Hotel Today Book - April/May 2024

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In 2024, AHA (Vic) revived the Top Pubs Challenge in collaboration with the Royal Childrens Hospital Good Friday Appeal.

The campaign was launched in the beginning of the year, where members joined the challenge to raise funds for the Good Friday Appeal and compete to be awarded one of three top categories as Victoria’s most generous pubs. Most of the participating members hosted exciting activities like meat raffles, trivia nights, $2 donations from each Parma sold, and similar events leading up to Good Friday on 29 March 2024.

AHA (Vic) General Manager, Kimberley Malcolm was invited to the live Good Friday Appeal Telethon on Channel 7, to present a collective donation amount on behalf of members.


Members are to note that the Australasian Gaming Council (AGC) closed their operations in March 2024.

AHA (Vic) would like to express our thanks to the team at AGC for their significant contribution to the industry through their advice, research, and creation of important industry resources throughout the years.

We wish the outgoing CEO, Nadine Grinblat, and ManagerResearch and Projects, Sonja Bauer, best wishes on their future endeavours.


The annual Money magazine ‘Best of the Best Awards’ have named Hostplus as the Best Super Fund this year. Reflecting the quality of investment offerings delivered by Hostplus, the Fund was also awarded Gold for:

• Best MySuper Single Strategy Product

• Best International Shares Pension Product

This incredible achievement cements Hostplus’ position as a market leader in the superannuation sector, especially as it follows several other award wins over recent years.

This is fantastic recognition of Hostplus’ product offerings to members and their staff, and reinforced Hostplus’ position as a super fund of choice for a growing number of Australians.

We extend our congratulations to Hostplus for this accomplishment and take pride in their longstanding partnership with AHA (Vic).





In the heart of Daylesford, Victoria, lies a culinary sanctuary that has stood the test of time and captivated the palates of diners for four decades. Lake House, founded by the visionary chef Alla Wolf-Tasker, is not just a restaurant; it's a testament to innovation, sustainability, and an unwavering dedication to hospitality. I visited Lake house to meet both Alla and her daughter Larissa Wolf-Tasker, Brand Manager of Lake House to uncover secrets to what makes the property so special to their customers.

Lake House's journey began in 1979 when Alla and her husband Allan Wolf-Tasker, purchased a humble paddock with a dream. Alla described it as a blend of blind ambition with a relentless passion, saying, “When I think about what I wanted many, many years ago, the dream was so far removed from the

reality of what we purchased. We purchased just a paddock. Apart from the wrong location, the wrong timing and not thinking why no one else did it at the time, we also had no money, she giggled.” In 1984, their dream became a reality as Lake House opened its doors to the world, marking the beginning of a remarkable journey for the Wolf-Tasker family. Reflecting back at the support she received from her late husband, Alla said, “I had a husband who told me that if he could draw it then, he could build it, and when I said to him that I wanted a country restaurant, he said why not.”

For her daughter and Brand Manager Larissa Wolf-Tasker, the venue represents more than just a restaurant; it's a legacy to be cherished and preserved. "Lake House in 2024 is celebrating its 40th anniversary. Since it

was bought, the property has developed in a very slow and organic fashion,” she said. “The vision was never to have a property that would one day be a member of the Luxury Lodges of Australia, it was in fact to have a destination restaurant. Over the past 40 years, the evolution of the business has been an answer to the demands of our long-term returning guests who have been supporting us since day one. Those that we have fostered great relationships with along the way,” she said. Larissa keeps track of the current trends shaping the tourism industry, yet she maintains that Lake House's success is not defined by conforming to these trends. Instead, she emphasises the importance of responding to guests’ needs by observing and understanding how individuals prefer to unwind, reconnect, and indulge in leisure experiences.





Adele Labine-Romain


• To YE September 2023 around 975m tourists travelled internationally, representing 75% of 2019 levels;

• AUS international tourist arrivals back to 75% of pre-pandemic levels, but trailing global trends (YE: November 2023);

• AUS hotel occupancies back to 95% of 2019 levels, 95% of international airline seat capacities and 94% of domestic seat capacities (YE: Nov/Dec 2023);

• Strong AUS domestic recovery compensating for still returning internationals – domestic expenditure at 136% of pre-pandemic levels and 95% of trips taken (Sept. 2023 vs 2019);

• Regional AUS domestic visitor spend stronger growth than capital cities (140% vs. 132%);

• AUS travellers still willing to pay more for premium regional experiences than was the case, pre pandemic;

• AUS domestic recovery is not consistent across different categories though. Holiday travel has fully recovered, with spend up 48% (Sept. 2023 vs Sept 2019). VFR-travel almost back to pre-pandemic levels (trips) with spending 36% up. Business travel in reasonable shape, but trailing (spend up 17% and trips down by 15% on 2019);

• International travel share vs. pre-pandemic mostly still down –holidays (71% of spend and 57% of trips), VFR (121% of spend, 90% of spend), Business (95% of spend and 69% of trips), and education (84% of spend and 69% of trips) – Sept. 2023 vs. Sept. 2019.

• Recovery in Victoria continues to ramp up – spend at 117% ($37b vs. $32b) and visitor numbers at 93% of 2019 levels;

• Victorian domestic tourism spend is currently $31b (137%), with trips at 94% of 2019 levels;

• International visitor arrivals to AUS have grown from 8% of 2019 levels (Jan 2022) to 81% (Nov. 2023) but have plateaued since March 2023;

• International VFR travellers to AUS reflect a strong and sustained recovery, while holiday and business travel volumes have plateaued at circa 70% of 2019 levels;

• International traveller returns for conventions has been the most volatile AUS travel segment, ranging between the mid-60% - low 80% range across 2023 months;

• AUS outbound international departures have been strong and steady across 2023, ranging between 79% - 97% (Nov. 2023) of 2019 levels;

• Australians are a nation of travellers though – spending $4,180 pp and $2,600 pp (YE: Nov 2023) on domestic and international travel;

• Domestic overnight trips and expenditure across AUS are holding up well despite a strong return in outbound international travel from March 2022 – September 2023;

• Despite cost-of-living pressures AUS consumer intentions to continue to spend on travel have remained consistent and stable across Dec. 2022 – Dec. 2023);

• If anything, intention to spend on recreation, entertainment, restaurants and leisure has shown a small increase, when comparing Dec. 2023 vs. Jun. 2023);

• Unsurprisingly, higher income households are driving the strength of domestic travel spending in AUS. They are less impacted by cost-ofliving pressures, more able to absorb costs and continue to travel;

• Despite these pressures, domestic and international travel intentions for AUS travellers have remained consistent across the period May 2022 – Dec. 2023;

• Travel intention for consumers in many inbound AUS markets has moderated, with the exception of China and India;

• Travel is resilient despite increasing cost pressures. Corporates are taking fewer, more focused and longer trips than pre-pandemic;

• 2024 travel trends – increased seat capacity will soften international prices; blended travel experiences (business mixed with leisure travel) drive employee engagement; employee wellbeing a key issue; Gen-Z push for tech and sustainability; super commuting emerges are a new category and employees want ‘leisure-like’ control;

• AUS traveller likelihood to travel for business in the next three months reached a post-pandemic high in August 2022 (73%), but has fallen and plateaued since then (59% in December 2023);

• Domestic overnight travel (trips) forecast is expected to continue to perform above 2019 levels across 2024 (118%), 2025 (125%) and 2026 (131%)



Matthew Burke STR

• Hotel occupancies across the world have largely rebounded to 2019 levels. The Central American region is leading the way (107% of 2019), while the Australia and Oceania region (A&OR) is at 94%;

• ADRs (full year 2023) for A&OR are 5% up on 2019 levels at $171 USD;

• Australian occupancies are circa 5% down on 2019 levels, while ADRs are up circa 28%;

• Melbourne hotel occupancies are up 14% on 2022 levels (Sydney up 20%);

• Darwin, Hobart and Gold Coast reflect smaller hotel markets that over performed during COVID, but are now back to traditional norms, -13%, -3% and -2% on 2022 levels respectively;

• Capital cities performed more strongly in 2023 vs. 2022. Regional centres are now reverting back to traditional means. New room supply up 5-6% nationally;

• Occupancies across regional Australia are softer than post-COVID peaks, but 2023 results still reflect some of the best results achieved historically;

• Melbourne ADRs consistently 15-20% higher than historical averages, across all of 2023;

• Melbourne hotel room supply increased by between 12-15% across 2023 (vs. 2019), while demand returned to 2019 levels;

• Significant differences in new hotel room supply across 2023 (circa 14% for Melbourne and only 5% for Sydney) contributed to Sydney’s ADR growth being larger than Melbourne’s (circa 22% up vs. circa 18% for Melbourne). Sydney, of course, also started from a higher ADR base;

• ADRs aren’t heavily influenced by Australia’s prevailing inflation rate (falling inflation doesn’t result in rising ADRs);

• GOPPAR across the Asia-Pacific region is higher, however GOP% returned to owners has barely moved, given increased operating costs. ADR growth is the only way to drive more hotel profitability;

• Half of Melbourne’s new hotel room supply has already been absorbed (28% new supply since 2019 and circa 14% new demand). ADR growth is most prevalent in the Upper and Upper Mid-Scale hotel categories, up circa 20% on 2019 levels;

• Hotel occupancies for properties in Melbourne’s CBD has become more consistent across properties, when comparing 2023 vs 2022 performance;

• All parts of Melbourne are showing similar patters with ADR% changes (2023 vs 2022);

• Melbourne midweek hotel performance has been consistently better across 2023 vs. 2022;

• Melbourne lags behind all other Australian capital cities on the percentage of workers who have returned to the office (only 60% vs. pre-COVID). Lots of room for growth and upside here;

• ADR growth for Melbourne is starting to soften. There is renewed pressure on weekends to drive ADR performance;

• Most new hotel room supply for Melbourne has come in the ‘Southbank and lower streets’ area vs. ‘Parliament and upper streets’ area – 30% up vs. 10% up respectively. The ability for ‘lower Melbourne’ to drive rate is not as strong currently, given more competitive tension there;

• The importance of events, of all kinds, is reflected in related significant upticks in occupancies when these occur;

• Forward booking forecasts are encouraging, with more occupancy currently ‘on the books,’ across all time periods, that the same time last year;

• Whilst Taylor Swift’s concerts did not bring the biggest occupancy levels that Melbourne has ever seen (Ed Sherran and Billy Joel were better), they did result in the best ADR and RevPAR levels Melbourne has achieved;

• Forward data also reflects occupancies don’t dip too much across Melbourne’s winter season, so good seasonal ‘evenness’ of demand is apparent. Occupancies will rebound to 2019 levels this year.







• Travel for people with a disability can be frustrating and exclusionary. Good customer service and consistency of treatment across all traveller types is critical. Maintaining dignity is key!

• Many of these travellers have great desire and great intent to travel (sector worth $3.3b annually in Australia). Operators shouldn’t deny these travellers the experiences they crave.

• Operators should not get ‘tripped up,’ worrying about language used to describe these travellers. Intent and action to accommodate them should be the main focus!

• It’s OK, relevant and appreciated to ask people about their accessible travel needs, before they visit.

• There’s a “massive appetite” for diversity and inclusion in marketing activities and storytelling. There’s “no greater agent for social change” than this content that helps to change perceptions.

• Audiences now demand diversity and authenticity in this messaging.

• Inclusion Awakening – now very real. An appreciation that we all see the world in a different way and it’s important to bring everyone along.

• Poorly/not considering the needs of travellers with a disability doesn’t make good business sense and ‘leaves dollars on the table!’

• When creating a new guest/traveller experience – ‘bake in’ inclusion considerations at the outset. Difficult and expensive to consider these needs later. Don’t be scared, just make a start!

• Disability access provisions don’t currently move at the same pace as other marginalised groups (e.g. the needs of

Indigenous people). People with a disability need to be prioritsed too. “Let’s achieve dignity among human travellers prior to promoting dignity with pet travel!”


• Australia’s main international competitor travel destinations – New Zealand, Canada, Hawaii and Japan.

• TA’s key intent – generate travel demand. Grow consideration to travel to Australia – this is closely linked to market share achieved.

• Breadth of travel experiences and consistency in delivery is key. Breadth is strongly linked to a traveller's perception of value.

• Australia must tell richer, deeper stories to effectively compete – showcasing vibrant cities, our awesome outback and our rich Indigenous culture, for example.

• In doing so, it’s critical to understand a consumer’s behavioural drivers that lead to purchase decisions, their needs and any existing perceptions of our destination (e.g. “It’s a long way to come!”)


• When developing marketing messages it’s critical to understand the distinction between existing demand (in the market and ready to buy) vs. future demand (not yet ready to buy, but will enter the market in the future).

• People buy brands they feel familiar with (familiarity bias), hence it’s critical to make your brand feel familiar to them, to encourage future purchase.

• Human brains are hardwired to warn us away from things that are unfamiliar.


• Purchase intent becomes higher with a higher degree of product/service familiarity.

• Effective marketing should convert existing demand and create future demand.

Completely different strategies are required to achieve each of these outcomes.

• Future demand (not ready to purchase yet) Need to plant positive memories in the heads of future consumers. Creativity and emotion are required to reach a wider audience.

• A classic example of this approach was a Volvo trucks ad using Jean Claude Van Damme to demonstrate key product features (class leading vehicle stability).

• These very creative ads are seven times more effective at driving market share at the same level of marketing spend!

• Rational ‘product features and benefits’ ads are good at converting existing demand (ready to buy now), but won’t build awareness and purchase intent with future buyers, a much larger audience.

• Consumers can’t help “but believe better of brands they feel emotionally closer to.”

• Emotional ads drive greater brand connections and profits (businesses are able to charge higher prices, their brands more readily accepted by consumers).

• Attracting future purchasers requires targeting a broader potential customer base, appreciating it’s uncertain how many will actually decide to buy.

• Even instantly recognisable brands (e.g. Amazon, Google and Airbnb) spend billions of dollars on brand building, to create a strong funnel of future demand.

• Brand building makes companies larger and more valuable.

• Consumers who feel emotionally positive toward a brand can feel gratitude toward it and are happy to pay more for it!

• Typically, a spend of 60% of a marketing budget on brand building (future demand) and 40% on performance marketing (to convert existing demand) is appropriate. However, as a brand becomes more mature, the ratio of spend on brand building needs to increase.

Look out for Part 2 of this review that will address Tourism Australia’s primary areas of focus across 2024, including key markets of interest and key future considerations for sustainable tourism growth.






In a bustling room filled with anticipation and excitement, industry professionals from all walks of life gathered for a very special occasion – the launch of Women in Hotels. As the event unfolded, it became apparent that this initiative wasn't just about rebranding; it was a testament to the power of diversity, inclusion, and collective empowerment within the hospitality industry.

Reflecting on the journey that led to the launch, AHA (Vic) General Manager, Kimberley Malcolm said, “I think on the second day after hitting send on the invitation to this event, we were still sitting on 20 tickets purchased, and I looked at the team and thought “What have we done?” But we were on the right track and momentum certainly kicked in.” Despite the nerves, momentum surged, and the response exceeded our expectations. “Whether you own a pub in a town of 1500 people, run a busy inner city gaming room or head up the sales team at one of Melbourne’s iconic accommodation properties, you are all welcome,” she said. The room buzzed with energy as old friends reunited and new relationships

were forged, all united by a common goal – to champion diversity and inclusion in industry.

Addressing the crowd, Kimberley acknowledged the allies in the room, emphasising that their presence wasn't an act of bravery but rather a reflection of their commitment to equality. Gone were the days of being questioned for simply existing in a space; now, everyone was recognised as industry professionals, regardless of gender.

Eight years ago, AHA (Vic) introduced the Women's Network, perhaps ahead of its time. We even had a logo, and as Kimberley said, “Although in hindsight, it might have resembled an ovary!” It was launched on International Women's Day, where we enthusiastically embraced various slogans and immersed ourselves in the traditional purple hues of the occasion.

As the years passed, International Women's Day became a topic of debate. Was it becoming too commercialised? Were


well-intentioned businesses using it merely as a marketing ploy rather than a genuine platform for advocacy? Was the day becoming tokenistic, adorned with cupcakes and catchy slogans? These questions lingered, yet the answers remained elusive.

However, amidst the uncertainty, one thing remained constant: our Women's Network. For the past eight years, it has provided a space for women in the industry to convene, share their stories, celebrate successes, and offer support to one another. It was born out of a genuine desire to foster connection, spark innovation, and forge lasting friendships. On 7th March 2024, we relaunched the brand and renamed ourselves as ‘Women in Hotels.’

The launch event wasn't just about celebrating a new brand; it was an opportunity for attendees to shape the future of the network. Interactive displays and surveys encouraged participants to share their ideas for upcoming events, speakers, and topics of importance. Attendees exchanged

thoughts and visions for what Women in Hotels could become.

Amidst the festivities, gratitude was extended to the teams behind the scenes, whose dedication and hard work made the event possible. As the event drew to a close, attendees were reminded of their role in championing the success, progression, and contribution of women in the hotel industry. With a renewed sense of purpose and unity, they turned their attention to the screen, eager to see what Women in Hotels meant to others in the industry.

In the end, the launch of Women in Hotels wasn't just about a new name or logo; it was a celebration of progress, it was a reminder that when we come together, we can create meaningful change. As the hospitality industry continues to evolve, one thing remains clear – the future is bright, inclusive, and filled with endless possibilities for all.




We’re thrilled to share that Hostplus has been named Money magazine’s Best Super Fund for 20241.

What does that mean for our members? Hostplus is a top-performing super fund that puts members first. Judged on strong performance, good value, and an ongoing focus on members, we’re proud to be a super fund that delivers on all three fronts.

The benefits of being with us

Take a look at how we’re striving to help our members have a future they’ve worked hard for.

Consistently strong returns

We measure our success by what we deliver for our members. As well as winning Money magazine’s Best Super Fund for 20241, Hostplus’ default Balanced (MySuper) option, where most of our members invest, is a top performer over the long term. In fact, it’s ranked the number one option over rolling 10 and 20-year periods². See our investment performance at

A low admin fee3

One of the lowest admin fees out of any MySuper product means more of members’ money is invested in their future. Every dollar our members save goes a long way to helping them achieve a future full of positivity. That’s why we aim to keep our fees and costs as low as possible. You can find out about our fees by visiting hostplus/fees.

A wide range of investment choices

While our Balanced option is designed for members who prefer to leave investment decisions to us, we offer a range of investment options – including pre-mixed and single sector options – for those who want more control over their super. Members can mix and match different options to suit their investment risk profile and financial objectives. Take a look at our range of investments at hostplus/ investments.

That’s a plus.

Find out more about our winning team at

1 Best Super Fund 2024 is awarded by Money magazine. Visit for awards criteria. Awards and ratings are only one factor to consider when choosing a super fund. Past performance is not a reliable indicator of future performance. General advice only. Consider the relevant Hostplus PDS and TMD at and your objectives, financial situation and needs, which have not been accounted for. Issued by Host-Plus Pty Limited ABN 79 008 634 704, AFSL 244392 as trustee for the Hostplus Superannuation Fund, ABN 68 657 495 890. 2 SuperRatings Fund Crediting Rate Survey – SR50 Balanced (60-76) Index for January 2024. 3 Source: SuperRatings fee data for public offer MySuper products extracted from SMART 2.0 platform on 7 February 2024. Comparison is based on the total administration fees and costs assuming a $50k account balance. Other fees and costs apply. Refer to the PDS for more information.
SuperRatings Accumulation Fund Crediting Rate Survey – SR50 Balanced (60-76) Index, January 2024. General advice only. Consider the relevant Hostplus PDS and TMD at, and your objectives, financial situation and needs, which have not been accounted for, before deciding. Past performance is not a reliable indicator of future performance. Issued by Host-Plus Pty Limited ABN 79 008 634 704, AFSL 244392 as trustee for the Hostplus Superannuation Fund ABN 68 657 495 890. HP2810 With super,
SuperRatings Accumulation Fund Crediting Rate Survey – SR50 Balanced (60-76) Index, January 2024. General advice only. Consider the relevant Hostplus PDS and TMD at, and your objectives, financial situation and needs, which have not been accounted for, before deciding. Past performance is not a reliable indicator of future performance. Issued by Host-Plus Pty Limited ABN 79 008 634 704, AFSL 244392 as trustee for the Hostplus Superannuation Fund ABN 68 657 495 890. HP2810
long-term performance matters.
Balanced (MySuper) option delivers top performance over 20 years.
Compare Hostplus
With super, long-term performance matters. Hostplus’ Balanced (MySuper) option delivers top performance over 20 years.
Compare Hostplus



It’s no secret that getting your hiring process right is a crucial step toward recruiting the right people. Focussing on the relevant questions and processes while removing unnecessary admin is key.


The first thing to get right is the beginning of the process: let's get the right people applying for the role. People apply for roles based on how you describe it and where you advertise it.

Getting the role description correct is critical here. It’s essential to write it in a way that candidates identify with the role and want to apply for it. That means explaining the role and clearly articulating the benefits, too.


The reality of the job market is that you’ll still get resumes that are duds or people that aren’t the right fit for the organisation. You want to screen these people out before they get to the formal interview process to save time.

The first thing to do is review the candidate's resumes and look for common red flags, like:

• Major grammar mistakes and typos

• Failure to include requested documentation

• Unexplained employment gaps & job hopping

• Right to work in Australia

If you filter out people with red flags on their resume, you’ll save yourself time calling or interviewing them at the very least. The next thing is to do a screening call. This is a quick vibe check on the candidate. In this call, you should see their expectations and what they’re looking for.


All the paperwork is piling up for you at this point. If you’re a small team or are constantly hiring new staff, all the resumes, calls, and notes can become overwhelming. An Applicant Tracking System (ATS) can help manage the paperwork and make it all make sense.

A good ATS typically has a candidate’s paperwork in their file. That way, you don’t need to find their resume and notes from their screening call before the interview.


Make sure you ask the right questions in the interview. Some people might look great on paper but interview poorly. Others might interview quite well, but have a hidden issue that comes out during the process.

Be sure to ask the right questions that are unique to your business. It’s also important to gauge the applicant's attitude and not just their technical skillset.


The final thing is to progress applicants through this process as quickly as possible. The longer the process drags on, the more likely candidates drop off, or get another job entirely.

To have a look at Tanda’s new advanced HR features (including an ATS) get in touch with the team!





Keno Bonus is a way for customers to maximise their prizes, with some games multiplying wins by up to 10 times.

We all like the extras in life, whether it be an extra bit of cream for your slice of cake, an extra sugar in your morning coffee, or maybe even an extra boost to your Keno prize.

Keno players can take their playing experience to the next level and open up a world of opportunities with Keno Bonus.

Keno Bonus is a simple way for players to boost any of the prizes they win. By selecting Keno Bonus and doubling their bet, whether it be from $1 to $2 or $10 to $20, players give themselves the chance to multiply their regular Keno Classic 7 Spot, 8 Spot, 9 Spot or 10 Spot prize. Customers can also play Keno Bonus on non-jackpot games too.

With Keno Bonus, any game can be boosted by 2 times, 3 times, 4 times, 5 times, and 10 times.

However, some players may be unaware of the opportunities afforded to them. Keno Bonus is not only an opportunity for players to boost any prizes they win on a game, but

it’s also an opportunity for venues and staff to engage with customers and players, educate them and ensure they are making the most of their playing time.

In January this year, a man from Crows Nest in Queensland bagged a $5.5 million Keno prize when his Keno Classic 10 Spot winning entry was, in fact, a Bonus entry which gave him an extra $2.9 million in additional winnings.

The Queenslander scored the Keno Classic 10 Spot jackpot in draw 389, drawn Thursday 18 January 2024 and took home a total prize of $5,519,481.00.

The winner’s total prize was bolstered by the fact that he chose to add Keno Bonus to his ticket on a whim.

“I’m still in shock, to be honest mate!” the winning man laughed when an official from Keno called to confirm his windfall.

“It’s been a ritual of mine for decades.

“Every Thursday afternoon, I’ll head down to the local and play the same numbers.

“I never expected anything to ever come of it, but I can’t tell you how happy I am that something amazing happened.

“It’s just such a game-changer!

Keno State Licensed Venue Manager

Tony Wharton said the Crows Nest man’s mammoth win was a great example for other players in how they could boost their prize with Keno Bonus.

“This Queenslander’s win is historic because it’s the first Keno Classic 10 Spot I’ve seen with Bonus!” he said.

“It’s a great example of how fantastic Keno Bonus is and how players can maximise their prize.”



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