Australian Hotels Association - Hotel Today - September / October 2020

HOTEL TODAY AUSTRALIAN HOTELS ASSOCIATION (VICTORIA) THE HUNTER GROUP

FOCUSING ON THE POSITIVES THE LAUREL HOTEL

SEPTEMBER / OCTOBER 2020 BARWON CHILD YOUTH & FAMILY

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Contents 4 PRESIDENT’S MESSAGE 6 CHIEF EXECUTIVE OFFICER’S UPDATE

Previous Edition

HOTEL TODAY AUSTRALIAN HOTELS ASSOCIATION (VICTORIA) OVARIAN CANCER AUSTRALIA

ACCOMMODATION SPECIAL SPOTLIGHT ON REGIONAL PROVIDERS

8 WORKSAFE LEARNING NETWORKS UPDATE

JULY / AUGUST 2020 RYE HOTEL GETS A MAKEOVER

10 AHA (VIC) MEMBERSHIP UPDATE 12 IN THE PURSUIT OF HOPPINESS - BEER REVIEW 14 TAA (VIC) MEMBERSHIP UPDATE 16 THE POWER OF POSITIVITY – BALGOWNIE ESTATE

JACKALOPE HOTEL

20 THE LAUREL HOTEL

Plan your post-lockdown Victorian staycation now!

June / July 2020 On The Cover: The Team At The Laurel Hotel

24 THE HUNTER GROUP 28 TOM FRANCIS 30 BARWON CHILD YOUTH & FAMILY 32 MOVING TO TABLE SERVICE WITH AVTES

Australian Hotels Association (Victoria)

AHA (Vic) Level 1, 1 Little Collins Street, Melbourne Victoria 3000 PO Box 18067, 111 Bourke Street, Melbourne Victoria 8003 03 8631 7922 | ahavic.com.au Editor Richard Hinman 03 8631 7935 | r.hinman@ahavic.com.au Artwork 2903 Creative 0418 316 799 | 2903creative@gmail.com

34 DRIVE MORE SALES WITH HUNGRYHUNGRY 36 THE PUB CARD – A WINNING DEAL FOR HOSPITALITY 38 SUPAGAS – YES WE CAN 40 THE NEW ERA OF HOSPITALITY WITH VECTRON 42 WILLIAM ANGLISS HOTEL SCHOOL LOOKS TO THE FUTURE 44 PREPARING YOUR INSURANCE RENEWAL WITH ADROIT

The feature material in this edition of Hotel Today was published by the Australian Hotels Association (Victoria). Care has been taken with the advertorial content of this issue; any enquiries regarding claims made should be directed to the companies concerned. The statements contained in this publication, while based on information believed to be accurate and reliable, are not guaranteed. No liability can be accepted for any error or omission.

49 NEW MEMBERS 50 AHA (VIC) PARTNER DIRECTORY AHAVIC.COM.AU | 3

PRESIDENT’S MESSAGE DAVID CANNY | PRESIDENT

AHA (Vic) President David Canny recorded a short video to give an update to members about the work going on at our association. Included in his message was a look to the future and what staying positive means to him.

4 | HOTEL TODAY | SEPTEMBER / OCTOBER 2020

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CHIEF EXECUTIVE OFFICER’S UPDATE PADDY O’SULLIVAN | CEO

We welcome the Victorian Government’s acknowledgement and support of hotels and pubs through initiatives such as the 2020 Liquor Licence fee refunds, Business Support Fund, Payroll Tax relief, the Commercial Tenancy Relief Scheme, and other items of assistance. However, these initiatives cater only for a discreet portion of pubs and hotels in Victoria as a number of group hotels are exempt. Victoria’s hoteliers and publicans need further business-saving regulatory and financial support. With those more than 1,450 hotels and pubs having been effectively shut down or reduced to minimal trading conditions since 23 March 2020, the financial stress has been overwhelming. AHA (Vic) exists entirely to promote the hotel industry and to protect our members. Being a member of AHA (Vic) ensures that as the business owner you are supported and represented. Members, please see the following letter to the Premier of Victoria, on behalf of members, requesting more support for your businesses. 21 August 2020 Dear Premier Andrews, I am writing on behalf of more than 1,450 of Victoria’s hotels and pubs, who employ over 52,000 Victorians, and contribute $4.3B to Victoria’s GSP. Hospitality is inherently an in-person, on-premise experience. Hotels and pubs go beyond a food and beverage activity, as they provide a community hub for people to be social, feel safe, celebrate, commiserate or to just not be alone. These businesses are being affected disproportionately due to the limitation of online sales growth, and the current and future restricted onpremise trading arrangements due to social distancing.

Business costs have continued to accumulate, with little to zero revenue coming in. These costs, while individually may not seem significant, are devastating as a total burden on the business. By way of example, a typical small sized hotel or pub faces on-going costs during COVID-19 restrictions. This includes (with monthly estimates): • insurance ($7,000), • accountant/legal ($1,500), • bank charges ($250), • phone and internet, ($1,000), • motor vehicle repayments ($1,000), • electricity network charges ($3,000), • council rates ($2,500), • building security ($1,000), • interest on borrowings for JobKeeper/ sunk costs ($500), • repairs and maintenance ($1,000), • management expenses ($2,000), and • hire equipment ($1,000). This is a total of $22,000 per month of debt, which has been accumulating for the last five (5) months. Medium and larger venues are significantly higher. This does not include the accumulation of rent owed or deferred, land tax that is deferred, or interest on borrowings held.

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We are asking the Victorian Government to provide further support in range of areas, including; Payroll Tax, Land Tax, Commercial Tenancy Relief Scheme, 2021 Liquor Licensing Fees, Local Government Rates, Business Support Fund, Wage subsidy for employment of Visa workers, WorkCover, Long Service Leave, Victorian Government provided low interest loans, and support for our Commonwealth Government requests. This form of assistance should not discriminate against group hotels. Each venue should be included for assistance regardless of group status. Payroll Tax We welcome the current ability to defer payroll tax payments to support cashflow pressure. We are seeking a waiver of any payroll tax that was incurred during a period of COVID-19 restricted trade or closure. 25% reduction for hotels and pubs Payroll tax from hotels and pubs for the 2019/20 and 2020/21 financial year to have their annual tax liability reduced by 25% when they lodge their annual reconciliation. Tax-free threshold increase for 2020/21 financial year The tax-free threshold to increase from $650,000 to $1 million for the financial year commencing on 1 July 2020. Land Tax The current land tax discount available, and payment deferral has been an important support measure to both the landlord and tenants of Victoria’s hotels and pubs. Further land tax relief can provide a significant reduction in accumulated debt to both landlord and tenants, as this relief measure can further bolster the Commercial Tenancy Relief Scheme and reduce accumulated debt for both parties.

We welcome the recently announced additional land tax discount to eligible landlords. We are asking the Victorian Government to provide a sliding scale discount on land tax to landlords who provide their tenants with greater than 50% rent waiver, or in total 90% or above in rent relief for the duration of the Pandemic Period. Commercial Tenancy Relief Scheme We welcome the recent announcement by the Victorian Government on the proposed extension and refinement of Commercial Tenancy Relief Scheme. To give effect to these announcements, there will need to be legislation and regulations created. Please see Addendum 1 for AHA (Vic) Submission on Commercial Leases and Licencing Regulations, providing succinct advice as to the drafting of the legislation and regulation. 2021 Liquor Licensing Fees A significant support measure implemented quickly and efficiently by the Victorian Government was the waiver/refund of 2020 Liquor Licence Fees. An early announcement of 2021 Liquor Licence Fee waiver will allow for hotels and pubs to have clarity when planning for the potential business recovery period in 2021. Local Government Rates We are seeking a support structure which provides Local Council rates and fee relief for hotels and pubs for the period 1 January 2020 to 30 July 2021. This can be in the form of a rebate on rates and fees paid, and waivers of rates and fees owning. Street trading permit costs should also be waived. Business Support Fund The initial and expanded Business Support Fund has been of assistance to many hoteliers and publicans. Whilst the criteria for these various support grants have intended to cover the broad spectrum of business sizes and types, there have been many hotels and pubs throughout Victoria that have been unable to access any or all of the grants that should seemingly be available to them.

We need a simple, pub by pub, hotel by hotel, grants system that directly supports the size of the individual licenced venues. Removal of eligibility that hinders access to this type of grant is paramount to keeping hotels and pubs active and getting them to the recovery stage. Wage subsidy for employment of Visa workers Hotels and pubs employ many staff who are eligible to work in Victoria through a working Visa. These staff are not eligible for JobKeeper or JobSeeker. We are seeking a wage subsidy equivalent to the JobKeeper or JobSeeker scheme, which would allow hotels and pubs to continue to employ these staff, supporting them through this period where they have received minimal assistance. WorkCover Long-term injured workers, currently transitioning off workers’ compensation at 130 weeks or who have received a notice that ceased their entitlements from 1 December 2019,have received extended weekly payments for up to six months. These changes are to support longterm injured workers’ recovery and return to work or transition from workers’ compensation during the uncertainty of the COVID-19 pandemic. The extension of these claims should not be a cost burden on our hotels and pubs, and therefore should not impact their premium, or be premium sensitive. Long Service Leave The Long Service Leave Act Victoria state that a break in work greater than 12 weeks breaks the continuity of service of wan employee, and therefore ceases the accruing of their long service leave.

Victorian Government provided low interest loans With the current interest and loan repayment freeze period coming to an end, pubs and hotels are now burdened with lump sum payments due in mid-September. We are seeking the Victorian Government to provide a fund that will provide low interest loans, interest free for an initial period, aimed at enabling cash flow for Victoria’s hotel and pubs to survive due this heavily restricted trading period. Support of our Commonwealth Government requests We ask that the Victorian Government support our requests of the Commonwealth Government in the areas of Fringe Benefit Tax, alcohol excise, and JobKeeper 2.0. Further information will be provided for each item individually. We understand the delicate balance for the Victorian Government in managing health and business outcomes during this crisis. AHA (Vic) wishes to continue to work with the Victorian Government in support of hotels and pubs through this pandemic. Regards,

Paddy O’Sullivan Chief Executive Officer Australian Hotels Association (Vic) p.osullivan@ahavic.com.au At this time, it is essential that we all remain in touch and ready to support one another. As always, AHA (Vic) staff are only a phone call away and ready to assist.

We request that a break in work greater than 12 weeks does not break continuity of service. In addition, hotels and pubs should be able to direct staff to take long service leave under the JobKeeper scheme, similar to the allowable direction to take annual leave. Currently under the Long Service Leave Act Victoria, the employer needs to provide 12 weeks’ notice for a staff member to take Long Service Leave.

AHAVIC.COM.AU | 7

AHA (VIC) RECIPIENT OF WORKSAFE VICTORIA WORKWELL FUNDING TO CREATE MENTALLY HEALTHY WORKPLACES IN THE HOTEL & PUB INDUSTRY WORKSAFE’S WORKWELL LEARNING NETWORKS AIM TO PROMOTE MENTAL HEALTH AND WELLBEING AND PREVENT MENTAL ILLNESS AND INJURY AMONGST VULNERABLE WORKING COHORTS OF STAFF WHICH ARE DEFINED AS YOUNG WORKERS, AGEING WORKERS, FRONTLINE WORKERS AND INDUSTRIES IN TRANSITION (GROWTH AND DECLINE). As part of servicing member enquiries, the Workplace Relations team identified an opportunity for our members and submitted an application to WorkSafe for funding to support the development of a Learning Network within our association. Participants of the Learning Network include Zagames, ALH, Sand Hill Road, Australian Venue Co, Marlo Hotel, Riverland, Red Rock Leisure, PubCo, Black Rhino and Hunter Group & Hyatt and collectively represent over 30% of the AHA Vic membership base. As part of the process members were required to identify one venue within their portfolio to participate in the trial so that we can identify what are the critical areas which need to be addressed to ensure venues and their employees are mentally safe.

Kathryn Zammit

Suffice to say the industry share the same view that creating mentally healthy workplaces is everyone’s business with over 200 surveys completed by managers and staff across the Learning Network. The workrelated factors which were common across the cohort included: •

Violent and Traumatic Events

•

Organisational Justice

•

Workplace Relationships & Support

In May 2020, the Learning Network convened online which was hosted by organisational psychologist, Nicola Hogan from Communicorp, to develop a thorough understanding of the issues experienced by venues and their employees and further identify what interventions, tools and training are required to bridge the gap.

Workplace Relations Advisor • k.zammit@ahavic.com.au • (03) 9654 7100

8 | HOTEL TODAY | SEPTEMBER / OCTOBER 2020

“Zagame’s were invited by the AHA Vic to get involved in creating mentally healthy workplaces. Whilst everyone is aware that is it such an important topic and we need to be actively talking, addressing and sharing more, the Learning Network allows us to come together to share data collected from within the industry, to break this down and identify what is needed and what we can do to make a difference” said Julie Hancock – Zagames, HR Officer. The Learning Network now enters stage 3 of the project whereby the interventions, tools, resources and suggested training will be presented to the Steering Committee for endorsement and will then be deployed within the venues to assess how effective the tools are in creating mentally healthy workplaces.

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AHA (VIC) MEMBERSHIP UPDATE KIMBERLEY MALCOLM | SENIOR MANAGER – MEMBERSHIP & INDUSTRY ENGAGEMENT

just 250m from my pub in a tiny, heritage listed single story brick cottage and together, we are doing our bit to reinvigorate the precinct. Brad and I both share a passion for craft booze, hospitality and Melbourne history and we’ve worked on a few small projects together over the years, without doing anything official. When the Coopers Inn was forced back into lockdown during COVID-19, I decided it was time for Brad and I to put one of our creative ideas into action. So, with that, a new gin was born – THE PUBLICAN.

So, what does a CBD publican do when he can’t share the pub with the people of Melbourne during lockdown 2.0? Well, he “pivots” and starts distilling gin. I caught up with Matt O’Kane from the Coopers Inn (virtually of course!) and asked him some questions about his new found part time gig.

Did you have any experience in distilling gin? Not exactly. I have spent a fair bit of time at Little Lon getting to know the place (mostly as a patron) and Brad and I often catch up for a drink after work to talk shop. I’ve also watched with great interest the explosion of local craft spirits in Australia over the past five years. In a previous life, I worked at Bridge Road Brewers in Beechworth. I spent a fair bit of time on the brewery floor – watching, listening, observing and learning the basics of brewing craft beer. I’ve got a lot of respect for Ben Kraus, who is a real pioneer in the Australian craft beer scene. Working at Bridge Road Brewers taught me about the importance of authenticity and quality when it comes putting your name behind a product. I’ve tried to take some of those learnings into producing THE PUBLICAN.

We moved back to a lockdown, and as a publican you decide to distil gin, how did this happen? A good friend of mine Brad Wilson founded Little Lon Distilling Co. at around the same time I purchased the Coopers Inn. Little Lon was the colloquial name of the former slum and red-light district of Melbourne. The area was roughly bounded by Lonsdale Street, Spring Street, Exhibition Street and La Trobe Street. Today there are few reminders of the area’s former notoriety. Brad established the distillery

What makes this gin special? So many things about this gin are special. Firstly, the gin is a salute to one of Melbourne’s first publicans – John Byng. He was an African-American man who fled slavery in North Carolina, USA and moved with his family to Nova Scotia, Canada, before finding his way to Melbourne. John Byng established the Digby Hotel in 1854 (renamed Coopers Inn in 1857) and he also ran pubs in Mt Gambier and Kyneton. He was said to be a hulk of a man – thick set, weighing in at 18-stone. Various

THE FIRST VICTORIAN LOCKDOWN SAW MANY OF US SUCCUMB TO BAKING (SOURDOUGH ANYONE?) FROM MY EXPERIENCE THE SECOND LOCKDOWN HASN’T LED TO AS MUCH CREATIVITY INSTEAD PERHAPS AN INCREASED BOREDOM AND FRUSTRATION.

10 | HOTEL TODAY | SEPTEMBER / OCTOBER 2020

historical documents refer to him riding around the streets on Melbourne on a “beautiful white steed” and he was a unique character in the hospitality industry at the time. THE PUBLICAN has also been created using traditional distilling techniques. I’m proud to have worked with Brad using the finest of Australian malted barley and good old-fashioned Melbourne water. We’ve added my own unique mix of botanicals – smoked juniper berries, citrus, sage and even Galaxy beer hops. This is a one of a kind, truly hand crafted, Melbourne born and bred gin. Most importantly, it’s helped to keep me active during COVID-19 while the Coopers Inn is closed. Making this gin has been a great way for me to stay connected with people, which is the thing I miss most about not being able to open the pub. What was your biggest learning in distilling gin? It’s a really delicate process. I failed science at school, but looking back now, I wish I had paid a bit more attention! Most gin makers will buy in the neutral spirit (ethanol), which is the base for distilling gins. However, Brad takes the time to go one step further and make his own base spirit, which is produced by distilling a wash made using Australian grown malted barley. It’s a lot of extra effort, but it gives THE PUBLICAN its unique character. I’ve also learnt how much the mix of botanicals distilled in each gin affects the finished product. I’m looking forward to experimenting with more native botanicals in the future, to give my gin even further depth and complexity. Stay tuned. This definitely won’t be my last foray into gin and I’ve also got a craft beer and whisky in the pipeline. What was the biggest surprise for you in this process? How much I’m enjoying it! Like everyone in the hospitality industry, we’ve had to adapt during COVID-19.

To be honest, I’ve had some hits and misses in recent months when it comes to generating new revenue streams for the business. THE PUBLICAN has been a labour of love and there is something so rewarding about making a product from scratch, with your own bare hands. The support from my family, friends and fellow publicans has been fantastic and they have really encouraged me to have a crack. It turns out I can make a pretty unique and great tasting gin, so who knows what might be next for the Coopers Inn & Little Lon. The most important questions – how do we purchase The Publican and what is the best way to drink it? Hand crafted gins are best served with high quality mixers. There are plenty on the market these days, but I recommend StrangeLove. They offer a range of premium craft mixers and organic/low-calorie soft drinks. StrangeLove is made in Victoria and their products are free from any artificial flavours, additives or preservatives, so there are lot of synergies with our gin. The perfect match for THE PUBLICAN is StrangeLove’s Tonic No.8 – a hard hitting Indian tonic water, finished with a hint of juniper. Serve THE PUBLICAN in a short glass, with plenty of ice, a ribbon of cucumber and a sprig of rosemary. Delicious! I’ve set up a basic eCommerce store on the Coopers Inn website, using the Shopify platform. I found it really easy to set up and the back end is extremely intuitive and user friendly. You can purchase a 500ml bottle of THE PUBLICAN by visiting the Coopers Inn website: www.coopersinn.com.au Cheers,

Kimberley Malcolm, Senior Manager - Membership & Industry Engagement Australian Hotels Association (Victoria) k.malcolm@ahavic.com.au

AHAVIC.COM.AU | 11

IN THE PURSUIT OF HOPPINESS MICHELLE MEAGER | ADMINISTRATIVE SUPPORT COORDINATOR | M.MEAGER@AHAVIC.COM.AU

H AVIN G A B E E R IS ALL ABOUT RE LAXING AND HAVI NG FU N . IT S H OULDN’T BE TAKE N TOO SE RIOUSLY. WITH A TON O F E XPE RIE NCE BOT H POURING PINTS A ND R UNN ING A PU B, M ICHE LLE KNOWS WHAT SHE IS TA LK ING ABOUT. JOIN HE R AS SHE TAKE S A LIGHTHEA RTED LOOK AT T HE LAT E ST BE E RS ON T HE M ARKE T.

A HARD CHOICE Looking for the next big thing to earn some additional sales this Summer?

Hard Seltzer is leading the way. A low calorie, low sugar option that appeals to a broad range of drinkers, particularly the health conscious. Fizzy water with a kick! ST ANDREWS BEACH BREWERY

TIDAL YUZU CITRUS ARTESIAN SELTZER 4.2% 85 CALORIES

The first day you feel like Summer isn’t too far away. The sun a little warmer, colours seem brighter, problems less daunting and the air a little fresher. Tidal Artesian Seltzer with Yuzu Citrus gives you all those feels. Translucent with effervescent bubbles dancing around, you’re hit with the aroma of a sea breeze with an undercurrent of citrus. The yuzu tang hits your palate, it’s subtle and isn’t there for long, floating gently away like clouds in light breeze. The artesian water in Tidal is sourced from an underground spring on the Mornington Peninsula, you couldn’t get any closer to brewed at the source. This ‘tribute to Summer’ is best enjoyed with the addition of a citrusy garnish, a seat in a beer garden and a long lazy, sunny afternoon with nowhere to go.

www.tidalseltzer.com.au

12 | HOTEL TODAY | SEPTEMBER / OCTOBER 2020

NEW WAVE BREWING CO

HALO ALCOHOLIC KOMBUCHA LEMON GINGER 4% 109 CALORIES

Why drink Kombucha? (no seriously...why?) For the improved digestion, to detox or to help with liver function? (....ah that’s it!!) Well if that’s the case, does bumping up the alcohol content negate the benefits? If Kombucha is your thing, I guess you look past the murky orange liquid in the glass, topped with a fleeting, bright white head. The dirty, musty aroma of fermentation lingers. The warmth from the ginger hits the back of your throat and the flavours you associate with Kombucha are all there. This could be the perfect drop for those who enjoy Kombucha, want an alcoholic punch and to be seen drinking it. I might say I drink for the health benefits, of course in moderation, but this may be a step too far-or just think of it as your alcoholic carbon neutral!

www.nwbco.com.au

TWO BIRDS BREWING

WATERMELON CHIRPY

GOOD TIDES HARD SELTZER

Chirpy /tʃəːpi/ adjective ‘Cheerful and lively’

4.3% 85 CALORIES

4% 66 CALORIES

LEMON LIME SPARKLING WATER & VODKA

Two Birds Brewing know how to brew. This time they’ve used their yeasty knowledge to create a brewed alcoholic soda, the aptly named Chirpy

Not getting hassled, not getting hustled

A bright rose colour in the glass, sweet watermelon with yeasty notes tickle your nose. Little bubbles dart around the glass. Animated.

These may be the lyrics from the TV show Good Times but could easily be the theme tune for Good Tides Hard Seltzer.

Tart watermelon and the minerality of soda water tingle your tongue. Merry. Upfront and proud is the watermelon flavour. Joyous. A few too many in a session. Chirpy! (or is that just me?) Who would have thought, just malt, water and fruit flavours could create such a dynamic drink.

www.twobirdsbrewing.com.au

Keeping your head above water Making a wave when you can

Not getting hassled - Crystal clear when poured in the glass, tiny bubbles float lazily to the top. Not getting hustled - A hint of lemon and lime with the aroma of lemonade, sweet and citrusy. Keeping your head above water Bright and sparkling, coating your mouth with a zingy freshness. Making a wave when you can - It’s a wave in a can. ‘Inspired by the purity of the Australian coast and invigorating refreshment of the waves’ Good Tides is very easy to drink and is guaranteed to result in a good time.

www.goodtides.com.au AHAVIC.COM.AU | 13

TAA (VIC) MEMBERSHIP UPDATE DOUGAL HOLLIS | GENERAL MANAGER | D.HOLLIS@TAAVIC.COM.AU

ROADMAP VITAL FOR INDUSTRY’S RECOVERY The most important stakeholder in your business Sitting in a Melbourne Business School nearing the end of my MBA studies some years ago, our lecturer posed a seemingly innocuous question... Who is the most important stakeholder in any business? Some of our state’s sharpest emerging ‘business minds’ wasted no time nominating their responses - ‘you,’ ‘your competition,’ and ‘your customer’ were quick retorts that were all acknowledged as being potentially valid, but ultimately incorrect answers. It was apparent that our lecturer was enjoying our collective suspense as our increasingly more frenzied answers were nominated as being ‘further from the mark.’ A slow and deliberate pause followed before he volunteered and successfully justified his answer... the government. Far from simply being an academic construct, he contended that different levels of government can, with the stroke of a regulatory pen, have a material impact on the future course of any industry and business within it.

Never has this reality been so apparent than during the past six months, as our State (particularly) and Federal Governments have balanced the need to save lives with economic imperatives to essentially save jobs, when dealing with the impacts of a ‘once in a generation’ pandemic. ‘Team Australia’ approach withering Across May and June, particularly given Australia’s states and territories were at similar stages in their response to the pandemic, the Commonwealth Government following endorsement from the National Cabinet, outlined an agreed three-stage framework to a ‘COVID-Safe Australia’ that detailed a phased approach to reactivating economies and restarting business activity. Renewed business confidence and an uptick in leisure trade evident as Victoria’s lockdowns were being progressively eased in line with the Roadmap in May and June has essentially evaporated with Victoria’s need to implement tighter stage three and four restrictions of trade and movement across July and August. States and territories have essentially since abandoned this national ‘team Australia’ approach, instead

14 | HOTEL TODAY | SEPTEMBER / OCTOBER 2020

determining what is best for their own jurisdiction and citizens given many are now at different stages of their response to the pandemic. In Victoria, our government’s focus has necessarily remained on the emergency health response, given the initial sustained growth in active cases and resulting deaths. Why an effective ‘restart’ is so critical for the tourism sector In short, the economic importance of the Victorian tourism industry to the Australian economy is significant. Prior to the Victorian bushfires early this year and the COVID-19 pandemic that immediately followed, Australia and Victoria’s tourism sector was enjoying a period of sustained and unprecedented growth. Tourism Research Australia (TRA) figures for the year ending September 2019 (released in December) reflected that international visitor arrivals to Australia has surpassed 8.5m for the first time; Victoria’s share of Australia’s international visitor nights was a clear second to NSW at almost 75m nights (at double the rate of growth) and international visitor expenditure across Australia was in excess $45b (up almost 5 per cent, year on year).

Domestically, overnight visitors, visitor nights and visitor expenditure all exhibited year on year growth of circa 12-13 per cent, while Melbourne topped the ‘national charts’ in terms of nights spent by domestic visitors in hotels, motels and resorts, at over 12.2m nights, representing annual growth of over six per cent. Impressively, tourism’s contribution to Victoria’s Gross State product was $26.7b, up over 36 per cent over the past seven years. The extent of the pandemic’s impact on Victoria’s visitor economy can, inpart, be observed when considering Melbourne Airport passenger numbers to end June 2020 (released endAugust). These reflect a 94 per cent reduction in domestic passenger numbers (1.95m in 2019 and 122,518 in 2020) and a 98 per cent reduction in international arrivals (901,000 in 2019 and 15,887 in 2020). Of course, domestic passenger numbers will have fallen further since then, while international numbers have ground to a halt, as returning overseas travellers are not permitted back into Melbourne until end-October 2020, at the earliest. TRA figures currently reflect an $11.7b fall in domestic tourism spending and 9.6m fewer domestic overnight trips being taken. While Federal Treasurer, Josh Frydenberg asserts Victoria’s

second lockdown “poses a real risk to the nation’s economic recovery,” when stating it likely has a $1b impact for each week it continues. Our ‘Roadmap to Recovery’ Our industry has been encouraged to hear the Victorian Premier detail a COVID-19 ‘Roadmap to Recovery’ which adopts a phased approach to reopening. TAA and AHA (Vic) are continuing to work closely with the Victorian Government and relevant government departments to gain further clarity on the easing of restrictions, including determining the intent of terms such as “predominantly outdoor seated service,” with respect to dining and “open with caps per the social bubble” in regard to accommodation services. Circumstances under which the easing of restrictions could be brought forward are also being investigated. Victorian hoteliers are ready and well placed to again open their doors and welcome guests back, whilst ensuring it is safe to do so. Most already have developed extensive COVID-safe operating plans; have electronic guest registration systems in place; have accounted for necessary social distancing practices; can monitor and adhere to maximum patron capacities, and are acutely aware that cleaning

and sanitisation practices will be the most important ‘amenity’ their guests and staff look for, to ensure their safety. Much has been written and spoken about the impact of the pandemic on our nation’s collective mental health. Being able to return to their favourite hotel to enjoy a meal or a long awaited and richly deserved weekend away, will be crucial for individuals, families and friends as they restore a ‘sense of normality and balance’ in their lives. Of course, in a regulated hotel environment, they will be able to continue to do so in a safe and sustainable way. If, instead, these groups could only do so in a private setting, prior behaviour has demonstrated that non-compliance with maximum gathering rules and a lack of social distancing, frequently evident in a home setting, would likely lead to another surge in virus numbers across Victoria. That’s why hotels must be included in the first tranche of ‘essential businesses’ to reopen. One thing is certain – they are ready to again deliver the high standards of hospitality and memorable guest experiences that our state is renowned for. Let’s go Victoria – we’ve got this!

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POWER OF

POWER OF POSITIVITY A PERSONAL REFLECTION FROM MEL WATSON, OPERATIONS MANAGER, BALGOWNIE ESTATE VINEYARD RESORT & SPA. On Thursday, 25 June, our team at Balgownie Estate Vineyard Resort & Spa in the Yarra Valley, lost our restaurant, cellar door and kitchen in a devastating fire, which during this current climate of COVID–19, really took its toll on our business and team. We had already been through the toughest times, however, this was something we could never have been prepared for. Initial COVID-19 closure and reopening Closing down the business, when COVID–19 hit Victoria was a tough event to navigate, each day saw more and more cancellations and a once thriving business was stopped in its tracks very quickly. Directions were given to the team to stand down and staff no longer had a requirement to come work for the time that was advised. What was once a popular, busy venue was now completely empty. We discovered in this time that the way we would all pull through this was to stay connected, share our thoughts and keep a positive stance. We focused our energy on a vision for what our re-

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opening would look like. Senior leaders drove the vision forward to all our team that we were committed to re-open as soon as possible, this kept our team positive and hopeful, which we were grateful of. Tuesday, 2 June, was the day we brought our team back together. Our staff were full of excitement when we all met that day. People who work in hospitality often have personality traits that reflect a need to serve, please and be with people on a daily basis and the ability to satisfy this need had been taken from them for a period of time. Our preparation meeting kicked off with enthusiasm as staff were keen just to see each other again. The team spirit really came alive as we all sat and put plans in place to have our doors open after being closed for 10 weeks, at that point in time. The new government guidelines that had been announced gave us hope that we could begin to reopen most areas of the business. With careful planning around public health compliance, staff training and menu design, we worked as a team and each played our part to bring everything together. Getting back to doing what we all loved. Providing our 5-star service and product to everyone who wanted to visit us. The reopening on Friday, 5 June was a wonderful day. We were so blessed to have amazing support and our guests arriving to enjoy our food, wine, service and accommodation. The smiles were big, the kitchen was cooking and the wine was pouring. All the preparation and positivity we had instilled into the team was really shining through and the hard work was paying off. No one could keep the people who wanted to get out of their houses and

Positivity

STO RY OF LO SS AN D O P P O RT U N IT Y

enjoy what had been taken from them for the last 10 weeks away. This high level of public demand for our services continued and showed us that if we kept up the hard work and collective focus on the team, together, we could really scale up the business and open up our services more and more.

imaginations what destruction was taking place. The tears and shock quickly followed. The day went so quickly, but so slowly at the same time. We gave everyone our story and provided the news media crews what they were waiting for. The shock was felt across all channels.

Over the coming weeks and due to customer demand we opened up more rooms for guests to book for a luxury stay and worked within our guidelines to host guests in our restaurant. We always worked to our new capacities and ensured within our planning we met all the guidelines we needed to in order to stay open. We worked with staff who were initially nervous about returning to work, chefs who needed to deep clean their kitchen to begin cooking again and our partners who clean our rooms. We had many new policies to release and numerous meetings to ensure we were COVID-19 compliant. New ways had to be adapted to ensure we not only open the doors for a short while, but to remain open for the future as we could see it.

We were all amazed at the response of emergency services and grateful for job they did that day. They all knew how sad this was and the impact this was going to have not only on our team but the local community. For many of us, a deep shock set in. All of the hard work to get the business reopened and COVID-19 compliant was extinguished along with our hub of the resort. One thing we were all grateful for was each other. No one was hurt and this fact is what was going to get us through in that moment.

Fire changed our game plan! Then everything changed once more! I recall the moment our sous chef came out to the bar and announced that we had a small fire start in the canopy in the kitchen will be forever etched in our minds. Work and life changing for all of our leadership team, staff and customers. Everyone on site that terrible day did what we had practiced and rehearsed in drills. In a matter of minutes, the back of the building had been engulfed in fire and all we could see was smoke that now hid the building and it was left to our

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Significant challenge presents opportunity That evening, the leadership team came together and developed the strategy to offer to our guests so that they could still enjoy their getaway with us and enjoy the Yarra Valley. Our restaurant and cellar door where destroyed but we still had our accommodation, day spa and our wine. We made sure that we could welcome our guests back that weekend and we were overwhelmed how accommodating our local partners were at providing resources so quickly to assist in us being able to do this. Our team were all quickly redeployed to other areas of the resort to provide what we needed for our guests’ arrival. Anything we could do to keep our business functioning and our staff employed with a positive outlook was done. Over the coming days, as the shock wore off, we all came to realise what an opportunity we now had for the future and what we could rebuild to once again get our doors open and do what we love. The power of positivity is so influential. The vision that can form so quickly, along with the drive. Bringing your team together with the optimism they need is the biggest achievement you can have. If you set and maintain the culture of positivity, your team will figure out innovative ways to make things happen. Our path forward We are now reviewing our temporary solutions to serve our guests and keep our business operating to an expected level during our re-build time. We have our event space that has been spared and still exists, however this is located in close proximity to the building site, which will work through stages of

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demolition and re-build over the coming months. We are mindful of our staff and guests’ safety over the next six to eight months and the need for an alternative space from which to serve our guests. We plan to erect a marquee structure on our tennis court, away from the reconstruction zone that is proposed to include a cool room and freezer, a kitchen, bar areas, table and chairs to cater for 36 pax, guest and staff toilets. When addressing these significant challenges, the leadership team at Balgownie Estate have learnt firsthand how the power of positivity can drive our teams and business forward. Our team can’t wait to get back to serving our valued guests, as soon as possible. BALGOWNIE ESTATE VINEYARD RESORT & SPA CNR MELBA HWY & GULF RD, YARRA GLEN 3775 T: (03) 9730 0723 W BALGOWNIEESTATE.COM.AU

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Laurel Hotel

This year has thrown up plenty of challenges for publicans across Victoria and for Loren Smith that has certainly been the case. Part of the family run Laurel Hotel in Ascot Vale, Loren has experienced the ups and downs of 2020 so far. Speaking to Hotel Today, Loren recalls the uncertainty of the first lockdown as well as the opportunities in providing take-away meals for locals and her hopes for the rest of the year.

How would you describe the pub to someone who has never been? The Laurel is an older style corner pub, now heritage listed, and has been around since 1853 making it one of Melbourne’s oldest hotels. Myself, Mum Christine and family, have ran the pub for 12 years with our main focus

has always been on food, beverages, functions, TAB, Sports bar and the latest addition of our Rooftop Beer garden. Lots of people that come through our doors say it has the feel of a country pub, comfortable and friendly. The hotel has so much history and as owners we try and keep the old with

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the new. Our menu is pub grub with a twist, changing regularly to keep fresh and interesting and adjust with the times, traditional pub fare with some extra zest. We offer various drink and food specials to keep the local’s coming back as well to entice new customers,

the balance is always extremely challenging. How was the start of 2020 for you and the pub, particularly during the first lockdown? This has certainly been our hardest year and most challenging yet in the last 12 years of owning and operating the hotel. Even at the start of the year in January we had no idea what was to come and the overall challenges that Covid-19 would bring to our industry and state and us personally too. The first lockdown was more of the unknown, what was going to happen? What support would the government provide us? Were we going to be able to survive? That really only depended on the support offered and how long the lockdown was to go for.

It was such a great feeling being able to re-open our doors again in June, sooner than we first thought, and we were busy. Customers felt so good to be back at their local pubs, restaurants, cafes, shops etc, you could feel the buzz, the friendliness, the good energy in people. When that came to an end again at the end of June that was a very emotional time for us as we knew allot of what was to come now and that it wasn’t good. What kind of challenges have you experienced this year as an operator? It’s been an emotional roller coaster and it is still going. One that we hope will end soon. Trying to stay positive and motivated for yourself, the staff and family has been hard. The constant variables and the unknown, the always changing landscape of Covid-19 and the waves in which it goes makes it very stressful as a business owner at the moment.

We had never done takeaway or food delivery before so this was a whole new business model that we had to implement and quickly, to try and keep our doors open and keep our employees in work. Learning the new restrictions, introducing new policy and procedures, these too are always changing so staying on top of this is certainly a new ongoing priority. What was the thinking behind having a take-away/delivery menu? In all honesty, just trying to survive. Not to make a fortune as we knew this wouldn’t be the case but trying to stay open, keep the hotel in people’s minds and keep staff employed and active. We had to devise a new menu that we could sustain as couldn’t afford to have produce just sitting there and meals that would travel well. We joined the AHA webinar that helped us with extra details around what were the best ‘take away’ menu items and what products and packaging to use, this was a great help, learning from the professionals and people that had been and done this before. We were closed for the first month and we thought ‘we just can’t stay closed all this time, we have to give takeaway and deliveries a go’ our amazing staff were also at us to give it a go and they would be heavily involved. What have been the inspiration behind some of your offers e.g. family meals, paella etc? For us, the pre-packaged meals didn’t work as well as we wanted. Some did and some were a bit of a flop.

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Although we had heard this works well for some pubs so we are glad we gave it a go and probably will again. What has worked extremely well for us and has had the best response from our customers is our ‘Special Night’s In’ Set Menu’s which we offer weekly on a Saturday Night. We have tried Mexican Night, Spanish Night, 2 Winter Warmer Nights so far and all have been a hit. People getting dressed up and tagging us, doing zoom with their friends so making it a real social event, playing related music and all in all putting a smile on peoples faces. It’s a good feeling, it makes it all the more worth it. The reviews from our ‘Night’s In’ have

been amazing and motivating to keep going. So much love out there from our community. What have been the challenges/ opportunities you have found from providing take/delivery? At first the main challenge was just making it work and getting the word out there that we were Open and doing takeaways and deliveries. Competing with local businesses that had been doing takeaway for a long time and well known for that has been a challenge in itself, but we are getting there with lots of repeat clientele and new customers, as always word of mouth being the best kind of advertising. It’s definitely a new opportunity that we would not of entertained in the past but that we will continue to offer even then the pub can reopen. People can still enjoy pub food at home in case they don’t feel like going out. Uber Eats has been good and bad which I’m sure any hospitality owners that have worked with Ubereats would totally understand. We now do our own Ubereats, which is a new offer by Uber which is a much less percentage of our sales. There

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are still challenges in this as we have to use our own delivery drivers and have insurances around this and pay for these of course but so far so good, it’s been a lot more attractive to our bottom line. What has been the reaction from your regular and local community to your new offerings? Amazing, and we also have some new regulars now. People that didn’t know we existed or had never been inside the venue are now ordering take away from us and cannot wait until we reopen so they can enjoy their favourites and have a drink at the pub. The community has been very supportive, so much love and support, feeling very humbled. We hope we are open in time (with restrictions and social distancing in place) for the AFL Grand Final and Spring Racing carnival. A normally busy and bustling time for most Melbourne pubs, I really hope it can be again this year. Everyone is facing their own battles out there, some harder than others. Just do what works best for you, your current life and business and hopefully survive to the other side of this pandemic.

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THE HUNTER GROUP

The Hunter Group has forged a great reputation with some fantastic family-friendly venues across Victoria. Michelle Morrow, Group General Manager, Adriana Thomas, Group Buyer, Joanne Jackson, Executive Chef, Jeanette Piliciauskas, Group Marketing Manager, and Jane Wilson, Executive Assistant, make up part of the Hunter team. Between the five of them, they have worked for the Hunters for over 100 years. Hotel Today spoke to them to discuss the mateship and care provided when working in the family business. What are the core principles of the family business? Michelle: For me it is trust, integrity, individuality, compassion, respect and a sense of belonging. Adriana: My view of the family business core values are *commitment to staff and patrons *delivering the best possible service we can *unified leadership *trust & loyalty *forward planning How would you describe your pubs to someone who has never been to them? Jane: The hotels are modern in design,

renovation and innovation are constant and progressive which creates an exciting and happy environment for the patrons and their experience. Staff are happy to work in a modern, safe and fun workplace. How does the business nurture personal relationships (both internally and externally) as a family business? Jane: Having worked for the Hunter Family for nearly 30 years in various roles, I have had lengthy experience with the evolution of their businesses. I have worked closely with all of the family and many staff and it has been a relaxed and progressive environment. They are present at the venues so staff will generally know them by name and develop a personalized relationship. Staff genuinely care about the business because the family are invested in the staff, they make an effort to create and

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sustain a personal connection. Joanne: I believe that when dealing with people we are honest and together we present the best product we can for all to enjoy and this helps creates long term relationships. Can you give a sense of the work environment created at the business? Michelle: The business sets fair standards, using a collaborative approach, we demonstrate a united front and we pride ourselves on being transparent. Everyone matters and we appreciate each person’s contribution. Our business is successful as we all band together to get the job done. Jeanette: Our work environment is open, honest and pretty easy going. We all get along well and have the ability to explore our ideas.

us have the same goal - to improve the business. How was the start of 2020 for you and the pub, particularly during the first lockdown? Joanne: The start of 2020 looked good with plans and projects organised for the year but then lockdown happened which no-one had ever experienced, we had to react very quickly to look after the staff and the business. We made decisions very quickly as a team.

Jane: The Hunters are a united family and as such the business runs smoothly with strong leadership and a clear vision. Staff are encouraged to speak their mind, make suggestions and generally have input into how the business evolves. We have many staff who have been long term employees and the retention rate is quite high. I think many staff enjoy being part of “the family” that is the business What are some of the advantages of working as part of a family run business? Adriana: You’re not just a number. Any major decisions usually include discussions with team members. Loyalty is important and this shows with our long term team member employment history. Loyalty goes both ways. Jeanette: There are more opportunities to put suggestions forward, add your own flair and take ownership of tasks... ultimately you are heard.

Michelle: The smiles and genuine moments shared when you get five minutes of their time. Bailey and Bev, Warwick and Judy, Paul and Kim always take time to ask you how you are, and they always care enough to listen to your answer. Can you give a sense of the friendship/mateship you have (both internally and externally) working in a family run business? Joanne: Having the owners call me on Christmas day especially to say “Merry Christmas”, not just to me but to my family. This means a lot as it is genuine. Adriana: Our leadership team have been working together for a long period of time. We collectively have about 100 years of employment history with the family business. You can’t buy this type of diverse experience. We often attend forums and conferences together and use these business related trips as team bonding. Each of

Jeanette: It was quite scary. There was a lot of uncertainty, we didn’t know what to do at the beginning because lets face it, nobody’s been through this before. It was quite sickening thinking about what staff were going to be able to do and having to tell them they had been stood down. The staff had so many questions we just could not provide answers for. Adriana: The start of the lockdown was extremely difficult. As a business we have done our best to adapt through these difficult times. We are fortunate to still have limited trading in bottle shops and take-away food. Michelle: We got as much information as was available and we stood down 90% of our team. To be honest that was the hardest workday of my life. The look of fear and uncertainty on our teams face as we entered into the unknown. It was so hard to deliver this message and breath, let alone try and do so with any level of confidence. As a leader people look to you for strength and I was not going to let them down. Nor was I going to let the Hunters down.

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enjoy our products in their homes. It is something familiar to make them happy. Michelle: Our locals and the community are all trying to support our business, they also feel like part of our hotel community and part of the family really. That is what pubs provide, that is the fabric of their existence. What does being part of a family business mean to you? Adriana: Being part of a family business is important to me. I feel like I’m part of the family so it’s personal. The business allows flexibility for me to work from home. Over the years I’ve been given many challenges and enjoyed learning different areas of the business. Not always happy times but we always get through it as a team.

What kind of challenges have you experienced this year as an operator? Michelle: You need to balance the books, you need to reduce the spend, operate a leaner business but keep people motivated, supported and most importantly fed. We all just instinctively pulled together to guide the business through these uncharted waters. I have to say though the AHA (Vic) team were amazing, they were onto each new challenge promptly. The myriad of Zoom presentations, the information that was emailed and the updates posted to the website provided us with the guidance needed. Adriana: The challenge I’ve personally experienced this year is a slight sense of detachment from my workplace. I miss going to work every day and being part of a team. What have been the challenges/ opportunities you have found from providing take/delivery? Joanne: It has been challenging to have takeaway organised, but the staff received the challenges well and all joined forces to explore opportunities.

Jane: Having worked for many years quite closely with the family and staff I can say that it has been an extremely positive workplace.

I am pleased that a lot will stay in place when we get back to a “new normal”. Michelle: We have started a new revenue stream, in the click and collect and the delivery service. This has kept out team working, kept them connected and given them a sense of purpose. What has been the reaction from your regulars and local community to your new offerings? Jeanette: Some of our customers frequently purchase take away meals from our venue, they reckon it’s great! Joanne: It has been well received, they have been excited to be able to

I am encouraged to voice my opinions, add my input and I do feel that my feedback is always heard and nurtured. I feel part of the business and its evolution. In return this has created a great sense of loyalty and pride in the work I do for the company. I am proud to be part of the business and the staff who I see as an extension of “the family”. Joanne: It’s not work, it’s a home away from home. Jeanette: It’s great to be able to be a part of such a close team and it’s nice to be able to see the people who own the business – they take a hands-on interest in their venues, they love to chat to everyone; staff and customers, no matter their positions, they join in the brainstorming processes with the team and they are really, genuinely, nice people. I’m proud and thankful to have been a part of their business for over 12 years. Michelle: To have worked in a family business for 18 years is my honour, I have faced many challenges both personal and professional and I can honestly say I haven’t faced any of them alone. I’m grateful for the opportunity to do what I love with people I trust. It a pretty special place to work.

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TOM FRANCIS

TOM FRANCIS JOINED THE FAMILY BUSINESS IN 2012 AND SINCE THEN HAS WORKED IN DIFFERENT AREAS FROM COMMERCIAL PROPERTY TO NOW OVERSEEING OPERATIONS.

HOTEL TODAY SPOKE TO TOM ABOUT WORKING IN FAMILY BUSINESS, AND THE CHALLENGES AND OPPORTUNITIES HE HAS FACED DURING 2020. What are the core principles of the family business? Integrity, trust and respect.

How would you describe your pubs to someone who has never been to them? Each of our venues is very different, Summerhill is a beloved local watering hole frequented by loyal regulars, very much a favourite in the community. Kealba is a Western suburbs icon, our family Bistro is one of the most popular in Brimbank. Our Sports Bar is one of Victoria’s best, it is separated into two areas by a stone top bar, one side is dedicated to racing and the other to live sports. The Sports Bar is relaxed but has a great atmosphere and (preCOVID) is busy seven days a week.

How does the business nurture personal relationships as a family business? My family is small, so we are very close. Outside of work (pre-COVID) we have dinner together every week, this gives us a chance to chat, catch up and leave work talk at work. We make equal time and effort for our internal and external personal relationships. Can you give a sense of the work environment created at the business? In three words, I would describe the environment of our pubs as encouraging, cooperative and careerdriven. We encourage our staff to work cooperatively to achieve their career goals. A successful business is nothing without a successful team. A positive and supportive work environment means that everyone can individually achieve their full potential, whether that be in their work or personal life. What are some of the advantages of working as part of a family run business? The decision-making process is refined and efficient, we have the luxury of being able to call each other at 11 p.m. and have an idea in the works by the next morning.

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Can you give a sense of the friendship and mateship you have - both internally and externally - working in a family run business? Building professional relationships is crucial to success in the hospitality industry. As much as the relationships are professional, I make an effort to get to know all my managers, staff and industry connections personally. Being friends with industry peers makes work a lot more enjoyable. How was the start of 2020 for you and the pub, particularly during the first lockdown? Before the first lockdown, in the summer both pubs were doing well. With autumn approaching and refurbishments planned for Summerhill Hotel, we had high expectations for the rest of the year. Although we have contingency plans in place, we could have never anticipated a global pandemic. Everything happened so fast and before we knew it, we had to close our doors. While the first half (and the second half) of the year have been difficult, I like to think that every cloud has a silver lining. During the first lockdown, we repainted and renovated the pubs, our staff have been able to train and upskill in their downtime, we’ve learnt to adapt to unexpected situations and I’ve had months to plan for when we reopen.

What kind of challenges have you experienced this year as an operator? The first closure was a huge challenge. With so much uncertainty it was difficult to lead management and staff, they would ask questions that I didn’t have the answer to. No one was sure of what would happen next but as the first lockdown moved along, we understood more and could plan to reopen. We started to see what the operation would look like on the other side with COVID safe measures in place. What have been the challenges or opportunities you have found from providing take away and delivery? Like I said earlier, the main challenge was uncertainty. When we first closed our doors on March 23rd, we completely closed the kitchen and stopped serving food because we didn’t have direct guidelines for the restrictions. As the guidelines became clear we were able to reopen the kitchen for take away during the second lockdown. Take away and delivery has allowed us to keep more staff in work while the pubs have been shut.

What has been the reaction from your regulars and local community to your new offerings? It has been overwhelmingly positive, our guests are happy that they can order good food at home and support their local. We’ve been serving take away meals for about nine months but during lockdown, we’ve had the chance to experiment and expand our take away options. It is a difficult time for Victoria and we hoped that having a small piece of the pub experience at home would help our guests feel connected to their local community. What does being part of a family business mean to you? Being part of a family business means that I get to work and collaborate with people that I trust and care about. My family are very supportive and have my back, without this, I wouldn’t be as confident in my career. Personal and work life balance is important to me and being part of a family business means that work can be more flexible. As a family, we have a common purpose, it is rewarding to go to work each day knowing that I am helping my family achieve their goals.

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BARWON CHILD, YOUTH & FAMILY As the charity arm of AHA (Vic), HotelCare raises and distributes funds to worthy charities and organisations. At the end of last year, the HotelCare Golf Day took place at the Victoria Golf Club and raised a record $600,000, with all the money going towards deserving programs and charities. This is additionally supported by Hostplus through the HotelCare Community Care Programme.

Barwon Child, Youth & Family is one of the charities which has benefited from HotelCare and the money raised at the recent Golf Day. Hotel Today spoke with Julia Ladgrove, Fundraising Manager at Barwon Child, Youth & Family about the charity and how the money raised by HotelCare will help those in the Barwon Region. How did the charity start? Barwon Child, Youth & Family (BCYF) was launched as a new entity on July 1, 2015, as a result of a merger between Glastonbury Community Services, Barwon Youth and Time for Youth. The three organisations harnessed their strengths to create a reinvigorated community agency, to better serve the wider Geelong community.

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What is Barwon Child, Youth & Family? BCYF is a leading independent, not-for-profit community service organisation in the Barwon Region, committed to achieving better outcomes for our community. Six service platforms are in place to address the needs of BCYF clients: Early Years, Family & Community, Out-of-Home Care, Youth, Mental Health and Alcohol & Other Drugs, and headspace Geelong. Our Vision A community where people are safe, connected and empowered to live well. Our Purpose To provide, develop and deliver services, where the need exists, that advance the rights and wellbeing of children, young people and their families. Our Values Integrity – I am respectful, accountable and professional Commitment – I am dedicated to achieving positive outcomes Inclusion – I involve colleagues, clients and partners in my work Where does money, like that raised at our golf day, go towards? BCYF has a continuing focus on understanding unique local needs, to design and develop services that make a difference to our community. The funds raised help us to enhance our services and provide opportunities that enable children, young people and families to support, nurture and grow. What does the charity do in terms of research? BCYF is committed to evidence informed practice and recognises that research and evaluation is a cornerstone to service excellence, enhancing practice standards and driving

innovation and new models of prevention, early intervention and care. BCYF commissions and partners with academic institutions and field experts to advance the evidence underpinning its programming. How does BCYF help with people in the local community? Our services support people experiencing life problems, including: school disengagement, unemployment, child protection issues, family violence, drug and alcohol misuse, youth mental health, disability, youth homelessness, suicide, and youth criminal justice issues, among others. What plans does the charity have going? As we move forward, BCYF is looking to strengthen its capabilities, accelerate our development and sustain our organisation. How can members donate/help the charity? Share our vision and help us provide opportunities to enable children, young people and families to support, nurture and grow. By making a donation you can assist BCYF’s work in strengthening families and building communities. Members can contribute to our service through becoming a regular donor, in kind donations or volunteering. For more information contact Julia Ladgrove Fundraising Manager BCYF. All donations of $2 and over are tax deductible when you donate to BCYF. https://www.bcyf.org.au/make-a-donation/donation-in-dollars/ Anything else you would like to add? We would like to thank all the members of the Australia Hotels Association (Victoria) for their generous ongoing support of our organisation. You are helping us provide a safe, connected and empowered to live well in the Barwon Region.

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MOVING TO TABLE SERVICE As the hospitality industry continues to be affected by COVID-19, one thing is certain – hospitality has changed. Hotels, like all other businesses, are expected to do more than ever to ensure a safe environment for their patrons and workers. One of the ways in which hotels are able to limit contact between people, and people moving around your venue, is by providing table service. Which is at the least government recommended, and mandatory in some cases. But table service is new to a lot of hoteliers. If you haven’t done table service before, don’t worry. AVTES Front-of-House expert Jasmin Barker has you covered with her simple steps to implementing table service in your hotel. In fact, Jasmin believes table service is a great idea regardless of the regulations, and will benefit your hotel by;

1 . REVIEW YOUR MENU (AND ADJUST IF NECESSARY) Have you noticed that table service menus are structured differently? • T o enable opportunities for your front of house staff to engage and sell to your customer, menus should include a range of starters, including shareable ones, as well as side dishes. • T o maximise the number of customers able to be served in a service period consider removing those dishes that take a long time to prepare – eg: tomahawk steaks, paella. •A lso review your beverage list to ensure you have a mix of drinks for singles and groups, each course / occasion and at each price point. 2. DEVELOP YOUR SERVICE SEQUENCE STANDARDS

include timeframes, suggested scripts, or even diagrams. (TIP: Doing this well will create consistency for both staff and customers, as well as a base for measuring performance by management.) 3. IMPLEMENT AND BRING YOUR TEAM ALONG • Now comes the difficult part… Getting your team to do it. (This is effectively change management, which you’ve gotten really good at recently!) • First up – ensure your support systems are in place – things like POS, service trays, waiter stations, uniforms – may all be new things you need to setup. • Train your staff in the new processes. Depending on the size of your business, this may include managers and supervisors, or the entire front of house team.

Black Rhino Group – Employer of Choice

• L ist all customer touchpoints from arrival • Review how things are going • providing more opportunities to sell, exit –Manager eg: forgreeting, seating, Dean Normington,to Operations the Black As our skilleddrinks employees improve, they are encourage encouraged post-service de-briefings. Group talks about why have a focus on training to take on more responsibilities in the venue. 3 of our last leading to increased order value and Rhino and the benefits they’ve seen.and service, menuappointments to Venue Managers were part of the AVTES order presentation You’ll need to review what went right training program. That alone speaks volumes. increased profits Black Rhino’s focus is to deliver exceptional service meal order and service, and discussions, and position itself as the best offer in the local area. We A culture of knowledge and confidence means we are and wrong and make tweaks along the identified three focal points; down the building blocks for a business that can table clearing, / putting coffee bill • Physical and capital improvements to each dessert of our sites promote fromoffer, within, and therefore focus on expanding way. • allowing you to develop better to make them welcoming, safe and family friendly. knowledge. As a position of responsibility becomes • Provide the best products and services in all facets of available have the team to fill the roles, and have and payment, thank-you and wegoodbye. relationships with your customer our business which include entertainment, gaming, confidence in them being able to manage our business. food and beverage. Hopefully this has helped remove some of (TIP: It’s a good idea to involve your a highly skilled staff and management team to It’s hard to put into true dollar figures what the training through more interaction, leading to • Create take the business forward. has done for us, but when you have skilled, confident the stress out of moving to table service. team, or at least your supervisors at this employees that can interact and engage customers, customer loyalty and spend We identified AVTES as a company we wanted to align recommend products, up sell and improve the overall with. To provide excellent training programs that customer experience it is priceless. If you’d like some assistance to do this in point, as it will make implementation upskill our leaders in the first instance, and make us an AVTES’ service is, in a word, exceptional. From the first your venue, checkout AVTES’ Moving To But to reap these benefits you need toemployer of choice.easier.) moment we engaged AVTES we have found them to be provides us with a great training program that is great communicators, diligent in their processes and they Table Service Program at www.avtes.com. have the right systems in place, and AVTES self-paced and can cover all levels of skill in our business. have provided high level training for all our students. In an industry that struggles to retain staff, we can offer •R eview for upselling opportunities, and further opportunities within each of our businesses Black Rhino, through it’s engagement ofau/table-service AVTES as our or contact Alex Parrat. implement them in the right way… as staff get a better grasp on all areas of operations. It training provider, has seen a relationship that where you tomight includepreferred provides us again with the opportunity become an hasthese. us well on our journey to attain our goal of being an employer of choice by offering formal accreditation in our employer of choice in the hospitality industry. So here are Jasmin’s tips to doing just industry. To become an employer of choice •A outdd yourwe standards. isimprove where After the initial roll of training were encouraged by This and your staff performance, that! the new skills attained by our staff and a higher standard retention and customer experience of service being delivered to our customers. When our get in touch with AVTES now. you set expectations for how you customers have a great experience at any one of our hotels it engages them, and builds a relationship that will Fitzgibbon | Managing Director want these things done Chris – you may assist in growing our business. 0477 771 334 | chris@avtes.com.au

Drive more sales, open new revenue streams and increase your bottom line with HungryHungry HungryHungry is an Australian owned tech business that shares a passion for the hospitality industry and the people and systems within it. We have been delivering back of house systems and solutions to the industry for over 15 years. As hospitality people at heart, we understand the critical requirements for each food and beverage operation. “HungryHungry was built on the premise of using technology for good, technology that can help venues increase profitability while enhancing the patrons experience. It’s an exciting opportunity for pubs to add value to their bottom line while bettering the customer experience.” Mark Calabro, Co-Founder. Our platform offers an opportunity for pubs, Australia wide, to offer a completely contactless experience that significantly reduces contact points across venues, aligns with government regulation and improves the customer service experience with on-demand ordering. Along-side order at table technology and digital menus for in-venue dining, patrons can register their details on arrival, order their meal and pay without touching a physical menu. As a browser-based platform, customers simply scan a QR code, order, pay and enjoy. No apps or devices needed, which is an enormous help with government regulation compliance and ensuring the safety of patrons and staff. With its self-managed backend, fully customisable to your venue’s style and branding, our digital menu has a quick set up functionality to connect

your website and social media for online promotional purposes. Our easy to use browser-based interface has vital features we know your patrons need, such as eat-in, Order@Table, drive-up takeaway, and of course, delivery. Seamlessly integrating with your POS or as a standalone, you can take your reporting to the next level viewing insights into sales and customer behaviour with instant reports, location sales heatmaps and more. This is all housed in your easy to use dashboard, with your sales and insights data coming through in, realtime.

HungryHungry is in the business of helping create more profitable and sustainable venues with the use of Order at Table and Digital Menus for the hospitality industry. We are the perfect complement to your venue, the secret sauce to creating mouth-wateringly experiences for every patron you serve. Learn more about HungryHungry and what benefits it can bring to your venue! Get in touch with HungryHungry via sales@hungryhungry.com or on 1300 992 650

A A warm warm welcome welcome back back from from Cashzone! Cashzone! To celebrate the release of To celebrate the release of Cashzone ATMs, gaming Cashzone ATMs, gaming and ancillary products, we are and ancillary products, we are offering some great deals! offering some great deals!

What What We We offer! offer! Maxgaming and Odyssey Maxgaming and Odyssey compatible systems compatible systems Competitive Rebates Competitive Rebates Competitive Pricing Competitive Pricing Bank Grade Products Bank Grade Products Support when you need it Support when you need it For further information contact: For contact: Nickfurther Atkins information – General Manager Retail Sales Nick Atkins – General Manager Retail Sales t: 0434 180 991 t: 180 991 e: 0434 nick.atkins@cardtronics.com.au e: Fornick.atkins@cardtronics.com.au further inquiries contact For further inquiries contact e: sales@cardtronics.com.au e: sales@cardtronics.com.au

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WINNING DEAL FOR HOSPITALITY The Card Network, in partnership with The Australian Hotels Association has launched The Pub & Bar Gift Card at a time when the hospitality industry needs it the most. Unlike any other gift card on the market with a small number of participating venues, The Pub and Bar Gift Card can be redeemed at any venue across Australia that accepts eftpos – at no cost to the venue. “As eftpos is the only requirement for redemption, it allows members to benefit from increased trade, both in the current restricted climate and in the post-COVID return to onpremise patronage. This will provide a much needed boost of foot traffic to both our Country Pubs and Metro

Pubs alike,” says AHA (VIC) General Manager, Mike Barouche. TCN hopes to inspire Aussies to support their favourite pubs and bars by treating friends, family and loved ones to some much needed indulgence at their favourite venues. The Pub and Bar Gift Card allows gift recipients the flexibility to choose everything from an extravagant experience at a top-class cocktail lounge in the city to a casual gettogether with family at the local pub. The value can be redeemed across multiple venues, allowing the recipient the freedom to choose exactly where they want to visit. “Gift giving doesn’t have to be limited to birthdays, anniversaries

36 | HOTEL TODAY | SEPTEMBER / OCTOBER 2020

and special occasions; there are plenty of reasons to be generous all year around, and this is a really good way to treat the ones you love while investing back into some of our hardest hit businesses,” says The Card Network co-founder, Nick Sims. The Pub and Bar Gift Card is available in denominations of $50 or $100 at Woolworths nationally and at Coles and Coles Express from October or via TCN’s online store. A digital card can be purchased online and added to a mobile wallet to ‘tap & pay’ with Apple Pay or Android Pay. The cards have a three-year expiry from date of purchase. For more information, visit www.pubandbar.gift

FOR ALL YOUR HOSPITALITY NEEDS FOR ALL YOUR HOSPITALITY NEEDS FOR ALL YOUR HOSPITALITY NEEDS

SUPAGAS, YES WE CAN – TOGETHER.

DURING THESE VERY DIFFICULT AND CHALLENGING TIMES FOR THE HOSPITALITY INDUSTRY, SUPAGAS IS STRIVING TO FIND WAYS TO PROVIDE ASSISTANCE TO OUR CUSTOMERS AND AHA (VIC) MEMBERS. For AHA (Vic) members that are existing Supagas customers we are putting a freeze on all rental charges until they are able to open their doors and serve the public again. This way there is no need to return your cylinders which will allow each venue to be able to keep their lines clean during the shutdown and alleviate any potential delays to pour beverages once given the green light do so. We are also available anytime to discuss your current cylinder holding and utilisation, and work with you to gain any potential improvements in this area. Our focus is that for any or all the above will hopefully provide some much-needed financial relief during this extremely difficult period.

During Covid-19 Stage 4 restrictions, all Supagas Branches in Victoria offer contactless delivery. Supagas is continuing to adapt our business in line with government advice, and we thank our amazing team for all their hard work in keeping customers supplied with the things they need. We look forward to welcoming all hospitality customers back into our branches in Metropolitan Melbourne when restrictions are lifted, and it is safe to do so.

Our absolute priority has always been the health, safety and wellbeing of our team, customers and suppliers. We will continue to maintain For any AHA (Vic) members that are not currently being supplied strict and disciplined safety standards and have had enhanced by Supagas and are considering their options while in lockdown, measures in place for some time in line with the latest advice from the we would to new hearindustrial/commercial from you. We can discuss your current Terms and Conditions: † Thisreally offer islove valid for customers or current customers ordering new commercial gases Victorian Government. for the first time. This offer is not available to Supagas customers or users of gas supplied and/or manufactured by Supagas, or users of gas situation and ways in which we can provide any assistance in supplied in Supagas cylinders, or to resellers of gas. Offer applies to cylinder gases only, unless otherwise stated. Offer excludes bulk LPG reducing your current costs in areas such as: Cylinder holdings Terms and Conditions: † This offer isImported valid for Gas, new industrial/commercial customers or current customers ordering new commercial gases (190kgTerms or greater), Specialty Gas,offer Packs, Refrigerated Liquids , Liquids, Equipment, Consumables andcommercial rental charges. and Conditions: † This is valid for new industrial/commercial customers or current customers ordering new gasesA If you would like for the first time. This offer isthan not 3available to Supagas customers ortousers of gas supplied and/orvery manufactured byand Supagas, or users of gasto know more about how Supagas can assist you and (Cylinders, Bulk Gas), fantastic and current invoice lessoffer months must provided prior a Supagas credit application standard gas of supply forofficial the first time.utilisation This is not available to be Supagas customers orcompletion usersincentives of gasofsupplied and/or manufactured by Supagas, or users gas supplied in (GSA). Supagas cylinders, oron toor resellers ofGSA gas. Offer applies to cylinder gases only, unless otherwise Offer excludes bulk LPG please don’t hesitate to contact us anytime on 13 78 72 or visit our agreement Offer is cylinders, basedpricing signing credit application. 20% Price Beat cannot be usedstated. with other discounts or offers. supplied in Supagas to resellers ofand gas. Offer applies to cylinder gases only, unless otherwise stated. Offer excludes bulk LPG competitive onaoffer to AHA (Vic) Members (Cylinders, Bulk (190kg or greater), Specialty Gas, Imported Gas, Packs, Refrigerated Liquids , Liquids, Equipment, Consumables and rental charges. orGas, greater), Specialty Gas, Imported Gas, Packs, Refrigerated Liquids , Liquids, Equipment, Consumables and rental charges. AA Rental(190kg charges apply. Supagas may elect to match current rental charges or apply Supagas standard rental charges. Supagas can cancel Helium). website current official invoiceHeaters less than 3and months must be provided prior to completion of a Supagas credit application and standardwww.supagas.com.au. gas supply current official invoice lessOffer than 3available months must be provided to completion of a until Supagas application standardprovide gas supply this promotion without notice. through Supagasprior branches. Offer valid 31stcredit December 2019.and * Supagas free agreement (GSA). Offer is based on signing a GSA and credit application. 20% Price discountsor oroffers. offers. agreement is Contact based onyour signing a GSA and credit application. 20% PriceBeat Beatcannot cannotbe beused usedwith with other other discounts delivery service to(GSA). mostOffer areas. nearest Supagas branch for more information. RentalRental charges apply. Supagas may elect to match current rental charges or apply Supagas standard rental charges. Supagas can cancel charges apply. Supagas may elect to match current rental charges or apply Supagas standard rental charges. Supagas can cancel this promotion without notice. OfferOffer available through Supagas branches. Offer providefree free this promotion without notice. available through Supagas branches. Offervalid validuntil until31st 31stDecember December 2019. 2019. ** Supagas Supagas provide delivery service to most areas.areas. Contact youryour nearest Supagas branch forfor more information. delivery service to most Contact nearest Supagas branch more information.

38 | HOTEL TODAY | SEPTEMBER / OCTOBER 2020

FOR ALL YOUR HOSPITALITY GAS NEEDS

For more information please contact Darrell Eyre on 0417 316 835 or email darrelleyre@supagas.com.au Terms and Conditions: †This offer is valid for new industrial/commercial customers or current customers ordering new commercial gases for the first time. This offer is not available to Supagas customers or users of gas supplied and/or manufactured by Supagas, or users of gas supplied in Supagas cylinders, or to resellers of gas. Offer applies to cylinder gases only, unless otherwise stated. Offer excludes bulk LPG (190kg or greater), Specialty Gas, Imported Gas, Packs, Refrigerated Liquids , Liquids, Equipment, Consumables and rental charges. A current official invoice less than 3 months must be provided prior to completion of a Supagas credit application and standard gas supply agreement (GSA). Offer is based on signing a GSA and credit application. 20% Price Beat cannot be used with other discounts or offers. Rental charges apply. Supagas may elect to match current rental charges or apply Supagas standard rental charges. Supagas can cancel this promotion without notice. Offer available through Supagas branches. Offer valid until 31st December 2020. * Supagas provide free delivery service to most areas. Contact your nearest Supagas branch for more information.

THE NEW ERA OF HOSPITALITY Solutions to help you build a stronger business Vectron Bepoz has combined three powerful tools to help your hotel emerge from this challenging time more robust and better equipped to succeed. YourOrder, Visitor Registration and Bepoz POS together can open new online sales channels, reduce operating costs and provide customers with contactless entry, ordering and pay-at-table. The benefits of operating online ordering for hotels are immense. While it’s uncharted waters for most, many of our venues are achieving great results, reporting increases in revenue of over 30% and improved average order value three times greater than phone orders.

POS The Complete Online Ordering Solution Reduce Operating Costs New Online Sales Channels Social Media & Website Links Customised Branding Tailored Operating Functions

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Trusted by 3000+ venues across Australia Bepoz POS offers one consolidated management platform for orders, payments, stock, purchasing, staff management, memberships, promotions and loyalty, backed with unmatched proactive reporting analytics and alerts. All tailored to your business structure from single venue management to multi-venue head office. We offer 24/7/365 support nationwide.

Visitor Registration A Simple, Contactless, QR Code Based Solution Assisting venues with meeting government requirements to record visitor information and reopen.

Kevin Gebert, Botanical Hotel Bendigo has enjoyed the menu flexibility YourOrder offers. “We can now make changes ad hoc, if we run out of an item we can simply turn it off. The kitchen has more control over our menu, and we have less disappointed customers”. And with a little taste under their belt during the small window when restrictions were eased Evan Mahony, Windsor Ale House operated his dine-in menu with YourOrder contactless order and pay at table. “Customers scanned the QR codes displayed on their table and placed their orders directly with the kitchen. YourOrder allowed us to be very efficient with staffing, having three staff manage an evening – one greeting our guest and explaining YourOrder, one for managing table cleaning and one for drinks. Moving into uncharted territory has been a great success so far”, says Evan.

Vectron Bepoz want all Victorian venues to meet the demands of this new era of hospitality we are entering with confidence and the technology to succeed.

CALL US TODAY

1300 832 876

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Aristocrat maintains D&D investments in Victoria Our thoughts are with all of our customers and industry partners that have been impacted over the past months. We wanted to assure you that our commitment to our Victorian customers hasn’t stopped. Our talented teams have been working hard continuing to create the world’s greatest gaming experience, every day to be ready for when you reopen! Maintaining our D&D investment in Victoria is important to us and that’s why, we are ready to support you with a diverse portfolio that includes both content depth & breadth and innovative hardware solutions.

For more information, contact your BDE or call 1800 150 432 ©2020 Aristocrat Technologies Australia Pty Limited. Aristocrat, Lightning Link, Fire Idol, Dragons Riches, Raging Bull, Grand Star and the Aristocrat logo are trademarks or registered trademarks of Aristocrat Technologies Australia Pty Limited.

ANGLISS HOTEL SCHOOL LOOKS TO THE FUTURE

GRADUATE EMIL NILSSON IS LOOKING FORWARD TO A BRIGHT FUTURE IN HOTEL MANAGEMENT, BUILDING ON HIS VCAL QUALIFICATION WITH A DIPLOMA OF HOSPITALITY MANAGEMENT AT THE ANGLISS INTERNATIONAL HOTEL SCHOOL. Combining a Diploma of Hospitality Management with the learning and work experience of an on-campus hotel environment, the course exposes students to five-star standard accommodation and the requirements of the luxury hotel industry. The diploma also provides students with the opportunity to participate in masterclasses, an international hotel study tour, and a nine-week industry placement program. While the practical placement and study tour has been currently postponed under COVID-19 restrictions in Melbourne, the rest of the course is being delivered online- with a view to these continuing in 2021. “I have learnt so much - everything from how to provide five-star dinning service to handling managerial responsibilities, leading a team, and approaching conflict resolution,” said Emil.

42 | HOTEL TODAY | SEPTEMBER / OCTOBER 2020

It all comes down to one simple factor that drives Emil. “I love working in a social environment where you have the opportunity to make someone’s day just that little bit better,” said Emil. With Emil’s eyes firmly focused on the future, he has grand plans for his career. “Hopefully the next stepping stone in my career is the chance to work at luxury lodges and resorts internationally,” said Emil. “However, my ultimate dream is to own a boutique resort, including villas and beach clubs.” In 2017 Emil completed a Victorian Certificate of Applied Learning (VCAL) at our Melbourne campus, where he graduated with a Certificate II in Kitchen Operations. As part of his studies, Emil also had the opportunity to work with one of Melbourne’s top Italian restaurants, Grossi Florentino. “There are so many opportunities for young people to create a career in the hospitality industry in the future,” said Emil. For more information please visit, www.angliss.edu.au/courses/hotelmanagement/AIHS/

LET’S STILL MEET

From roadshows, to AGM’s and charity galas, hybrid events open your hotel to the world. Just because we can’t all be together in one location, doesn’t mean we can’t still meet. Ask us how we can help link your guests from all around the world.

T 1800 209 099 E info@encore-anzpac.com ENCORE-ANZPAC .COM/VIRTUAL- SERVICE S

PREPARING YOUR HOTEL INSURANCE RENEWAL THE OUTLOOK FOR THE GENERAL INSURANCE MARKET IN 2020 AND BEYOND WILL SEE INSURERS CONTINUE TO CLOSELY ANALYSE THEIR UNDERWRITING RESULTS ACROSS ALL CLASSES OF COMMERCIAL PROPERTY AND PUBLIC/ PRODUCTS LIABILITY INSURANCE. Insurers now have their focus firmly set on underwriting profitability not written premium volume due to increased catastrophe events and rising reinsurance costs. In order to help members navigate through the Hotel insurance renewal process, the Adroit team have put together six steps that may assist you. Six Steps for Renewing Your Insurance Program in a Transitioning Market Early preparation- Start early Begin to strategise and collate renewal submission information at least three months before renewal. Be transparent – provide risk surveys, risk profiling control, any other features of your risk management program Expect insurers to require more detailed underwriting information and establish the most effective way to present it. Where possible, identify and use marketing differentiators, such as videos profiling risk control, operations, supply chain management, and other salient features of your risk management program.

Provide full details of previous claims Insurance underwriters will always request this. If you can show that you have mitigated the risk of similar claims occurring again, this will assist in obtaining the most competitive terms. E.g. you may have had a water leak at your premises however since the incident you have replaced and updated the guttering and regularly have the guttering cleaned. Seek alternative insurance quotes with an Adroit Insurance & Risk Adviser Speak to your local Adroit & Risk Adviser who can source a number of alternative insurance quotes in the market. There are still several insurers available to quote your business in the hotel industry and it is a good time to compare coverage and pricing. Time and effort into your application Develop a high-quality underwriting submission tailored to industry trends and challenges. Your risk will be differentiated based on the underwriting submission and on the quality and nature of the conversations we have with insurers. This will allow underwriters to provide the best outcome they can. Stick to agreed timelines Allow time before renewal to put your insurance program in place and agree on policy wordings. If a strict timeline is not adhered to, placements can lose momentum while insurers concentrate on other issues.

44 | HOTEL TODAY | SEPTEMBER / OCTOBER 2020

Despite the transitioning market conditions, competition among insurers remains strong, and capacity is still available. Working closely with your Adroit Risk Adviser well in advance of renewal will help you secure favorable renewal terms and conditions and forge a partnership built on trust. Operating since 1978, Adroit Insurance & Risk operate throughout nine regional and metropolitan locations across Victoria. Adroit’s team contains professionally trained risk advisers with extensive retail and members insurance expertise. Their high service standards and fully managed claims service means they are only a phone call away and able to take care of everything for you should the need arise. Their skills, knowledge and experience make them the Insurance Risk Adviser of choice for the Australian Hotels Association (Vic). If you would like to discuss any aspect of your Hotel insurance program, please contact our specialist Hotel risk advisers at Adroit Insurance & Risk on 1300 6923 7648 for a free health check on your Hotel insurance program.

e f a s s n o r at

p p e e k g n p i l n e i H a t n i a s l o by m r t n o c e n e i g y t h n t e c i m p i str u q e o n e K l l a for

Gamble Responsibly. Think! About your choices. Call Gambler’s Help, ACT Gambling Counselling and Support Service or Gambling Help 1800 858 858 www.gamblinghelp.nsw.gov.au or www.gamblinghelponline.org.au.

NOW AVAILABLE

FOR MORE INFORMATION CONTACT: CHRIS STRONG – STATE MANAGER LICENSED VIC/TAS M: 0427 348 382 TO PLACE AN ORDER CALL THE CCA ORDER HOTLINE ON 13COKE (13 2653)

New Hotel Members HOTEL NAME

SUBURB

CONTACT

LICENSEE

DIVISION

Ascot Vale Cellars

Ascot Vale

Jane Kinsey

Hightail Venue Co Pty Ltd

Commercial Hotel Heyfield Heyfield

Carol Morrison

DCRL Pty Ltd

City Limits Hotel Apartments Melbourne

Mona Lui

N/A

Koetong Hotel

Koetong

Shelley Henry

Koetong Hotel Holdings Pty Ltd

Lake Bolac Hotel

Lake Bolac

Ian Bennett

Otag Challenges International Pty Ltd

Mid City Motel Warrnambool Warrnambool

Nicollette Hallyburton

Townbrook Motels Pty Ltd

Minor Hotels

Melbourne

Russell Cool

N/A

The Sporting Globe Knox

Wantirna South

Andrew Spittal

Sporting Globe Knox Pty Ltd

View Hotels

Melbourne

Carl Forrest

N/A

Essendon / Flemington Sale / Traralgon Melbourne / East Melbourne Wangaratta / Benalla Ararat Warrnambool Melbourne / East Melbourne South Eastern Suburbs Melbourne / East Melbourne

AHAVIC.COM.AU | 49

AHA (Vic) Partner Directory ACCOUNTING & BUSINESS ADVISORY SERVICES ShineWing Australia www.shinewing.com.au Tim Stillwell tstillwell@shinewing.com.au 03 8635 1861

BDO www.bdo.com.au/en-au/home Gary Douglas Gary.Douglas@bdo.com.au 03 9603 1888 Charman Partners www.charmanpartners.com.au David Gow david@charmanpartners.com.au 03 9878 8200 Pacific Business Partners www.pacificbusinesspartners.com.au Alistair Jarvis alistair@pacificca.com.au 0412 811 702

ALCOHOL BEVERAGE SUPPLIERS Asahi Premium Beverages www.asahipremiumbeverages.com Andrew Grenville Andrew.Grenville@asahi.com.au 0408 004 815 Carlton & United Breweries www.cub.com.au Tim Powell tim.powell@cub.com.au 03 9420 6468 | 0417 416 050 Coca-Cola Amatil www.ccamatil.com Chris Strong chris.strong@ccamatil.com 0427 348 382 Diageo Australia www.diageo.com Robert Cooper robert.cooper@diageo.com 03 9947 7100 Lion www.lionco.com Matt Windsor matthew.windsor@lionco.com 03 9277 5826 | 0417 262 270 Treasury Wine Estates www.treasurywineestates.com Neil Grant neil.grant@tweglobal.com 0412 107 764

50 | HOTEL TODAY | SEPTEMBER / OCTOBER 2020

Australian Liquor Marketers (ALM) www.almliquor.com.au Jeremy Goodale jeremy.goodale@almliquor.com.au 03 8368 6333

ARCHITECTURE / INTERIOR DESIGN BSPN Architecture www.bspn.com.au Luke Ponti luke@bspn.com.au 03 8412 3400

ATM AND EFTPOS CASH OUT SUPPLIERS BANKTECH Group www.banktech.com.au Lisa Stocker lisas@banktech.com.au 0403 396 758 NEXT Payments www.nextpayments.com.au John Bakker jbakker@nextpayments.com.au 0418 500 868 Cardtronics Australia Pty Ltd www.cardtronics.com.au Nick Atkins nick.atkins@cardtronics.com.au 0434 180 991

BANKING SERVICES Bank of Melbourne www.bankofmelbourne.com.au Dean Cleary clearyd@bankofmelbourne.com.au 0413 875 241

BEVERAGE DISPENSING EQUIPMENT Lancer Beverage Equipment www.lancerbeverage.com Dean Ferraro dferraro@lancerbeverage.com 03 8336 1844 | 0423 557 576

AHA (Vic) Partner Directory BOOKKEEPING

OnTap Hospitality www.on-tap.com.au Freddie Deegan freddie@on-tap.com.au 03 8779 6505

BUILDING MATERIALS Bunnings www.bunnings.com.au Laura Downes ldownes@bunnings.com.au 0439 852 394

CLEANING SERVICES Command 51 www.command51.com.au Stephen Milne smilne@command51.com.au 0403 744 444

KADD Facility Group www.kaddfacilitygroup.com.au/ Nick Bailey nick.bailey@kaddfg.com.au 03 9545 5759

COFFEE SERVICE

Genovese www.genovese.com.au Adam Genovese adam@genovese.com.au 03 9383 3300

COMMERCIAL FINANCE

Berkeley Capital Partners www.bcpartners.com.au Wal Constable wal.constable@bcpartners.com.au 03 9347 4154

DIGITAL COMMUNICATIONS AND VIDEO WALLS Cloud Copy Click www.cloudcopyclick.com.au Jack Galloway jack.galloway@cloudcopyclick.com.au 1300 136 069

DIGITAL MARKETING

Impact Data www.impactdata.com.au Sarah Franklyn sarah.franklyn@impactdata.com.au 03 9827 7790

EMPLOYEE MANAGEMENT SOFTWARE Found U www.foundu.com.au Marco Agostini marco@foundu.com.au 0410 977 976

ENERGY Aussie NRG www.aussienrg.com Max Haas max.h@aussienrg.com 1300 440 224 | 0417 733 686 Trans Tasman Energy Group www.tteg.com.au Craig Marschall cmarschall@tteg.com.au 1300 118 834 ENERGIS www.energis.com.au Steven Field steven@energis.com.au 03 9376 7001 | 0418 317 170 Leading Edge Energy www.leadingedgeenergy.com.au Madonna Ghajar m.ghajar@leadingedgeenergy.com.au 1300 852 770 | 0448 085 631

ENERGY DRINK Red Bull Australia www.redbull.com.au Marlon Hastwell marlon.hastwell@au.redbull.com 03 9647 7402 | 0423 799 371

EVENT STAGING Encore Event Technologies www.encore-anzpac.com Catrina Bennell catrina.bennell@encore-anzpac.com 0408 679 958

FOOD SERVICE DISTRIBUTORS PFD Food Services www.pfdfoods.com.au Paul Everard Peverard@pfdfoods.com.au 03 9756 2275 University Food Group www.universityfood.com.au Alex Marcocci sales@universitymeat.com.au alex.marcocci@universitymeat.com.au 03 9347 6933 | 0412 361 815

AHA (Vic) Partner Directory FURNITURE & REFURBISHMENT SPECIALISTS Strand Hospitality Furniture www.strandhospitalityfurniture.com.au Rob Lens rob@strand.furniture 03 9763 5222 | 0422 049 355 Adage Furniture www.adagefurniture.com.au Dan Johnson & Jessica Weng jessica@adagefurniture.com.au 03 9067 5888

GAMING Tabcorp www.tabcorp.com.au Paul Carew carewp@tabcorp.com.aua 03 9868 2428 | 0439 398 761

GAMING MACHINE MANUFACTURERS

Aristocrat www.aristocrattechnologies.com Matt McCarroll matt.mccarroll@aristocrat.com 03 9644 1000 | 0438 457 246 Konami www.konami.com/en/ Matt Stuart stuart0307@konamigaming.com 0419 245 023 IGT Australia www.igt.com.au Theo Toklis theo.toklis@igt.com 03 8588 5972 | 0434 476 964

GAS SUPPLIER (CYLINDER & BULK) Supagas www.supagas.com.au JasonSimmonds@supagas.com.au Jason Simmonds 0419 366 877

52 | HOTEL TODAY | SEPTEMBER / OCTOBER 2020

GIFT CARDS

The Pub & Bar Card www.pubandbar.gift Richard Hewitt richard@tcnpayments.com 0409 417 277

HOSPITALITY AGENCY I Need A Chef www.ineedachef.com.au Damien Fear damien@ineedachef.com.au 0412 567 771

HOSPITALITY TECHNOLOGY– DIGITAL MENU / ORDER@TABLE HungryHungry www.hungryhungry.com Mark Calabro sales@hungryhungry.com 0419 351 278 Mr Yum www.about.mryum.com Kim Teo kim@mryum.com 0423 289 668

HOTEL AND COMMERCIAL BATHROOM ACCESSORIES Dolphy Australia www.dolphy.com.au Nik Ghelani nik@dolphy.com.au 0405 323 003

IMMIGRATION ADVICE & PROCESSING Absolute Immigration Services www.absoluteimmigration.com Ben Reid benr@absoluteimmigration.com 03 9827 3721

INSURANCE

Adroit Insurance Group www.adroitig.com.au Craig Love craigl@adroitg.com.au 03 9816 2174

AHA (Vic) Partner Directory LEADERSHIP & TEAM DEVELOPMENT

OUTDOOR HEATING SOLUTIONS

OMC - Facilitation and Training www.omc-group.com.au Damien O’Malley damien@omc-group.com.au 0402 146 059

Thermofilm www.thermofilm.com.au Greg Trezise g.trezise@thermofilm.com.au 0402 127 375

LIQUOR, GAMING, & PLANNING LAWYERS

OUTSOURCED ACCOMMODATION SERVICE PROVIDER

BSP Lawyers www.bsplawyers.com.au Alison Elverd aelverd@bsplawyers.com.au Elizabeth Priddle epriddle@bsplawyers.com.au 03 9670 0722 Wisewould Mahony www.wisewoulds.com.au Tony Joyce tony.joyce@wisemah.com.au Paul Ryan Paul.Ryan@wisemah.com.au 0418 393 535

LIQUOR BUYING GROUPS United Innkeeper Association Thirsty Camel/ Liquor $avers/Drink Link www.thirstycamel.com.au Adrian Moelands adrianm@thirstycamel.com.au 0408 871 629

MEDIA The Age www.theage.com.au Marina Caccavari mcaccavari@fairfaxmedia.com.au 0439 773 584

MUSIC SOLUTIONS Nightlife Music www.nightlife.com.au Jeremy Sproull jeremys@nightlife.com.au 1800 679 748

OIL MANAGEMENT SYSTEMS Cookers Oil www.cookers.com.au Robbie Coccaro rcoccaro@cookers.com.au 0447 474 425

LUXXE www.luxxe.com.au Craig Coughlin craigc@luxxe.com.au 03 9203 4995 | 0407 005 267 AHS Hospitality www.ahshospitality.com.au Gemma Jordan gjordan@ahshospitality.com.au 03 8629 1230 / 0455 363 299

PAY TV Foxtel for Business www.foxtelbusiness.com.au Scott Wiedemann scott.wiedemann@foxtel.com.au 0428 423 745

PLANTSCAPING Plant Image www.plantimage.com.au Len Thrower len@plantimage.com.au 03 9466 4734 | 0418 366 545

PRINTING SERVICES

NEO www.neo.com.au Franco Dissegna franco.dissegna@neo.com.au 03 8809 2500 New Creation Print www.newcreationprint.com.au Jennifer Snell Jennifer@newcreationprint.com.au 03 8561 4023 | 0418 171 534

AHAVIC.COM.AU | 53

Black Rhino Group – Employer of Choice

AHA (Vic) Partner Directory Dean Normington, Operations Manager for the Black Rhino Group talks about why have a focus on training and the benefits they’ve seen.

Black Rhino’s focus is to deliver exceptional service and position itself as the best offer in the local area. We identified three focal points; • Physical and capital improvements to each of our sites to make them welcoming, safe and family friendly. • Provide the best products and services in all facets of our business which include entertainment, gaming, food and beverage. • Create a highly skilled staff and management team to take the business forward.

As our skilled employees improve, they are encouraged to take on more responsibilities in the venue. 3 of our last appointments to Venue Managers were part of the AVTES training program. That alone speaks volumes.

POINT OF SALE SYSTEMS

TOBACCO SUPPLIER

Vectron Systems It’s hard to put into true dollar figures what the training www.vectron.com.au has done for us, but when you have skilled, confident employees that can interact and engage customers, James Verlaque We identified AVTES as a company we wanted to align recommend products, up sell and improve the overall with. To provide excellent training programs that customer experience it is priceless. jamesv@vectron.com.au upskill our leaders in the first instance, and make us an employer of choice. service is, in a word, exceptional. From the first 03 9328 8222 | 0426 227 040 AVTES’ moment we engaged AVTES we have found them to be

British American Tobacco Australia www.bata.com.au Nicholas Booth nicholas_booth@bat.com 0414 783 608

AVTES provides us with a great training program that is self-paced and can cover all levels of skill in our business. In an industry that struggles to retain staff, we can offer further opportunities within each of our businesses as staff get a better grasp on all areas of operations. It provides us again with the opportunity to become an employer of choice by offering formal accreditation in our industry.

H & L Australia www.hlaustralia.com.au Jimmy Seeto jimmys@hlaustralia.com.au After the initial roll out of training we were encouraged by the new skills425 attained 679 by our staff and a higher standard 0406 of service being delivered to our customers. When our

customers have a great experience at any one of our hotels it engages them, and builds a relationship that will assist in growing our business.

RECYCLING SERVICES

A culture of knowledge and confidence means we are putting down the building blocks for a business that can promote from within, and therefore focus on expanding knowledge. As a position of responsibility becomes available we have the team to fill the roles, and have confidence in them being able to manage our business.

great communicators, diligent in their processes and they have provided high level training for all our students. Black Rhino, through it’s engagement of AVTES as our preferred training provider, has seen a relationship that has us well on our journey to attain our goal of being an employer of choice in the hospitality industry. To become an employer of choice and improve your staff performance, retention and customer experience get in touch with AVTES now. Chris Fitzgibbon | Managing Director 0477 771 334 | chris@avtes.com.au

TRAINING AVTES www.avtes.com.au Chris Fitzgibbon chris@avtes.com.au 0457 771 334

Closed Loop www.closedloop.com.au Chris Purcell cpurcell@closedloop.com.au 03 9684 4664

William Angliss Institute of TAFE www.angliss.edu.au Brendan Clennett brendan.clennett@angliss.edu.au 03 9606 2447

REFRIGERATION

The Hotel School www.hotelschool.scu.edu.au Vashti Silver vashti.silver@scu.edu.au 02 8249 3217

United Refrigeration www.unitedrefrig.com.au Eddy Kazmarek eddy@unitedrefrig.com.au 03 9357 1401 | 0418 540 705

Typsy www.typsy.com Emily Marr emilym@typsy.com 03 5955 4245

SECURITY & SURVEILLANCE Excell Security www.excellsecurity.com.au Benny Kaushal benny@excellsecurity.com.au 1800 239 235 | 0433 313 751

VALUERS & PROPERTY CONSULTANTS Charter Keck Cramer www.charterkc.com.au Tony Close tony.close@charterkc.com.au 03 8102 8873 | 0407 510 025

SNACKFOOD SUPPLIER The Smith’s Snackfood Company www.smiths.com.au Wayne McConnell wayne.mcconnell@pepsico.com 0412 806 907

VISUAL ENTERTAINMENT SOLUTIONS Big Screen Video www.bigscreenvideo.com.au Craig Thomson craig@bigscreenvideo.com.au 1300 BIG SCREEN | 0418 531 802

SUPERANNUATION HOSTPLUS www.hostplus.com.au Jane Sheridan jsheridan@hostplus.com.au 03 8636 7897 | 0428 385 863

WORKCOVER/ WORKERS COMPENSATION

TELECOMMUNICATIONS

Gallagher Bassett www.gallagherbassett.com.au Barry Oliver barry_oliver@gbtpa.com.au 03 9297 9108|0407 515 893

Telstra Business Centre Bendigo www.telstra.com.au/Telstra/Business Jack Galloway jack.galloway@tbccentralvic.com.au 0437 380 333

CORPORATE 54 | HOTEL TODAY | SEPTEMBER / OCTOBER 2020

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