ClubsACTion Magazine May 2020

ClubsACT CLUBSACTION | MAY 2020

ClubsACT

HOSPITALITY NEEDS ROADMAP P. 5

PREPARING FOR A NEW WORLD P. 8

TAKING TIME OUT WITH OUR CEO’S P. 9

ClubsACT • CLUBSACT.COM.AU • (02) 6273 4694 • INFO@CLUBSACT.COM.AU

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ClubsACT CLUBSACTION MAY 2020

ClubsACT CLUBSACTION MAY 2020

ClubsACT

CONTENTS From the President

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From the CEO

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Accessing Super Before You Retire

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A message from the Gambling and Racing Commission Chair

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Preparing for a new world

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Taking time out with our CEO’s

Ian Mackay, CEO, Canberra Southern Cross Club

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Jeremy Wilcox, Secretary Manager, The RUC at Turner Bowls

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Paul Berger, General Manager, Harmonie German Club

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Anthony Hill, CEO, Vikings Group

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No Biggie - The local movement that kept the industry moving

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Looking out for your most valuable asset during the shut down

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Eden Road Wines, Joins the Oatley Fine Wine Merchants Portfolio

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Corporate Partner Listing

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ClubsACT CLUBSACTION MAY 2020

From the President

The steps we take now will create the pathway for a more vibrant and progressive Club Industry.

Despite the amount of disruption and uncertainty all around us, as fundamentally nearly every aspect of our lives has changed, our focus has not wavered. This focus is the long term sustainability of our Club Industry.

Our Clubs have strong leaders who are resilient and

The recovery journey ahead of us may take months

adaptable in the toughest of situations. By shifting

or even years. The steps we take now will create

thoughts and behaviours about the issues that

the pathway for a more vibrant and progressive

currently impact our businesses; they are meeting the

Club Industry. As communication and information

challenges of COVID-19 restrictions. They are already

dissemination are critical in a rapidly changing

planning for the best way back as the Industry

environment, I encourage each of you, along with

demonstrates that we are fast, agile and responsive

your management, staff and members, to always

to member and community needs.

keep in touch.

Our leaders are also using this time to review and critically assess existing strategy and business plans.

As behaviour is rapidly changing around us, now is the time to adapt and really think outside the square

Kim Marshall President- ClubsACT

for new innovative approaches to business operations and emerging opportunities and challenges that face the Club Industry.

Help us to reopen, please download the COVIDSafe app today.

Visit health.gov.au

Download the COVIDSafe app

ClubsACT CLUBSACTION MAY 2020

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From the CEO Since we last touched base, a lot has happened and there is now some light at the end of the tunnel.

Thanks to the commitment of the Canberra community, including our clubs, stepping up and doing the right thing over many weeks, the ACT has not recorded a new case of COVID for 16 days. That is a huge accomplishment, matched in Australia only by the Northern Territory.

ClubsACT has also been working hard to get our clubs back up and running.

I personally appeared before a committee related to COVID-19 to discuss the impacts on clubs and to suggest a way forward. I have also provided a draft plan for clubs to the ACT Government, its officials, the United Workers Union and the ACT Chief Health Officer. The purpose of this document was to start a discussion about how we might open up our clubs, and what we are able to do to reassure our communities.

On Monday, we also called on the ACT Government to keep pace with other jurisdictions and urgently provide local clubs, and hospitality more broadly, with guidance on next steps towards business as usual.

In fact, we asked for a roadmap to be provided to the hospitality sector with the next steps. The following day the Chief Minster, Andrew Barr announced that roadmap and that we would move to the stage 2 easing of restrictions on 30 May. We congratulate the ACT Government for this step, but there is more work to do.

Most clubs have buildings of significant square meterage, designed to seat hundreds of customers. Typically most clubs are over 2000 sqm, and others like the Vikings Club Erindale or the Southern Cross Club Woden are over 5000 sqm. We can do physical distancing.

A limit of 10 or 20 patrons per venue will not help our clubs return to profitability or get staff back to paid employment.

Most of our clubs will remain closed until we can get back to, as a minimum, 100 patrons in our venues. An email from the Hellenic Club to its members, explained they have three family owned and operated businesses within their walls and because they are located inside the club, they can presently only share ten patrons. They are effectively penalised for being inside a club, where if they were in the shopping centre nearby they would be treated differently.

In putting our argument forward, I do want to assure you that we are saying we will be vigilant in monitoring and enforcing whatever rules are put in place – in fact, some clubs have

already taken those steps. We want to get this right.

We are also mindful that there remain substantial numbers of workers mixing in offices, tradespeople working in residents’ homes, thousands of people visiting supermarkets and retailers, including big box retailers, all of whom still remain open. Our clubs are ready for the same.

Things are also moving at a different pace in other jurisdictions. If you haven’t been keeping up with this, Victoria has a plan in place to allow 20 patrons per enclosed space by 1 June. From Friday this week, South Australia will be able to seat 20 patrons in restaurants and cafes - 10 inside and 10 outside. Western Australia is already allowing up to 20 patrons per venue, and clubs in the Northern Territory no longer have mandated customer numbers.

The reason why the states vary so much is because the 3 step framework announced by the Federal Government was presented to the States to deploy based on their prevailing circumstances. Despite some other states having not yet reached the public health outcomes achieved in the ACT, consideration for large venues to utilise their separate areas is yet to materialise.

Alistair Coe, the Leader of the Canberra Liberals, has made the case for this publicly, calling for a nuanced approach to larger venues like restaurants, clubs and hotels with varying operation capacity. Using an example of restaurants with multiple dining areas which “…could reasonably and safely serve more than 10 patrons across separate dining rooms.”

We agree.

We urge the ACT Government, to consider this as an option, particularly with venues that have large spaces. We favour clubs reopening with up to 100 patrons, with strict physical distancing, hygiene and tracing rules in place. People in hospitality want to be back at work and doing what they love – serving customers. Clubs want to get back to serving their communities.

We will be ready, when the ACT Government gives us the go ahead.

If you want to have your say, you can always email your local members. https://www.parliament.act.gov.au/members/members-ofthe-assembly Gwyn Rees | CEO - ClubsACT

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ClubsACT CLUBSACTION MAY 2020

ACCESSING SUPER BEFORE YOU RETIRE

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I MPORTANT THINGS TO CONSIDER BEFORE DRAWING DOWN EARLY .

By now you would be aware of the government’s new temporary compassionate grounds for the early release of superannuation. So, what are the implications of accessing your super early and what do you need to consider?

A QUICK RECAP

OTHER IMPLICATIONS

BEWARE OF SCAMS

The Federal Government’s Early access to superannuation, states that eligible individuals will be able to apply online through myGov to access up to $10,000 of their superannuation before 1 July 2020 and up to a further $10,000 from 1 July 2020.

Low account balances

Be cautious about any emails or calls you receive regarding early access to your super. Once early access to super becomes available, you will be able to apply through myGov directly. You shouldn't need a third party to assist with this and there is no fee to apply.

This is a great boost to your finances if you or your staff are unemployed and experiencing financial hardship due to the coronavirus. But super is a longterm investment strategy, so what are the implications of accessing it years before you are due to retire?

A NOTE OF CAUTION Withdrawing money from your super after a major fall in investment markets can effectively ‘lock in’ the loss. It’s like selling your house while property prices are depressed – unless you really had to, you wouldn’t. We strongly recommend that you seek professional advice before accessing super savings earlier than at your retirement or changing investment options during periods of extreme volatility.

It may have a significant impact on your ability to retire on your own terms.

Be aware of the Government’s minimum account balance requirements if you decide to access funds from your super account. If your balance falls below $6,000 and you have not had an amount credited to your account for 16 months, you could have your account balance transferred to the ATO as part of laws to protect super balances from erosion by fees. If this occurs, they will attempt to transfer your money to your active super account.

Opt-in for Insurance cover If your account has not received an amount for 16 months, you could lose any insurance you have unless you opt-in to continue to hold insurance. Contact your super provider for more information.

MANAGING DEBT

NEED MORE INFORMATION? For more details, contact us or your local Member Services Manager.

Club Plus Super will provide regular updates on how we are responding to COVID-19 on our website or follow us on LinkedIn or Facebook.

USEFUL LINKS: ATO’s early release of super Early access to superannuation

During these tough times many financial institutions are being flexible on their customers’ commitments. We recommend that you contact any institutions you owe money to and talk to them about any hardship programs they have in place.

Disclaimer: Any general information in the article does not take into account your specific objectives, financial situation or needs. Issued by Club Plus Superannuation Pty Limited - ABN 26 003 217 990, RSE License Number: L0000529, AFSL Number: 245362, the trustee of the Club Plus Superannuation Scheme ABN 95 275 115 088.

ClubsACT CLUBSACTION MAY 2020

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A message from the Gambling and Racing Commission Chair

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s part of measures to contain the spread of Covid-19, the Australian Government announced the closure of a wide range of businesses, including all clubs and gambling venues, effective from 23 March 2020. As the ACT’s gambling regulator, the Commission recognises the substantial and ongoing impact this has for venues and their staff.

To assist with offsetting these impacts, the Chief Minister has announced a range of measures aimed at providing financial support for clubs and the casino. The Commission and our team at Access Canberra are committed to streamlining the implementation of these initiatives and working with venues and staff as restrictions and regulation evolves.

The Commission also recognises that the closure of clubs has diverse and far reaching impacts for patrons and families.

The ACT Government support specifically for Clubs includes:     

A waiver/refund of gaming machine tax liabilities for clubs for March 2020 gaming activity (for clubs that pay tax monthly) or gaming activity in the first quarter of 2020 (for clubs that pay tax quarterly).

Mandatory payments to the Industry Diversification Fund will be frozen for twelve months from 23 March 2020.

A total of $3.3m is available in the Diversification and Sustainability Fund for distribution to clubs – to keep staff employed.

Access to a payment of $15,000 per authorisation if licensees voluntarily surrender gaming machine authorisations.

Providing clubs with a rebate on fixed water and sewerage charges on their Icon Water bills for the next two quarters.

As plans and preparations are made for venues to re-open, it is a good time for harm prevention and reduction processes to be reviewed, to ensure you are meeting your duty of care. It’s important to make sure patrons are aware of the support that is available so they can seek help if they feel they need to.

The Commission looks forward to working with clubs as restrictions ease, to facilitate a vibrant club culture that is founded on care for the community and the patrons of our community clubs.

Paul Baxter Chairperson, ACT Gambling and Racing Commission ACT’s Business Liaison Line: For information about support available through the ACT Economic Survival Package. Ph (02) 6205 0900.

Canberra Business Advice and Support Service: Small businesses can receive up to four hours of fully subsidised, tailored advice and access online business development resources. Ph (02) 6297 3121.

Small Clubs Liaison: Small to medium sized clubs (with a gross gaming machine revenue of four million dollars or less) can access the liaison function for support in dealings with the ACT Government, particularly regarding regulatory or administrative issues: Smallclubsliaison@act.gov.au or (02) 6207 4727 ACT Gambling Counselling & Support Service: 1800 858 858 Gamblinghelponline.org.au

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ClubsACT CLUBSACTION MAY 2020

Sponsored Content

PREPARING FOR A NEW WORLD JOHN TULLY - DIRECTOR – TULLY HEARD

At this stage and with no certainty, NSW’s COVID-19 enforcements laws are potentially set to expire in June 2020. Irrespective of the final date, the economic impact of this pandemic will be felt well beyond this period and recovery will be slow. Clubs will more than likely not regain pre COVID – 19 revenues for some time.

Competition will intensify and discretionary spending among members will become even more discerning.

WHAT DO WE KNOW?

however it starts with acceptance that the world will be different, understanding the potential changes and

Customer behaviour and spending habits are set to

forming reasonable assumptions to adapt the business

change. People will have less money and will expect

model accordingly. To do this, a club needs to ask itself

far greater slue when visiting venues. Hygiene and

several key questions:

safety processes, supply chain information and venue presentation will become fundamental to reestablishing confidence among your membership base. New consumption habits within an in-home environment will have been formed and online entertainment options would have been exposed to a wider audience at an increased frequency level.

The government is likely to set new and permanent health and safety regulations that will impact venue revenues (particularly early on) and expenses.

Management will need to perform a comprehensive review of a clubs operational process and modify existing management plans, venue design, layout and cost implications.

> What are our core competencies that will continue to drive the business and deliver on the club’s vision?

> Who is our key market, why would they return (versus a competitor) and how best do we engage with them?

> To what level do our customers return and within what time frame?

> What is our financial capacity to relaunch our venue in a relevant and profitable manner?

> What is our cash flow position following government

incentives, bank, supplier and tax deferrals and then relaunching the business with a softer trading outlook?

> If finance is required, on what basis would consideration be given?

Competitively, the market will more than likely contract in both size and number of hospitality venues

The alternative to above would be to do nothing –

(including NSW registered clubs). Competitive activity

rather than re-opening the doors once the restrictions

will increase as venues strive to regain pre COVID-19

are lifted. Given the magnitude of the COVID-19

market share levels. Once the lock-down restrictions

disruption and its impact on both the economy and

are lifted, the relaunch period will be concentrated as

the human psyche, we can’t see how any board could

we all get back to business, however consumer uptake

realistically accept such an approach.

will more than likely be slower.

The new world is upon us and now is the time to reset, WHAT DO WE DO NOW TO PREPARE? Now is the time for your board and management to maintain resolve and reset the business for growth.

With so many unknowns, this is a difficult task,

review and relaunch a business that effectively and profitably caters to this changed environment.

ClubsACT CLUBSACTION MAY 2020

Taking time out with our CEO’s One thing this virus has taught us is: to take inspiration from our leaders ClubsACT takes this opportunity to share stories and experience from our leaders in the Club Industry during this very challenging time.

First up is Ian Mackay, CEO, Canberra Southern Cross Club Group.

Describe your career in the club industry.

My first role in the Club industry was with The Canberra Southern Cross Club, and come July it’s been six exciting years since I joined! Before joining the Club I worked in various roles in the racing industry including Tabcorp, Racing NSW, The Australian Turf Club and the Sydney Turf Club. Before all that I worked for big organisations particularly Mobil Oil and The Coca-Cola Company.

The best memories of all my roles has been the people. I’ve been lucky to get to travel to some amazing places with work as I ran the Pacific Islands for Coke and then for Racing NSW I started a racing series called The Championships and got to travel to Japan to try and ‘’recruit” their horses to come to Australia for The Championships. One of my best memories was recruiting two horses to come to Australia for the first ever Championships series and both won big Group 1 races. An Irish horse called Gordon Lord Byron won the Ryder Stakes and the Japanese mare Hana’s Goal won the All Aged Stakes.

I’ve worked with and for some inspiring people along the way but two perhaps stand out most. Robert Nason ran the betting or wagering division of Tabcorp and he is the smartest person I’ve ever worked for. He didn’t suffer fools and was able to cut through what he used to describe the ‘swirl’ of so many things going on at once to find the best path to achieve outcomes.

The other is Peter V’Landys who I worked for at Racing NSW. More people may know who Peter is. He is tough as nails but also kind and loyal, and when goes after something is an unstoppable force to be reckoned with.

As with everyone no matter what role they do I’ve faced lots of challenges through my work career but none bigger than what we are going through now. I’d rank the 3-4 weeks of mid-March to mid-April as the most challenging I’ve faced in my career. But using my past experiences, and helped enormously by a fabulous team here at the Club, I think we’ve been able to navigate it pretty well thus far.

Ian Mackay in 2014 with Morgan Cahalan the Irish owner of Gordon Lord Byron immediately afternoon his horse just won the $1million George Ryder Stakes at Rosehill

What is the most valuable lesson you have learned in your career?

That no challenge is insurmountable. I do get frustrated when people tell me why something can’t be done. I learned off the leaders I admired that you can cut through to how something can be done and then have a relentless determination to achieve it. That’s not always popular and you do have to accept you’ll have failures along the way – but I’ve always tried to live to the adage of “a person who’s never made a mistake has never made anything at all’’.

So I encourage my team to “have a crack” and through that our team has delivered really good outcomes like Snapper on the Lake, our Community Rewards Program and more recently a really thriving little home delivery service whilst we’ve been closed.

Another key lesson I learned (from a manager I really disliked) was that “what gets measured gets managed’’. So I am fastidious about measuring trying to measure the success of programs and products we launch – it help’s you stop doing the bad ones and keep doing and improving the good ones. It’s the best way to learn from the mistakes we all make from time to time.

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ClubsACT CLUBSACTION MAY 2020

COVID-19 has been incredibly challenging. Describe the process the club has undergone and how are you keeping yourself and others positive?

Our team worked incredibly hard to keep pace with the fluid situation from march onwards. From the shutdown on March 23rd we’ve been in ‘semi hibernation’. We have around 300 staff on job keeper and another 34 on a program we’ve launched at the Club called Job Saver. This program is aimed at our international visa workers who play vital roles at our Venues, often in our kitchens. The Job Saver program also has some staff who for other reasons aren’t eligible for Job keeper but are toughing it out. It’s been really fabulous that we’ve been able to help them.

We’ve kept ourselves busy through the launch of our home delivery and takeaway services at all venues. We already offered Uber Eats and Menu log so the transition to our own service was very smooth – helped by a team of people who wanted to make it happen. We’re staying engaged with our staff through a social platform called Jostle which helps us spread news on everything ranging from Job Keeper updates to new policies on hygiene and social stuff too – Anurag our General Manager pudding even posted a recipe for warm soft centred chocolate pudding for everyone to make at home!

We’ve also done some things to stay engaged with our teams such as providing free take away lunches every day to anyone who needs a good feed and providing free flu shots to our team. We’ve got most of our managers still actively involved with our venue teams 3 days per week and I try to post a video update on Jostle every week with an update of where we’re at.

What has been the most common type of feedback received during this uncertain time?

The feedback has been amazing. I have no doubt the community we live in has become tighter through the last month and I do hope it’s going to be a constant reminder to us all of what’s really important. There’s some really nice feedback we have received and a couple that I’ve really cherished have been: From a member Lyn - “Thank you staff and Chefs at the Tuggeranong Club for another beautiful dinner tonight. Home delivered hot and tasty. You are doing wonderful work that means we don't miss the food available on the take away menu we only miss the atmosphere and the friendly staff.”

From a staff member Nahid on learning she would get payment and work under the Club’s Job saver program “I would like to thank you and the Board from the bottom of my heart in lending a helping hand in this time of need.

Thank you so much! I am very blessed to be working with an amazing organisation that not only accepts its employees as family but treats us with the same level of care and love. I am happy to work any shift that is required. This will give me a mental boost as well, because I love coming into work and working with a great bunch of people. They have all become my family in the short time I have been with the club. I cannot wait for the day that things go back to normal and I am able to come back to work and meet my family.”

When you get feedback like this it’s a real fillip and helps ensure you stay positive. Ian Mackay, CEO, CSCC What are you looking forward to most once this is over?

Seeing all our team again. Under normal operations we have around 600 staff and hopefully understandably I don’t know everyone by name. But when we get back I’ve realised I need to work harder at getting to know personally as many of our staff as I can. Every single one of our team has hopes and dreams that have been damaged by the Coronavirus shutdown. I want to try and ensure we get each and every one of our team back on their personal path to reach their goals as soon as we are able.

On a personal note I am looking forward to not trying to be a home school teacher. I have a new found massive respect for our primary school teachers!

Anything else, you want to add?

We have been so fortunate to be in Canberra during this time. When you see the horror of other major cities in the world we have escaped (fingers crossed) the worst of it. I do hope it is a wake up call that continued urban densification has it’s downsides and should not be a strategy our town should gallop along pursuing unabated. There are risks of replacing green space with high rise and this pandemic is a stark reminder of that.

ClubsACT CLUBSACTION MAY 2020

Describe your career in the club industry.

My entry into the industry was by pure chance. I was at Uni rugby training one night (off season touch or something) and the President of the RUC approached me during the warm up and asked “if I knew how to cook?”. I said yes, and he then asked me if I would take over the catering of the RUC for a week while the board found another contractor. Apparently the previous chef had spat the dummy, kicked a hole in the kitchen wall, and stormed out never to be seen again. I had never heard of the RUC but it sounded like an interesting challenge for not very interested economics student!

I called a couple of mates including my brother who had just sold his restaurant in Sydney. I had no idea what the week before Christmas meant in hospitality but I was about to find out. On Saturday we put together a menu, on Sunday we went to the Fyshwick Markets to buy all the food for the week, on Monday morning we worked out who would cook, who would do the till and who would run the meals, and at 12 midday – WE OPENED.

Jeremy Wilcox – Secretary Manager, The RUC @ Turner Bowls

The word had got around Barton that the club had a new caterer – what? A new caterer? I was a mug punter who was studying at Uni, could cook a bit and owned a waste business! 70 people turned up for lunch between 12 and 1.15pm and we were out of control. We went through all our supplies for the week and after service we were off to the markets again!

Repeat for Tuesday with 80 covers, Wednesday with 100, Thursday with something similar and then Friday (the Friday before Christmas) we did 150 lunches!!

To say it was chaotic was an understatement.

One of my mates sliced off the top of his finger trying to cut tomatoes, my brother decided to take on the Gordon Ramsay approach to kitchen communication, I was trying to argue that a schnitty could have both chips and mash (why the bloody hell not!?), and all in all it was a thoroughly enjoyable week. And there was a bit of money in the bank at the end of the week too. The RUC then shut for a month over Christmas and I decided that a reasonable career might be forged in hospitality.

The President of the RUC approached me during the warm up and asked “if I knew how to cook?”

I said yes.

Jeremy Wilcox – Secretary Manager, The RUC

What is the most valuable lesson you have learned in your career?

If something isn’t working, stop it and try something else. Proper research should eliminate most errors.

COVID-19 has been incredibly challenging. Describe the process the club has undergone and how are you keeping yourself and others positive?

The closing process took us the best part of two weeks, it wasn’t straightforward. Everyone is in the same boat with staff layoffs, interpreting stimulus packages and working out what the future might look like.

We have found it important to keep up communication with our members during the forced shutdown so we have been doing a Remote RUC concept including virtual meat raffles, live music, DJ and Trivia. We have not gone down the path of takeaway food and beverages as our assessment of that market is that it is already very crowded.

Sometimes its more expensive to be a little bit open than fully closed.

What has been the most common type of feedback received during this uncertain time?

Sympathy and support for the RUC and it’s team members has been overwhelming. We have also been getting a lot of positive social media commentary as we moved our regular events online.

What are you looking forward to most once this is over?

Better communication with government. We’ve actually had some incredible conversations with government departments and staffers over that last month. It’s amazing what can happen when you pick up the phone and have a rational, informed discussion. I hope it continues.

Anything else, you want to add?

All the best to all Club Managers, Boards and Staff! This is a great industry and deserves a quick and prosperous reopening.

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ClubsACT CLUBSACTION MAY 2020

Describe your career in the club industry.

I, like many people found my way into hospitality as a second job. I started in a little tavern working for a multi-venue operator, he gave me an opportunity to do the role full time and I never looked back. After running a couple of Canberra Bars and Taverns in the city I applied for a supervisor’s position at the Vikings new Club in Lanyon in 1995. I spent 5 great years with the Vikings before leaving the Erindale Club as a senior Duty Manager and making my way to the Canberra Southern Cross Club. The CSCC gave me my first opportunity as a venue manager.

The Yamba Sports Club in Phillip was home for two years. My induction as a venue manager was a fantastic experience. The food and beverage training that I received gave me a real passion for the industry. Looking back, my experience there was like an apprenticeship into the industry. I was fortunate enough to be tutored by some excellent people in that Club group.

Paul Berger, General Manager, Harmonie German Club

Through my industry contacts I was offered a position at the Canberra Labor Club in Belconnen as the Venue Manager, also another great experience. Working with some really good people, I enjoyed being part of a focused team, it was satisfying to be a part of the club, at the time it was growing into an industry powerhouse. However, there was a part of me that was not being satisfied. My passion for food was not being met and I was determined to scratch that itch.

I left the Labor Club in 2004 to take on a mixed business with my wife - A Tavern, Bottle shop, Bistro and Mini-mart.

For the next 13 years I was in Clubland hiatus, I tried my hand at a couple of restaurants, did a little bit of Club Catering and enjoyed life as a small business operator and family man.

In 2016 I closed down the business and applied for the General Manager’s position at the Harmonie German Club in Narrabundah. With this position came the opportunity to take on the catering contract at Knuckles German Restaurant. This has been my greatest and most rewarding challenge. Both the Club and the Restaurant had been through some very tough times and were in desperate need of attention and sound management. Leading the team at the Harmonie German Club to successfully bring the Club back from the brink has been undoubtedly my most rewarding industry experience.

When I look back over my career I am privileged to have worked with some very good people. The industry is full of fantastic dedicated people, many of those in general food and beverage and front line gaming positions, I have worked with countless Duty Managers and section managers, and had the privilege to work under some excellent COE’s and Operations Managers. Over the years and learned something from them all of the people I have worked with, I am still learning from my staff today. If I had to choose the four most influential people I have had the pleasure to work with, I would settle on; Peter Webb (deceased) CEO – Vikings, A fantastic leader of people Peter Head – CEO – CSCC, A true visionary of the Club industry Marinos Haridemos – Mentor General Business Oliver Buecher – Chef and mentor in the culinary business.

Leading the team at the Harmonie German Club to successfully bring the Club back from the brink has been undoubtedly my most rewarding industry experience.

Paul Berger, General Manager, HGC

What is the most valuable lesson you have learned in your career?

Integrity is something that cannot be underestimated and cannot be returned once lost. Your character is your CV. This industry thrives on honest, hardworking people. I learned very early in my hospitality career, fortunately from the mistakes of others that if you lose your integrity you lose all future opportunities. Your reputation will not make you, but certainly has the ability to break you.

This industry thrives on honest, hardworking people.

Paul Berger, General Manager, HGC

ClubsACT CLUBSACTION MAY 2020

COVID-19 has been incredibly challenging. Describe the process the club has undergone and how are you keeping yourself and others positive?

The federal government shut down hit the HGC very hard. We have 35 staff combined in the Club and Restaurant that were all affected with stand downs. I personally was in isolation when the announcement was made; it was an extremely difficult time. As usual with the government announcements, the bureaucratic details take a little while to catch up. Logistically it was exhausting keeping up with the tsunami of information and trying to decipher the facts from the innuendo.

Closing the Club from the confines of isolation could not have been possible without my fantastic small team of permanent staff. Working through checklists, zooming daily, we had the place wound up in only a few days.

It was heartbreaking for me to stand down my staff. We are a tight bunch. At the time of the stand down there was no relief in sight. The anguish and mental wellbeing of all of the staff was the number one priority, underpinned by the overwhelming reality that the Club might not survive the shutdown. This was easily the most difficult two weeks I have ever experienced in my career.

The announcement of Job Keepers allowance really was the life raft we needed. It gave me an opportunity to re-engage most of my staff and start planning for some member engagement and club activity. Unfortunately there were a number of staff members that were not eligible and were guided to the Social Security system; we remain in constant contact with them to ensure their wellbeing.

As a team we are working through this. We are all optimistic that we will be returning to normal business sooner rather than later, this belief is keeping everyone positive.

The anguish and mental wellbeing of all of the staff was the number one priority, underpinned by the overwhelming reality that the Club might not survive the shutdown.

This was easily the most difficult two weeks I have ever experienced in my career.

Paul Berger, General Manager, HGC

What has been the most common type of feedback received during this uncertain time?

The board have been amazingly supportive and encouraging during these times, I would like to make a point of thanking the Harmonie German Club Board for their support.

My Staff including my CFO and Section Managers have really made this experience a pleasure to work through. Its times like these you really see the best in people. I have an awesome team at the Club and my Family and staff in the Restaurant have also been excellent and extremely supportive.

It would be difficult to ask for a more committed and understanding group of people. The Club staff particularly the guys that have been stood down and are not entitled to the JKA have been extremely understanding and selflessly empathetic, we really are surrounded by great people here at the Club.

What are you looking forward to most once this is over?

We really need to get back to business. I am looking forward to seeing the Club buzzing, with happy, satisfied members and working with my team to maintain our excellent service and unique products.

Anything else, you want to add?

The Harmonie German Club has been on a fantastic trajectory for four years now. The HGC is really the phoenix of the industry. Our hope is that this pandemic does not knock the club around too much.

We are all anticipating things will not be the same when we re-open, there will be many new restrictions and limitations to the way we operate. My hope is that we can maintain a business model that will ensure we can remain relevant on the Club landscape and can continue to grow and service the community in the way we have proudly done in recent times.

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ClubsACT CLUBSACTION MAY 2020

Describe your career in the club industry.

I have 18 years in the Club industry and 28 years in the broader

hospitality industry. Be it a hotel pub or club, the basic principles are the same, stay relevant, whatever you do, do it well and ensure you put people first.

My career has been more about experiences than accomplishments.

I’ve been lucky enough to experience the highs and lows of being a CEO. The highs come from seeing new initiatives work, seeing staff that come into our business as a casual employee grow in our industry to become leaders and reach their potential.

The lows are usually generated from not being decisive in decision making and the subsequent effect it has on your team. I’ve learnt that you need to empower your team to fail but fail quickly without fear or favour. You learn more from making a decision and failing than you do from not making a decision at all. If you don’t empower your team to fail you can not empower them to succeed.

Anthony Hill, CEO, Vikings Group

I have been fortunate to work for some empowering and decisive leaders. I worked for Peter Webb at Vikings for close to 10 years and he had an uncanny knack of being able to provide direction using words of one syllable. It is hard to misunderstand a simple yes or no reply to a question. I learnt under Peter that your team doesn’t necessarily require War and Peace when asking for direction, they need clarity.

What is the most valuable lesson you have learned in your career?

In my first Board meeting as CEO of Vikings I put forward a recommendation that did not have unanimous support.

After robust debate the recommendation received majority support. I continued to talk to the initiative after the decision to support was made. A director who had little time for aimless dribble leant across to me and politely said, “you won the debate now shut up”. Point taken! Lesson learnt – don’t oversell the painting!

That was a valuable lesson. However the most valuable lesson I have learnt is to bring the decision makers in your business along with you and give them a view of the whole of business, from the Board room to the cellar room. If my team doesn’t understand the expectations of my role then it is hard for them to put into context the decisions I make.

Surround yourself with good people, invest in their career and let them share in the success of the business .

There is a Persian adage that is true in good times as well as bad.... “And, this too will pass”

Anthony Hill, CEO, Vikings Group

COVID-19 has been incredibly challenging. Describe the process the club has undergone and how are you keeping yourself and others positive?

COVID-19 would have to be the biggest interruption to business I have experienced in my career. The first week was numbing, I likened it to a state of shock. Decisions were hard to make as the landscape changed dramatically hourly.

In that instance the only thing that was clear to me was this will end and its not if we get through this that we will be remembered for, it is how we get through it. We took a breath and triaged the issues.

Our priorities then became clear and plans were executed. Our 250+ staff quickly became the number one priority.

Our Board approved an assistance package that allowed us to keep all our staff paid for a number of weeks. We then concentrated on transitioning our staff onto the Government assistance packages that were coming on line. Our focus was to make this as seamless as possible and to catch those who fell through the net and provide direct assistance.

While this was happening our operations team were working to put our clubs into hibernation. Communication plans were executed and we began operating in what will be the new norm for the foreseeable future.

During this period the biggest challenge has been negotiating the unknown. The reality is we don’t know when our lives and the lives of our members will return to normal. In this environment operational decision made and initiatives deployed could be redundant within 24 hours. We take things day by day and are focused on how we stay true to our values and purpose while our doors are closed. Our long term future is still firmly within our grasp. We will bridge the gap between now and then by being agile and innovative.

Keeping positive in a time like this is important. There is a Persian adage that is true in good times as well as bad….

“And, this too will pass”. We will get through this and in some in some ways be stronger for it. To get through we need to be conscious of the people around us, our families, our friends, our work colleagues and those that look to us for guidance. Treat people with empathy and kindness and you will keep their spirits high.

ClubsACT

15 What has been the most common type of feedback received during this uncertain CLUBSACTION MAY 2020time?

Our members have been fantastic. The level of concern and support relayed to us through our social media and in general conversation has been overwhelming. I look forward to repaying this support when we open up again.

What has been the most common type of feedback received during this uncertain time?

The Board has played a significant role in ensuring our staff are OK. Their response to this crisis has been calm and Our members have been fantastic. The level of concern and support relayed to us through our social media and in empowering.

They havehas allowed me to do my Ijob I could not have asked for anything general conversation been overwhelming. lookunencumbered. forward to repaying this support when we open up again.more from a Board.

The Board has played a significant role in ensuring our staff are OK. Their response to this crisis has been calm and

My management team response todo role up and get intonot it. have They asked have been amazing infrom theiraresolve. empowering. They have allowedwas me to mythe jobsleaves unencumbered.

I could for anything more TheyBoard. have approached every decision with professionalism and compassion. They are good people that do great things.

My management team response was to role the sleaves up and get into it. They have been amazing in their resolve.

They have approached every decision with professionalism and compassion. They are good people that do great The response from the staff has been humbling. I will never forget the day I informed the team I can no longer provide things.

certainty around their employment. They still turned up to work the next day and gave 100%, and continue to engage with and support us.

The response from the staff has been humbling. I will never forget the day I informed the team I can no longer provide certainty around their employment. They still turned up to work the next day and gave 100%, and continue to engage withare and support us.

What you looking forward to most once this is over?

Professionally – I’m forward to welcoming team back on deck and members back into their club. A club What are youlooking looking forward to most our once this is over? isn’t a building or a bar or bistro. A Club is a collective of people. That has never been more apparent to me than I’m looking forwardour to welcoming our team back on deck and members back into their club. A club now.Professionally I’m looking –forward to having club back. isn’t a building or a bar or bistro. A Club is a collective of people. That has never been more apparent to me than now. I’m looking forward to having our club back.

Personally – I’m looking forward to not having to do a 1.5 meter side step when walking past people down the street.

I’m looking forward to going places with my family and friends again.

Personally – I’m looking forward to not having to do a 1.5 meter side step when walking past people down the street.

I’m looking forward to going places with my family and friends again.

Anything else, you want to add?

Anything else, you want to add?

We are seeing what a world looks like without clubs. Overwhelmingly the sentiment we are receiving from our commuWe arethey seeing what a world looksalike without clubs. Overwhelmingly theour sentiment we are receiving from our nity is that are missing having place to meet.

They are missing entertainment and a place to commuhave a meal nity that they are missing having a place A to world meet. without They are Clubs missingisour and a place to haveindustry a meal well and or just a iscatch up over a drink with friends. notentertainment a good thing.

I wish the whole just a catch up over a drink friends. Aour world without Clubs is not thing. I wish the whole industry well and look or forward to paying our part with in reuniting community when thisaisgood all over. look forward to paying our part in reuniting our community when this is all over.

A club clubisn’t isn’ta abuilding building a bar or bistro.

A or or a bar or bistro.

Clubis is a collective of people.

AAClub a collective of people.

Thathas has never never been to me than now.now.

That beenmore moreapparent apparent to me than

AnthonyAnthony Hill, CEO,Hill, Vikings Group CEO, Vikings Group

ClubsACT |Sponsored Content| 16

CLUBSACTION MAY 2020

No Biggie - The local movement that kept the industry moving.

No Biggie Meals are more than just meals. The initiative is a ready-made meal service created by The Mark Agency (TMA) who have a long association and partnership with the hospitality industry. TMA launched No Biggie in the first few days of lockdown as a rapid-thinking response to support local venues and the community during crisis. The model is designed to keep hospitality workers employed while easing the burden for locals with delicious ready-to-eat meals that give back.

The goal was to start a local movement to provide a level of industry certainty in an uncertain time. With an overwhelming community response, No Biggie achieved just that and more. Hospitality venues in each region allied to join the movement which provided an additional revenue stream in conjunction to the venue’s takeaway/delivery offerings. No Biggie provides the community accessible, affordable and nutritional meals prepared by the local venues.

“Since getting on board at Erindale Vikings it has enabled us to stay connected to our Members, and the broader community, through providing weekly accessible, well priced and nutritious meals,” says Ben Cridland, Executive Chef, Vikings Group.

“It has fired my kitchen back up and given my staff much needed work but more importantly it has boosted our spirits during the shutdown period. The highlight of my week these days is pick up day, I get to see some of our regular Members when they are collecting their meals.

The meals make it simple for the community to directly make an impact while receiving a week’s worth of food in return. The process is simple, No Biggie provides the venues weekly recipes; locals order 5 or 10 packs online and select which venue they would like to support in doing so. Since launching No Biggie have evolved their offering to include vego, gluten free, dairy free and halal meals. Additionally, kids meals are available so the entire family can enjoy No Biggie meals together and show support as a family.

“Initiatives like this have a far wider impact then the supply of meals and it has been great to be part of an industry movement that is creating jobs and keeping businesses going during this time,” Cridland said.

The hyperlocal effort proved a success in strengthening the local industry, so The Mark Agency was quick to launch No Biggie in Sydney, Brisbane and Melbourne to replicate the movement and help hospitality nation-wide.

With huge support in Canberra, No Biggie became an OzHarvest Canberra Community Partner to provide meals each week that have been cooked via the No Biggie venue network for the Canberra Relief Network. With strong local ties, No Biggie partnered with Canberra Milk who donated their trucks to keep meals fresh in transit. In addition to those meals, the Canberra public can purchase ‘gift meals’ on the site to be directly distributed to those in need.

Young’s Meat Poultry & Smallgoods have also jumped on-board as a supply partner of No Biggie Meals. When you place an order through No Biggie you help support all parts of the supply chain.

The industry crisis will linger well beyond Covid-19 restrictions. No Biggie Meals needs continuous support to assist the industry.

Show your support and order in 3 simple steps at www.nobiggie.co TMA are a creatively powered, strategy focused marketing and communications agency who are innovating rapidly, digitally led with growth in their DNA. As industry allies TMA will continue to use its expertise to support the hurting hospitality scene. www.themarkagency.com.au

ClubsACT CLUBSACTION MAY 2020

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ClubsACT CLUBSACTION MAY 2020

|Sponsored Content|

Looking out for your most valuable asset during the shut down Staff retention and wellbeing is the singular top priority for all of our Club CEO’s and Managers at this time. Below are some common queries, ideas and themes that have been popping up in the staff wellbeing and retention arena within the hospitality industry, and our very own expert Sylvia Elix, Franchise Owner, Frontline Hospitality Temps, is on hand to share her ideas on staff engagement and re-occurring subjects that are topical for staff in hospitality businesses during this time.

“These are unimaginable times we are in and to be honest I struggled where to start when this new way of living became reality. The one thing I am sure of is that we are all in this together. As a long time hospitality worker, working from home has provided me with an unusual perspective, and time to reflect (too much at times). After a month of highs and lows; I would like to share my thoughts and insights facing industry leaders and others in the Canberra Hospitality Industry throughout this period, particularly when it comes to your number one assets – your teams.” Said Sylvia, Franchise Owner, Frontline Hospitality Temps.

Here’s my top ten -

1.

2.

3.

4.

5.

6.

Staff Engagement - Stay in touch with staff; check in with them regularly. Weekly

emails sharing of information, funny memes, memories or sporting throw backs from the club, or stories of your own isolation. Open communication - Be sure to let them know they are welcome to ask any questions directly to you.

Continual Learning - Listen to podcasts, read books and magazines, follow experts in the field to get inspiration to engage your team with new innovative techniques and skills for when re-opening occurs.

Social Connectedness – Engaging with your club members will make them miss

you and your team more! They will definitely want to see you all again at re-open and will be thankful that you are thinking of them at this time too.

Keep Contact – Suppliers are an integral part of your business. Suppliers will be able to help with delivery of products and the timeframes they will take as re-opening will be a very busy time for suppliers. They can also advise of any new products to share with your team prior to re-open (you could do this online).

Plan Ahead – how are things going to change? What new standards will be

introduced? How much training will be required? And how many staff will return/how many will you have to recruit? What is the cost associated with this?

Social Distancing – how will this look moving forward in your venue? What new

procedures need to be implemented? What government policies need to be abided by and how will these be implemented into service delivery? Ensure your teams are prepared for these changes and trained in all areas before the doors open.

7.

8.

ClubsACT CLUBSACTION MAY 2020

Staff Safety - How do staff stay safe while working in this hands-on industry at re-open?

How will customer service distance, sanitiser and hand washing, and staff distance in small areas be managed? These are a few of the things to think about to ensure your team are safe when at work post shut down.

Mental Health – Great leaders know there is information available regarding mental

illness and where to get help during this time and in recovery. As this crisis and many other life issues arise it can be hard for some to navigate their way. Stay positive and ensure you are aware of the national services, including contacts details, and make them available and easily accessible for you and your team.

Lifeline 13 11 14 R U OK? www.ruok.org.au Beyond Blue: 1300 224 636 Kids Helpline: 1800 551 80

9.

10.

19

Emergency: 000 Confidential Helpline: 1800 737 732 Mensline: 1300 78 99 78 Relationships Australia: 1300 364 277

Staff Health – will staff need to be vaccinated?

What are the experts saying? It is way too early to tell, as there is no vaccine available for COVID-19 right now; this will require some thought and guidance from the health departments as we recover from the crisis and prepare for future safeguards. Perhaps you could start by making the flu shot available for your team before the flu season hits.

Planning for next time - Be ready if it happens again, prepare for the worst, hope for the best. Ask yourself, what were your learnings from this experience? How did your team react? What would you do differently? Have a hope-filled view to the future of hospitality, be optimistic knowing you can expect the best from your team.

SYLIVIA’S THOUGHTS ON THE FUTURE AFTER RE-OPENING I am not a research analyst, neither do I have access to mountains of data, I base my opinion on decades of experience in the industry, the last 13 years of which have been in Canberra Hospitality Recruitment; and also my recent conversations with many others in the local industry who know and understand it well. Below is my opinion of what may happen in the Canberra Hospitality Industry as we transition out of lockdown and of course my thoughts on how I can help.

As we come out of lockdown, we will do so with some hesitation. Restrictions will probably come and go as we watch and act, we will constantly be asking ourselves what will the future look like from here?

Some of us will start all over again and have to rebuild business and teams’ others will not, but for all of us; speed to market will be the key. The industry must be in a position to adapt quickly to changes in our market, ensuring we take advantage of opportunities as they arise. This will be more important than it ever has been in the past.

The market will be volatile, there will be a time when you need to increase your workforce, most of you will do this yourself using your own resources, but for the time when you may need to find staff, I can help.

I pride myself in the years I have served the Hospitality industry but never have I encountered anything like this. I will do my absolute best to support the Canberra hospitality industry, and am here if you need it!

Finally, these are disruptive times, but sunnier days are coming. Together we unite, let us all work collectively to rebuild our industry in Canberra and make it bigger and better than it ever was before.

Warmest wishes and may you and your families stay safe and healthy.

Sylvi

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ClubsACT CLUBSACTION MAY 2020

Award-winning cool climate producer, Eden Road Wines, joins the Oatley Fine Wine Merchants Portfolio One of the most exciting cool climate wine producers from the Canberra Wine District, Eden Road Wines, is joining the Oatley Fine Wine Merchants’ (OFWM) portfolio from 1st May 2020.

“The Eden Road team is thrilled to be joining the Oatley

retail and on-premise customers. The demand for wines

Fine Wine Merchants portfolio. We are confident that

from the Canberra region is extremely strong and the

the professionalism and performance of the Oatley Fine

reputation of Eden Road Wines, led by Winemaker and

Wine Merchants sales team will increase Eden Road

Manager Celine Rousseau, provides us with a perfect

Wine’s presence in the Australian market. Furthermore,

partner to meet that demand.”

it will consolidate and nurture our existing relations with our on and off-premise customers. Eden Road wines

Oatley Fine Wine Merchants (OFWM) is Australia’s

is on board, ready to set sail towards new and exciting

fastest growing national distributor of Australian and

horizons” says Celine Rousseau, Eden Road Winemaker

International wines to the trade, specialising in the

and Manager.

on-premise and independent retail sectors. It was established up by the late Bob Oatley and family in

“We are delighted that Eden Road Wines have chosen

2006.

us as their partner in the Australian market. They are superstars in the exciting wine districts of Canberra

Eden Road Wines is an award-winning winery

and the NSW high country and a fantastic addition to

and estate based in Australia’s cool capital. In the

our premium portfolio of family owned brands”, says

highlands of the Canberra Wine District, they grow

OFWM Chairman, Sandy Oatley. “With the excitement

and produce their wines across a number of different

that has been building for some years for the Canberra

regions designed to capture the full body of the land.

Wine District, we are so proud to join forces with one

Eden Road estate vineyards are currently in organic

of its brightest shining lights. We see this partnership

conversion. For the past 3 years, the Eden Road team

providing us with a huge opportunity to further build

has focused on producing wines that reflect the terroir

on our comprehensive wine program with both our

of each vineyard across 4 different cool climate regions.

Orders may be placed via orders@oatleywines.com.au or calling 1800 OATLEY (628539).

Eden Road Wines joins a select group of family-owned wine brands distributed by OFWM within Australia including: Ara Wines (Marlborough); Bremerton (Langhorne Creek); Champagnes Piper-Heidsieck and Charles Heidsieck (Fr); Cherubino Wines (WA); Cumulus Wine Estates (Orange); Clover Hill (Tas); Derwent Estate (Tas); Giesen (Marlborough); Josef Chromy (Tasmania); La Gioiosa (It); Oakridge (Yarra Valley); Philip Shaw (Orange); Pikes (Clare Valley); Barone Ricasoli (Chianti); Robert Oatley Vineyards (Aus); Rockburn (Central Otago); Rymill (Coonawarra); Santi (It); Taltarni (Vic); The Lane (Adelaide Hills), Mirabeau & Whispering Angel (Provence). OFWM also distributes Spiegelau stemware

For further information contact Rob Hassan, Sales & Marketing Director on 0437400552 or rhassan@oatleywines.com.au

ClubsACT CLUBSACTION MAY 2020

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ClubsACT CLUBSACTION MAY 2020

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