debt after the pandemic, and consumers are faced with rising living costs, this would assist the broader community and the Australian hospitality industry. A 12-month freeze would:

• Not force hotels to pass a tax increase onto consumers, thus increasing the cost of living.

• Not create a further price disincentive for people to visit their local hotel, thus decreasing business sustainability and confidence.

Watch Video 

We will continue to prosecute this argument. Governments are all under budgetary pressure, but our members and customers appear to be a soft target.

NOT COOKING WITH GAS

In a sleepy summer, one story you may have missed is Federal Labor agreeing to implement a Greensled plan to switch households and businesses from gas to electricity in May’s budget.

The Greens secured Labor’s support for the electrification scheme in exchange for supporting Anthony Albanese’s sweeping energy intervention last year. With the cost of food soaring and profit margins in our food operations more wafer thin than ever, this ideology is the last thing our pubs need right now.

Over 95% of our commercial kitchens run on gas. The cost of refitting commercial kitchens in our venues would soar well into the tens of thousands of dollars per venue.

There is simply no capacity to recoup these costs by increasing menu pricing. Others far more qualified can prosecute the argument that sacrificing gas for electric kitchens will diminish food quality and lead to longer service times.

Canberra based architect, Shannon Battisson, joins the honour roll of those with nothing to lose, yet happy to ignore the fate of our family-owned businesses. She

proudly states her new home is totally electrified, including the hot water system, stovetop and heating the pool.

At a build price of $800,000, Ms Battisson said her gasless home was “not cheap”.

“I was really hesitant at first to give up the gas stove, because what I liked about gas cooking was the speed at which you can control it,” she said. “It’s instant with gas and I was not convinced it would be the same with induction. But we decided to give it a go and we’ve never looked back.”

It is comforting to know that because a cashed-up architect can afford to convert her home to electricity, then every battling hospitality business around the country must be able to do the same.

To date, we have seen little detail. For the record, the AHA is a leader in reducing emissions and the transition towards renewable energy. We would support measures designed to assist this, but would not support measures that penalise businesses that are not yet able to make the transition.

Needless to say, the AHA is already an active participant in discussions and has made representation to the Federal Government.

David Basheer, AHA|SA President

AMAZING BOUNCE BACK!

From the General Manager

IAN HORNE

The recovery from two years of COVID-19 restrictions and lockdowns has been remarkable. Literally, 12 months ago, hotels and hospitality were restricted to 25% capacity, sit down consumption only, karaoke permitted but the performer must wear a mask, no breakfast buffets and no smorgasboards.

Now in February 2023 we are in the midst of a festival and event avalanche. The State Government have allocated an additional $40 million to pursue major events over the next four years and we are seeing the results of a major increase in visitors and interest from within the state and from across our borders.

We’ve seen Harvest Rock, the reinvented Adelaide 500, tennis tournaments featuring international superstars and the wonderful Tour Down Under. We wait in anticipation for the Adelaide Fringe and the Adelaide Festival, WOMADelaide, the AFL “Gather” Round, LIV Golf and of course Tasting Australia, just to name a few.

2022 finished strongly and we are now kicking off 2023 with a massive year of events, conferences and festivals. This will all help to fill hotel rooms and drive visitation and expenditure across the state.

Watch Video 

It’s fantastic to see the visitors returning to our state and particularly the high number of South Australians who are out and about, choosing to holiday and spend in SA. The regions in particular, having been the beneficiary of this new phenomena. Of course, this all points to a bonanza year in 2023 and one that benefits hotels large and small and the broader hospitality industry. The challenge is to keep it up. SA may well have got the jump on the other states but they have budgets and capacity that will prove to be significant competition. With that in mind, the State Government will

need to continue to provide a level of financial and political support for the state’s tourism and hospitality industry so that each year we see SA ‘punching well above its weight’. Why? It is very simple really, it’s about attracting investment that stimulates growth to generate jobs.

It’s spending money to generate a return. The return is measured in economic activity that filters down to the smallest of operators and jobs.

Let there be more of it!

Ian Horne, AHA|SA General Manager

The South Australian hotel industry, through the ‘Pubs with Heart’ funding program, has proudly contributed $50,000 to Puddle Jumpers Inc.

Puddle Jumpers believes no child should grow up hungry, alone, feeling unloved and that no one believes in them. All children deserve happy, safe and fun childhoods, because all kids matter.

Puddle Jumpers also believes the best outcomes for children is being raised in the care of their birth parents in a safe and happy environment. This is not always possible due to a number of factors, and sometimes sadly that’s through lack of basic necessities such as food and social connections with people who can support families in times of trouble.

Puddle Jumpers assists families with food and other everyday necessities through food hubs. This helps reduce the number of children being removed from the care of their families.

To meet increasing demands for their services, Puddle Jumpers aims to open multiple food hubs throughout SA to enable these safe havens for families fleeing domestic violence, families doing it tough and those who just need the extra help.

A vital part of growing the needed services is being able to employ someone to oversee, grow and support the food relief programs. Puddle Jumpers is extremely excited to receive the funding from Pubs with Heart, as this will allow for their first ever paid employee to oversee this growth.

Plans for growth include:

• Open more Puddle Jumpers hubs “safe havens for families needing help”, food, and access to phones and computers for people fleeing domestic violence. Ideally one in North, South, East, West and Central locations.

• Manage the food and other donations coming in and logistics of them going back out.

• Training for volunteers; first aid, mental health, domestic violence.

• Equipment for volunteers to reduce manual handling.

• Grow donors and supporters for improved services to clients and families.

• Increase support services –hairdressers, shower trucks, clothes washing, toiletries, domestic violence escape bags, nappies, clothing, etc.

“The South Australian hotel industry is really proud to be supporting ‘Puddle Jumpers’ through the ‘Pubs with Heart’ funding program. We see the important role that Mel Tate and her team of volunteers provide to those in need. There was no question to offer our support, to be able to assist them get more meals to people in need and benefit the community. It’s this type of cause that is so close to the hearts of the pub industry.”

- Ian Horne, CEO, AHA|SA

AHA|SA Supports Puddle Jumpers with $50,000 Contribution

PERKS’ PUBS THE PRIDE OF TWO PENINSULAS

BY DION HAYMAN

The pub is the pride and absolute passion of Brad Perks and his wife Janette who are transforming the Minlaton Hotel/Motel  into a hospitality venue that’s rapidly becoming the talk of the Yorke Peninsula.

It already includes a craft beer bar and a more cultured ‘La Femme Saloon’ for the ladies.

It’s in the process of renovating and expanding its accomodation options to include 15 refurbished hotel rooms, complete with ensuites, to accompany its six motel rooms.

It has recently opened a new Thirsty Camel bottle shop and is even daring to add Nepalese fare to an already extensive and diverse menu. This is no ordinary country pub. But it’s the Caffe Primo offering that is luring locals and tourists through its doors like nothing else.

It’s a win for the south with Minlaton’s gain becoming Moonta’s loss.

“We introduced (Caffe Primo) into a hotel in Moonta, the Royal Hotel, which went really well,” Brad said.

“We sold the venue to the Black Rhino

Group who decided not to take on the franchise.”

“I’d just signed a 10-year deal so I had a franchise with nowhere to go.”

Out of desperation, Brad asked Caffe Primo’s owners if he could move the popular eatery to Minlaton and he was blown away by their response and actions.

“We’ve had a great relationship with the Vettese family.

“They worked with me to get it down there, they were on site, they helped do a reno with us, it just seamlessly went in there.

“They didn’t have to, they could have just taken me to court and taken me for $300,000 of franchise fees but they didn’t.

“The whole of the bottom of the peninsula has really responded, the reaction’s been great, the locals have really supported it and the tourists have been fantastic too.

“Everything is made on site, fresh and that’s why the food tastes so good, so I’m really passionate about it.”

The Caffe Primo menu covers all the standard pub dishes to satisfy the basic eaters, as well as steaks,

seafood, pastas, pizzas and salads. The more adventurous ones may soon find some Nepalese dishes among Minlaton’s specials after Brad recently hired two young chefs from the Himalayan country.

“That’s the flexibility (you have) with Primo - yes we’ve got a fixed menu but if we want to do something on the chef’s suggestion’s board, we can basically run with what ever we like,” he said.

But he admits he had to be innovative to solve the neverending challenge of staffing.

“It’s just so bloody hard to get a chef and these lads are on visas.

“They are that dedicated and loyal. They live in-house which is good for them because it keeps their costs down but also it’s good for us because if we have someone not available, they can jump in early.”

The Vettese family will even cover Brad when circumstances are stacked against him.

“What makes the franchise so good is the family that owns it. They support it every day.

“I haven’t got a chef next week,

QUIZ QUESTION : WHICH SOUTH AUSTRALIAN TOWN OF BARELY 1000 PEOPLE BOASTS A COUNTRY PUB THAT HIDES A CAFFE PRIMO FRANCHISE BEHIND ITS DOORS? ANSWER : MINLATON.

(L-R) Janette and Brad Perks with Simon Koch at an AHA|SA meeting.

the chef’s got trade school, so they are sending someone over. They’re just very solution focussed, which is what we’re all about.”

It was Brad and Janette’s desire to stand out from the crowd that culminated in the unusual partnership between pub and restaurant franchise.

“We were the first ones to do it in a pub (in Port Pirie),” he said. “It was a light bulb moment because pub food is good food but sometimes it gets pretty competitive when you’ve got five hotels in the one town.

“Everyone’s doing a schnitzel and a mixed grill and you don’t want to discount because once we all discount and it’s all about price then no-one wins because the publican doesn’t make any money. Then he can’t afford to spend any money on his venue and they start to deteriorate - so we had to look at a point of difference.

“They weren’t sure how it would go but the dining turnover trebled straight away and it’s done the same thing basically since we put it down at Minlaton.”

Better patronage has fuelled Brad’s determination to reinvest in the community, in terms of both sponsorship and employment.

“We wanted some locals working there because locals love to see locals,” he said.

“We brought some people in from Moonta and Port Pirie and with their expertise, they were able to train the locals, teach them the back of house stuff - ‘why do we do this .. how come the boss has come down and said this?’

“We teach them the whole process, why we need the hotel to be viable and profitable because then we put that money back in - then we can sponsor the netball club, the football club, the polocrosse.”

Not content with his Primo drawcard, Brad has transformed two bars in the Minlaton Hotel to complement the front bar.

A craft bar taps into the evergrowing demand for quality craft beer and offers brews from the award-winning Watsacowie Brewing Company, just a 12-minute walk up the road.

Brad sees the brewery as an asset to the town rather than a rival to his business.

“We promote their product, we don’t go head to head with them, we actually grow their business and they grow ours. It’s just cross pollination, helping each other out.”

The La Femme Saloon offers a more intimate space than you would normally expect to find in a pub 200km from Adelaide - one that raised the eyebrows of a few locals. “They all gave us a bit of stick to start with but the boys love it, it’s a talking point.

“Primarily front bars have been a bit boyish or a bit male-orientated. So we just wanted to create a nice soft space where people, whether it be the ladies or not, could sit in a booth, have a bottle of bubbles, their own little quiet space.”

It’s the culmination of a grand plan which may have all looked quite different had Brad and Janette not been invited to inspect the then abandoned Hotel Boston in Port Lincoln during the middle of COVID-19 lockdown.

Caffe Primo - front of house staff member, Helen Clements, with Nepalese chefs Sandesh Kharel (left) and Prakash Sapkota (right).

“The pub was actually closed, locked, the lessee had walked away.

“So we flew over with Rex and I think we were the only ones on the plane and we were the only ones in Adelaide Airport because you couldn’t fly interstate in lockdown.

“We walked in and it had been shut for months and it just stunk and I thought ‘Oh, my God’.

“We looked at each other and I said, ‘We’ve just wasted a day here’.

“So then we walked through the hallway out to the dining room and went ‘holy @#$!, the water’s just there’, where do we sign?”

Like anyone who has visited it, Brad and Janette were immediately enchanted by the breathtaking and

expansive grassed outdoor dining and entertainment area overlooking the magnificent Boston Bay.

The magic all hides behind an unassuming hotel facade that gives none of that away.

“I think there’s only four, maybe five hotels in Australia where the actual title of that land goes to the high water mark so we’re basically licensed to the high water mark.

“We did a joint venture with the landlord because the landlord didn’t have a tenant, they were desperate. So my wife and I went and lived over there for six months and renovated the hotel.

“The cruise ships pull up just over the corner, we have outdoor

entertainment, we have markets on those lawns every month and we have local music playing, so it’s been beyond expectations.”

Suddenly finding themselves financially stretched, the Perks decided to consolidate by selling their Port Pirie hotel as well as three in Moonta, including the Royal with its Primo franchise. These days, 58-year-old Brad manages his ventures from Adelaide, commuting weekly to his two pubs and two retirement villages in Moonta and Port Pirie.

“For the previous 25 years, I just wore out good tyres driving up and down the peninsula going from Port Pirie to Minlation to Moonta, back and forth every week.

“Once upon a time (it would have been) very difficult but we’ve got such a great team now. People who’ve been with us for quite a few years have stepped into some management roles and some leadership roles and they’re just fantastic so I’m better off not interfering a lot of the time.

“The hotel works best when I’m not there ‘cause they’re young and they’re enthusiastic and their skills are a lot better than mine.”

Brad remains eternally grateful to Janette: “She’s got the ideas, she puts her energy and heart and soul into it and she’s one of those rare people who can work seven days a week.”

He also speaks glowingly of the AHA|SA that fought so hard for the rights of all hoteliers during the devastating lockdowns.

“ Everything is made on site, fresh and that’s why the food tastes so good, so I’m really passionate about it.”

Thirsty Camel bottle shop manager, Lachie Hennekam.

Minlaton Hotel front bar - assistant manager, Elke Woods (left) with general manager, Tahlia Shailer (right).

“When they shut our pubs on the 23rd of March (2020), we had nowhere to turn to, we were gone, we were bankrupt.

“They lobbied governments and did everything they could to put our case forward. We were trying to stretch all the rules as far as we could without breaking them, to get people in the door and feed them.” Now, nearly three years later, he’s confident the industry has all but emerged from those darkest of days, not unscathed but healed and growing ever stronger.

“I would say if it continues like this, we’re out the other side. I’m really optimistic about it. And what we like about the public, they have come back and supported us like never before. We've got people who come to the pub now that never used to come to the pub.”

High on his ‘to do’ list this year is completing the accommodation

upgrade at Minlaton that gives his pub yet another unusual string to its bow.

“It’s been a big project but we are wanting to invest money into it because we believe it’s the right thing for the area and the right thing for the community.”

With the local brewery nearby, the award-winning Sunny Hill Distillery an hour north in Arthurton (think

wheat vodka, gin, whiskey, rum and liqueurs) and the peninsula’s only award-winning winery, Barley Stacks Wines at South Kilkerran, 10 minutes south of Maitland, the heart of the Yorke Peninsula is rapidly becoming a tourist destination for lovers of a tipple.

“If we can get people to stay one more day on the peninsula, we all win.”

The Minlaton Hotel, Yorke Peninsula.

Gaming Scam Alert

ANNA MOELLER - DEPUTY GENERAL MANAGER

There are two scams that hotels with gaming need to be aware of. One involves gangs using pepper spray to drive staff and patrons out of the gaming room, while the second involves photocopied TITO tickets.

AHA|SA Deputy General Manager, Anna Moeller, provides a detailed explanation of how the scams work

in the video on this page.

As one of the these scams highlights, many scams and hacking attempts involve “duping” staff.

Training is the key to avoiding falling victim.

All experts in the field recommend ongoing training, to raise both knowledge levels and awareness.

You can have the best security systems in the world – but all it takes is a lapse by an individual for scammers and hackers to breach your security.

The Australian Government’s Cyber Security Centre has published an excellent Small Business Cyber Security Guide. It can be accessed here

New SATC CEO Hits the Ground Running

Emma Terry started as the Chief Executive of the SATC in early January.

In her previous role as Chief Marketing Officer at Tourism Tasmania, Emma led the agency’s demand generation program. She was the driving force behind strategic destination marketing platforms which challenged traditional tourism marketing norms and positioned Tasmania advantageously against larger states.

“I come to South Australia with a real passion to drive and grow

tourism in SA and a determination to embrace the world-class opportunities we have in this state,” she said.

“I intend to get out and about across the state over the coming weeks and months, and look forward to meeting many operators, industry stakeholders and sector advocates in my travels.

“From my previous role in Tourism Tasmania, I have watched as the SATC has continued to push marketing boundaries, support operators throughout bushfires and COVID-19, drive new events,

and develop world-class products and experiences. This has helped the sector hit an incredible $7.3 billion waypoint at September year-end and fills me with great confidence that we are heading in the right direction – well on our way to returning to the pre-Covid record high by the end of this year.

“I am being fully briefed on the challenges the sector is currently facing, including the impact of the Murray River floods as well as workforce shortages, particularly in our regions.”

Emma has over 20 years’ experience in strategy, marketing and business development. She has worked in senior executive roles in both the public and private sector, across a range of industries including transport, exporting, FMCG, tourism and hospitality in both national and international markets.

Emma Terry, new Chief Executive Officer of the South Australian Tourism Commission (SATC).

“I come to South Australia with a real passion to drive and grow tourism in SA and a determination to embrace the world-class opportunities we have in this state.”

Adelaide Festival - Photo by Andrew Beveridge.

Ivan Capelli in Leyton House F1 at Adelaide Motorsport Festival.

Illuminate Adelaide Light Cycles, Moment Factory.

Photo by Tyr Liang & Xplorer Studio.

Tasting Australia

EOS BY SKYCITY

‘E’ for Experience at Eos

BY DION HAYMAN

You could be forgiven for thinking the ‘E’ in Eos stands for experience. Perhaps even an ‘O’ for opulence and an ’S’ for service, which SkyCity’s breathtaking $330-million, 120-room hotel has in spades.

And while Eos  may be named after the Greek goddess of the dawn rather than being an acronym, it has fearlessly staked its business model on the one thing which keeps people coming for more.

“Experience is everything,” said general manager Jodi Brown.

“A hotel can be an exceptional product, it can be stunning, you could spend millions on it but if the experience isn’t there, I guarantee the customers won’t continue to return.”

Experiences are everywhere to be enjoyed at Eos whether you seek convenience, decadence or a level of service that brings old world customs into the 21st century.

But Australians, who have made up the lion’s share of Eos’s customers since opening in December, 2020 because of border closures, have had a difficult time understanding some of them - like their bespoke butler service.

“The assumption was that it would be hot in demand but I think Australians aren’t really used to that level of service yet. So we haven’t seen a huge demand but we certainly offer it,” Jodi said.

“We offer an unpacking service if guests don’t want to unpack their suitcase and it probably hasn’t been taken up as much as we thought it would.

“In this post-Covid environment, people are a little bit weary of others touching their personal belongings but certainly what a wonderful experience to have your suitcase unpacked when you first arrive.”

Other signature experiences have already proven a hit with locals, like in-room hair and make-up artists, in-room personal trainers who will happily join guests for a jog around the Torrens, and the extremely popular personal mixologist who can ‘bring the party’ to rooms.

“They roll in their trolley and can create an exceptional

experience within the rooms particularly for groups that want that sort of fun, more private experience,” said Jodi.

“They can whip up a couple of espresso martinis or a few Negronis to kick start the evening, especially on the weekend and they’ve been extremely popular.

“I don’t know of any other hotels that are offering that service at the moment.”

Opulent without being ostentatious, Eos contrasts brushed gold with grey marble in and outside its 120 rooms, fashioned by world class interior designers Walter Brooke and Hecker Guthrie.

Some come resplendent with balconies overlooking the River Torrens and Adelaide Oval, others feature floor to ceiling windows. All but six boast stunning curved marble tubs by Apaiser.

“No expense was spared in terms of the quality of finishes,” Jodi said.

“We haven’t gone over the top, it’s quite a minimalist room in terms of the overall design but it just works and it’s impressive when people see these rooms.”

Neither was technology overlooked - Eos was highly commended in the Tech Hotel category at the recent HM Awards, to go with its win as best Luxury Hotel and Jodi’s own triumph as best general manager.

“

Opulent without being ostentatious , Eos contrasts brushed gold with grey marble in and outside its 120 rooms...”

“A hotel can be... stunning, you could spend millions on it but if the experience isn’t there, I guarantee the customers won’t continue to return.”

“ Service is something which Jodi refuses to compromise and which is also catching the attention of her industry peers.”

“We talk about focus on sustainability in all industries and I think gone are the days where you’d have lots of paper and promotions within the hotel and old school compendiums and things like that - we’ve gone fully digital so we’ve got in-room tablets which have all the information for the whole precinct.

“(Guests) can order in-room dining off the tablet.

“We also offer keyless entry so if they don’t want to check-in as a hotel guest they can do that through the app and then they can just use their phone to enter the room instead of using a key.

“I think there’s that which is quite impactful for hoteliers.”

The hotel spent close to $1 million adorning its spaces and rooms with pieces from 40 South Australian artists. While staff too are striking in their Liza Emanuele designer uniforms.

“She wanted to do something different and we allowed that so we’ve got beautiful cream coloured dresses for the women and powder blue suits for the men which really do stand out.”

Service is something which Jodi refuses to compromise and which is also catching the attention of her industry peers.

“It’s about the little things, the attention to detail.

“The hotel spent close to $1 million adorning its spaces and rooms with pieces from 40 South Australian artists

“We offer hair straighteners, not all hotels offer hair straighteners in room for women.

“We’ve got beautiful in-room amenities. We use Grown Alchemist which is one of the top-tier amenity ranges in Australia at the moment. We’ve got a fantastic pastry kitchen that just goes above and beyond in terms of its creativity.”

Sometimes that service is showcased with an experience neither guest nor staff had imagined or planned.

“A guest arrived recently stressed, overwhelmed, they’d come from interstate, they’d had a bad day, a bad run,

their car was quite dirty and they got out of their car and just wanted to get into their room.

“The concierge team obviously looked after them, took their bags, made sure they were settled in the room, made them some tea just to relax.

“And then what the concierge team also did was to get the car cleaned and fully detailed inside and out.

“The next morning (the guest was) leaving, and when they came down and saw their car was immaculately clean, they were just absolutely wowed and they couldn’t thank the team enough.

“They sent me an email thanking the whole team for

EOS BY SKYCITY INTERIOR DESIGN BY WALTER BROOKE & HECKER GUTHRIE

the overwhelming experience and said that they couldn’t have ever imagined our hotel could put things at ease for them.”

It’s the product of the hotel’s customer service “Eos Extraordinary” training programs that revolve around five key pillars including personalisation, distinctive service, unexpected experiences, indulgence and magnetism - the desire for house guests to resonate and be drawn toward staff.

“We look at personalised welcome amenities - we try to get as much information as why customers are staying with us, what they’re here for to really make sure that we’re tailoring their stay and giving them an opportunity to experience the rest of the precinct as much as possible.”

And while the experience enjoyed by guests allows them to indeed “Live, Extraordinary”, the hotel’s mantra, Eos delivers that experience with sincerity rather than exclusivity.

“It’s not about that 5-star stuffy, it’s more about warm, genuine service,” Jodi said.

“South Australians are naturally down to earth people and I think that’s the expectation that the service throughout South Australia is going to be warm and genuine, caring, empathetic so that’s what we’ve tailored our training program around.”

Delivering a memorable experience, Jodi says, should be the ambition of every hotelier striving for repeat customers and growing their business.

“I don’t know any hotelier who is not at least thinking about that needing to be a focus particularly postCovid. Everyone’s had it tough, everyone’s going through tougher times and it’s the experience that’s going to remain with people once they leave the hotel.”

“...the hotel’s customer service “Eos Extraordinary” training programs that revolve around five key pillars including personalisation, distinctive service, unexpected experiences, indulgence and magnetism...”

Photographed by Sam Noonan

Paid Family & Domestic Violence Leave Commences

The Fair Work Amendment (Paid Family and Domestic Violence Leave) Act 2022 (Cth) (‘the Act’) received Royal Assent on 9 November 2022. The Act which was introduced by the Albanese Federal Government amends the Fair Work Act 2009 (Cth) (‘FW Act’) to provide for 10 days of paid family and domestic violence leave.

The new family and domestic violence leave changes amend the existing family and domestic violence leave provisions contained

in the National Employment Standards (‘NES’) under the FW Act. In this article we outline the new paid family and domestic violence provisions under the FW Act and how they apply to employees.

WHAT ARE THE NEW PAID FAMILY AND DOMESTIC VIOLENCE LEAVE CHANGES?

The changes introduce a new minimum standard under the FW Act that enable all full-time, parttime and casual employees to be

able to access up to 10 days of paid family and domestic violence leave per 12 month period.

The 10 days of leave are available upfront each year on the employee’s work anniversary and it does not accumulate from year to year.

This new entitlement replaces the previous family and domestic violence leave entitlement of five days of unpaid family and domestic violence leave per 12 month period under the FW Act.

OWEN WEBB - AHA | SA WORKPLACE RELATIONS MANAGER

WHO DO THE NEW PAID FAMILY AND DOMESTIC VIOLENCE LEAVE PROVISIONS APPLY TO?

The new paid family and domestic violence leave provisions in the FW Act are a national minimum standard. Therefore they apply to all employees whose terms and conditions of employment are governed by the FW Act, including those employed under a Modern Award, an Enterprise Agreement or Award/Agreement free employees. For example the new paid family and domestic violence leave provisions apply to employees employed pursuant to the Hospitality Industry (General) Award 2020

If an employee is employed pursuant to an Enterprise Agreement and the Enterprise Agreement has less advantageous terms than the new family and domestic violence leave provisions under the NES in the FW Act, then the family and domestic violence leave provisions under the FW Act apply.

WHEN DOES THE NEW LEAVE ENTITLEMENT COMMENCE?

The new paid family and domestic violence leave entitlement commences from:

• 1 February 2023, for employees of non-small business employers;

• 1 August 2023, for employees of small business employers (A small business employer is defined under s 23 of the FW Act and includes a business that employs less than 15 employees on 1 February 2023).

For employees of small business employers, until the commencement date of the new leave entitlement in August, employees will still be able to access the 5 days of unpaid family and domestic violence leave.

The new paid family and domestic

violence leave entitlement renews every year on each employee’s work anniversary.

Example: Employee commences employment before the new paid leave entitlement comes in - Paul commenced his employment with a non-small business employer on 20 June 2019. From 1 February 2023 he will be entitled to access up to 10 days of paid family and domestic violence leave. The paid family and domestic violence leave balance will renew on his work anniversary on 20 June 2023 and then each work anniversary thereafter.

Example: Employee commences employment after the new paid leave entitlement comes in - Mary commenced her employment with a small business employer on 25 October 2023. From her commencement date of 25 October 2023 Mary will be entitled to access up to 10 days of paid family and domestic violence leave and her entitlement will renew on her work anniversary on 25 October each year.

TAKING PAID FAMILY AND DOMESTIC VIOLENCE LEAVE

An employee can take paid family and domestic violence leave if the employee is experiencing family and domestic violence and the employee needs to do something to deal with the impact of the family and domestic violence; and it is impractical for the employee to do that thing outside the employee’s ordinary hours of work.

Family and domestic violence

means violent, threatening or other abusive behaviour by an employee’s close relative, current

or former partner, or a member of the employee’s household that seeks to coerce or control the employee and causes the employee harm or to be fearful.

A close relative of the employee is a person who is a member of the employee’s immediate family or is related to the employee according to Aboriginal or Torres Strait Islander kinship rules.

Immediate family means a spouse, de facto partner, child, parent, grandparent, grandchild or sibling of the employee; or a child, parent, grandparent, grandchild or sibling of a spouse or de facto partner of the employee.

WHAT NOTICE AND EVIDENCE CAN AN EMPLOYER REQUIRE?

An employee needs to provide their employer with notice of the requirement to take paid family and domestic violence leave as soon as practicable (which may be a time after the leave has started) and must advise the employer of the period, or expected period, of the leave.

An employer can require that an employee provide them with evidence to demonstrate that they need to take the leave to deal with family and domestic violence. Such evidence would need to satisfy a reasonable person that the employee took the leave to deal with the impact of family and domestic violence.

Examples of the type of evidence that an employee could provide includes documentation

demonstrating:

• Arrangements being made for the relocation of the employee or a close relative

• Attending court hearings

• Accessing police services

• Attending counselling

• Attending appointments with medical, financial or legal professionals

PAYMENT FOR PAID FAMILY & DOMESTIC VIOLENCE LEAVE

An employee that takes family and domestic violence leave will need to be paid at their “full rate of pay”. The full rate of pay is defined under section 18 of the FW Act as the rate of pay payable to the employee, including incentive-based payments and bonuses, loadings, monetary allowances, overtime or penalty rates and any other separately identifiable amounts.

CASUAL EMPLOYEES

If a casual employee takes a period of family and domestic violence leave, the employer must pay the employee at the employee’s full rate of pay, worked out as if the employee had worked the hours in the period for which the employee was rostered. A casual employee is taken to have been rostered to work hours in a period if the employee has accepted an offer by the employer of work for those hours.

Astrid is a casual food and beverage attendant employed pursuant to the Hospitality Industry (General) Award 2020 who works on Thursday, Friday, Saturday and Sunday. Astrid tells her employer that she needs to take the week off to deal with the impact of family and domestic violence. Astrid was rostered to work 24 hours across the 4 days, with 6 hour shifts on each day. Astrid’s employer needs to pay her base rate plus 25% for her Thursday and Friday shift and then her base rate of pay plus applicable penalty rates for her Saturday shift (base rate plus 50%) and Sunday shift (base rate plus 75%). Astrid also needs to be paid any other loadings, allowances or other amounts that she would have been paid if she had worked her rostered hours. Astrid’s balance of paid family and domestic violence leave would reduce by 4 days until it renews on her annual work anniversary.

FULL TIME & PART TIME EMPLOYEES

If a full time or part time employee takes a period of family and domestic violence leave, the employer must pay the employee at the employee’s full rate of pay, worked out as if the employee had not taken the period of leave.

Jennifer is a full-time gaming attendant employed pursuant to the Hospitality Industry (General) Award 2020 who works 38 hours per week, Tuesday to Saturday. Jennifer tells her employer that she needs to take Thursday, Friday and Saturday (3 days) off work to deal with the impact of family and domestic violence. Jennifer was rostered to work 24 hours across those 3 days, with 8 hour shifts on each day.

Jennifer’s employer needs to pay her base rate for her Thursday and Friday shift and then her base rate of pay plus applicable penalty rate for her Saturday shift (base rate plus 25%). Jennifer also needs to be paid any other loadings, allowances or other amounts that she would have been paid if she had worked her rostered hours. Jennifer’s balance of paid family and domestic violence leave would reduce by 3 days until it renews on her annual work anniversary.

INTERACTION WITH OTHER PAID LEAVE

If the period during which an employee takes paid personal/ carer’s leave includes a period of paid family and domestic violence leave, the employee is taken not to be on paid personal/carer’s leave for the period of that paid family and domestic violence leave.

CONFIDENTIALITY

Employers must take steps to ensure information concerning any notice or evidence an employee has given in relation to family

and domestic violence is treated confidentially, as far as reasonably practicable to do so.

An employer must not, other than with the consent of the employee, use any such information for a purpose other than satisfying itself in relation to the employee’s entitlement to family and domestic violence leave.

An employer is not prevented however from dealing with information provided by an employee if doing so is required by an Australian law or is necessary to protect the life, health or safety of the employee or another person.

PAY SLIPS

From 1 February 2023, employers are prohibited from including information on pay slips that shows:

• a payment for paid family and domestic violence leave

• a period of leave taken by an employee as paid family and domestic violence leave

• an employee’s paid family and domestic violence leave balance.

Employer’s will need to record an employee’s paid family and domestic violence leave in other ways such as ‘leave–other’.

IMPLICATION FOR EMPLOYERS

Employers need to ensure that they undertake the following, if not already:

• Update policies and procedures to reflect the new paid leave provisions and ensure that procedures are clear on how an employee can access such leave and any evidence required by the employer.

• Ensure that payroll systems are updated to provide for paid family and domestic violence leave.

• Ensure that employees are aware of their ability to access such leave arrangements and that the employer can provide support to any team members suffering from family and domestic violence.

AHA|SA Podcasts

HAVE YOU LISTENED TO THE AHA | SA OUR SHOUT PODCAST SERIES?

In the latest episode, AHA|SA CEO Ian Horne sits down for a bumper interview with SA’s Minister for Tourism, Zoe Bettison. Together they discuss everything from postCOVID-19 challenges, tourism in the regions, and upcoming events and opportunities for the hospitality industry. Scotty Vaughan also heads to Edithburgh to have a chat with Terry Austen of the Troubridge Hotel about his journey in the hotel industry.

Get set for 2023 and tune in!

LISTEN ON

Did you miss last month’s Hotel SA stories on...

• AHA NATIONAL AWARD WINNERS

• BEST HOTEL AWARD

WINNERS : THE LOXTON HOTEL & THE STIRLING HOTEL

• PRESIDENT’S LUNCH RECAP

ACCOUNTANCY SERVICES

Bentleys SA 8372 7900

Perks Accountants & Wealth Advisers

08 8273 9300

Winnall & Co. 8379 3159

CLEANING & HYGIENE SUPPLIES

Bunnings

9111

Pernod Ricard Australia 8208 2400

Samuel Smith & Son 8112 4200

Treasury Wine Estates 8301 5400

BOOKKEEPING

Perks Accountants & Wealth Advisers

08 8273 9300

Winnall & Co. 8379 3159

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

HOTEL MARKETING

Digital Marketing AOK 1300 658 543

INFORMATION SYSTEMS/SITE PREP

Max Systems 8275 9700

INSURANCE

Aon Risk Solutions 8301 1111

I.T. PRODUCTS & SERVICES

Boylen 8233 9433

KITCHEN & BAR EQUIPMENT

Bunnings Group 0435 630 660

Stoddart Food Service Equipment 0468 923 320

LEGAL SERVICES

Eckermann Lawyers 8235 3990

Ryan & Durey Solicitors 0421 595 815

Wallmans Lawyers 8235 3000

MEDIA

Boylen 8233 9433

FIVEaa 8419 1395

Foxtel 1300 138 898

Solstice Media 8224 1600

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Migration Solutions 8210 9800

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1800 ON HOLD 8125 9370

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Perks Accountants & Wealth Advisers

08 8273 9300

Tanda 1300 859 117

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POS SYSTEMS

Bepoz 1300 023 769

Bluize 1300 557 587

H&L Australia Pty Ltd 1800 778 340

PROPERTY VALUATIONS

Knight Frank Valuations & Advisory 8233 5222

RETAIL LIQUOR MARKETING

Liquor Marketing Group 8416 7575

SIGNAGE & PROMOTIONAL ITEMS

The Banner Crew 8240 0242

SPORTS & ENTERTAINMENT MEDIA

Foxtel 1300 790 182

STAFF TRAINING & RECRUITMENT

Adelaide Institute of Hospitality 8338 1492

Maxima 8340 7766

Perks Accountants & Wealth Advisers

08 8273 9300

St John 1300 360 455

SUPERANNUATION

HostPlus 0418 327 607

WEBSITES

340

Boylen 8233 9433

GAMING CARE

GAMING CARE works with all South Australian Hotels with gaming machines to reduce the harm caused by problem gambling.

 Providing the hotel industry with 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.

 Minimising the harm caused by problem gambling behaviour by fostering a compliant and proactive industry that works with regulators, gambling help services and gaming patrons to minimise harm caused by gambling.

 Assisting licensees and hotel staff with their compliance obligations, and supporting venue staff through education and training regarding the recognition of problem gambling indicators and assisting in accurately documenting patron behaviour.

 Providing licensees and hotel staff with the confidence and skills required to engage directly with patrons who are showing indicators of potential problem gambling, enabling them to intervene early and refer the patron to a gambling help service, or other support options if required.

Contact your local Gaming Care Officer, or our Office, for information on how Gaming Care can assist your venue.

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.

CORPORATE PARTNERS 2022/23

Ainsworth Game Technology

Australian Liquor Marketers

BankSA

Big Screen Video

Bluize

Boylen

Bunnings Group

Campari Group

Digital Marketing AOK

Foxtel

IGT

131 733

pfdfoods.com.au

Konami Australia Pty Ltd

Liquor Marketing Group

Novatech Creative Event Technology

Oatley Fine Wine Merchants

Options Craft Liquor Merchants

Independant Gaming Analysis

1800 ON HOLD

A Cleaner World (ACW)

Adelaide Institute of Hospitality

Banktech

Bentleys Accountants

Bepoz

BK Electronics

BOC Limited

Cashzone

Class A Energy Solutions

CompNow

Concept Collections

Eckermann Lawyers

Empire Liquor

GBay/Aruze Gaming

Knight Frank Valuations & Advisory SA

Langfords Hotel Brokers

Maxima Training Group

McGees Property Hotel Brokers

Mighty Craft

Migration Solutions

Next Payments

Perks Accountants & Wealth Advisers

SCS Group

Solstice Media

Ryan & Co. Solicitors

Samuel Smith & Son

Scientific Games

Stoddart Food Equipment

Tanda

Statewide Gaming

St John

Studio Nine Architects

Supagas

The Banner Crew

Trans Tasman Energy Group

Wallmans Lawyers

Winnall & Co

Ballers Clubhouse Adelaide (formerly Legends Sports Bar)

NEW AHA|SA MEMBERS

Traveller’s Rest Hotel

OFFICE HOLDERS

CONTACT

OFFICE

Level 4, 60 Hindmarsh

Square, Adelaide SA 5000

POSTAL

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

W www.ahasa.asn.au

EXEC. COUNCIL

DAVID BASHEER

President

MATTHEW BINNS

Vice President

ANDREW BULLOCK

Deputy Vice President

SAM M c INNES

Secretary Treasurer

LUKE DONALDSON

Executive Council

MATTHEW BRIEN Executive Council

MATT ROGERS Executive Council

COUNCIL ADMINISTRATION

BRAD BARREAU

SIMONE DOUGLAS

TREVOR EVANS

JASON FAHEY

TRENT FAHEY

COREY FARMER

ELISE FASSINA

JAMES FRANZON

TONY FRANZON

JOHN GIANNITTO

TOM HANNAH

ANNA HURLEY

PETER JOHNSON

JASON KELLY

ANDREW KEMP

GUY MATTHEWS

KAREN MILESI

ANDREW PLUSH

DARREN STEELE

IAN HORNE

General Manager

ANNA MOELLER

Deputy General Manager

ALISA WENZEL

Finance Controller

OWEN WEBB

Workplace Relations

GARY COPPOLA

Legal and Advocacy

SCOTT VAUGHAN

Membership & Business Services

KATHERINE TAYLOR Communications and TAA (SA)

LUCY RANDALL

Events & Partnerships

DIDIER VOLLERIN

Liquor & Gaming

LIZ TURLEY Training Coordinator

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.

tboylen@boylen.com.au

Bridgewater Mill

Thevenard Hotel

Traveller’s Rest Hotel