RSL & SERVICES CLUBS ASSOCIATION AUG – OCT 2022 | EDITION #11 Proudly sponsored by TransformationChangeEmbracingand LEAD OR BE LED
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DEAN THOMAS Have your say I t’s hard to believe that we’re well over half way through the year. I continue to be encouraged by the many and varied ways that member clubs are engaging with their communities and the plans on the horizon for clubs.
Our upcoming conference presents the perfect opportunity to hear the latest industry challenges and opportunities, and plan for a successful last quarter, which will flow well into 2023. The theme is embracing change and transformation – and what an apt theme. We’ve seen industry disruption like never before, and while we’re seeing a light at the end of the tunnel of sorts – our best defence is a good offence. Getting on the front foot with everything from gaming, food and beverage, events and operations is key to getting ahead in the current climate. Join us at the Adelaide Hilton from 11-14 September.
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In other RSL&SCA developments, we are very focused on developing capability in clubs. Our first mentoring cohort has started, and we are launching a Graduate Diploma in Business. Our people are what makes us stand out from other venues and entertainment – so we should foster an environment of strong employee engagement, and put learning and development at the forefront of your strategic plans. It will look like different things to different people – but in a tight job market, become your local employer of choice.Lastly, we continue our work with the Association’s charitable arm, the Veterans Benevolent Fund (VBF). We hear that there have been less ClubGRANT applications from ESO’s. Please consider the VBF as part of your ClubGRANTS process. Working with organisations such as Defence Community Dogs, Disaster Relief Australia, RSL LifeCare Spur Horse Trek program mean that these important programs get the support they need.
At the RSL & Services Clubs Association, we’ve been focused on what we can do to support you to boost profitability, increase efficiency, providing opportunities to develop leadership capability, promoting the importance of a strong club culture, and finding a variety of ways to connect with each other to share learnings.
DEAN ChairmanTHOMAS RSL & SERVICES MailASSOCIATIONCLUBSus: PO Box 660, Freshwater NSW 2096 Contact us: 0407 678 783 Email: kyliegordon@rslservicesclubs.com.au RSLSERVICESCLUBS.COM.AUMEDIAEditor Brad Smith Designer DianaDailyCascionePress Printing Daily Press CEO Margot Smith Chairman Dean Thomas CHP RSL Directors Jeff MichaelJohnCaldbeckRaffertyBrennanPatsyEdwardsDelGaudryGlennCushion FOLLOW US If you would like to respond to an article, recommend a contributor or even share information please contact the editor of ‘Focus’. EMAIL THE EDITOR bradsmith@rslservicesclubs.com.au We invite any information from outside our sector and our industry, to contribute new ideas and approaches to the challenges we face. Please make sure you provide your name, email address and contact phone number so we can get in touch with you! FOCUS IS ALSO AVAILABLE TO VIEW ON YOUR PHONE, TABLET OR COMPUTER! VISIT RSLSERVICESCLUBS.COM.AU FOR MORE INFORMATION
The alternative – what’s behind door B – would be a lessthan-ideal situation, so let’s take the lead today.
Adopting a best practice approach to RG and AML/CTF will assure regulators that we take our social licence seriously. Ensure your staff understand your expectations of them and recognise performance that is in line with your RG and AML/ CTF programs. A culture of compliance is essential, beyond a ‘tick a box’ exercise.
ProfessiontheLeading EMBRACING CHANGE AND TRANSFORMATION: LEAD OR BE LED Margot Smith, Ceo Industry Review
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MARGOT SMITH CEO
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n thinking about the industry right now, it feels like we are on the precipice of change. We have a choice – lead or be led. Behind door A is some industry led change, and behind door B is regulatory change that could be imposed if we don’t take the lead. We are the game changers – driving sustainability in gaming is key to our leadership position.
In walking the talk with sustainable gaming, we can ideally change the narrative – imploring grass roots/local media and communities to understand our commitment to RG and AML/ CTF, and instead focus on the positive impact we have every day. The social connections clubs provide to communities, the support provided via ClubGRANTS, the events and activities for patrons – particularly in regional areas – clubs are the glue that binds our neighbourhoods.So,aswecome into spring, let’s take a fresh perspective to RG and AML/CTF – are we doing everything we can? Check in with your staff – are they clear on your expectations and understand the ‘whys’.
M oney laundering is under the microscope now more than ever. Large amounts of cash transactions can be prone to corruption and fraud.
Regulatory developments and the general fraud landscape in the pandemic, has led the gaming industry to prioritise and invest in AML compliance, creating risk-based compliance programs that guard against potential money laundering.
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Effective anti-money laundering programs aren’t always easy to build and maintain. They are also expensive, (the financial industry for example spends about $11 billion every year on AML compliance). If your organisation is struggling to meet compliance standards, you might be tempted to cut corners by automating processes instead of hiring an auditor or a team of analysts. After all, automation eliminates the need for repetitive tasks and frees up employees for more important work.
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The NSW Crimes Commission Inquiry into Money Laundering report will be out soon, and hopefully we will see a distinction between clubs and other types of venues – given the very nature of our Mediabusiness.messaging aside, we need to be on high alert, both from a compliance point of view, but more importantly because it’s the right thing to do. We provide safe venues for our communities, and this goes hand in hand with that approach. Signing into clubs and our broader commitment to AML/CTF programs fosters a level of assurance that we are on the front foot.
The cost savings from automation could pay for an audit or analyst in just a few months. In this article, we’ll explain why so many companies shy away from automating their AML programs and why they shouldn’t.
Automation does not remove the need for human assessment and judgment, particularly when investigating, but by outsourcing data and rules-making to computers, automation streamlines processes, lowers risks, and avoids the need for extra fees to humans performing repetitive tasks computers can perform better. An AML data-driven program leveraging RPA (robotic process automation) sets the stage for a successful risk-based approach to AML risk determination, satisfying regulatory compliance concerns while adding maximum value to the process.
The gaming industry has a long history of being associated with money laundering and organised crime. This is because it involves large amounts of cash transactions and is prone to corruption and fraud.
AML is a very complicated process that involves many different parties and multiple roles. The people who are best suited to do each task are experts in the field, not software engineers. It’s difficult for IT teams to build automated systems that not only fit into the existing workflow but also integrate with the many systems in use today. Why isn’t automation more widely used for AML?
How does automation benefit an AML program? Automating certain AML processes can save companies time and money. For example, if you have a large number of transactions of significant value, you may be required to file a suspicious matter report. This is a time-consuming process that involves filling out an online form, printing it out, and mailing it. Automating this process can save you hours of work. You can integrate your compliance software with your bank account, so you can file SMRs electronically. This reduces the amount of time it takes to file the report, as well as the amount of effort needed to print and mail the forms. Although time savings are important, organisations can also save money by automating certain AML processes. Automated systems can be more accurate than humans since they don’t make mistakes or show bias. And, since they don’t require paychecks, you don’t have to factor in the cost of hiring employees. What are some ways to automate the detection of money laundering?
It’s understandable that organisations hesitate to automate key parts of their AML program. But at the same time, they have been doing the same thing the old way for many years... If they have been successful without automation, why switch now? There are a few reasons why organisations choose not to automate their AML programs. In some cases, it may be a lack of resources. If your organisation is already overworked and understaffed, adding new processes can seem like an insurmountable obstacle. Other companies may not have considered automation as an option, since it seems like such a futuristic solution. It’s important to remember that the Internet and the computers that power it have been around for decades. Organisations that don’t want to automate their AML processes may be sticking to outdated ideas about how technology can be used – consider what efficiencies you can gain by streamlining this process.
Phone: 1300 865 865 email: contactus@themissinglink.com.auwww.themissinglink.com.au
Summary In this article, we explored how automation can benefit anti-money laundering (AML) compliance programs. AML is a complicated process that requires many different parties to work together. It can be difficult for IT teams to build automated systems that not only fit into the existing workflow but also integrate with the many web-based systems in use today. Automating certain AML processes can save organisations time and money.
Let’s say you want to identify large cash transactions. You can build a rule that flags any transactions that are larger than $10,000. But how you write that rule will heavily impact who gets flagged. Automated systems can flag the transaction and then let a human employee review the information before deciding whether the transaction is suspicious. This gives employees the ability to make their own judgement calls, but it doesn’t require them to manually go through every transaction. Automated systems can also be helpful when it comes to reviewing account history. If someone has a long history of large transactions, you may want to investigate further.
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Why is automating AML compliance so difficult?
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• Twin Star Shogun® Evolution - teams IGT classic Shogun Returns with new derivative, Shogun Strike, which offers a choice of volatility during free games - the ideal 2-games-in-1-cabinet game mix.
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• Light It Up™ (Link & SAP) – launched at AGE, Light It Up combines the player favourite Hold ‘n’ Spin mechanic with traditional symbol reveal and line wins. Teamed with a mix of volatility levels and striking art themes, this new game series delivers wide player appeal
• Zodiac Lion™ & Zodiac Dragon™ – these new CrystalCurve-i® titles feature quick hitting low-level jackpots for added variety and entertainment.
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I GT is excited about our latest suite of products and services designed for the ANZ market,” said IGT Chief Operating Officer, Gaming APAC Dallas Orchard. “We have focused on incorporating product diversity across our games and systems portfolios, which are complemented by our global strength andFromperformance.innovativegame experiences such as our new Outgrow Link through to developing a localised cashless gaming solution with Digital Wallet, IGT is providing nextgeneration business solutions for our customers in an ever-evolving gaming environment. After two years without AGE, we enjoyed welcoming customers on the IGT stand to experience our latest growth-driving products and services and enjoy our hospitality.”
An assortment of standalone and link games were on show, with new variations on Hold ‘n’ Spin, exciting features, a range of volatilities and different styles of game play, including:
• Outgrow™ Link & Loot (SAP) – which offer re-spin features, a new second chance feature and an exciting growing, locking and sticky WILD mechanic. Designed to provide players with more value through entertainment, Outgrow offers venues added variety across the gaming room.
IGT showcased a plethora of new games and systems solutions at this year’s Australasian Gaming Expo (AGE) held at the ICC in Sydney, August 9-11. AGE visitors were introduced to new game play styles designed to boost player entertainment and experienced digital transformation with live demonstrations of the latest ADVANTAGE CLUB systems offerings.
IGT’s latest systems innovation is a key segment of IGT’s business for ANZ, providing solutions to enable venues to be more agile, competitive and adapt to change. With IGT’s Digital Wallet field trial commencing imminently at Club York in Sydney’s CBD, the systems team showcased the technology driving this next evolution in club, hotel and casino gaming.Visitors experienced the full customer journey, from loading a digital loyalty card on the patron’s phone, through to linking an external funding source and transferring money to and from an EGM. The cardless and cashless gaming experience is now a consumer expectation and IGT can assist customers make this digital transformation. To experience IGT’s latest products and services that were on show at AGE 2022, reach out to your IGT representative to find out how you can light up your game floor with IGT.
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‘Positively & negatively people are biased; the question is how do you want them to feel?’
The term ‘Brand Experience’ is on track to earn a spot in the buzzword hall of fame, but it’s actually quite meaningful when used correctly. Shiny packaging might get us to buy a product once, but it doesn’t have a lasting effect on our brand preferences by itself. What does affect us is when the expectations set by the packaging are met to the same standard from start to finish. Even better when something somehow exceeds our expectations. When the brand goes above and beyond to make us feel good. Every touchpoint we have with the brand, both digital and physical, create experiences that influence how we feel, and ultimately how biased we are towards that brand.
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4. Good enough is NOT good enough If you slap a logo on everything, it becomes tiresome. Great branding comes from the small details. Four Pillars is not a particularly astounding name, but the way that Matt and his team have used it to create their unique visual language is a work of art. They have the confidence to use a simple pattern of four whenever they communicate with customers, without being overt and tacky. Their gin bottles feature four glass dots - a minor detail that delayed production by quite a while, but which pays off by creating recognisability. There are four viewing windows in the distillery. Four pendant lights. Four dots projected on the doorstep. Their website is divided into four. There are four cocktail recipes for each gin. You get the picture - the metaphor is applied consistently but with subtlety. Then there are other details, created purely for storytelling. The distillery machines are named after the founders’ mums. They do limited edition Christmas releases distilled from pudding made by their families, with covers designed by local artists. Their website presents the depth of craft and experimentation first, rather than hitting users over the head with a big ‘buy now’ button. All of these things combine to create memorable customer experiences, which in turn creates positive biases towards Four Pillars. ‘Are you focused enough on maximising your difference?’ In less than a decade, Four Pillars Gin in the Yarra Valley has become one of the most recognisable names in the spirits world. From consecutive gin producer of the year titles to its gold-medal winning suite of gin products, this exceptional distillery is more than just a spirits producer — it’s a powerhouse of a brand.
In the words of Matt Jones, “we tell good stories so that customers can tell good stories about what they’ve experienced.”That’sBrand Experience. ‘What story do you want others to tell about you?’
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W hen I saw the list of speakers for the RSL & Services Clubs Association and Aristocrat 2022 CEO Leadership Symposium, there was one name that excited me. Matt Jones, Co-Founder & Brand Director of Four Pillarsan Australian gin distillery. Having worked in the brand and communications industry for many years Matt was able to give our delegates in attendance a deep insight into the brand and product journey of Four Pillars and how they have established themselves as a leading Australian gin brand. What does a gin distillery have to do with Branding? As it turns out; everything. Four Pillars has one of the best executed brand experiences I’ve seen in a long time.
Convenience is about making something quick, reliable, easy, and flexible. For example, In the world of pizza, that’s Domino’s. They’re not going to win Michelin stars any time soon, but they have made getting pizza a convenient experience.AnItalianrestaurant on the other hand has a focus on quality, status, aesthetic appeal, and emotional impact. No, they can’t get a meatlovers to your door in 15 minutes, but they can treat you to a gourmet meal in a wonderful ambience.InMatt’slanguage: Sandwiches are convenient. Peacocks stand out. To move the dial on brand biases, you need to create these experiences. You need to be shockingly useful or shockingly awesome.FourPillars? They focus on the Peacock. ‘Are you making the most of both opportunities?’
Brad Smith on Keynote Matt Jones, Co-Founder & Brand Director, Four Pillars Gin
So, here are four key takeaways or four quick things from Matt’s presentation, which can be applied to any brand.
3. People love sandwiches and Peacocks
1. ‘Brand’ Is Bias Buyer behaviour is not as rational as we like to think. So, what makes someone choose one brand over another? Biases. When you boil it down, the goal of any brand is to influence their target customers to have a positive bias towards theirThat’sproducts.allitis- communicating with people (directly or indirectly) in a way that makes them more inclined to reach for your offering over a competitor’s.
Matt identified two types of experiences, which he calls “Sandwiches and Peacocks”.
2. StoryDOING beats StoryTELLINGExperiences Build Bias
Courtney Locane, RTO Manager, School of Hospitality shares the approach they are taking. “As we start emerging from our COVID lockdowns, we can finally look ahead with excitement at the opportunities that are becoming available.
working through leadership development and succession plans. Sometimes developing staff is formal, and sometimes it’s more organic – seize this opportunity to become (or remain) an employer of choice.
ir Richard Branson famously said, “Train people well enough so they can leave, treat them well enough so they don’t want to”. Never is that saying more true than now. It is likely that in the pandemic, we’ve been in survival mode, working over the odds to get Trendsthrough.suchas the great resignation and the great retirement, as well as international visas drying up, have resulted in a struggle to resource clubs at full capacity. But with international workers returning and many potential employees considering their options, it’s time for clubs to lead from the front when it comes to apprenticeships, training, leadership capability and succession planning.
SclubanmovingDevelopment:Leadershiptowardsintentionalcareerpath
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So, what does that look like? Exploring apprenticeships for a range of roles, building industry knowledge from site visits or research, mentoring, training new and existing staff – both on the job and formal training and education – and
Current staff shortages are a major issue for many industries, and we have not been immune to this. There have been many positive changes made to courses on offer, especially in the Hospitality Sector. In addition, there are a range of incentives available for both current and future staff, so that we can work on getting our industry thriving once more. Our goal is to offer upskilling opportunities to current staff, and to entice new employees to consider RSL & Services Clubs as the place to work. Leadership development and succession planning is the key to many gains in clubs. Whether it’s more productivity you’re seeking, better decision making, revenue generation or increasing customer service – training your team and Board to ensure that you’ve got a team who’s fit for purpose is a key success factor.
Australian Apprenticeships are available to anyone of working age regardless of their level of education. You can be a school-leaver, re-entering the workforce or an adult worker simply wishing to change careers. Opportunities are available in Hospitality, and Leadership & Management.”
“At Ingleburn RSL Club, we have maintained our focus on training and development throughout the pandemic. The team attend, when possible, industry forums and networking groups to keep informed and check in with those in the industry, and I always encourage and support the team to do this. We believe leadership is never ‘done’ and actively encourage the team to upskill themselves for personal and professional development.”
The RSL&SCA understands the importance of developing industry leaders in RSL & Services Clubs. The Association has recently partnered with the Universal Business School Sydney to offer a Graduate Certificate in Business to assist you in taking your leadership capability to the next level. We have also recently commenced a mentoring program. If you’re new to the industry, or looking for a step up, or even if you’re a new Director – our 12-week mentoring program could be just the support you need.
kyliegordon@rslservicesclubs.com.aucontactor0407 678 783.
There are numerous examples of staff moving around the industry, playing snakes and ladders as they seek progression, growth, or a positive work culture. So often, staff leave and come back years later, and we need to view capability building as an industry responsibility.
We frequently hear of people starting in the industry while they’re studying or for a gap year and enjoying it so much that they stay and progress – this happy accident of a career in clubs. We need to foster an intentional career path in the industry.
Sometimes we can kill two birds with one stone too. We work with suppliers to clubs who are true partners. Often our food and beverage suppliers, marketing and business consultants, and other key partners can provide valuable insights or team training – that can also be team building.
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“We all work in a people business. The ongoing development and training of our people should always be a primary factor in successful business planning. The pandemic has only brought this closer to the forefront now and we need to embrace the opportunities we have. Improvise, Adapt and Overcome and embrace Resilience, Agility, and Trust to be the key components of workplace culture.” Shelley Fletcher, People & Culture Executive Manager, Blacktown Workers Club Group.
The more ways we can learn and grow together, the more robust our team and business will be.
Glenn Cushion, CEO, Ingleburn RSL Club
Yes, we are developing our teams for short to medium term gains across the business, but we are all growing tomorrow’s leaders and what goes around comes around.DaleHunt, Group CEO of Mounties is of the opinion that “A CEO does not build success, we build people and then the people build our success. If I could invest in only one asset for our future success, I would choose to invest in our people before anything else, because I know that will ensure our future – but I would invest differently than we have in years gone by.”
To discuss either of these programs
Here at School Of Hospitality or Canterbury Hurlstone Park RSL Limited we are looking forward to recruiting with the goal of training and upskilling future staff to best serve our community.” Staff need to know that you are investing in them with a leadership development plan, and it should be part of your recruitment ‘pitch’ to prospective employees – whether it’s to move up in your club, or whether they move on to another opportunity eventually.
We aim to do this by offering skill sets, traineeships, and apprenticeships across a number of areas. Australian Apprenticeships provide a nationally recognised qualification and on-the-job experience. It combines time at work with training and can be completed full-time or part-time.
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“Keno has a similar commitment to supporting communities. We’ve partnered with Disaster Relief Australia to help communities recover from natural disasters through financial support totalling $600,000, which began in December 2019 during the Black Summer Bushfires and carries into 2023.
In the new chapter of Keno, there’s never a dull moment, and Malek is masterfully authoring the“Wepages.have several initiatives across all states that are inflight or just about to be launched, and it is imperative we hold a strong focus to execute these initiatives brilliantly. There’s also a lot of work to do to understand the overarching business and societal macro trends, which will help inform what our longer-term plan looks like.”
When not strategising the next move, Malek looks forward to movement of a different kind – a weekend drive with the family to one of South-East Queensland’s stunning beaches.
“We currently have a strong performing and successful team, however my goal is to further foster a culture of integrity and customer centricity to take Keno above and beyond.
“Just days after being listed on the ASX, The Lottery Corporation announced it’s proudly supporting two worldleading research projects from The University of Queensland: one to supercharge the production of future vaccines and the other to treat chronic pain using spider venom.
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With Keno’s move to The Lottery Corporation on 1 June, Malek is transfixed on continuing to build on previous successes.
Packing almost two decades of experience in business under his belt, the self-professed “forward thinking, change-agile leader” made the shift from GM of Integrated Systems at MAX Gaming to bring his grass-roots management philosophy to the KenoMalekstable.isno stranger to powering team performance to deliver real results, having previously held state management positions with Coca-Cola Amatil and Grinders Coffee, following nearly six years honing his skills at MAX.The Brisbane-based father of two is just as comfortable driving significant business transformation as he is reclining on the sofa watching an NBA game or sharing a meal with wife of 11 years, Kelly, and children, Quinten and Violet, at his local club, the Lion Richlands.
But for the foreseeable future, Keno’s new GM has his eye firmly fixed on the Keno ball. Guiding where it will roll to under his careful watch is an adventure in itself. To find out more about The Lottery Corporation and its community partnerships, visit thelotterycorporation.com/ news-and-media.
F or any of the most seasoned leaders, it would be daunting to step into the new role of General Manager for Keno’s Licensed Venue Operations within one of the highest-performing lottery businesses in the world, but Paul Malek is taking the leap in his stride.
Nurturing venues and their communities are integral to Malek’s ethos, creating a perfect synergy with the spirit of Keno and The Lottery Corporation.
“Working at MAX gave me a very in-depth understanding of the licensed venue industry and how technology can help our partners deliver enhanced customer experience. It showed me the importance of having a simple strategy that our people and customers can understand in a very complex, technologyfocused industry.”
“My priority is ensuring we build integrity through honesty, transparency, and consistency”, Malek says of his approach to steering Keno. He emphasises the importance of building meaningful, trusted relationships with his team, stakeholders, venue partners, and, ultimately, customers.
“I really want to maintain the momentum the Keno team has built over the last couple of years,” explains Malek.
“Our venue partners believe they have a good relationship with Keno already, as expressed in our most recent business survey. We have an extremely solid place to grow from that will be augmented by joining forces with Tabcorp’s former lottery division at The Lottery Corporation.
Keno’s new GM is not only bringing his ‘K’ game but also an earnest, dynamic leadership style to The Lottery Corporation, where venues and communities are front and centre.
“I’m confident our venue partners will benefit by tapping into our culture and being aligned with an organisation that strives to make a difference within our communities,” stresses Malek.
“Progressing positive initiatives underway and taking the time to listen to your partner is the bedrock of any good business relationship, and this will be key for us as we continue growing in partnership with our venues over the coming years.”
“This $500,000 contribution from unclaimed prize money takes The Lott by Golden Casket’s support of UQ research to $2 million over the past three years.
“Our support is helping bolster DRA to deliver thousands of volunteer hours and essential equipment that offers help and hope to people suffering in the aftermath of the recent devastating floods.“On another level, Keno is making a better future every day by creating winning moments for people, customers, partners, and the community. You feel good knowing you are a part of the 36 million wins celebrated by players across the eastern states of mainland Australia, collectively worth more than $590 million, and that was just in 2021.”
INCLUSIONDIVERSITYEQUITY& Forum REGISTER YOUR INTEREST VIA RSLSERVICESCLUBS.COM.AU Members $295 | Non Members $425 Featuring HON. BRONNIE TAYLO R MLC DR KERRY CHANT AO PSM MONDAY 10 OCTOBER DEE WHY RSL, 9AM RSL & SERVICES CLUBS MAJOR EVENT PARTNER
