364138 STATE OF THE INDUSTRY REPORT 2025_Emag

The Australian Hotels Association (Victoria) is the peak body representing Victoria’s pubs, hotels, and accommodation venues. We advocate on behalf of our members across metropolitan and regional Victoria, from small family-run country hotels to major hospitality and accommodation venues.

Our role is to ensure that pubs and hotels can operate successfully and sustainably in a fair and competitive environment. We work closely with government, regulators, media, and industry partners to shape policy, reduce red tape, and highlight the economic and social value that venues deliver to their local communities.

Accommodation Australia (Victoria) is the peak body representing the rights and interests of Victoria's regulated accommodation providers, as an entity of AHA (Vic).

AHA (Vic) and AA (Vic) provide members with expert advice on workplace relations, licensing, compliance, and business operations, as well as training, benchmarking, networking, and promotional opportunities. We are the industry’s collective voice, protecting the interests of venues, supporting their staff, and celebrating the vital role pubs and hotels play in Victoria’s economy and culture.

FROMTHE PRESIDENT

PubsarethebeatingheartofVictoria.Theyare wherestoriesaretold,milestonesmarked,and communitiescometogether.Whetherit’sthe cornerpubinthesuburbsorthefamily-run hotelinacountrytown,thesevenuesarefar morethanbusinesses,theyaresocialanchors, economicengines,andplacesofbelonging.

Overthepastyear,we’veseenextraordinary resiliencefromourmembers.

Facedwithrisingcosts,workforcepressures, andshiftingconsumerhabits,publicansacross thestatehaveadaptedwithingenuityand resolve.We'vecontinuedtoemploytensof thousandsofVictorians,supportlocal suppliers,andprovidesafe,responsible,and welcomingspacesformillionsofpatronseach week.Ourcontributiontothestate’seconomy ismatchedonlybyoursocialimpact.

Ourpubssponsorlocalfootyteams,host charityevents,andserveasgatheringpointsin timesofcelebrationandcrisisalike.When naturaldisastershitregionalcommunitiesor cost-of-livingpressuresbite,it’softenthelocal publicanwhoopensthedoors,switchesonthe lights,andgetstoworkfortheircommunity.

Despitethis,alltoooftenwearethevictimsof

over-regulationandredtape,withpolicy makersseeingtheirroleasrestrictingbusiness ratherthanfacilitatingit.

Thefiguresinthisreporttellanimpressive economicstory,butbehindeverynumber standsaperson,whetherthatbeanowner,a bartender,achef,alocalmusician,ora customer.Collectively,theyremindusthat pubsarenotrelicsofourhistory,butvital institutionsshapingVictoria’sfuture.

Thechallengeaheadistoensureourvenues cancontinuetothrive.Thatmeanscuttingred tape,reducingcosts,investinginworkforce development,andensuringgovernmentpolicy supports,ratherthanhinders,community hospitality.

OurmessagetoGovernmentissimple:the localpubisnotarisktomanage,it’sasocial safetynettoprotect.

AsPresidentofAHA(Vic),I’mproudofwhatour industryrepresents:hardwork,generosity,and connection.Toeverypublican,staffmember, andpatronwhokeepsthespiritofthelocal alive:thankyou.Thisreportisacelebrationof youandofanindustrythatcontinuestopour itsheartintoVictoria.

ACCOMMODATIONAUSTRALIA

Ourstateiswellpositionedtoleveragean excitingforthcominggrowthphaseinglobal tourism,howeveradequategovernmentand industryfundingofarangeofdemanddriving activitiesisrequiredtoamplifyintrastate, interstateandinternationalvisitationto Victoria.

Importantly,aprovenreturnoninvestment results,KPMGreportingthatevery$1spenton destinationmarketingactivitiesbyVisitVictoria (VV)translatesto$27oftourismexpenditure.

Thescaleofnewhotelroomsupply, particularlyacrossMelbourneinthepastsix years,hasseenanimpressivearrayofnew mid-range,lifestyleandluxuryaccommodation inventoryacrossVictoria,thathasfastbecome theenvyofallotherstatesandterritories.

Moreover,ithasencouragedincumbenthotel operatorstoenhanceexistingaccommodation product,tomaintainmarketposition.New accommodationroomdemandisnow outpacingnewsupply,howeverkeyhotel metricsacrossMelbournestilltrackbelow manyotherAustraliancities,asthisnewsupply continuestobeabsorbedandmarket equilibriumisrestored.

Thebattletocaptureatraveller’sattentionis intensifying,asotherdomesticand internationaldestinationsactivelyjostlefor theirdiscretionarydollar.Whilesignificant initialpost-pandemicgrowthindomestictravel byAustralianshasessentiallyflatlined, significantincreasesinvisitorarrivals,nights anddollarsspentinVictoriabyinternational visitorspaintsanencouragingpictureand heraldsafurthergrowthopportunity.

TheStateGovernment’swelcomedrecent fundingannouncementofanadditional $43.7movertwoyears,tohelpmarketVictoria tokeymarkets,willbecentraltoVV’seffortsto bankinternationaltravellergains,whilealso nowabletoactivategrowthinintrastateand interstatetraveltoandwithinourstate.

Airlineaccessandeaseofpassenger movementsarefundamentaltoanytourism successstory.MelbourneAirport’s10year, $10bcapitalworksprogramiswelltimedanda criticalgrowthenabler.Theconstructionofa thirdrunway(by2031),expandedairlinecheck inandarrivalsareaandlong-awaited MelbourneAirportRailLink(additional investment)willbefundamentaltotheairport’s abilitytoaccommodateexpectedpassenger

growthfrom37mannuallyin2025to77m passengersby2041andincreaseflightseat capacities.

VVhasrecentlyreleasedVV2030,astrategy thatoutlinesVV’sprioritiesanddemand-led pathwaytoimproveVictoria’scompetitiveness andcapturesustainablegrowthacrossour visitoreconomy.VV’swillingnesstoengageand workwiththeaccommodationsectortohelp devisestrategiestofillourexpanded accommodationinventoryisencouraging.

Afocusonattractingandretainingmajorand sportingeventsshouldbematchedby investmentinbusinesseventattraction,critical todrivingdemandinmid-weekandoff-peak periods.

OnbehalfofAccommodationAustralia,I expressgratitudetoourmemberhotels, hoteliers,theirhard-workingteamsand networkofindustrypartnersandsuppliersfor theimportantroleyouallplayinentrustingus toprotectandpromoteyourinterests–we continuetomakegoodstridestogetherto improveoursectorforall.

Image:HiltonMelbourneLittleQueenStreet

Image:MarnongEstate

Victoria’spubsandaccommodationproviders formthemostdynamicandcommunitymindedindustryinthestate.Theyemploy tensofthousandsofpeople,generatebillions ineconomicoutput,andprovidethe experiencesthatdefineoursocialand communitylives.

AHA(Vic)’sStateoftheIndustryreportshows anindustrythatremainsstrong,butonethat isalsoevolving.Operatorsareconfronting higherenergyandwagecosts,workforce shortages,andchangestoconsumer behaviourbroughtonbycost-of-living pressures.Yetineverycornerofthestate, fromMallacootatoMildura,ourmembers continuetoadapt,invest,andservetheir communitieswithpride.

Accommodationhotelsarethecentralpillars ofVictoria’svisitoreconomy;drivingtourism, creatingjobs,andshowcasingworld-class, accommodationproductandservice standards.Atthesametime,pubsremainthe heartoflocallife,placeswherepeoplegather, supportoneanother,andfeelpartof somethinglarger.

Asanassociation,AHA(Vic)and AccommodationAustralia(Vic)arefocusedon ensuringthatmembershavetheconditions andconfidencetogrow.Thatmeans partneringwithgovernmentonpractical reforms:fairerlicensestructures,workforce pathways,energytransitionsupport,andred tapereduction.

Italsomeanstellingthetruestoryand economicbenefitofourindustryandour potentialgrowth.Wedothisnotjustthrough data,butthroughthepeopleandvenuesthat makeitgreat.

Thehospitalitysector’scontributionto Victoriaextendswellbeyondthebalance sheet.Itsustainslocaleconomies,underpins tourism,andstrengthenssocialconnection. Everymealserved,everyroombooked,and everyeventhostedcontributestoawider ecosystemthatkeepsVictoriaworking, connectedandwelcoming.

Toourmembers:thankyouforyour commitment,professionalismand communityspirit.ThefutureofVictorian hospitalityisbright,andtogetherwe’llensure

EXECUTIVESUMMARY

Victoria’spubsandaccommodationvenues formthestate’slargestcommunity-connected industry.

Behindtheimpressiveeconomicfiguresinthis reportthereissomethingdeeper:pubsand hotelsarethebackboneofVictoria’ssociallife andakeydriveroflocalspiritandresilience.

The2025-2026StateoftheIndustryReport revealsasectordefinedbybothstrengthand strain.Operatorscontinuetoinvest,employ, andinnovate,evenastheyfacechallenges suchasenergyandwageincreases,workforce shortages,andshiftingconsumerbehaviour amidatighteningeconomy.

Still,acrosseverymeasure,themessageis clear:pubsandhotelsremainindispensableto Victoria’sprosperityandwellbeing.

AnIndustryofScaleandSignificance

Thedatahighlightstheenormousreachof Victoria’shotelandhospitalitynetwork.Every dollarspentatamembervenuegeneratesan additional80centselsewhereintheeconomy.

Thedistributionofthatvaluereflectsthe industry’sgeographicbreadth.Withhundreds ofvenuesacrossregional,rural,coastal,and metropolitanareas,pubsandhotelsare amongthelargestprivate-sectoremployers outsideMelbourne.

Inmanytownstheyarethesinglebiggestlocal business,providingstablejobs,supporting localsupplychains,andactingasgathering points.

EconomicConditionsandHeadwinds

The2025MemberSurveycapturesanindustry undermountingoperationalpressure.Energy costswereconsistentlyratedamongthetop businesschallenges.Therisingpriceofutilities continuestoerodemargins,particularlyfor

smallandmid-sizedoperatorsunabletoinvest inrenewablesorlong-termsupplycontracts. Workforceshortagesremainacute.Venues reportdifficultyrecruitingchefs,supervisors, andmanagers.Penaltyratesandwage increaseshaveintensifiedfinancialstrain,and customers’abilitytoabsorbthoseincreasesis limited.

Cost-of-livinghasemergedasthesingle greatestoverarchingchallenge.Reduced discretionaryspendinghasimpactedtrade, particularlyinregionalareaswherelocal economiesaremorevulnerable.Oneoperator summarisedthechallengesuccinctly:“Getting peopletocomeoutandspendmoneythey probablydon’thave.”

Bycontrast,majoreventsandsportremain vital.Footyfinals,mid-weekbusiness conferences,concerts,andfestivalsdrivepeak tradingperiods,underliningtheneedfor continuedinvestmentintheeventeconomy.

PublicSentiment:ThePubTest

DespitethechallengespublictrustinVictoria’s pubshasneverbeenstronger.Patronpolling showsthat83percentofVictoriansconsider pubsanimportantpartoftheirsociallife.

Whatpeoplevaluemostabouttheirlocalis serviceandconnection.Nearlyhalfof respondentsranked“staffandservice experience”asthenumber-onefactor influencingwheretheychoosetogo.Patrons seetheirlocalpubasa“homeawayfrom home”thatcontributestotheirwellbeing.

Theseattitudesreflectthebroadercultural roleofpubsas“thirdplaces”,vitalspaces beyondhomeandworkwherecommunitylife happens.Researchreinforcesthis,findingthat havingaregularlocalcorrelateswithhigher lifesatisfaction,strongertrust,andbetter psychologicalhealth,particularlyinregional communities.

EXECUTIVESUMMARY

CommunityandCulturalValue

Pubsandhotelsareamongthemost charitablebusinessesinthestate.Members donatemillionsannuallythroughcash, sponsorship,andin-kindsupport.

Theyarealsoculturalincubators.Victoria’s live-musicpubshavelaunchedcountless careers,yetmanyaresqueezedbycosts, insurance,andregulatorybarriers.Protecting themisessentialtopreservingVictoria’s identityasAustralia’sculturalcapital.

TheRoadAhead

Thisreportrevealsasectorreadytoevolvebut inneedofsmartpolicysupport.Ourpriorities include:

Workforcedevelopment:Building hospitalitycareerpathwaysthrough training,apprenticeships,andleadership programsthatturncasualworkinto lifelongprofessions.

Red-tapereduction:Streamlined planning,licensing,andcompliance processestocutcostsandaccelerate investment.

Cityandregionalactivation:Incentivesto driveCBDvisitationandregionaltourism, recognisingthatvibranthospitality underpinsVictoria’seconomy.

Taxreform:Afairerandmorebalanced taxationframeworkthatsupportsvenue reinvestment,includingrelieffrom escalatingexcise,payroll,andlicensing coststhatundermineprofitabilityand employmentgrowth.

Majorandbusinessevents:Supporting andgrowingfundingformajorevents,and mid-weekbusinessconferences,while supportinggovernmentorganisationsthat arechargedwithputtingVictoriaonthe mapforbothinternationalanddomestic tourists.

AConnectedIndustry

Hospitality’sstrengthliesinitsinterconnected ecosystem.Everymeal,everystay,everypour setsoffaripplethatsustainsthousandsof livelihoods.

Thisreportcapturesthatstory:ofresilience throughchallenge,ofadaptationthrough innovation,andofenduringconnection betweenbusinessandcommunity.Fromthe smallestcountrypubtothelargestcityhotel, Victoria’shospitalitysectorcontinuestoserve asthestate’ssocialheartbeatandeconomic engine.

LookingForward

Victoria’spubs,hotels,andaccommodation venuesremainattheheartofthestate’s economicandsocialfabric.Withtheright policy,investment,andcommitmentto innovation,thehospitalityindustrycannot onlyweathercurrentchallengesbutlead Victoria’snextchapterofgrowth.

Thefutureofourpubsandhotelsisnotjust aboutsurvival,it’saboutensuringthatevery community,fromthecitytothesmallest countrytown,continuestothrive.

THESTATEOFPLAY

Victoria’spubsandhotelsaremorethanplaces togetadrinkorstaythenight,theyarethe economicandsocialbackboneofVictorian communities.FromMelbourne’sbustling lanewaystooursmallestruraltowns,AHA(Vic) membersaredrivingeconomicactivityand anchoringlocallifeinwaysthatcanneverbe replicatedonlineorathome.

Thefigurescontainedinthischaptertellastory ofscale,diversity,andresilience.

Tensofthousandsemployed,hundredsof thousandsofkegstapped,millionsof customersservedandbillionsofdollarsof economicoutput.

Behindthebarandbeyondthekitchen,this translatesintomorethanabilliondollarsin wages,fuellinghouseholdincomesand supportingbusinessesupanddownthe

supplychain.Fromfarmersandfreight operatorstobrewers,distillers,andlocal tradies,it’sanecosystemthatstretchesfrom thefarmgatetothefrontbar,andit’sonethat keepsVictoriancommunitiesworking,fed,and connected.

2025’sAHA(Vic)MembersSurveyhighlightsa sectorthatcontinuestoevolvewhile weatheringcomplexheadwinds.Operatorsare adaptingtohigherenergyprices,withmany citingpowerandgascostsastheirsingle biggestoperationalchallenge.Workforce pressuresremainacute,withpersistent shortagesofchefsandsupervisorsand continuedstrainfrompenaltyratesandwage increases.Thecost-of-livingcrisishasalso beguntobite,tighteningdiscretionary spendingandreshapingconsumerhabits, especiallyinregionalareaswherelocal economiesareunderpressure.

InMelbourne’sCBD,theimpactofworkfrom-homeculturehasalteredweekday tradepatterns,withoperatorscallingfor strongergovernmentactiontoreactivatethe city.Atthesametime,majoreventsand sportingfixturescontinuetounderpinpeak tradingperiodsactingasvitaleconomic lifelinesthatsustainhospitality’srhythmand resilience.

Acrossregional,rural,coastal,and metropolitanVictoria,pubsandhotels remainvitalcivicinstitutions:economic anchors,majoremployers,andthetruetown square.Asthischaptershows,theStateof Playisoneofstrengthandadaptation.Itisan industrythatkeepspouring,cooking,and connecting,evenastheworldaroundit changes.

THEPUBINDUSTRYATAGLANCE People,Plates,Pints,Purpose

Thepubindustryisuniquelyimportantto regionalVictoria,whereitnotonlysupports farmersthroughwholesalepurchasingoftheir produce,butalsoasalocalspotinthe communityforentertainment,socialisingand dining.

ThehotelindustryinVictoriacontains thousandsofbusinesses,generatingbillionsin economicbenefit.Acrossthesectormorethan 12,000communitygroupsarecharitably supported.

SALESREVENUE

With Victorians employed,thesectorsupportsan estimated EmploymentandWages

64,122

$1.84billion in annualwages,contributingdirectly tohouseholdincomes.

$1.9billion

THESTATEOFPLAY

Aneconomicmultipliermeasuresthe"ripple effect"ofinitialspending.Itcalculateshow moneyspentdirectlyinvenues(DirectImpact) flowsthroughtheeconomybyfunding suppliers(IndirectImpact).

Forthismodel,we'vemodelledaconservative outputmultiplierof1.8,whichisastandard figureforthehospitalitysector.

TheCalculation

Themodelappliesthismultiplier tothedirectannualrevenue generatedbyourmembers.

This$6.44billionfigurecanbe brokendownintotwoparts.

Thisistheinitial spendingthat happenswithin thevenues themselves.

Thisisthe additionalvalue generatedbythe "rippleeffect."It representsthe economicactivity supportedinother industries,from farmingand transporttoretail andotherlocal services. $2.94

THESTATEOFPLAY

EconomicAnchorsinLocalTowns

Thedatashowsthatmembersarenotjust businessesbutarefundamentaleconomic enginesfortheirlocalcommunities,providing jobsandsourcingfromlocalsuppliers.

EssentialCommunityHubs

Thehighconcentrationofvenuesoutsidethe cityreinforcestheirroleasthe"townsquare" forcountlesscommunities.Theyarethe primaryhubsforsocialconnection,local events,andcommunityfundraising,making themessentialsocialinfrastructure–allinall, theheartofthecommunity.

Policy&Advocacy

Issuessuchasregionaltourism,seasonaltrade, localeconomics,floodsandbushfires,and infrastructurearenotnicheconcernsbutare centraltothehealthofpubsinregionalareas.

Source:www.followourtravels.com/vic-pubs-hotels-full-list/

THESTATEOFPLAY

Victoria’saccommodationandtourismsector continuestoplayadefiningroleinthestate’s economy,culturalidentity,andvisitorappeal. FrommajorhotelsinMelbournetoboutique regionalproperties,thenetworkof accommodationprovidersformsthebackbone ofthestate’svisitoreconomy.

Melbourneremainstheengineroomof Victoria’saccommodationmarket,withtensof thousandsofhotelroomssupportingbusiness events,internationaltourism,majorevents,and thegrowingweekendbreakmarket.Atthe sametime,regionalVictoriacontinuesto demonstrateitsimportance,providingadiverse andhigh-valuevisitorexperiencethat complementsmetropolitantravelpatterns.

Thebalanceandinterdependencebetween thesemarketsiscentraltoVictoria’s competitiveness.

Recenttourismperformancehighlightsboth resilienceandopportunity.Domesticspending continuestoclimb,evenastravellerbehaviour evolves.Theseshiftsarebeingfeltbyoperators acrossthestate,shapingdemandpatternsand influencinginvestmentdecisions.

Internationaltourismhasalsostagedareturn, withvisitorsstayinglongerandspendingmore. Thisreboundisrestoringcriticalrevenue streamsforhotels.Melbourne’sreputationasa majoreventsandculturaldestination, combinedwithregionalVictoria’slandscapes andexperiences,ishelpingacceleratethis.

Together,thesetrendspaintapictureofa sectorthatremainsdynamicandfullof potential.Understandingthecompositionof Victoria’saccommodationstock,andthekey performanceindicatorsdrivingdemandprovidescontextforpolicymakersseekingto navigatethenextphaseofgrowth.

THESTATEOFPLAY

TRENDSDEFININGTHEYEAR Energy,Workforce,CostofLiving,CBD,MajorEvents

AHA(Vic)’sMemberSurveyshowedthat ballooningelectricityandgaspricesare contributingheavilytothecostofdoing business.

Thiswasoneofthemostfrequentlymentioned challengesacrossbothindividualmembersand groups.

Manymembersalsoexpressedconcernover gastransition,whiletheyhavebeendealta reprievefromtransitionpolicyinclusion,it remainsakeyconcern.

"Increasedenergycosts"was consistentlyselectedasatop-three operationalchallengebymembers acrossallvenuetypesandlocations.

AnticipatedHeadwinds

Whenaskedaboutthebiggestsinglechallenge inthenextyear,energypricingwasexplicitly mentioned,withonegrouprespondentciting "localeconomy,energypricing,staffcosts"as theprimarythreats.

Workforceisanever-presentthreattodoing business,culminatinginnotonlyafinancial concernbutanoperationalone.

Staffshortages,recruitmentchallenges,andthe growingfinancialpressureofpenaltyratesand wageincreaseshasforcedpublicansintoa positionwheretheyarehavingtocutdownon openingdaysandhours.

Thesurveypaintedaclearpictureofasector strugglingtoattractandretaintalent,bothina

short-termandlong-termsense,especiallyfor skilledrolesinthekitchen.Penaltyratesarea majorcostconcern,withmanymembers identifyingthemasakeypolicyconcernanda significantinfluenceontheirbusiness decisions.

StaffShortages

Amajorityofvenuesreportedthattheyatleast “sometimes”struggletorecruitstaffand/orare experiencingstaffshortages.

Onemembernotedtheimpactasbeinga"five outoffive",statingshortagesput"pressureon thecurrentstaffandalsoleadstoburnoutand reducedstaffmorale".

Hardest-to-FillRoles

Seniorchefsandotherkitchenrolesremainby farthehardestpositionsforvenuestorecruit.

Onthepolicyfront,themostcommonlycited pressurepointwastherecentincreasesto minimumwageandsuperannuation.

Membersrepeatedlylinkedthesechangesto shrinkingmarginsandthedifficultchoice betweenabsorbinghighercostsorpassing themontopatrons.

Risingcostoflivingisimpactingvenuesfrom bothsides:itincreasesoperationalcostswhile simultaneouslyreducingcustomerspending.

Thisthemeemergedasthemostsignificant challengeforthenext12months.

Membersreportedadeclineincustomerfoot trafficanddiscretionaryspending,whichthey attributetoanailinganddifficultbroader economicenvironment.

THESTATEOFPLAY

TopChallenges

Whenaskedtoidentifythesinglebiggest challengeahead,membersmostcommonly pointedto“thecurrenteconomy,”“local economicconditions,”“costofliving,”and tightening“consumerdiscretionaryspending.” Asoneregionaloperatorputit:“Gettingpeople tocomeoutandspendmoneythatthey probablydon’thave.”

OperationalPressure

“Risingcostofgoodsandsupplies”and “decliningcustomerdemandandfoottraffic” weretwoofthetopthreechallengesselected, reinforcingafeedbackloopthatputspressure onvenueviability.

Metropolitanoperators,especiallythoseinthe CBD,pointedtothedistinctchallengeof changingworkpatterns,includingincreased WFH,alongsidewhattheyviewasinsufficient governmentactiontosupportcityreactivation.

TheimpactofWorkFromHomelegislationand culturewasaparticularconcernforcity-based venues,whichreportapronounceddeclinein midweekpatronage.

OperationalPressure

Onerespondentnotedtheirbiggestchallenge wasthe"localeconomy&lackofdriveto combatfromVicGov&MelbourneCity Council".

THESTATEOFPLAY

KeyTradingPeriod

Alargenumberofbothmetropolitanand regionalvenuesselected"MajorSporting Events"asapeaktradeperiod,confirmingtheir importancetothebusinesscycle.

Majoreventsareacriticaldriverofpeaktrade, particularlyformetropolitanandregionalcity venues.

Acrosstheboard,"MajorSportingEvents"was selectedasakeypeaktradingperiod,alongside

weekenddinnerservice.Manyvenuesrelyon thecalendarofsportingandculturaleventsto driverevenue–incomethattheyrelyonin quieterperiods.

Event-DrivenTrade

Severalvenuesincloseproximitytostadiumsor eventprecinctsexplicitlymentionedtheir relianceonthistrade,withonenotingpeak periodsare"Specificallytwohourspreandpost game/localareaeventorshow".Anothercited "MarvelStadiumEvents"asadriveroftheir business.

WhatVictoriansThink

AGEBRACKET

Bachelorsdegreeorhigher 30-50

Goestothepubonceaweek withherfamily

Ratescustomerserviceas thehighestimportanceand televisedsportasthelowest

Seesthepubasthesafestplaceto catchupwithgirlfriends

Thinksherlocalisasafe,family friendlyplacethatisanaffordable nightout

THEMALEPATRON:

AGEBRACKET

Completedyeartwelveor bachelorsdegree 25-45

Connected,Confident, Community-Minded

Goestothepubonaverage twiceaweek,withfamilyandto catchupwithfriends

Rateskidsplayareasasthe leastimportant

Seesthepubasagoodplacefor post-workactivities

Thinkstheirlocalisaconnection tocommunity,andthebestplace towatchlivesport

WhatPatronsWantToSeeMoreOf

Respondentsunderstandthatpublicansare notprofiteeringthroughhigherprices,and instead,whatpatronswanttoseeisreal actionfromgovernmentthatensuresthe costofapotandparmaremainaffordable forfamilies.

EntertainmentandAmbiance

"Morelivemusic/entertainment/events(e.g., gigs,trivia)"isapopularrequest,with35.37% ofpatronswantingmoreoftheseoptions.

AffordablePricesareKey

Asignificantmajority(68.02%)of respondentswanttoseemoreaffordable pricesatpubsindicatingthatcostisamajor factorinfluencingpatrondecisionmaking anddemand.

Thisisakeyissuefacingpublicans,whoare pressedfromtheincreasedpricesoffood andbeveragesupply,utilitypricesand expandedgovernmentregulationand compliance.

Importantly,patronsseethisdistinctionand haveagoodunderstandingofhowthecostof-livingcrisishashitsupplychainsandtheir local.

"Improvedoutdoorareas"aredesiredby 28.24%ofrespondents,suggestinga preferenceforcomfortableandvariedsettings.

"Morediverseseatingoptions(e.g.,cosy corners,largertables)"arealsoindemand, with19.76%ofpatronsexpressingthis preference.

FoodandDrinkEnhancements

"Betterfoodoptions"aredesiredby22.82%of respondents.

"Widerdrinkselection"isalsoanotable request,with15.01%ofpatronswantingmore variety.

OtherPreferences

"Moreoptionsforviewingsport"isdesiredby 13.49%ofpatrons.

"Morefamily-friendlyfacilities"aresoughtafter by12.13%ofrespondents.

"Betteratmosphere/ambience"wasmentioned byasmallfraction(0.59%)ofrespondents.

VisitingandSpendingTrends

VisitingTrends

FrequentVisitors:Asignificantportionof respondentsvisitpubsfrequently.Overonethird(35.82%)visitseveraltimesaweek,and anotherthird(33.59%)visitonceaweek.

RegularVisitors:Anotable20.05%ofpatrons visit2-3timesamonth.

OccasionalVisitors:Fewerrespondentsvisit onceamonth(6.86%),lessthanonceamonth (3.26%),orrarely/never(0.43%).

SpendingTrends

Thesetrendsindicatethatpubsare frequentedbyalargenumberofregular patronswhoarealsowillingtospenda moderatetohighamountpervisit.

Manyvisitmorethanonceaweek,showinga connectiontotheirlocalasmorethanaplace foranoccasionalmealanddrink.

Howmucharevisitorsspendingatpubs?

CommunityImportance

Pubsaretheheartoftheircommunity, playingavitalroleasaplaceforsocial connectionandcelebration.

Feedbackfromoursurveyreflectedthis,with thesentimentaroundthecommunity importanceofpubsbeingoverwhelmingly positive-manyhighlightedvenuesasaplace wheretheyfeelwarm,welcomeandsafe.

Thoseinregionalandruralareasfurther defineditssocialconnectivityrolebynaming pubsassomewherethattheycanfindamental healthreprieveandconnectwithfriends.

CommunityHub

Manyrespondentspointedto"Community”as adescriptorofwhattheirpubmeanstothem–explicitlydefiningthevenue’sroleasa communityfocalpoint.

Further,thereweremanyresponsesthatused termslike"Meetingplace,"and"Catchupwith friends",furtheremphasisingthepub's functionasasocialgatheringspotwhere peopleconnect.

IntegraltoLifeandWellbeing

Wordssuchas"Everything"and"Life"were readilyusedaswell,showingthatformany,the localpubisdeeplyimportanttotheirdailylives, andtheirlocalsocialfabric.

"Enjoyment"and"Comfort"werealsousedto describethefeelingthatpubsprovide, cementingthemasaspaceforrelaxationand positiveexperiences.

Forsomerespondents,theyhighlightedthe importanceoffamiliaritythroughtermssuchas "Home"and"Ahomeawayfromhome"imbuingasenseofbelonging,andcomfortthat patronsfindintheirlocalpub.

AHubforCommunityandConnection

Overwhelmingly,respondentsdescribedtheir localpubastheheartoftheircommunity.It's seenasanessentialgatheringplacethatbrings peopletogether,bothinasocialandan entertainmentsetting.

Thelocalpubisthe“gettogether” ofthecommunity.Nomatter whatyourageis,whatyour professionisorwhatyoudoin yourowntime,thelocaliswhere everybodyisequaland everybodyishavingagreattime.

APlaceforSocialisingandPersonal Connection

Beyondthebroadcommunity,thepubisviewed asasafe,comfortablespaceforstrengthening friendshipsandspendingtimewithfamily.

It'sthego-tovenueforthoselookingforcasual catchupsanddatenights.Manyviewitasaspace todisconnectfromdigitallifeandenjoyinfaceto-faceconversation.

THEPEOPLEBEHINDTHEPOTS

QuotesfromPatrons

GoodFridayAppeal

PubshavebeenpartoftheGoodFriday Appealstorysince1946,whentheveryfirst donationtinwasplacedonahotelcounter. Morethan70yearslater,thetraditionis strongerthanever.

In2025,over150pubsandhotelstookpart, contributingacombined$520,717tosupport theRoyalChildren’sHospital.Venuesacross metropolitanandregionalVictoriaheldraffles, auctions,livemusicnights,andcommunity events.TheDrysdaleHotelaloneraised $36,000throughitsannualraffle;TheStar HotelSalecraftedspecialpurpleandgreen cocktailswithproceedsdonated;andthe MitchellRiverTavernreviveditspopularXTRA COVERbandnight,turningentertainmentinto impact.

ProtectaLegend

Men’shealthisanothercauseVictorianpubs championwithpride.

In2025,AHA(Vic)membervenuesraisedan impressive$183,739forRULEProstate CancerthroughtheProtectaLegend campaign.Theinitiativemobilisedpatrons andstaffacrossnearly200metropolitan, regional,andruralpubs.

Theircombinedeffortrepresentsthousandsof conversationsatthebar,eventssupported, andsmalldonationsthatcancollectively createlarge-scalechange.Thecampaignnot onlyfundscriticalsupportservicesbutalso raisesawarenessofadiseasethataffectsone insixAustralianmen.

JanBurnettLadiesLunch

Anotherstandoutmomentwasthe2025Jan BurnettLadiesLunch,hostedbyDaniCannyat theHotelRailwayinBrunswick.Theevent broughttogetherindustryleaders,community members,andsupportersforanafternoonof generosityinsupportofOvarianCancer Australia.

ThankstodonatedprizesfromStAndrews Hotel,HotelSorrento,HydeMelbournePlace, AustralianVenueCo.,Diageo,Fever-Treeand FourPillarsGin,animpressive$16,150was raisedontheday.Combinedwithprevious efforts,theindustrycontributedmorethan $73,000toOvarianCancerAustralia.

Nearly2,000Australiansarediagnosedwith ovariancancereveryyear,andthiseffortfrom pubsbothraisesawarenessoftheillness, ensuringmorepeoplegettestedearly,italso

providesmoneytosupportAustralia'sworld leadingresearchintothedisease.

FittedForWork

Beyondthemajorstatewidecampaigns, Victorianpubsalsorallybehindcausesthat speakdirectlytocommunityempowerment andsupport.

Aspecialhighlightin2025wastheinspiring presentationfromFittedforWork,an organisationhelpingwomenexperiencing disadvantagetogetwork,keepwork,andbuild theconfidencetothriveintheircareers.

Throughrafflesalesandacontributionfrom theHotelCareFoundation,thepubandhotel industryraised$19,440forFittedforWork,an effortthatreflectsthesector’sdeep commitmenttoliftingupwomenandfamilies acrossVictoria.

Thesecampaignsshowwhathappenswhen pubsdowhattheydobest:bringpeople together.Whetherthroughacommunityraffle orastatewideappeal,Victorianpubsand hotelscontinuetodemonstratethathospitality isnotjustanindustry,itisoneofthestate’s mostpowerfulenginesforcommunitygood.

ASPACEFORCREATIVITY: LiveandLocalMusic

thousandsoffans-itscultural,economicand artisticimportancebecomesreadilyapparent. However,despiteVictoriapaintingitselfas Australia’s‘homeofartsandculture’,the pictureisadireone.

Since2018,morethan300livemusicvenues haveclosedtheirdoors.

Acombinationofcostpressuresforboth patronsandvenues,coupledwithadifficult regulatoryenvironmenthasledsomesmaller venuestoputlivemusicintothe“toohard basket”.

MusiclicensingagencyAPRAAMCOSchief executiveDeanOrmsonsaidofthissituation that:

“PubsandclubsarereallywhereAustralian bandsgettocuttheirteeth,developtheirown audiences,buildtheirownprofileandfanbase anddeveloptheirowncareers.Withsomany venuesnowlost,it’sabsolutelyacrisispoint.

“Weneedanintervention.”

Butwhatdoesaninterventionlooklike?

Livemusicisoftenviewedasapassionproject oraculturalasset,notadriverofthebottom line.

Attheendoftheday,venueoperatorsneedto havearoofovertheirheads,paytheirstaff, andkeepthedoorsopen–whichiswhylive musiccontinuestostruggleifandwhenthe goinggetstough.

WHERECOASTANDCOMMUNITYMEET:

TheMentalHealthBenefitsofaLocalPub

Inaneraofgrowingconcernaroundsocial isolationandloneliness,pubsremainan anchorforcommunitylifeandmental wellbeing.

ThereportWhereEveryoneKnowsYourName, byDrPeterK.JonasonandDrRobinDunbar andcommissionedbyLionNathan,explores thesocialandpsychologicalvalueofhavinga “local”:apubsomeoneattendsregularlyand wheretheyareknownbythestaffandother patrons.

Accordingtotheirfindings,havingalocalis associatedwitharangeofpositiveoutcomes: greaterlifesatisfaction,strongersocialconnectedness,higherinterpersonaltrust,and bettergeneralpsychologicalhealth.

Toillustratethesignificanceofthesefindings fortheVictorianpubsector,wesummarisethe keypointsofthestudyandthenreflecton theirimplicationsforpolicy,industrypractice andpublicmental-healthoutcomesinVictoria.

KeyFindings

Havingalocalmatters:Theresearchers demonstratedthatpeoplewhoreported havinga“local”venue(i.e.,apubthey attendregularly,wheretheyknowstaff andotherpatrons)scoredhigheron measuresofcommunity-connectedness, interpersonaltrustandlifesatisfaction, comparedtothosewithoutalocal.

Socialinteractionsaremoreintimatein alocal:Intheirobservationalstudyof behaviourinlicensedvenues,Jonason& Dunbarfoundthatmenattheirlocalwere morelikelytoengageinintimateoroneon-oneconversations,comparedtomen

whowerenotattheirlocal.Inruralvenues especially,groupsizesweresmallerand conversationalintimacyappearedgreater amonglocalsthannon-locals.

Contextmatters:ruralpeoplewithalocal hadbetterpsychologicalhealth. Importantly,amongrural-arearespondents whowerelighttomoderatedrinkers,those whohadalocalhadgreatergeneral psychologicalhealthandlessanxietythan ruralrespondentswithoutalocal.

Localequalsstrongercommunity identityandtrust:Havingalocal correlatedwithhigherinterpersonaltrust andasenseofcommunitybelonging. Theseareknownprotectivefactorsfor mentalhealth.

ImplicationsforVictoria’sPubSectorand MentalHealth

IntheVictoriancontext,thesefindings highlighttheenduringrolepubsplayas“third places”,venuesbeyondhomeandwork,that facilitatesocialconnectionandpeersupport.

KeyImplicationsInclude:

Protectingandpromotingthelocalrole ofpubs:Asurbanrenewal,gentrification, licensingchangesandsocial-trendsimpact pubviability,thesocialroleofpubsas venuesforregulars,wherepeoplefeel known,welcomeandsociallyanchored, shouldberecognisedinpolicyand planning.Thisisespeciallyrelevantin regionalandruralVictoria,wherethelocal effectwasstrongest.

Balancingalcoholpolicywithsocial connectionbenefits:Thereport emphasisesthatthesocial-psychological benefitsofhavingalocalaccruedprimarily forlight-to-moderatedrinkers.Heavy drinkingoffsetthosebenefits.Thisnuance suggeststhatpuboperators,regulators andpublichealthpolicymakersshould promotethesocial-connectionroleofpubs whilesupportingresponsibledrinking environments.

Addressingruralmentalhealth opportunities:ForregionalVictoria,where othersocialinfrastructuremaybemore limited,pubsmayactasacrucialhubof meaningfulinteraction,especiallyformen. Thereport’sfindingthatmenatpubs engageinmoreintimateone-on-one conversationswhentheyareregularsis especiallypertinenttomalementalhealthpromotionefforts.

Trainingandpartneringformental-health awareness:Giventhatpubsarecommunity hubs,thereisanopportunityforindustryand mental-healthservicestopartnerontraining stafftorecognisesignsofdistress,facilitate safesocialspaces,andlinkpatronstosupport resources.Industryassociationsandhealth agenciescouldcapitaliseontheregularpatronstructureof“locals”tobuildpeer-led orvenue-basedwellbeinginitiatives.

StorytellingandNarrativeValue

Beyondtheharddata,theWhereEveryone KnowsYourNameshowsthepubasasocial ecosystem.That’saphysicalplacewhereregulars areacknowledged,conversationshappen,trustis built,andcommunityidentityisreinforced.The titleitselfevokestheculturalidealof“aplace whereeverybodyknowsyourname”,and acknowledgesthatsuchspacesareincreasingly rareinmodernsociety.

InVictoria,pubsstillofferthispotential.Many venuesserveas“anchors”intheir neighbourhoods,placeswherepeopledropin afterwork,meetfriends,engageinconversation andfeelseen.Themental-healthdimensionof thissocialroledeservesgreaterrecognition.

Conclusion

ThepubsectorinVictoriaholdsmorethanan economicorhospitalityfunction:itisavitalpart ofthesocialfabric.

ThefindingsfromWhereEveryoneKnowsYour Nameprovidecompellingevidencethatregular attendanceatalocalpubcorrelateswithbetter life-satisfaction,strongersocialbondsand improvedpsychologicalhealth,especiallyinrural areasandamonglight/moderatedrinkers.

ThisproveswhatmostVictoriansalreadyknow: pubscontributenotonlytohospitalityand communityvitality,buttomental-health promotionandsocialwellbeing.

Image:RACVHealesville’slongstandingrelationshipwithWorawaAboriginalGirlsCollege.

FROMCASUALTOCAREER:

leadershipinthekitchenisaboutpeopleas muchasproduce.EloiseKerr,fromTheWestin, representsthenewgenerationredefiningfrontof-houseexcellence.Herapproachtocustomer experience,leadership,andstaffcultureshows thatyoungprofessionalsareshaping hospitality’sfuturewithambitionandheart.

Finally,theAHA(Vic)YouthCommitteeisa structuredpathwayforemergingleaders. Throughmentoring,networking,andindustry engagement,itensuresthatthenextwaveof Victorianhospitalityprofessionalscanseea futureforthemselvesintheindustry,notjusta job,butacareer.

Thelessonisclear:

Hospitality’sfuturedependsonbuildingsystems thatsupportprofessionalgrowth,notjust pluggingimmediatelabourshortages.Longtermworkforcestrategies,fromtraining partnershipsandapprenticeshipstoflexible childcareandhousingsolutions,areessentialto sustainingVictoria’sworld-classhospitality sector.

Withtherightgovernmentpolicysupport, investmentandrecognition,pubsandhotels canbewherecareersbegin,andwherethey stay.

AProfession,NotaPitstop

ELOISEKERR:

THEPUBTHATTHETOWNBUILT: HowLockingtonSavedItsLocal

WhentheLockingtonHotel’sformerowner fellillin2018andthepubfacedclosure, threelocalfarmersknewsomethinghadto bedone.“Theythought,‘OhGod,weneeda hotel’.Notthattheywantedtobuyone,” recallsVenueManager,LindaNeville,“but theywerepreparedtoputinforit.”

Wordspreadquicklythroughthetown,and whatbeganwiththreefarmersbecamea community-widemovement.AruralVictorian communityoffewerthan1,000peoplefacing drought,businessclosuresandasenseof declinedecidedthattheywouldn’tlettheir localvanish.“Therestofthecommunitysaid, youknowwhat?Wewantin.There’s98ofus thatputin$5,000each,knowingweweren’t goingtogetdividends.Wejustwantedtokeep thepubopen.”

Thatinvestmentofmoney,time,andheart, markedtherebirthoftheLockington CommunityHotel.Thelocalsdidn’tjustbuya building;theypreservedapieceoftheirtown’s identity.

FromStruggletoStrength

Justasthecommunitytookover,thepandemic hit.Staffwerestooddown,thekitchenclosed, andthefuturelookeduncertain.But,asLinda says,“Itgaveusthechancetobringanold hotel,whichwasabitofamoneypit,upto standard.”

Withthecommunitypitchingin,theteam renovatedtheaccommodationrooms,spent over$100,000onupgrades,andtransformed thetiredcarparkoutfrontintoathriving gardenspace.“Peopleusedtolookatthepub andsay,isthatplaceevenopen?”Linda laughs.“Nowthefrontyardisthemosttalked aboutthingintown.”

ASafeHaveninHardTimes

TheLockingtonHotel’simportancewasnever clearerthanduringtheRochesterfloods. “WhenRochygotflooded,weopenedour doors24hoursforthelocalsthatneededitthe most.Wefedthemandhousedthem,”Linda recalls.“Isentoutamessageaskingifanyone

couldcooksomemealsanddropthemoffat thepub,andohmyGod,wehadenoughto feedthewholeofEchuca!”

Itwasadefiningmomentthatshowedwhat pubsmeantosmallcommunities,notjusta placetoeatanddrink,butaplacetogather,to helpandtoheal.

TheChefWhoFoundaHome

TheHotel’sstoryofresilienceismirroredinthe peoplewhoworkthere,likeSimon,thehead chef.“Hewasinbetweenjobs,hadfivelittle kids,andhishousegotflooded,”Linda explains.“Weapproachedhimjusttohelpus out,buthefellinlovewithLockington.Hiswife didtoo.Nowhe’spartofthefamily.”

LindasaysSimon’spassionshinesthrough everyplate:“Heputsloveintoeverysingle meal.Youcantasteit.Everyonecantell.”

FamilyFirst

Whenaskedhowshe’ddescribetheHotel, Lindadoesn’thesitate:“Family.That’swhatwe are.Thecustomers,thestaff,evenstrangers, theycomeinandbeforeyouknowit,they’re saying,thisfeelslikecomingtosomeone’s housefordinner.”

Thatsenseofconnectiondefineseverything abouttheLockingtonHotel,fromthelocals whovotedthemintothePeople’sChoice Awardwinnersatthe2025AHA(Vic)State AwardsforExcellence,tothejuniorswhostart theirfirstjobbehindthebar.

“Whenwefoundoutwewerefinalists,”Linda says,“wewereoverthemoon,jumpingupand down,huggingeachother.Itfeltlikewe’dwon thelotto.”

WhatItMeanstoaTown

AsLockington’sreputationgrows,sotoodoes itssenseofpride.“Peoplearehearingaboutus andsaying,let’sgooutandsussitout,”says Linda.“AndI’lltellyouwhat,they’regoingtobe happy.”

Therecognition,sheadds,belongsto everyone:“Ifitwasn’tforourcustomers,we wouldn’tbewhereweare.Sothankyoutothe locals.”

Fromnear-closuretoahugecommunitywin, theLockingtonHotelislivingproofofwhat happenswhenlocalsrallytoprotecttheheart oftheirtown.AsLindaputsitsimply:“Weare family.Thisisn’tjustapub,it’sourhome.”

Today,thepub’sco-ownership modelhasover100owners, andthatthetownhasralliedto reopenormaintainother services:abank,library, laundromat,op-shop,evena petrolstationrunbyvolunteers.

BREATHINGNEWLIFEINTOAREGIONALICON: TheYackandandahHotel

Formorethanacentury,the YackandandahHotelhasstoodattheheart ofoneofVictoria’smostpicturesquetowns. Ithasseengenerationsoflocalspass throughitsdoorsandcountlesstravellers stopinontheirwayupthemountainor downthevalley.

Butby2024,theoldpub’sdoorshadclosed. That’swhenagroupofmatessteppedin.Dale Kemp,SianHaycock,JacksonCartwrightand BrittanyHarthadyearsofhospitality experienceandasharedaffectionforgood pubsingoodtowns,sotheydecidedtobring theYackandandahHotelbacktolife.

“We’reheretoserveuppubclassicsdone right,colddrinks,andaspacethatfeelslike home,whetheryou'realocalorjustpassing through,”Dalesays.

RestoringtheBeatingHeartofTown

WhenthegrouptookontheYackandandah Hotel,theirfirstprioritywasclear.“Ourtop prioritywastobringthepubbacktolifeasthe beatingheartofthecommunity,”Dalesays.

“Foodandservicewasthemainfocus,we wantedtoservehonest,seasonalpubmeals madefromscratchwithlocalAustralian ingredients,buttheoverallexperiencewasjust asimportant.Thatmeantinvestinginawarm, welcomingdesignthatdidn’ttakeawayfrom thebeautifulbonesthebuildinghasanda spacethatfeelstruetoYack’shistoryand character.”

Thatsenseofauthenticityguidedevery decision.Theteamwantedtocreateavenue thatfeltlived-in,notpolishedbeyond recognition.

BuildingonStrongFoundations

Dalesaysthebiggestchangescamefrom gettingthebasicsright.“Themenu,table serviceandthebuildingdesignmadethe biggestdifference,”heexplains.“Updatingthe kitchenandcreatingamenuthatcelebrates localproduceandbeerandwinereallysetthe tonefortherelaunch.Atthesametime, refreshingthediningspaceswithnewflooring, furniture,andawarmercolourschemegave thepubanewenergy.”

Therelaunchwasdesignedtorestorelifeand noisetotheroomsthathadgonequiet.Now, withlivemusic,Fridaymeatrafflesforthelocal cricketclub,andSundayafternoonsfullof locals,thepubisonceagainbuzzingwith energy.

LocalHandsandLocalProduce

Fromthestart,theYackandandahHotel’s revivalwasacommunityeffort.“Wemadea realefforttouselocalwhereverpossible,”Dale says.“Mostofourtradescamefrom Yackandandahornearbytowns,painters, builders,andsupplierswhoknowthe communitywell.Ourproducecomesfrom regionalgrowersandmakersascloseasfive minutesfromthepub,”hesaid.Supporting othersmallbusinesseswasabigpartof rebuildingthepub’sidentity.”

Thatdecisiongavetheprojectasenseof sharedownership.Localtradiesworkedonthe

building,localgrowersfilledthekitchen,and thetown’sproducerssawtheirproducts featuredonthemenuandbehindthebar.

TheImportanceofTeamCulture

Inasmallregionaltown,findingskilled hospitalitystaffcanbetough.ForDale,thekey isculture.“We’vebuiltateamenvironment whereeveryonefeelsvalued,supported,and partofsomethingbigger.Weoffertraining,fair rosters,goodconditions,andasenseofpride inwhatwe’redoing.Peoplewanttowork somewherethat’sgoingsomewhereandbeing partofarevivedlocalpubisexciting.”

ThatapproachhashelpedtheYackandandah Hotelattractpeoplewhowanttobepartof somethingthatmatters.Thecultureofcare andprideextendstothewaystafftreat customers,howtheytalkaboutthetown,and howtheyrepresentthebusiness.

ThePubandtheTown

“Therelationshipiseverything,”Dalesays.“The YackandandahHotelhasalwaysbeenmore thanapub,it’sameetingplace,ahubfor locals,familiesandvisitors.Thecommunity reallybackedusduringtherenovationand reopening,andinreturn,wemakesurethe pubreflectsthem,throughlocalevents, supportingthesportsclubs,livemusic,food, andagenuinecountrywelcome.”

Thatmutualrelationshipiswhatmakes regionalpubslikeYackandandahsoenduring. Whenthepubsucceeds,thetownthrives. Whenthetownshowsup,thepubstaysstrong.

AdviceforOthers

Askedwhathe’dsaytoothersthinkingabout movingregionaltorunapub,Daledoesn’t hesitate.“Doitfortherightreasons.It’shard workbutincrediblyrewarding.Bereadytoroll

upyoursleeves,getinvolvedinthe communityandrespectthehistoryofthe place.Takethetimetounderstandwhat localswant,listentothemandbuildfrom there.Ifyoucreatesomethingauthenticand community-driven,peoplewillshowupand supportit.”

ARevivalRootedinAuthenticity

TheYackandandahHotel’sstoryisoneof renewal.Itisskilledoperatorstakingtheir experienceandapplyingitinasmalltownthat meanssomethingtothem.It’sastoryplaying outacrossregionalVictoria,whereanew generationofpublicansarereimaginingwhata countrypubcanbe.

WhatDaleandhispartnershaveachievedis morethanarenovation;it’sarestorationof spirit.Thepubfeelsaliveagain.Itisaplace wherelocalsgather,travellerslinger,and everyonefeelswelcome.

TheMacedonVillageHotel

Just45minutesfromMelbourne,the MacedonVillageHotelsitsin-betweencity andcountry.It’sapubwherelocalsareput firstbutalsoattractsmanyvisitors.Thebar singswithMondaynightmembers’draws andFridaynightJokerPoker,andweekends bringday-trippersandwineloversfrom acrossVictoria.

PublicanSallyGebertsaysthetricktosuccessin aperi-urbanvenueisunderstandingthatyou can’tbeoneortheother,youmustbeboth.“We doalotforthelocalsmidweek,”shesays.“We runcommunitynightsandfundraisers, members’draws,JokerPoker,allthethingsthat keepthelocalcommunityconnectedtotheir pub.”

Whilethree-quartersoftheirpatronsarelocals, thevenue’ssocialmediatellsanotherstory:a strongfollowingfromMelbourne,wherethe MacedonVillageHotelisincreasinglyseenasa must-stopdestinationforadayintheranges.

APubWithAView

Thepub’slayoutmakesthatdualappeal obviousthemomentyouwalkin.Large windowsframeuninterruptedviewsofMount Macedon,somethingSallysayswasa deliberatedesignchoicewhenthey redevelopedthesite.

BuildingaTech-ForwardPub

WhiletheMacedonVillageHotelleansinto communityandplace,it’salsounapologetically modern.“We’reverytechno-heavy,”saysSally. “Peoplewanttoworkherebecauseit’sfun.”

“Fromthetourismside,it’sthewaywelaidit outandputthewindowsin,”sheexplains.“No oneelsehastheviewwedo,localsbringtheir familyintoseethemountain,andtourists comeupforthatsamereason.” says.

Thatsenseofplaceextendstothemenuand thedrinkslist.Thebarandrestaurant championMacedon’slocalproducers.

“We’vegotahugeamountoflocalwinesand spirits,”Sallysays.“We'reluckyintheMacedon Rangesthatthere'slotstochoosefromsowe canreallyshowcasesomeofthecold-climate winesandginsthatMacedonisknownfor, whichlocalsareexcitedtodrinkandwhen touristscomeuptheywanttodrinklocaltoo.”

Relationshipswithproducersaregrowing organically.Manyapproachedthehotelafter seeingitsearlysuccess.“Wewanttoworkwith them,andtheywanttobeinourvenue,”Sally says.

Theteamhasinvestedheavilyinsystemsthat makeworkefficientandengaging,including bumpscreensinthebarforcocktails.It’sthe kindofsetupthatmakeshospitalityjobs attractiveagain,especiallytoyoungerstaff.

“Forouryounglocalkids,16to19yearsold,this istheirfirsthospitalityjob,”Sallysays.“Theylove itbecauseofthetraining,thenicepeople,the vibeandthecommunityatmospherewe’vegot.”

Thatinvestmentinpeoplepaysoffinloyaltyand servicequality,keyingredientsinperi-urban areaswhereword-of-mouthshapesreputation.

“We’vebeenlucky,”sheadds.“Becausewe’re newandwell-set-up,we’vebeenabletoattract thebestofthebestandwe’rebusyenoughto givethemgoodhours.”

“No-Man’s-Land”

Runningahospitalitybusinessintheperi-urban fringebringsuniquelogisticalheadaches.

Macedonisregionalbutcloseenoughto Melbournetofallbetweencategoriesthatdrive freight,supplyanddeliverycosts.

“Transportisourbiggestchallenge,”Sally explains.“Someofourstockcomesfrom Bendigo,itdrivespastusfromMelbourneand thenbacktousagain.Itcostseveryone money.”

Freightratesanddeliveryfeesareoftensetfor eithermetroorregionalzones,Macedonsits awkwardlybetweenthetwo.“Evengetting furnituredelivered,theychargeabomb becausewe’renotclassedasMelbourne,”she says.

“We’reinthatsortofno-man’s-zone.”It’sa microcosmofthebroaderstructuralchallenge forperi-urbanhospitality:closeenoughto benefitfrommetropolitanaudiencesbut distantenoughtomissoutonmetropolitan infrastructure.

FindingtheBalance

ForSally,thefutureofperi-urbanhospitality dependsonhowwellpublicansmanagethatdual identity,rootedinlocalloyaltyandbuoyedby visitorspend.

“Youwanttobeinanareathathaslotsoftourists becausetheycomeandwanttospendon experiences,andifyouprovidetherightoffering, it’sgreatforyourbusiness,”shesays.“Butyour day-to-dayhastobeyourlocalssowewanttodo thingsspecificallyforthem.”

TheMacedonVillageHotel’sapproachhasbeen tomakelocalspartofthestoryfromdayone, involvingcommunitygroups,schools,and sportingclubsineventsandfundraisers,while ensuringthevenueitselffeelslikealocal’spub firstandforemost.

“We’vegoneinmorelocal-friendlythanwehave withanyofourothervenues,”shesays.“Be welcoming,havetheminvolvedalongthejourney, makeitgreatforthem,becausethey’retheones who’llspreadtheword.Thetouristswillcome anywayifyoupositionyourselfright.”

LessonsfortheNextWave

Asperi-urbanregionscontinuetoexpandaround Victoria,publicansseebothopportunityand caution.Aboveall,Sallysays,it’saboutpeople.

“Customerswillforgiveyouifthingsaren’tquite rightbutthey’vehadgreatsmilesandawesome service,”shesays.“Soyouneedyourteam engagedtoprovidethat.Yourteamiseverything.”

AtMacedonVillageHotel,theviewmightbethe firstthingthatdrawsyouin,butit’sthefeeling thatkeepsyouthere.Betweencityandcountry, oldandnew,localandvisitor,it’salivingexample ofhowVictoria’speri-urbanpubsareredefining what“hospitality”meansinthemodernera.

THENEXTGENERATION,NOW: TheGrandHotelWarrandyte

WhilethefaceofTheGrandHotelWarrandyte haschangedoverits130-yearhistory,itsplace asthebeatingheartofitsquaintriverside townhasremainedthesame.

ButwhatTheGrandHotelWarrandytehasdoneis somuchgreaterthanitsbricksandmortar.

PublicanPeterApplebyhasmadeacommitment towhattrulymakesacommunitygreat:the people.

Thenarrativeofavenuecanoftenbetoldthrough itsbeeranditsfood,butwithTheGrandHotel Warrandyte,therealstoryisinthoseserving, thosedelivering.

Peterlivesbyasimple,yethugelyimportant philosophyinteachingandtraining: “Traininggoesbeyondtask-basedlearning.

“Everyteammemberisguidedthrougha structuredframeworkcombiningonboarding, mentoring,digitallearningtools,andreal-world competitions.FromFOHservicestandardstoBOH operations,staffaretaughtthe“why”behindthe work,notjustthe“how.””

APathwayForAll

Followingthepathofhospitalitycanbeextremely fulfilling,bothpersonallyandfinancially.

Andanypublicanwilltellyouthatacareerin hospitalitymeansalotmorethanpouringpintsand servingmeals.

But,toooften,workinginpubsisseenastransient work.

Peteracknowledgesthatmanyyoungpeopletend togettheirfirstjobinapub,butthroughtraining andskills,theycanforgeapathinhospitality:

Forouryoungerteam,hospitalityismorethana casualjob,it’saplatformforpersonaland professionalgrowth.Theylearnresponsibility, communication,andteamworkinasupportive environmentthatvaluesdevelopmentover hierarchy.OuryoungerstaffseeTheGrandasa placetogainconfidence,leadershipskills,anda senseofbelonging.”

PursuingProfessionalismandRewarding Work

TheGrandHotelWarrandytehascelebratedtwo AHA(Vic)EmergingLeaderAwardsandmultiple long-termstaffwhobeganinentry-levelroles.

Workinginpubsisatoughjob,andjustbecause it’sseenasa“fun”industrytobein,thatdoesn’t meanthatstaffareanylessprofessional.

Buildingasenseofrewardandresponsibility intotheirworkhasbeenkeyforPeterin developinghisteamintowhatitistoday.

“Wemotivateprofessionalismbycelebrating progressandcreatingvisiblerewardsforeffort. RecognitionprogramssuchasEmployeeofthe Month,teamchallenges,andvouchersfor excellencekeepmoralehigh.

“Futureleadersnaturallystandoutthrough initiative,consistency,andtheirwillingnessto supportothers.Ourmanagersnurturethese traitsthroughmentorship,ensuringrisingstars areguidedintostructuredleadershippathways.”

LessonsforFutureLeaders

Pubscanbedifficultplacestowork,requiringa highattentiontodetailwhilebalancingawhole rangeoftasks,especiallyonbusynights.

Peterandhisseniorstaffhavelearnedalotof lessonsintacklingtheseconditionsthroughout theircareers.

Thishascreatedanenvironmentwherestaffare equippedtodealwiththechallenges,effectively ensuringthattheylearnthelessonstheyneed to,notin“thehardway”.

Peterhasimplementedasystemofleadership development,imbuingstaffwithasenseof confidencebeforetheystepbehindthebar, including:

StructuredonboardingthroughFoundUwith trainingchecklistsandQR-codedlearning tools; SupervisorExpressionsofInterest(EOI) program,allowingemergingleaderstostep upanddevelopmanagementskills; One-on-onementoringbetweenseniorstaff andjuniorteammembers;and, Leadershipdevelopmentworkshopsfocusing oncommunication,teammanagement,and accountability.

Teamcompetitionsand“PassTests”that encouragelearning,creativity,andcollaboration acrossFOHandBOH.

BuildingaLocalCommunity

Peter’sviewonsuccessgoesbeyondnumbers andfigures:

Everypromotion,everyapprentice,andevery leadershipstoryisatangibleresultofourtraining investment.”

Andwhoarethosepeople?

MostofPeter’sstaffarelocals,manywhohave juststeppedontothefirstrungoftheircareer.

They’reinvolvedinthelocalfootyclub,theywent tothelocalschools.They’realiving,breathing partofWarrandyte.

BeingatwotimeAHA(Vic)winnerofthe prestigious'HeartofTheCommunity'Award,The GrandHotelWarrandytehasalwaysprioritisedits community,andimportantly,thosethatmakeit great.Reflectingonthegrowthofthoseinhis team,Petersaid,“Theseoutcomes,alongsidethe prideandunityofourteamarethetruemeasure ofoursuccess.”

THEPASTIMES,THEYARE-A-CHANGIN’: TheTerminusHotel

FitzroyNorth’sTerminusHotelislittle betterdescribedthanasan‘institution.’ AfewyearsafterVictoriabecameastate, evenbeforetheEurekaStockade,itsstory began.

TheScotchThistleHotel,asitwasknownback then,wasabluestonepubbuiltnexttoacreek andoveritsmorethan170-yearhistory,there havebeenplentyofquirkycharactersand charmingmoments.

Overthisperiod,ithassufferedthroughfires, andreceivedafewfacelifts–notunlikethe neighbourhoodthatsurroundsit.

Originally,alargepartofitsofferingwere stables,androomsfortravellers.

But,astimewenton,therewaslessneedfor peopletoboard,andintheearly1900s,even lessofareasonfortheretobestables.

Thiswasn’tadetrimenttothelocalcommunity, rather,itwasareflectionofchangingtimes. Thatideaofreflectingatransforming communityisnomorereadilyappliedthanby publicanCraigShearer:

“Ourphilosophywassimple-makeitnew,but makeitfeellikethesameoldTermi.Theheart ofthepubhasbeenlovedforgenerations,so whenweupgradeditduringtheCOVID lockdowns,wefocusedonsubtle,room-byroomimprovementsratherthansweeping change.Freshpaint,newlighting,betterflowbutalwayswiththegoalofkeepingthat unmistakablecharacterthatlocalsknowand love.”

WorkingWiththeBuilding

Renovatinganold,bluestonepubisnotan easyfeatfromaheritageorstructural perspective.

LookingatthesurroundsofNorthFitzroy,what wasoriginallyavastlyworking-class neighbourhoodhasburgeonedintoanaffluent inner-citysuburb.

Assuch,thedemandsoflocalshavechanged. There’snobetterexampleofthisthaninThe Termi’s‘Cinder’restaurant,apubstylefine-dining experience.

Demandforsuchanexperiencewouldhavebeen fancifultoconsiderevenmeredecadesago,yet, giventhechangingfaceofthesuburb,havingthat upscaleoptionisanabsolutemust.

Toachievethis,youneedtoundertakekitchen anddiningroomrenovations,alongwith improvingaccessibility.

It’sacatch-22giventhatthebonesofTheTermi areamajorfactorinwhatmakesitspecial,yet,it’s alsoabighindrancetochange.

YouCan’tFighttheBuilding

“Planfortwicethetimeandthreetimesthe patience.Heritagebuildingsareunpredictableyouneverknowwhatyou’llfindonceyoustart peelingbacklayers,”Craigsays.Butevery setbackalsorevealsopportunitiestohighlight thebuilding’sstory.Thebiggestlessonforme is:don’tfightthebuilding—workwithits quirks.They’rewhatmakethevenuetruly special.”

NewFace,SameFeel

ThenewfaceofTheTermiwasn’tbuiltaround onevision,butrather,acollective.

“Beforewestarteddesigning,weactuallytook ourarchitectsonapubcrawlaroundFitzroy andNorthFitzroy.Iwantedthemtoexperience whatmakesthispocketofMelbourneso special-theoldcharm,thelayeredhistory,and thateffortlessmixofgritandwarmth.Thebrief wassimple:don’tdesignsomethingshinyand newthatcouldbeanywhere-design somethingthatbelongshere.

Thatphilosophyguidedeverydecision.The finishes,thelayout,thetone-allhadtofeel authenticallylocal.Wedidn’twanttosterilise theTermiorover-designit.Thegoalwastolift itupwithoutsandingoffitscharacter.”

Amajoradditionwasanewbeergarden,along withthe‘Cinder’restaurant.

“Thosespacesgaveusthechancetoinjectabit ofcreativityandmodernthinking,without losingthatpubwarmthandcharm.Cinder broughta morepolisheddiningexperienceto themix,whilethebeergardenbecameamore social,open,andflexiblespace.Bothadditions wereaboutevolution,notrevolution-adding layerstotheTermithatfeelnatural,not forced.”

Butitwasn’tallsunshineandroses.Gettingto whereTheTermiisnowwasnothingshortofan uphillbattle.

“Someneighbouringresidentsfounditdifficultto seehowtheredevelopmentcouldstillrespectthe characterofthearea.Wecompletelyunderstand that-whenapubhasbeenpartofyourstreetfor generations,youfeelprotectiveofit.”

Craigtookmanystepstonavigatetheseconcerns, andworkwiththecouncilalongwithsomeofthe concernedneighbours.

However,asiscommonplace,somecomplainants wereneverwillingtoengageinopendialogue.

“Whatshould’vebeenastraightforward applicationendedupbeingalong,expensive approvaljourney,includingafullVCAThearing.In theend,wedidn’tmakeanychangesthat impactedtheheritageortheneighbourhood-so muchoftheredtapecouldhavebeenavoided.It wasavaluablelessoninhowdifficultitcanbeto navigatelocalplanningframeworks,evenwhen yourgoalissimplytoenhanceandpreservean iconiccommunitypub.”

CraigunderstandsthatTheTermi’sstoryisalong one,withmanytwistsandturns,andthathisrole isonethatmanyhaveundertakenbefore,and manywillundertakeafter:

AMASTERCLASSINADAPTABILITY: TheOxfordScholar

Fewpubscanclaimtohaveeducated generationswithoutservingasingle lecture,butTheOxfordScholar,sitting proudlyonSwanstonStreet,hasbeenpart ofMelbourne’suniversitylifefordecades.

WhentheMahonyGrouptookoverthe businessin2019,theyinheritednotjustapub butaconstructionsitenextdoor-theMetro TunnelprojectonA’BeckettStreet.Foryears, thepubwashiddenbehindbarriers, surroundedbynoise,dustanddetours.Yet today,it’sthriving,avibranthubforstudents andlocalsalike.Withanewbar,functionroom andconferencespaces,itoffersawide selectionoflocalandinternationalcraftbeers thatcomplementamenuofelevatedpub classicsmadefromfresh,locallysourced produce.

GuidedbyVenueManagerAnthonyCrawford andownerEvanMahony,TheOxfordScholaris redefiningitsplaceinMelbourne’smodern hospitalityscene.

TurningaChallengeintoanOpportunity

WhentheMetroTunnelconstructionbegan, accesstothepubwasheavilyrestricted.“We’ve constantlybeenintheshadowofashedthat’s actuallytallerthanthebuilding,”Anthony recalled.“Attimes,peopledidn’tevenknowwe

werehere.”Deliveriesweredisrupted,sunlight wasblockedandthenoisefromtheworkswas deafening.

Butratherthanacceptdefeat,Anthonyandhis teamlookedforwaystoadapt.Theysaw opportunityintheveryconstructionthatseemed tobeworkingagainstthem.“Wereachedoutto theconstructionteamafterCOVIDandsaid,you canhavethesame15%discountthatweofferto thestudents,”hesaid.“Wegavethemalittle fluorodiscount,anditworked.Theybecame regulars,andthey’vebeenanimportantpartof ourcustomerbaseovertheyears.”

Thatdecisionnotonlyfilledthepubduringquiet periodsbutbuiltloyaltywiththehundredsof constructionworkersandtradiesstationed nearby.Evenastheprojectnearscompletion, manystillreturnforsteakorparmanights. “It’sagreatexampleofturningsomethingthat couldhaveburiedusintosomethingthat strengthenedus,”Anthonyreflected.“Wewanted tobeinclusive,andthatmeansmakingsure everyonefeelswelcome-students,staff,tradies, everyone.”

RepositioningfortheRightCrowd Whenthepubwasrefittedin2019,itwas designedwithaverydifferentaudienceinmind. “Therefitwasaimedverymuchatthe

higherendofthedemographic-staffand facultyinthearea,”Anthonysaid.“ButIthink theymisseditcompletely.Theymissedthe opportunity,whichisthe50,000studentsthat areinthearea.”

Anthonyquicklyrealisedthatthevenue’s pricingandofferdidn’talignwithits surroundings.“Wehadthisflatbistromenu andaprettyordinarybeerlistatapremium pricepoint.Itjustdidn’tmakesenseforwho weshould’vebeenserving.”

So,whenTheOxfordScholarreopenedafter thepandemicclosures,theteammadea deliberateshift.“Wedidn’twantittobearace tothebottom,butwepushedaggressive pricing,”Anthonyexplained.“Mybackgroundin theUKpubstaughtmethatifyouprice aggressively,itshouldn’tbeatthedetrimentof thequalityoftheproduct.”

Today,theyoffer$10pintsofMountainCulture and$14cocktailsthatrivalthosefoundin Melbourne’smostpopularbars.“Ifastudent cangetacocktailfor$14andsomeoneolder comesinandtriesit,they’reblownaway, becauseit’sjustasgood,but$8cheaperthan whatthey’dgetdowntheroad.”

ThisapproachhasgiventhepubwhatAnthony calls“anhonestbackbone.”Heexplained, “TherearesomanydiningoffersinMelbourne wherethepricepointdictatesthatdrinkingis onlyforthetop20%ofearners.Wedidn’twant tobethat.WewantedtomaketheOxford inclusive,accessible,andstillgreatquality.”

BuildingaPartnershipwithRMIT

TheOxfordScholar’sproximitytoRMIT Universityhasturnedintooneofitsgreatest strengths.Beyondservingstudentsandstaff daily,thepub,throughtheMahonyGroup’s boutiquecateringarm,TMG,isnowthesole

provideroffoodandbeverageservicesatthe Capitoltheatre.“About40%ofoureventsareatthe Oxford,40%areacrosstheRMITcampus,and20% areattheCapitolTheatre,”saidAnthony.Thescale ofthatoperationistrulyimpressive.“Ourteam prepareseverythinghereandthentakesittothe theatre.We’vebuiltasystemthat’sefficientand highquality.”

ThiscollaborationhasalsoraisedthebarforThe Oxford’sownoperations.“TheUniversityis incrediblysafetyconsciousandsustainability focused,”Anthonysaid.“Ifwewanttoplayballwith themfortheirevents,wemustmeetthosesame standards.Theybecomethebenchmark,andthat makesusbetter.”

LookingAhead:ANewChapterforThe Oxford

AstheMetroTunnelworksfinallynear completion,TheOxfordScholarispreparingfor itsnextphaseofgrowth.“We’vejustgone throughapermitapplicationtochangeour frontoutdoorarea,andwe’readdingsocketand-sleeveumbrellasandglassbarriersto makeitlookmoreprofessional,”Anthony explained.“We’veestablishedagreat relationshipwiththeMelbourneCityCouncil throughthatprocess.”

Thegoalistomakethepubmorevisibleand invitingoncethestreetfullyreopens.“People shouldbeabletoseeTheOxfordScholarfrom

LaTrobeStreet,”Anthonysaid.“Thereshould beclear,stylishsignagethatmakesitthe obviouschoiceinthearea.”He’salsoeagerto seethevenuebecomeaseven-dayoperation withmoreentertainmentandsportsofferings. “Oncetheworksaredoneandthetunnel opens,we’llmakeacaseforaddingsportsback intothemix,”hesaid.“That’llhelpusbuild thosebigweekendcrowds.”

Ultimately,thepub’svisionissimplebut ambitious.“WewantTheOxfordnametobe mentionedinthesamebreathasMelbourne’s greatCBDpubs-theYoung&Jackson,the DukeofWellington,theImperial,”hesaid.“But it’simportantwestayhonest.We’llkeepour pricepoint,ourqualityandourpersonality.I wantustobebig,butneverattheexpenseof whatmakesusgenuine.”

BIGBUILDS: TheWatersideHotel

WhenSandHillRoadboughttheWaterside Hoteleightyearsago,itwasn’tapunt,itwas astatementofbelief.

“Weboughtitbecausewelovethisscaleofpub,” saysMattMullins,CompanyDirectorofSandHill Road.“Thatthousand-personpatronnumberis thesweetspotforus.We’dspenttwentyyears insmallersuburbanpubs,andthisfeltlikethe nextnaturalstep.”

Investingwhenothershesitateisafamiliarstory acrossVictoria’spubsector.Itspeaksto confidenceinMelbourne’shospitalityheartbeat, evenasthecostofcapital,constructiondelays, andshiftingregulationstesteveryassumption alongtheway.

FromModestRenovationtoAmbitious Reinvention

Thesite,a170-year-olddouble-storeylandmark onthecornerofKingandFlindersStreets,had seenbetterdays.ButMattandhispartnerssaw somethingmore.“Thispocketofthecityhad beenverydifficult,verychallenging,”hesays. “Butwewereconfidentthatwouldchange. We’vebeenatthevanguardofthemoments whereafewotherplaceshaveseenchangeand realurbanrenewalveryquickly.Allthe fundamentalstellusthatitwillevolveand improveasitbecomesthenewMidtownrather thanthebottomendofthecity.”

TheWatersidewasinitiallyastraightforward renewal.“Wecameupwithamodestschemethat lefttheoriginalbuildinglargelyintact,”Mattsays. “Floors,walls,ceilingsstayedwheretheywere. We’dfitouttheentirebuildingwitha

ImagesuppliedbyMehulMistry-Oolio

brand-newinterior,butweweren’tadding squaremetreageorimprovingback-of-house efficiency.”

Theyhadstrippedthebuildingbacktoitsbones whenthepandemichit.Theprojectstopped overnight.“Therewasjustenoughsupportinthe systemtoenableustoholdourassets,”he recalls.“Wewentthrougheveryounceofsavings tosurviveandtoholdeverything.Weborrowed more.Butwemadeitthrough,andeventually, wecouldtradeagain.”Whenworkresumed,the teampausedtoaskahardquestion:couldthe designbebetter?“Oneofourpartners,Andrew, wassittingatthebackoftheoffice.Hesaid, beforewefireitupagain,let’smakesurethisis stillright.Couldwemakeitmoreefficient,more profitable?”Mattlaughs.“Theanswerwas:well, fuckyes,wecould.”

Thatafternoon,sketchesturnedintoconcepts, andby3am,acardboardmodelsatonthe kitchentable.Itwasavisionofwhatthe

Watersidecouldbecome.“Thebuildingwebuiltis prettymuchidenticaltothatmodel,”hesays.“A big,lush,green,richlylayered,textured,modern pub.”

TheRealityofBigBuilds

Thencamethereality.“Thecosttodeliverthis, andeveryotherprojectinAustralia,wentthrough theroof.Itdidn’tmatterwhatitwas,itjustcost more.”

Thebiggestchallenge,however,wasn’tmoney.It wasplanning.“Itshouldhavebeenstreamlined. Intheory,itwasstreamlined,”hesays.“Wehad theLordMayorandDeputyLordMayoronboard fromtheverybeginning,veryexcited,very focused.Therewerenoobjections,no controversy,nochangestopatronnumbersor hours.Buttheprocessstilltookayearlonger thanitshouldhavebecausethewheelsof governmentjustmovedsoslowly.”

Midwaythroughconstruction,twoexternalrule changeshitsimultaneously:MelbourneWater’s updatedflood-levelmapping,andnewingroundheritageprotections.Botharrivedafter workhadbegunandaddedayear,amillion dollars,andenormousstrain.“Itwas debilitating.Itwasalmostenoughtoknockthe projectover,”Mattadmits.

Theexperiencecrystallisedaview.“Asa company,we’vecometoaninformalconclusion thatwewillneveragainseektodomajor developmentworkintheCBD.Notanythingingroundanyway.Diggingintothegroundmeans heritagerules,flood-levelproblems,and unionised-sitethresholdsthataddtimeandcost yousimplywouldn’tbelieve.”

ConfidenceinVictoria’sFuture

Despitethosechallenges,SandHillRoad doubleddown.ThefinishedWatersideisoneof Melbourne’slargestandmostambitiouspub redevelopmentsever.ForMatt,it’sproofof confidenceinVictoria’shospitalityfuture. “Wethinktherearemultiplespeedsinthe currentenvironment,”hesays.“That’sbeenthe featureofoureconomysinceCOVID.Wehave greatconfidenceinMelbourne’shospitality scene,notwithstandingtheveryrealchallenges ofcrime,homelessness,andpatchyconsumer confidence.Thefundamentalsaresolidfor pubs,barsandrestaurantsintheCBD.We wouldn’thavemadethisinvestmentifwedidn’t believethat.”

Whenconfidenceexists,investmentfollows.But thatconfidencemustbematchedbya regulatorysystemthatrewardsrisk-taking ratherthanpunishingit.

LessonsfortheNextGenerationofBuilders

Askedwhatadvicehe’dofferotheroperators contemplatingalarge-scaleredevelopment,Matt doesn’thesitate.

“Nomatterhowrealisticwethoughtwewereat thestart,aboutescalatingcosts,risinginterest rates,andnewregulatoryhurdles,wewere wrong.Wemassivelyunderestimatedeach.Build morecontingencyintoeverything.Moremoney. Moretime.Hopefullywegobacktoapre-COVID erawheretheseimpositionsarenormalised.But ifwedon’t,you’regoingtoneedallthat contingency.”

Andthesecondlesson?Avoiddiggingwhere possible.“GoingintothegroundinMelbourne’s CBDiswildly,prohibitivelydifficult.Crossingthe thresholdintoaunionisedsiteaddstimeandcost thatyousimplywouldn’tbelieve.Avoiditifatall possible.”

Yet,forallthepain,SandHillRoad’screative philosophyremainsundimmed.“AtSandHill Roadwealwaysstartwiththestory.Ourpubsare aboutstorytelling.Wehopepatronscan experiencethingstheycan’tfindanywhereelse; tobetransportedtoadifferenttimeperhaps,ora differentplace.Ormaybejustadifferentversion ofanightout.Wewantthemtoexperience exceptionalfood,drinksandservice,butbeyond that,tofeelthey’vebeentakenonajourneythat feelsnewandexciting.”

Thatsenseofnarrative,oflayeringdesign, service,andspaceintoacohesivewhole,defines theWaterside.It’saprojectbornofbelief:in Melbourne,initspeople,andintheenduringrole ofthepubasbothanchorandcatalystina changingcity.

MODERNISINGTRADITION: TheRisingSunHotel

Inasuburbwherepubsarestitchedintothe veryfabricoflife,theRisingSunHotel–or “theRiser,”aseveryonecallsit–hasalways stoodproudlyasoneofRichmond’sgreat locals.

“Theidentityhasbeendrivenbylocalsand visitorstoRichmondlongbeforewewere involved.Regardedasatraditionalpub,with sport,beerandclassicpubdishesbeinga feature,”saysownerGuyWells.

Richmondhaslongbeenasuburbdefinedby itspubs,fromtheCornerHoteltothesmall family-runlocalstuckedintoquietstreets.The Risersitsalittleoutsidethemain entertainmentprecinctofSwanandChurch Streets,which,accordingtoGuy,hashelped preserveitsapproachable,authenticcharacter.

“TheRiserhasalwaysbeenanapproachable pubwithagreatfrontbar,andregularpatrons. Obviouslyfootyisabigpartofwhatmakes Richmondwhatitis,andtheRiserisno differentwithdecorationsandsportson screensreflectingthat.”

RespectingHistory,OpeningUptheSpace

WhenGuyandhispartnerstookoverfromthe Reardonfamily,whohadrunthepubfornearlya quarterofacentury,theyunderstoodtheweight oftraditiontheywereinheriting.“Wewere mindfultobecognisantofitshistoryandidentity, whiletryingtoincreaseitsappealtothechanging faceofRichmondandwhatwesawasan underservicedpocketofRichmondandBurnley,” hesays.

Withtheneighbourhood’sdemographicsshifting, moreyoungfamilies,professionals,andlong-time localslivingsidebyside,thenewoperatorssaw anopportunitytomodernisetheRiserwithout losingitssoul.“Tryingtorespectthehistoryand heritageofthepub,wehavemaintainedafocus onsportswithTVsandavarietyofvintageand newsportingparaphernaliaaroundthewalls,”he says.

Therecentrenovationstayedtruetothevenue’s character,retainingthebelovedhorseshoeshapedbarwhileimprovingflowandfunction. “WeremovedtheTABfacilitiesandopenedupthe frontbarareaintotheformerTABspacetoallow forincreasedtradingspace,”Guyexplains. “Increasinglightandopeningupthespace includedraisingthefrontbarceilingand reactivatingcoveredwindowstoletmorelight intothebuilding.”Theresultisaclassiclocalwith thepolishandenergyofamodern neighbourhoodpub.

Old-SchoolSoulMeetsModernSensibility

Formanyoperators,thechallengeliesin bridgingthegapbetweenthetraditional expectationsofapub-coldbeer,footyonthe screen,goodbanter-andthenewdemandsof today’saudiences,whowantqualityfoodand family-friendlyspaces.

ButforGuy,it’snotabalancingact,it’sa naturalevolution.“Old-schoolexpectations don’tneedtobecontrastedwithpremiumfood andanelevatedoffering,”hesays.“There’s nothingtosayourlocalsandregularcustomers can’tenjoyqualityfoodandbeverageandbe die-hardfootyfansorlovetositatthebarand haveachat.”

Hedescribesavenuethatcanhostayoung familymidweekforaquickdinner,andthe sameparentsbackontheweekendwith friendstowatchthegame.“Havingspacesthat cancatertobothexperiencesisintegral.There isnothingmoreMelbournethanwatchingthe footyatapub,bethatwithmatesorfamily-so wehavetriedtoofferthatwithfoodanddrinks thateveryonecanenjoy.”

ANewGenerationofLocals

TheRiser’ssuccesshasalsocomefrom understandinghowyoungergenerationsare engagingwithpubs.“Youngergenerationsare definitelykeentofrequentpubs,”Guysays. “Havingspacesthatcatertoalldemographics allowstheyoungergenerationstoexperience thevenuebothwithfamilyandwithfriends.”

Forhim,inclusivityisthekey.“Whileprevious generationsandspacesweremorefocusedon asinglegenderanddemographic,wehave aimedtomakethespacemoreappealingtoa broaderaudienceincludingincreasedfemale patronsandayoungerdemographic,”hesays.

Staffingalsoplaysakeyrole.“Havingkeystaff understandthedemographicandcreatingan environmentthatyoungergenerationswantto frequent(andworkat)isintegraltostaying relevanttothatsectorofthemarket.”

It’sworking.“Ithasbeenamazinghearingfriends, suppliersandindustryparticipantscommenting thattheirkids(youngadults)lovetheRiser-even havingdinnerwiththefolksandthenstayingon astheirmatesarrivetoenjoytheevening.”That intergenerationalappealissomethingGuy believeswillunderpinthefutureofpubs:“Making venueswelcomingandsafetoyounger generationsandpeopleofallgendersand persuasionswillfurtherdrivethispatronage.”

ModernChallenges

Likemostintheindustry,Wellsisrealistic aboutthepressuresfacingpubsininner Melbourne.“Pubshavebeenchallenging operationsforgenerationsspeakingto previouspublicansandindustryoperators moreandmorechallengesalwaysappear,”he says.“Theresilienceandingenuityofoperators (andthesector)iswhatallowstheindustryto evolve.”

Staffingremainsaconstantchallenge,asdoes therisingcostofdoingbusiness.“Cost pressuresareeverpresentascustomersand socio-economicchallengespresent,with relativeceilingsonin-venuepricing,”hesays. “Asaresult,operatorsneedtogetmore creativeinprovidingbothgenuineexperiences andqualityservice,butalsolookingatinput costs.”

Heworriesthatincreasingcomplianceand administrativedemandsriskpullingpublicans awayfromwhattheydobest;connectingwith customers.“Thetotalscaleofresponsibilities andrequirementstorunapubisbecoming moreall-encompassing,andprobably somethingthatishardertodoindividually, whichistakingpublicansandownersaway fromthecustomer.”

LookingAhead

Sowhatdoesthenextdecadelooklikeforaplace liketheRisingSun?ForGuy,it’saboutevolution, notrevolution.“Inner-citypubscompetemore andmorewithsmallerbarsandrestaurants,so havingqualityproducts,educatedandcapable staffandfacilitiesthatcatertoyourtarget clienteleisgoingtobeasimportantasever,”he says.

Still,heremainsconfidentthatthefundamentals ofthepubwillendure;people,placeand community.

AttheRisingSun,thatphilosophyfeelsaliveand well.Itisapubthatrespectsitspastbutlooksto thefuture,whereRichmond’sstoriesstillflow, onepotatatime.

THEROARBEFORETHESIREN: TheLondonTavern

MelbourneisAustralia’ssportingcapital, andfewvenuescapturethatspiritquitelike theLondonTavernHotelinRichmond.Justa shortwalkfromtheMCG,thepubhaslong beenafixtureforfootyfans,families,and localsseekingthatunmistakablegame-day buzz.

ForGeneralManagerGinaCimarosti,sportisn’t justsomethingthepubscreens,it’sthe Tavern’slifeblood.

ThatcommunalmagiciswhatsetstheLondon Tavernapart.ForGinaandherteam,sportisa sharedlanguagethatbringspeopletogether acrossgenerationsandloyalties.“Someofthe bestmemoriesactuallycomefromgamesthat weren’tevenpeople’sownteams,”shesays.

“Everyonejustcomestogethertocelebratethe magicofsport.TheMatildas,AshBarty’swin, theBritishLionstour-thosemomentsunited thewholepub,andyoucouldfeelthatspirit buzzingthrougheverycorner.”

WhenRichmondComesAlive

Ongamedays,thestreetsaroundtheTavern arealivewithanticipation.Thepubisameeting ground,localsrubbingshoulderswithvisiting supportersandfriendsandfamiliesgrabbinga mealbeforethebounce.

“OfcourseonbigAFLgamedays,youfeel Richmondcomealive,”Ginasays.“TheTavern becomesthishubwherelocals,diehards,and evenawaysupporterscomeshoulder-toshoulder.Butformetheclearestexamplewas theWomen’sWorldCup.Wehaveneverbeen sobusy,peoplewerelinedupoutthedoor, watchingthegamethroughthewindows becausetheydidn’twanttoleave.The celebrationofAustralianwomenwas somethingspectaculartowitness.Andaftera coupleofcrazyyearsofCOVID,wherehuman interactionwasbasicallybanned,tosuddenly haveeveryoneunitedandcelebratingtogether wasreallyspecial.”

Momentslikethat,sheadds,“showexactly whatlivesportisallabout,connection,pride, andpurejoy.”

BehindtheScenesofGameDay

Whilepatronsseethepints,thecrowdcheers andthescreens,theTavern’steamsees meticulouspreparation.ForGina,gamedays areexecutedwiththeprecisionofa professionalevent.

“It’sallaboutpreparation,”sheexplains.“We treatgamedayslikeamajorevent-almostlike we’reanextensionofthestadiumitself.For thoseheadingtothegame,we’repartofthe experiencebeforeandafter.Andforthosewho can’tgetthere,wewantthemtostillfeel completelyconnectedtotheaction.”

ThecentrepieceistheTavern’sgiantoutdoor screen.“Everyscreenandspeakeristested beforedoorsopen-thesoundhastobe perfectbecauseatmosphereiseverything.The barisfullystocked,thekitchenhasquick, heartyfavouritesflyingout,andwerosterextra staffsoservicekeepsupwiththepace.Our teamknowsit’s‘gameon’-theybringasmuch energyasthepunters.”

Staffcultureiscritical.“Whenyoucanretain staffovermultipleyears,theirskillsetonevent daysbecomessecondnature,andthatmakesa massivedifference.”

TheArtofEfficiency

Understandingtherhythmofagame-day crowdispartscience,partinstinct.“Agame-day crowdwanttoeat,drinkandgo,sospeed matters,”Ginasays.“Ourkitchenissmall,soit can’tpumpout700mealsinanhour.Tokeep thingsmoving,werunareducedgame-day menuthat’sfastbutstillgreatquality.”

Thecreativesolution,the‘TavTuckShop’food truck,isnowasignatureofbigevents.“Ittakes pressureoffthekitchen,givespeoplewhocan’t getatableanoptiontostilleat,andaddsto thatbig,major-eventfeel,”Ginasays.

Itcombinesefficiencywithexperience,keeping serviceflowingandspiritshigh.

SportasaBusinessBackbone

Beyondtheatmosphere,livesportis fundamentaltotheTavern’sbusinessmodel. “Livesportismassiveforus,”Ginasays.“AFL seasonespeciallyisthebackboneofouryearthespikesintradeongamedaysunderpin everything.Itmeanscarefulrostering,bigger ordersfromsuppliers,andgettingcreativewith logisticssowecankeepupwhen500people pileinatonce.”

Thenumbersmightfluctuate,buttheloyaltyit generatesispriceless.“Marginscangettight withvolume,butit’sworthit-becausethose daysbuildloyalty.Peoplerememberwherethey wereforthebiggames,andninetimesoutof ten,itwasattheTav.”

TheFutureoftheSportsPub

Astechnologyreshapeshowfansconsumelive sport,theLondonTaverncontinuestoevolve, withoutlosingsightofwhatmattersmost.

“Techwillplayarole-betterscreens,sharper sound,maybeevenmoreinteractiveelements,” Ginasays.“Attheendoftheday,peoplecome toapublikeoursbecauseoftheatmosphere youcan’tgetathome.It’sthesharedpint,the banter,thehighsandlowswithacrowdaround you.Idoseepubsleaningmorefamily-friendly soeveryonefeelswelcome,buttheheartbeat willalwaysbethatold-schoolloyalty-yourlocal whereyouwatchthebigmomentswithyour people.”

Balancinginnovationwithtraditionhas cementedtheLondonTavernasoneof Melbourne’sgreatsportinginstitutions.It’sa placewheretheclinkofglassesandthecheer ofagoalformpartofthetradition,andwhere, asGinaputsit,“everymatchdayfeelslikea celebrationofbeingtogether.”

APLACEFOREVERYONE: TheGoldenPointHotel

TheGoldenPointHotelsitsatthefootof SovereignHill,alandmarkinatownbuilton goldandcommunity,andit’sprovingthat today’spubsarestilltheheartofboth. Onanygivenday,thesportsbarhumswith thesoundofmateswatchingthefooty,the bistrofillswithfamiliestuckingintomeals, andthekids’playarearingswithlaughter. It’saplacethatprovesamodernpubcando manydifferentthingsandservemany differentpeoplewithouteverlosingitssoul.

“Runningavenuelikethisisallaboutbalance andtrust,”saysTomFrancis,ManagingDirector ofFrancisVenues.“We’reluckytohaveagreat teamatGoldenPoint-peoplewhoare experiencedineverypartoftheoperationand wellsupportedbyourwideroperationscrew. Weputalotoftrustintheteam,fromthewait staffandchefstomanagers.Theyknowtheir jobs,andwemakesuretheyhavethetoolsand supporttoexecuteatahighlevel.”

Inhighpressure,timesensitivejobs,trust buildsacultureofconsistencyandconfidence. Everypartofthebusiness,bistro,bar,gaming, andfamilydining,runstothesamestandard:

friendly,local,andreliable.It’sanapproachthat letseachpartofthepubthrivewithoutcompeting forattention.

ManySpaces,OneSpirit

TheGoldenPointmodelisbuiltaroundtheidea thatagreatpubshouldoffersomethingfor everyone,whiletreatingeachspaceasadistinct experience.

“Havinganumberofdifferentexperiencesinthe hotelcreatesanenvironmentthatencourages patronagefromadiversevarietyofpeopleand demographics,”saysTom.“Fromayoungfamily lookingtodineincomfortandhavethekids entertainedatthesametime,toagroupofmates wantingtocomeinandwatchthegame,havea parmaandsocialise,wecatertothemall.”

Eachpartofthevenueismarketedindividually, withtailoredmessagingtosuitthedifferent audiencesitattracts.“Thishelpsusconnectwitha widercommunityacrossallareasofthehoteland staytruetowhatagreatpubisallaboutbringingpeopletogetherthroughmemorable experiences,”Tomexplains.

TheGoldenPointweavestheexperiences together,andindoingsoreflectsthesector’s capacitytoevolve,withoutlosingitssenseof placeorpurpose.

TrainingtheTeamforEveryOccasion

Behindthescenes,runningmultiple experiencesunderoneroofrequiresacareful balanceofsystemsandleadership.Tomsaysit startswithstructurebutsucceedsbecauseof people.“Trainingstartsatheadofficewith plentyofsessionstotapinto,butthereal magichappenswiththeleadersontheground ineachvenue.Wehireforattitude-sothe trainingisfunandrewarding.Strongleadership meansstafflearnandgrowtogether,and everyone’sempoweredtodelivergreatservice ineverypartofthevenue.”

ThatculturecreateswhatTomcalls“wholevenueawareness”-asensethateverystaff memberunderstandsnotjusttheirrole,but therhythmofthewholeoperation.“Agreat chefknowshowthebar’strading,andthe gamingteamunderstandswhat’shappeningin thebistro.It’saboutconnectionacross departments-becauseguestsdon’tsee departments.Theyseeonepub.”

TheRoleofSportandEntertainment

TheGoldenPointisbuiltformomentsof connection,andlivesportandentertainment arecentraltothat.“Livesportandweekly entertainmentplayahugepartinthebusiness andshapingtheoverallenergyofthehotel,” Tomsays.“Theygiveguestsconsistentreasons toreturnandengagewithusthroughoutthe week.Forus,it'sallaboutcreatingshared experiencesinawelcoming,communityfocusedenvironment.”

It’saformulathatstretchesbeyondthe weekendfootycrowd.“Withweekly entertainmentforthekidsatKid’sPlanetand monthlyMorningMelodiesfortheseniors,our inclusiveentertainmentensuresthere’s somethingforeveryone,”Tomexplains.

Thatrhythmofconsistent,inclusiveprogramming givestheGoldenPointitssignaturebuzz.In regionalVictoria,pubsliketheGoldenPointdon’t justprovidefoodanddrink,theyprovideasense ofcontinuityandconnection.

Listening,LearningandAdapting

Fromyearsofoperatingmulti-experiencevenues, Tomsaysthebiggestlessonistostayconnected tolocalneeds.“OurcustomersseeGoldenPoint asahub-aplacetoconnectwithfamily,friends, andthecommunity.Thekeythingishavingan engagedteamandalwaysbeingintouchwith whatpeoplewant.Weadaptandkeepexceeding expectations.”

Thatresponsivenessshowsupinthedetails:from adjustingspecialswhenhouseholdbudgets tightentoexpandingkids’offeringsorintroducing themednightstobringinnewenergy.“Ifyoustop listeningtoyourcommunity,youstopbeingtheir local,”Tomadds.“We’vebuiltloyaltybyshowing thatwe’relistening.”

SafetyandInclusivity

Withsomanydifferentspacesunderoneroof, creatingaconsistentsenseofsafetyand belongingisadeliberateeffort.“Havingthe rightpeopleintherightrolesmakesallthe difference,”Tomsays.“Greatleadersknowour businessandourcustomers,soeveryonefeels safeandwelcome.Weworkhardnottoignore anyone’sneeds-qualityandconsistency matteracrosseveryarea,foreveryguest.”

Thatsharedstandardispartofwhatgivesthe GoldenPointitswelcomingfeel.Whether you’rethereforaparma,apunt,orakids’ birthdaylunch,thetoneisthesame:friendly andsafe.

MoreThantheNumbers

Whenaskedwhatsuccesslookslike,Tom doesn’ttalkaboutturnoverorKPIs.“Forus, successisaboutmorethanjuststats,”hesays. “It’sfamiliesandfriendscomingtogether, peoplebuildingconnections,guestsbecoming matesforlife.It’sseeingtheteamhappy,low staffturnover,andthatfeelingofpridecoming toworkeveryday.”

Thatpeople-firstapproachcarriesthroughtothe widercommunity.TheGoldenPointemploys dozensoflocals,sponsorslocalsportsclubsand not-for-profits,andprovidesawelcomingspace foreverydemographic.“Wewanttofitinwiththe locals,”Tomsays.“That’swhatmattersmostmakingsurethecommunityfeelssupported, whetherthat’sthroughemployment, sponsorships,orjustbeingagreatplacetospend time.”

TheGoldenPointHotel’ssuccessisn’taboutbeing everythingtoeveryone,it’saboutbeing somethingmeaningfultoeveryone.Aplacewhere Ballarat’scommunityfeelsathome.Or,asTom Francisputsit:“Agreatpubdoesn’thaveone identity-ithasmany.Thetrickismakingsure everyoneofthemfeelsauthentic.”

THEBATTLEFACINGLIVEMUSICINPUBS: BARWONHEADSHOTEL

Venuesthatplaylivemusichavetypically struggledtomakeendsmeetwhenplaying tolimitedcrowdnumbers–oftentimespubs, havingabasisoffoodandbeveragesales, havebridgedthatgap.Andwhatan importantgapitis.

Beforemusiciansorbandscandreamof platinumalbumsandsold-outstadiums,they needtostartsomewhere.Pubsthathostlive musicplayedthecrucialroleingivingup-andcomingmusiciansaspacetocuttheirteeth, whilealsoprovidinganopportunityforeager patronstoenjoynew,livemusic.

Whenlocallivemusicisstrong,itbenefitsnot onlypublicans,musicians,andpatrons,butthe entireculturalfabricofourstateaswell. However,overthepastdecade,thefinancial situationforputtingonthesegigshasrapidly deteriorated.Costshaveskyrocketed,withsome pubsexperiencing500%increasesininsurance premiums.

Furtheraddingtocostsarecrowdcontroller requirements,withsomevenuesspending30% oftheirrevenueonsecuritypersonnel.These issues,coupledwithacost-of-livingcrisis

experiencedbypatrons,hasforcedmorethan 300livemusicvenuestoclosetheirdoorssince 2018.

LukeHindson,SeniorProgrammingManagerof theBarwonHeadsHotel,aregionallivemusic pubinstitution,stressedtheimportanceoflive music’simpactoncommunity:“We’regratefulto haveseenfirsthandthebenefitsthatliveoriginal musicbringstoourregionalcommunities.Wesee peoplecomingtogether,socialising,and connectingoverart-andthatmakesusincredibly proud.”

MoreThanMoney:ACosttoCulture

Victoriapridesitselfonbeingthe‘artsandcultural capital’ofAustralia,apillarwhichisupheldbyan untoldamountofsmall,independentpubs imbuingcreativityintoallfacetsofourstate.

AsLukenotes,“Ouraudienceisbroad.Wesell ticketstopeopleofallagesandwalksoflife,and there’sauniqueenergythatvibratesthroughthe townwheneverwehostashow.Restaurantsand accommodationvenuesfillup,andthewhole placecomesalive.”

Alivemusicpubfacesalotofoperationaland logisticalchallengesthatmanyvenueswouldn’t befamiliarwith,but,asanyoperatorwilltell you,it’smorethanworththeextraeffortwhen youseeitallcometogether.

“Weoftenstandinthevenueandhearpeople’s stories-howfarthey’vetravelled,whothey’ve cometosee,andhowexcitedtheyarethat we’vebroughtaparticularartisttotheregion. Watchingitallcometogetherisdeeply rewarding.”

Justabouteverylivemusicpublooksbeyondthe balancesheetwhenconsideringmusicasitcan bedifficulttoquantifythepassionattheheart ofwhattheydoandwhytheydoit. Butinsayingthat,puttingonlivemusiccanbe, attimes,challenging:

“Thebiggestchallengewefacerunningasmall livemusicvenueistherisingcostofdoing business.Someofthesecostsarefairand unavoidable-butothersarenonsensicaland needtobeaddressed.”

“Aprimeexampleisthemandatorysecurity requirements.WecanscreenaUFCfightora footballgameinourpublicbarwithnosecurity guardsonsite,yetifwehostanacoustic performeronaSundayafternoon,we’re requiredtohiremultipleguards-oftencosting hundreds,eventhousandsofdollars.”

“Theseunnecessaryexpensesmakeitnear impossibletorunsmallercommunity-focused events.Therearesomanylocalartistswe’dlove tosupportandgiveastageto,butthecurrent regulationsmaketheseshowsfinancially unviable.”

Lukepointstothecommunityandcultural impactofastrugglinglivemusicscene: “Onepieceoffeedbackweoftenreceiveisfrom parentswhoaregratefultheirkidshave somewheresafetogoatnight,thatthey’re seeinglivemusiclocallyratherthantryingto maketheirwayhomefromMelbourneor Geelongat4am.”

Atatimewhenlivemusicisalreadyunder pressure,it’scrucialthatpoliciessupport-not stifle-small,independentvenuestryingtokeep localculturealive.”

Othervenueshavenotedthatpriceriseson eitherdrinks,foodorticketscouldbecomea commonplacesolution–shuttingoutmusic goers,anddamagingVictoria’sculturaloutput.

AdaptingtoChange

Music,anditsoperation,haschangedrapidlyover thepastfewdecades.Tapesquicklygavewayto CDs,whichinturngavewaytocompletelynonphysicalaccesstomusic.

Lukehasworkeddiligentlytoadapttothese changes:“Popularmusicstylesarealways changing,butafewthingsremainconstant. Peoplemightspend$500onaTaylorSwiftticket onceayear,butwhattheyreallywantaremore nightsoutwithfriendsattheirlocal-something tolookforwardto.”

“Ourroleasavenueistomakesurethose experiencesarehighqualityandgoodvalue. Whenwegetthatbalanceright,itstrengthens community,supportsartists,andkeepslivemusic culturealive.”

Pubsthatputonlivemusicexistinaunique ecosystem,onethatmanyotherswouldnever reallyinteractwith.Bookingagents,sound engineers,promoters–tonameafew–are regularstakeholdersoftheBarwonHeadsHotel. Whiletheseextrafactorscancauseheavier workloadsandmorecomplications,theimpacton thebroaderculturallandscapecannotbe understated.

Stadiumgigsandlargemusiceventsaremost certainlyaboonforVictoria,andareflectionon itsabilitytodrawtheverybestfromaroundthe world.Butwemusttakeamomenttoremember, andprotect,thepubsthatweek-by-weekpour theirblood,sweatandtearsintokeepingthevery heartofourlivemusicscenealive.

“Whenthelocalpubhostsliveoriginalmusic, everyoneturnsup-thefootballteam,parents, grandparents.Havingaccessibleartavailableto allcangenuinelychangethefabricofatownand inspirepeopleinthemostunexpectedways.”

ALOCALFORALL: TheCriterionHotelSale

LocatedinthecentreofGippsland,near Australia'slargestandmostbeautifulinland waterways,isthetownofSale.Throughout theautumnandwintermonths,Saleisa quietplace,wherebusinessesarelargely dedicatedtolocals.

However,whenitbeginstowarmup–Saleis floodedwithtourists,destinedforthecrystal watersoftheseeminglyendlesslakes.

The“Cri”,asitsaffectionatelyknown,boasts16 rooms,providingaspacefortravellerstorest theirheadsandenjoyinworld-classhospitality.

Notonlyareaccommodationhotelsapillarfor whichVictoriantourismrests,they’reacrucial partofworkforcemobility.

AspublicanChadDeLanyreflectson:“AtThe Cri,wetakeprideinbeingacentralpartofthe Salecommunity,welcomingbothlocalswho dropinforadrinkandtravellerslookingfora comfortableplacetostay.Balancingthosetwo worldscanbeachallenge,butit’soneweenjoy.”

BringingaSenseofCommunitytoOutsiders

TheCriunderstandsthatformanytravellers, particularlyfamilies,touristsarelookingformore thanabed–theywanttheirstaynotas somethingthatsimplyfacilitatestheirtripbut rathertobeacorepartofit.

Chadsaidofthis:“Forus,it’saboutunderstanding whypeoplecomethroughourdoors.Localsare hereforconnectionachat,alaugh,andaplace thatfeelsliketheirs.Travellers,ontheotherhand, areoftenlookingforcomfortandgoodservice whilethey’reawayfromhome.

“Ourbistroisagreatexampleofthatbalance.We offerfulltableservice,whichaddsatouchof polishthatlocalsappreciate,andtravellers expect.It’sanapproachthatcostsalittlemoreto deliver,butitsetsusapart.Guestsfeellooked after,andlocalsseethestandardwetryandhold ourselvesto.

“Mostimportantly,wemakesureeveryonewho walksinfeelscomfortable,safe,andwelcome. Whetheryou’restayingthenightorpoppinginfor ameal,TheCrishouldalwaysfeelliketheright placetobe.”

Ultimately,Chadknewthatwhilemanyvisitors arelookingforanadventure,theystillwantthat down-to-earthfeelingofalocal.

ForTheCri,it’sbeenabalanceofensuringthat thereisastrongbaseoflocals,mixedwiththe optionofincreasingstaffnumberswhen needed.

“Beinginaregionaltown,ourstaffareusually localsservinglocalsandthatbringsaunique dynamic.It’ssomethingspecialwhenourstaff knowthepeoplethey’relookingafter,butitalso comeswithitschallenges.

“Hospitalityisoftenseenasanentrypointinto theworkforce,sowedon’talwaysgetapplicants withalotofpriorexperience.Thatmeans trainingisabigfocusforus.Weteachourteam notjustthepracticalskills,butthebalancethat comeswithservingfriendsandfamily professionally,beingfriendlyandfamiliar,but fairtoeveryone.”

TheCri’sstoryisacommononeamongregional pubs,withafocusonsomeofthemoreskilled jobsinhospitality.

“Oneofourbiggestongoingchallengesis staffing,especiallywhenitcomestoattracting andretainingexperiencedchefs.Regionalareas oftenstruggletodrawskilledkitchen professionals,withmanypreferringthe opportunitiesandsupportnetworksofbigger cities.Foravenuelikeours,wherefoodquality isacornerstone.Thatshortagemakesitharder tomaintainconsistency.”

AccommodationintheOffSeason

Whilespringandsummerleadsarushof tourism,it’sintheslowermonthswherethe valueofTheCri’saccommodationofferingtruly shines.

Sale’slocationiscentraltomanystateand nationbuildingprojects–particularlyenergy andmilitaryconcerns.Chaddiscussedthisat length:“Ouraccommodationguestsaremostlya corporatecrowd,peopleworkinginenergy, infrastructure,orthenearbyRAAFbase.

They’reprofessionalswhovaluegoodfood, qualitywine,andreliableservice.Theyoftenwant amealandaquietnight,andtheyappreciatethat everythingtheyneedisunderoneroof.”

It’softeninthenitty-grittylogisticalconcernsthat issuesarisewiththesemajorprojects,andoften, lackofgoodaccommodationforworkersisa majorprobleminsupportingdelivery.

Accommodationhotels,likeTheCri,arevastly importantforfacilitatingworkforcemobility.

AFairGo

ChadregularlyhailsTheCriasanexampleof“city charmmeetscountryhospitality”,andit’snot hardtoseewhy.Butmaintainingthatstandardof excellencecomesatacost,whichiswhyit’s crucialthatthebusinessenvironmentthatTheCri operatesinisfairandaccessible.

“It’sfairtosaytheindustryfeelsover-governedat times.Everyimprovementornewideaseemsto comewithanothersetofformsandbarriers. Whenweemployyoungpeopleandwhatwe needisaregulatorysystemthatsupports operators,notonethatslowsusdown.”

TheCri’sstoryisonethatiscrucialforbuilding andimprovingourregions,andsupporting Victoria’svastnetworkofmajorprojects.Butfor everyonethatwalksthroughthedoor,it’sahome awayfromhomeforsomany.

Ourcustomerstrustusandbelieveinus-it wouldbegoodtoseethatsametrust reflectedinhowwe’regoverned.We’renot askingforspecialtreatment,justafairgoand anunderstandingofwhatitreallytakesto keeparegionalvenuealiveandthriving. Becauseattheendoftheday,pubslikeThe Criaren’tjustbusinesses-they’repartofthe communityfabric,aplacewherepeoplefeel safe,connected,andproudtocalltheirlocal.

LOCALHEART,NATIONALSTRENGTH: AustralianVenueCo.

AtAustralianVenueCo.diversityisn’tjust aboutgeography,it’saboutpersonality. Fromfamily-friendlysuburbanpubstolatenightCBDdestinations,thegroupmanages morethan200venues,eachdistinctyet boundbyacommonethos.

“AtAVC,ourfocusisontailoringeachofour venuestoitslocalcommunity,”saysAVC’sChief PeopleOfficerRachelChecinski.“Weinvesttime intounderstandingeachareathroughanalysis ofdemographicdata,salestrends,andmost importantlycustomerfeedback.Weempower ourlocalleaderstotakethereinsindeliveringa high-quality,locallyrelevantexperiencethat resonateswiththeircommunity.”

Behindtheindividualitysitsastrongcentral framework.“Whileeachvenueisunique,our centralisedofficesupportprovidesspecialised supportatscale,coveringservicessuchasHR, marketing,OH&S,finance,andlegal.This ensuresaconsistentlevelofqualityacrossall AVCvenues,”shesays.“Elementssuchas promotions,events,venuedesign,and entertainmentarecustomisedtomeetthe preferencesandexpectationsofcorecustomers ateachpub.”

EveryAVCvenueistreatedasitsowndestination. “Weencouragecreativityateachvenue,whether throughthemedevents,curatedmenus,or entertainment,whileleveragingnational resources,”saysRachel.“Thephilosophyissimple: surpriseanddelightgueststhroughunique, memorableexperiences.”

Thatcreativityisbackedbystrongoperational disciplineandpeopledevelopment.“Beingableto identifywhichteammembershaveakeeninterest orgravitationtoaparticularareaisimportant–if theyenjoytheareatheyarein,thentheywill thrive,andourtrainingprogramscomplimentthis,” shesays.“Beingadaptableandencouragingopen communicationisimportantforeveryteam member’sjourneywithus.”

Livesportandentertainmentremainpowerful drawcards,andAVC’sexperiencebacksthatup. “Peoplearelookingformorethanjustfoodand drinks;they’reseekingmemorableexperiences,” saysRachel.“Byinvestinginspaceswhereguests canenjoylivesportandbybringingadiverserange ofentertainmenttoourvenues,we’regiving customersmorereasonstovisittheirlocalpub, moreoften.”

ForAVC,successismeasuredinmorethan revenue.“It’saboutpeopleandcommunityimpact asmuchasfinancialperformance,”saysRachel. “Wearecustodiansofsomeoftheoldestpubsin Australiaandtakegreatprideinrestoringand reimaginingthesegreatvenuestoensurelasting impactwithincitiesandtownsintothefuture.”

THEHEARTBEATOFLOCALHOSPITALITY: ALHHotels

ALHHotelsoperatesomeoftheVictoria’s mostrecognisablepubs,venuesthatbring togetherlocals,families,andvisitorsunder oneroof.Fromcoastalcommunitiesto bustlingsuburbs,eachpubbalances familiaritywithfreshness,ensuringthat everyguestexperiencefeelsdistinctlylocal yetunmistakablyALH.

“Ourmanagementstrategyisbuiltondefining coreoperationalzoneswithineachvenueand treatingthemas‘mini-businesses’underone roof,”saysNadineSchruhm,StateManagerat ALHHotels.“Thecommonthread,theunifying focus,isgenuine,localhospitality.Forexample, ourbistroandfamilydiningareasalways prioritisecomfort,value,andspeedofservice, whileoursportsandpublicbarsfocuson atmosphere,premiumviewing,andengaging staff.Ourpublicansaretrainedtobeleaders acrossallzones,understandingthateachone contributestothevenue'soverallenergyand profitability.Thefocusisn'tonasingleoffering butonthequalityofserviceineachdistinct area.”

Thatbalancebetweenstructureandcreativity definesALH’sapproachtovenuemanagement. “Eachpubisuniqueinitsownright,withits ownhistory,aestheticlayout,localcommunity, andoffer,”Nadinesays.“Weendeavourto honourthehistoryofthepubwhilstleaning intocurrentandfuturetrendsandmeetingthe needsofourlocalcommunity.Ourpubsstrive tobethemeetingplaceforanyandall occasionsprovidingasenseoffun,excitement andconnection-somethingforeveryone.”

Trainingandpeopledevelopmentremainat thecoreofALH’ssuccess.“Wemanageand trainstaffacrossourdiverseserviceareas includingbistro,gaming,bars,accommodation andfunctionsbyusingcentralisedtools combinedwithdecentralisedexpertise,”Nadine explains.“Ournewteammemberscompletea robust,venue-wideinductionusingaWelcome toyourvenueguideandsupportedbyadigital LMStoensureconsistentbrandstandardsand compliancearemeteverywhere.Webuilda highlyadaptableteamthroughstrategiccrosstrainingsothatourteamcantransition betweenserviceareas,maximisinglabour efficiencyforfunctionsorpeakperiods.”

Andwhenitcomestoatmosphere,ALHknows whatdrivesconnection.“Livesportand entertainmentarefundamentallycritical-they

aretheheartandsoulofthesocialaspectof themodernpub,”saysNadine.“Theyserveas ourkeyatmospheregeneratorsandpowerful drawcardsforoff-peaktrade.Livemusic,trivia nights,andmajorsportsbroadcaststurna diningordrinkingoccasionintoanevent.This helpspositionthepubasthesocialhubofthe community.”

Image:TheCroxton,Thornbury

Victoria’saccommodationindustryhas enteredanewera,definedbyexperience, innovationandpurpose.Themodernguest isdiscerningandvalues-driven,seeking quality,authenticityandconnection,rather thanjustconvenience.

Fromboutiquehotelsandregionalhideaways tomajorcityproperties,thestoryofVictoria’s accommodationeconomyisoneofadaptingto changingexpectationscontinuingtodrive growthandjobs,whilefacilitatingmajorand businessevents,andvisitoreconomyspending acrossthestate.

Inthischapterwesharepollingshowingthat Victoriansareincreasinglyexperience-led travellers,choosinglocalgetawaysthatoffer comfort,qualityandexperience.Staycations areontherise,drivenbyyounger,urban residentswhoseetravelasanextensionof lifestyle.

Formany,theiridealstayblendsconvenience, qualityandcreativity.Theywanthigh-quality rooms,localfoodandwineandasenseofthe placethey’rein.Thisshiftisreshapingthe productandserviceinvestorsand accommodationoperatorsinvestin,design andmarket.

MelbourneisnowAustralia’slargest accommodationmarket,withthousandsof roomsaddedoverthepastfiveyears.Lifestyle,

Image:ElementMelbourneRichmond

WHATVICTORIANSVALUE:

TheChangingPrioritiesShapingOurAccommodationSector

Latestpollingshowsanexperience-driven consumerbasetravellinglocally, demandingquality,andredefiningtherole ofaccommodationinVictoria’svisitor economy.

KeyInsights

53%ofVictoriansoverallarelikelytobook alocalstaycationinthenext3–6months, withmuchhigherenthusiasmamong thoseunder30(64%)comparedtoover 60s(35%).

Cityresidentsarethemostlikely(71%)to considerastaycation,comparedto49%in thesuburbsand44%inregionalareas.

Meanwhile,41%areunlikelytobookalocal staycation.

Comparedtotwoyearsago,38%ofunder 30saremorelikelytobook,while19%are lesslikely;amongthosewithhigherincomes (>$120K),27%aremorelikelyversus19% lesslikely.

VICTORIA’SACCOMMODATIONECONOMY

SpendingontravelisrisinginVictoria, butmanyarechoosingshorterstays, especiallyinsomeregions.Thereisa trendtowardflexible,tailored experiencesthatsuitindividualneeds, withlocation-basedeventsandquality accommodationsdrawingstrong interest.

Overtime,moreVictoriansareseeking meaningful,convenientandhigh-value localexperienceswhenplanningtheir breaks.

KeyInsights

Locationisthemostimportantfactorfor Victorianschoosingrestaurants,cafés,and bars,citedby59%ofpeople,andparticularly influentialforthoseover60.

Socialmediapresenceisinfluentialfor16% overallandisakeydriverforthoseunder30 whoaremoreresponsivetovenuemarketing andreputationonline.

Dresscodeisaconsiderationfor13%of respondents,withyoungeradultsmost sensitivetothestyleandatmosphereof venues.

KeyInsights

Therangeofattractionsistheleadingreason forregionaltravel,citedby40%,andis especiallyimportantforthosewithincomes over$120,000.

Thequalityofservicesmotivates31%of regionalovernightvisitors,withfamilieswith childrenfindingthisfactorparticularly significant.

Therewerefourtimesmore lifestylehotelroomsin2024 thanin2014,withlifestyle supplyanticipatedtogrowby 34%acrossAPACby2027. -JLLHotels SectorOverview

VisitVictoria(VV)reflectthatVictoria’svisitor economycurrentlyhasthepotentialto leveragea$10bgrowthopportunity,acrossthe nextfiveyears–from$43.7bcurrentlyto $53.4bby2029.

VictoriaiscurrentlyAustralia’smostpopular interstateleisuredestination,havingrecently regainedsecondplaceindomesticmarket shareat24.7%,behindNewSouthWalesat 31.6%,butaheadofQueenslandat22.8%. Notably,VVoutlinethateachadditional1% marketsharetranslatestocirca$4binvisitor economyexpenditure.

Theimportanceofbusinessevents,particularly tohelpfillhotelroomsduringmid-weekand off-peakperiods,can’tbeunderestimated.

MelbourneConventionBureaucurrentlyholds aforwardpipelineofbusinesseventsoutto 2030thatreflect104events,generating 245,000roomnights.

In2024,Melbournewelcomedthehighest numberofbusinessdelegatestoourcityofany Australianstateorterritory–the50,000 delegatesmorethandoublehostedelsewhere acrossAustralia.Impressively,Melbournealso hostedmoremeetingsin2024thanmany iconicglobalgatewaycities,includingLondon, Paris,NewYorkandVienna.

MelbourneConvention

Bureaureportinternational businesseventdelegates staylonger(6.5nightsvs.4 nights)andspendthree timesmore($1019perdayvs. $342)thaninterstate overnightleisureguests.

Melbourne’ssignificantlyenhanced accommodationstockswerealsocentraltothe VictorianStateGovernment’ssuccessfulbidto attractAmerica’sfirsteverNationalFootball League(NFL)regularseasongameto Melbournein2026.Thisextravaganza,likelyto complementtheAustralianRulesFootballfinals seriesinSeptember2026,ispartofamultiyeardealthatwillshowcaseMelbournetoa massiveglobalaudience,particularlyAmerica,a keyin-boundinternationaltravellermarket, worth$330mannuallytoVictoria’svisitor economy.

VictoriawellPositionedtoCapture TourismGrowth

OxfordEconomics(OE)reportthatglobal tourismisinanexcitinggrowthphase,as regionalandinternationaltravelbecomesmore accessibletorisingmiddleclasses.Country visitsareexpectedtogrowfrom1.5bin2019to 2bby2030.Victoriaisinprimepositionto capturethisgrowthOEacknowledgingthatby 2030,theAsiaPacificregionwillaccountfor 25%ofallinternationalvisits.Thisgrowthcan certainlyalsobeaccommodated,Melbourne andVictoriahavingalowintensityfortourism, thusposingnoimmediateovertourism concerns.

Unsurprisingly,turningtraveldesireinto bookingandactionwillbeafundamental forwardfocusforVV,shapingitinerariesthat encouragenotjusttraveltoandwithin Melbourne,butdispersaltoVictoria’sregions. InrecognitionofthecentralrolethatVictoria’s accommodationhotelsectorplaysindelivering memorabletravelexperiences,VVnowholds regularmeetingswiththeAA(Vic)team,that alsoenablesconstructiveinteractionwith broadervisitoreconomystakeholders(e.g. travellersafetyandsecurityforum)andto detailtheirprioritiesaroundthedeliveryofthe recentlyformulatedVV2030strategy,that outlineshowVVintendtostimulategrowthin Victoria’svisitoreconomy,acrossthenextfive years.

Again,itiscriticalthisessentialdemanddriving activityisadequatelyfundedbygovernment

andsectorstakeholders,alsonotingtherecent successofVictoria’sIndustryPartnership Program,where$7mingovernmentgrantsfor destinationalmarketingactivitieswere matchedbyindustry.Whileitisanticipatedthis co-contributionfundingmodelwillsoonbe repeated,therecentrestorationofVV’s destinationalmarketingbudget,slashedbyup to80%inthe2024StateBudget,iswelcomed andnecessary,givenincreasedinterstateand internationalcompetition.

Indeed,manyotherAustraliancapitalcities prioritiseaviationattractionorrecovery funding,providingincentivestoairlinestoopen newroutes,orincreasecapacity,totheir destination.Melbournedoesnotcurrently benefitfromsuchfunding.

Interstatecompetitionisbecomingparticularly fierce.Sydneyhadasimilarbaseof21,742 hotelroomstoMelbournein2019andhave sinceaddedonly2,373rooms,withan additional1,071roomscurrentlyunder construction(cumulativetotalof+16%).That said,theMinnsNSWGovernmenthasan “ambitiousgoalof$91binannualvisitor expenditureby2035–a40%increaseontheir previousgoal,”thatwillcreate150,000new jobsand“theneedfor40,000extrahotel rooms”–a41%increaseincurrentstock.The MinnsGovernmentfundingtheNewSouth Walesvisitoreconomytoachievethesestretch targets,asoutlinedinthestate’sNSWVisitor EconomyStrategy2035.

Lingeringgeopoliticaltensionsand macroeconomicuncertaintycontinueto contributetosupplychaintensions,that increasecostpressuresforhoteloperators. Theprofitabilityofmanyhotelfoodand beverage(F&B)operationsismarginal,with relatedlabourcoststhatcanaccountfor50% ofrevenues.Thisreinforcestheimportanceof optimisingotherhotelrevenues,including rooms,throughlongerlengthsofstay,and ancillaryguestservices,likespatreatments.

Therehasbeenacontinuedshiftawayfrom onlinetravelagent(OTA)hotelbookings,as hotelsdrivedirectbookings,throughenhanced loyaltyprogramoffers.Directbookingsare encouragedthroughfamiliaritywithbrands andbuildinginherenttrustwiththem. Unsurprisingly,brandloyaltycanbestimulated throughmemberonlyoffersandtheabilityfor themtoenjoy‘moneycan’tbuyexperiences.’

White-labelhotelmanagement,wherethe propertyisoperatedbyathirdpartybutthe ownerretainsitsbrandandidentity,is commonintheUnitedStatesandEuropeandis becomingincreasinglyprevalentinAustralia.

Whitelabeloperatorsappreciatethe imperativetomaximisethevalueand performanceoftheassetundertheir management,realisingtheircontinued engagementiscontingentonthisfunction beingmanagedeffectively.

RegionalOutlook

Althoughdomestictravelhasflatlinedacross thepast3.5years,stubbornlyhighcostofliving pressurescouldbeacatalysttoencourage moreAustralianstotravelwithintheirown countrygiven,comparatively,domestic holidaysexhibitgoodvalueformoney,when comparedtotraveldestinationsliketheUnited States,whenconsideringpoorexchangerates andassociatedtravelandretailtaxesand charges.

Attractingstafftoregionalareasisseenasa perennialchallenge,particularlyininstancesof seasonalfluctuationsinbookingdemand. Offeringstaffaccommodationneartheirplace ofworkcanbeaneffectivestrategytoattract andretainkeypersonnel.

Image:PeppersMarysville

VICTORIA’SACCOMMODATIONECONOMY

Innovation

Hoteliersarecurrentlyassessinghowto integratenewtechnologyplatformsand systems,toenhanceoperationalefficiencies andguestpersonalisation.Ademocratisation ofthesetechnologyplatformshasoccurred,as manyarenowreadilyaccessibletodifferent operators,regardlessofthesizeoftheirhotel operation.

Therecentdistributionofawhitepaper outliningemergingtechnologytrendsacross theOceaniaregionhighlightedarangeofguest expectationsthatarefastbecoming‘notnegotiables.’

Image:LansonPlace,ParliamentGardens

Image:LansonPlace,ParliamentGardensLockerRoom

VICTORIA’SACCOMMODATIONECONOMY

Sustainability

Strikingtherightbalancebetweencost(return oninvestment)vs.generatingvalueforguests andreducingoperationalriskarealso importanthotelsustainabilityinitiative considerations.Considerationof Environmental,SocialandGovernance(ESG) factorsnowconstituteaseriesofdeliberate strategicoperationaldecisions,asanincreasing numberofstaffandguestsbecomeawareof, andaremotivatedby,ahotelbrand’s sustainabilitycredentials.Effective benchmarkingandtransparentreportingon theseendeavoursiscentraltothesebrands simplynotbeingaccusedof‘greenwashing.’

Ifsustainabilityreflectsalongtermhealthplan,environmental accreditationisthebloodtest, wherebenchmarkingtools provideopportunitiestoimprove.

ArecentDeloittesurvey confirmedthat7outof10Gen.Z andMillennialsreportthata company’senvironmental credentialsareanimportant considerationintheircareerand consumptionchoices.

Image:RussellTheGuideDogatQTMelbourne

Image:RoyalMailHotelDunkeld-KitchenGarden

SUSTAINABILITYSPOTLIGHT: Novotel&ibisMelbourneCentral

AtNovotel&ibisMelbourne Central,wateristreatedas morethanaresource,it’sa responsibility.

Overthepastyear,thehotelhastakenmajor stepstoreduceconsumptionandembed sustainabilityintoeverydayoperations,proving thatenvironmentalleadershipstartswith practicalaction.

UndertheguidanceofGeneralManagerCraig KelmarandChiefEngineerMelMaio,theteam undertookacomprehensiveNABERSwater audit,mappingeverypointofuseacrossthe buildingtoidentifynewopportunitiesfor efficiency.Theirfocuswasclear:tacklehighdemandareasfirstandbuildlong-termsystems thatdelivermeasurableresults.

Oneofthemosteffectiveinitiativeshasbeenthe expansionofrooftoprainwatercapture.The systemnowdivertsrainwaterintolargeholding tanksthatserviceallpublicareatoilets,reducing thehotel’srelianceondomesticsupplybyan averageof1,200litresperday.Thisinnovationnot onlycutscostsbutalsocontributestothecity’s broadersustainabilitygoalsbyeasingpressureon theurbanwaternetwork.

Behindthescenes,theinfrastructurenowinplace allowstheengineeringteamtotrackandanalyse wateruseinrealtime,ensuringthatevensmall leaksorinefficienciescanbedetectedearly.With accuratedatanowguidingdecision-making,the nextstageoftheprojectinvolvesextendingthese systemstoguestroomstoalignsustainabilitywith experienceinaseamlessandmeaningfulway.

Theworkisaboutmorethancomplianceorcostsaving;it’saboutsettinganewstandardfor sustainablehotelmanagement.

Throughinnovation,collaboration,anddata-driven design,Novotel&ibisMelbourneCentralhas shownthateverydropcounts,andthatreal sustainabilityisbuiltonesmartdecisionatatime.

VICTORIA’SACCOMMODATIONECONOMY

DISTINCTLYEXCELLENT:

TheRoyalMailHotelDunkeld

Manyaccommodationlocationsinregional areasfunctionwiththepurposeofprovidinga placetostaywhileyouheadtoyourdestination.

Butwhatiftheaccommodationwasthe destination?

TheRoyalMailHotelinDunkeldisjustthat.

LocatedatthesoutherntipoftheGrampians (Gariwerd)NationalPark,bucolicpastoral scenesswaytothegentlesoundsofrustling gums,withroamingkangaroos,wallabies,and eventheoddemu,poppingbytosayg’day-this isthestoryofhowaccommodationissomuch morethanabed.

UniqueExperiences

TheRoyalMailHoteloffersatruehospitality experience,utilisingexcellentnearbyproduce deliveredbyateamofprofessionals.

Combinedwiththenaturalbeautyofthe surrounds,theyofferacompletepackagefor anyonelookingforaweekendaway,andmore.

GeneralManagerPeterDillonspokeofthe importanceoflocalproduce,andhowthey seamlesslyintegrateintothesurrounds:

“Producefortherestaurantsissourcedfromour organickitchengarden,largermarketgardenand ourfarms.Ournotablewinecollectionis internationallyrecognised.

“Ourlocation,withthesharedboundaryof Grampians(Gariwerd)NationalPark,providesepic mountainviews,abundantnativewildlifeand walkingtrackswhichareaccesseddirectlyfrom guestsrooms.Ourteamismadeupofhospitality professionalswhodeliverservicewithcountry warmthwhilementoringyounglocalstaff.”

Importantly,theirofferisunique,onethatbrings eachandeveryguestalongforthejourney.Guests areencouragedtoshare-intheprocess,sothat theirhospitalityexperienceisevenmoreelevated:

“Theseexperiencestellthestoryoftheproperty,be itawinetutorialdeliveredbyasommelierinside our30,000bottlecellar;oratourofthekitchen gardenhostedbyachefwhotellsthestoryofthe

VICTORIA’SACCOMMODATIONECONOMY

historyofthegarden,thechallengesandthe organicpracticesthatresultinthebestproduce possiblethattravelsmetresnotmilestothe plate.”

GivingBacktotheCommunity

Dunkeldissomuchmorethanadotonthemap ofregionalVictoria–it'satight-knitcommunity wherelocalssupportoneanother.

Assuch,havingastrongsenseofcommunity spiritisvastlyimportant.Businesseslikethe RoyalMailHotelunderstandthattheydon’tjust operatewithinthecommunity,they'reapartof it.

“ExecChef,RobinWickens(whomourfinedining restaurantisnamedinhonourof),visitsourlocal primaryschoolonFridayafternoonstoteach handsoncookingclassestothekids.Thestudents harvestfromtheirownkitchengarden,ateamof helpersworkwiththestudents,thentheyallsit downandenjoyasharedmeal.Andit’snotyour typicalhamandpineapplepizza!Itemsaremore likePumpkinPieswithThymeCustardorBeetroot ChocolateBrownies.”

Notonlydoesthishelpsupportlocalkidsand familiesbutitoffersanopportunitytoexperiment withskills,onesthatcouldbecomeacareer.

ByplayingthisactiveroleintheDunkeld community,TheRoyalMailHotelisupliftingthe townshipasawhole.

Behindthescenes,thestrength ofthesepartnershipsdefines Victoria’shospitalitysuccess. Longstandingrelationshipswith trustedsupplierslikebrewers, winemakers,andfooddistributors ensureconsistencyandquality acrossthousandsofvenues.They keepthebeercold,thekitchens stocked,thesystemsrunning,and thelightson.

Image:TheTWEteamattheBarossaValleyfacility

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Whenpartnershipswork, capabilitiesliftacrossthesector andwecanprovidebetter experiences,saferenvironments, moretailoredindividual opportunitiesandmoreresilient businesses.

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TheCycleinMotion

Atitssimplest,theflowofvalueinhospitality canbetracedthroughasinglesequence:

Eachstepgeneratesactivityandsupports livelihoods:

Patronsspendmoneyattheirlocalpubor hotel.

Venuesreinvestthosedollarsintowages, produce,utilities,maintenance,and entertainment.

Suppliersfrombrewersandwinemakersto linenservices,cleaningcompanies,and technologyproviders,seedirectbenefit throughsustainedcontractsandorders.

Workersinturnspendtheirincomeinlocal communities,ongroceries,fuel,sport, childcare,andotheressentials.

Communitiesthriveaspubssponsor sportingclubs,hostfundraisers,employ locals,andattractvisitors.

Andthecyclebeginsagain,eachtime strengtheningthesocialandeconomicfabricof Victoria.

Thehospitalityeconomyisnotlinear,itis circular,resilient,andconstantlyregenerating.

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TheVictorianpubandhotelindustryisbuilton partnerships.Genuine,enduringrelationships betweenvenuesandthesupplierswhostand besidethemeverystepoftheway.

Fromthefirstpintpouredinanewly openedpubtothesmooth operationsofourmostestablished venues,suppliersarenotjust serviceproviders,theyarepartners inthetruestsense.Theysharein therisks,celebratetherewards, andinvestdeeplyinthesuccessof ourindustry.Theymakesurethe beeriscold,thekitchenisready, thelightsareon,andthe experienceforeverypatronis nothingshortofexceptional.

Overtime,thesepartnershipshavegrown stronger,shapinganindustrythatcontinually evolves.Changeisconstant,butwithitcomes

THEHOSPITALITYECOSYSTEM

AttheheartofthisecosystemsitsAHA(Vic). Theconnector,theadvocate,andthevoicethat bringsitalltogether.Westandatthe crossroadsoftheserelationships,driving engagement,unlockingmemberandsupplier benefitsthatcan’tbefoundelsewhere,and fosteringcollaborationthatdeliversreal outcomes.

Ourpartnershipsdon’tsitonthesidelines, together,weamplifyourcollectivestrengthto createlastingimpactforbusinesses,for workers,andforeverycommunitythatgathers aroundalocalpub.

Victoria’shospitalitysceneismorethanjusta parmaandapot.It’stheheartbeatofour townsandcities.Aplacewherepeopleconnect, celebrate,andbelong.Throughstrong partnershipsandsharedcommitment,we ensurethisindustrycontinuestodeliver extraordinaryexperiencesforpatrons, enduringvalueforsuppliersandoperators, andgenuinesocialandeconomicbenefitfor thecommunitiesweserve.

Partnershipspowerourindustry,andtogether, wepowerVictoria.

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BREWINGCONNECTIONS: AsahiBeverages

ForAsahiBeveragesthestoryofbeerin Australiabeginsnotinabrewery,buton thefarm.Thecompany’sdeeplocal footprintreachesacrosseverystageofthe supplychainfrombarleygrowersin regionalVictoriatotheglassinaMelbourne pub.

“We’reproudthat95percentofthebeverages wesellinAustralia,wemakeinAustralia,”says TimPowell,GeneralManagerVic/Tas:Sales.

Thatlocalcommitmentrunsthroughtheheart ofAsahi’soperations.“AsahiBeveragessources approximately85%ofitsrawmaterialsfrom Australia.Thisincludesthesourcingofraw materialsfromfarmers,aswellasthe processingofthoserawmaterialsintotheir finalproducts.”Theresultisanecosystemthat sustainsentireregionaleconomies.“Australia’s brewingsectorisasignificantcontributorto employmentintheagriculturalsector, supportingtheequivalentof2,975FTEsin agricultureor3,153actualemployees.”

Behindeveryschoonerpouredsitsanational networkofgrowers,processors,and distributorswhoselivelihoodsdependon brewing’ssuccess.

“TheproductionandconsumptionofAustralian beersresultedin$17.7billionofAustralian economicoutputin2023-24andresultsin 95,782full-timeequivalent(FTE)employed people,”Timexplains.Thatrippleeffectisvast: nearly200,000jobsinthebrewingindustry supplychain.

Itaddsuptooneofthemostfar-reaching economicmultipliersinAustralian manufacturing.“Toputthesefiguresanother way,foreverydirectfull-timeequivalentjobin theAustralianbrewingindustry,thereare13.5 FTEjobsrequiredelsewhereintheAustralian economytoproduceandretailthebeer.”

Image:120yearoldAbbotsfordBrewery

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InnovationonTap

IfAustralia’sfarmsformthe foundationofthebrewingstory, itspubsaretheprovingground

Timseesthemasessentialpartnersinhow Asahidevelopsandtestsideas.“Whilstwearea supplierwehavealsoplayedalargerolein innovationaroundbeerequipment,beer dispensingquality,andtrailofproducts,which certainlymakesthemtestinggrounds,whilst brandpartnersastheirfeedbackgivenon productsinrealtimeanchorsyourimmediate thoughtsonthesuccessoftheparticular innovation.”

Thathands-onrelationshipinformsevery productreleaseandcampaign.“Oursupportto pubsgenerallyrevolvesorhastheintentto eitherdrivefootfall,increasespendorincrease dwelltime.Whenconsideringactivitytheseare thethreekeyfocusareasboththesupplierand thepubshouldfocuson.Iftheydononeof thesetheyshouldnotbeimplemented.”

ForTim,thatphilosophydefinestrue partnershipbuiltoninsight,nottransactions. Salesteamsaretaughttothinkbeyondthekeg deliveryandfocusinsteadonco-creatingvalue. “Salespeoplehavealwaysbeenencouragedto thinkofhotelsasabusinesspartnerandlook formutualgrowthwhentheycall.Certainlyin myviewithasneverbeentransactional.”

ShiftingPalates,SteadyPartnerships

Thenation’sdrinkinghabitsarechanging,and Asahiisadaptingwiththem.“Moderation continues.Themidcategoryisexplodingand generallypeoplearegoingoutlesshowever spendingmore.Zerocontinuessteadygrowth aspartofthemoderationtrendalso.”

Thoseshiftshavemajorimplicationsforpubs. Mid-strengthbeersarenowstaplesontap,and zero-alcoholoptionsareexpandingfromniche tonorm.ForAsahi,pubsareattheforefrontof thismoderationmovement,providingthe settingwheredrinkerscanbalanceenjoyment andresponsibility.Asconsumersseekquality overquantity,thefocusturnstoexperience.

ThisevolutionismirroredinAsahi’sinnovation agenda,wherebrewingtechnology,packaging, andsustainabilityinitiativesintersectwith consumerpreference.Thecompanycontinues torefineitsportfoliotomeetdiverseneeds, whilemaintainingthecraftsmanshipthat definesitsheritagebrands.

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PubsattheHeartoftheEcosystem

Behindeveryinnovationandeveryshiftintaste standsthelocalpub,thearenawherenewideas meetreal-worldfeedback.Timbelievesthis collaborativeecosystemiswhatkeepsAustralian beerresilient.Pubs,hesays,arenotjust customersbutco-creators.Theirday-to-day engagementhelpsAsahistaygroundedin communitylifewhiledrivingnationaltrends.

Thatfeedbackloop,poweredbythousandsof tapsacrossthecountry,keepsbrewingclosely connectedtothepeopleitserves.Each publican’sdecisiontotrialanewmid-strength, tohostabeer-and-foodpairingnight,ortopour aseasonalcraftbeerfeedsbackintoalarger systemofinnovationandadaptation.

Atthesametime,theeconomicreachofthe sectorremainsstaggering.Everypintpoured reflectstheworkoftruckdrivers,hospitality staff,refrigerationtechnicians,andbarley growers,anetworkthatspansbothcityand country.

MoreThanaTransaction

ForAsahi,therelationshipbetweenbrewerand publicanhasalwaysbeengroundedinshared purpose.It’saboutthecultureofhospitality.It’s thehandshakeoverthebar,thecoldglassat theendofashift,thesenseofbelongingthat pubsfoster.

ThatapproachunderpinsoneofAustralia’s oldestandmostsuccessfulsupplypartnerships. Itensuresthatwhiletheingredientsarelocal, thevalueisnational,andsustainsjobs, supportscommunities,andshapesthe experiencesthatdefinelifeinAustralianpubs.

Asahi’sstoryisoneofcollaborationand continuity,proofthatwhenlocalindustryand localvenuesworktogether,everyonesharesin thepour.

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HOWPUBSPOWERAUSTRALIA’SWINESTORY: TreasuryWineEstates

ForTreasuryWineEstates(TWE),Australia’s pubsaremorethansalesvenues,they’re wherethecountry’swinestoriescometolife. AsAngusLilley,ManagingDirectorof TreasuryCollective,explains,“Pubsareone ofthemostimportantgatewaysfor introducingpeopletoourwinesandthe regionalstoriesbehindthem.”

Intherelaxedatmosphereoftheirlocalpub, Australiansdiscoverwinesbytheglass,from approachablefavouriteslikeSquealingPigto celebratedlocaliconssuchasPepperjackand luxurybrandslikePenfoldsthatrepresentthe pinnacleofAustralianwinemaking.

Whatmakespubsparticularlyvaluableistheir roleasstorytellersforAustralianwine.When AustraliansenjoyaglassofPenfoldsintheir localpub,itconnectseverydaymomentstoa legacythatspansgenerations,reinforcingpride inanAustralianbrandthathasearned worldwideacclaim.

Morethanjustpointsofsale,pubsarewhere thesewinesbecomepartoflife’smemorable moments.“ThelocalpubiswhereAustralians

relaxandconnect.Theyaresocialinstitutionsthat helpbringpeopletogetheroveragreatglassof wine,”Angussays.

TheNewPubWineScene

Today’spubwinescenereflectsachangingnation ofdrinkers.“Australiansaredrinkinglessbutbetter andthey’relookingforwinesthatfitintotheir lifestyleandsenseofoccasion,”saysAngus.

Theriseofthewine-by-the-glassculturehas openedupthatexperiencetomorepeople.With 54%ofAustraliansnoworderingbytheglass,pubs havebecomelaboratoriesforexploration,letting patronssampledifferentstyleswithoutcommitting toafullbottle.Atthesametime,the premiumisationtrendseesmoreconsumers seekingamemorableexperiencethatpairs provenanceandcraftsmanshipwith approachability.

Healthandwellnesstrendsarealsoreshapingthe category.AccordingtoIWSRdata,theno-andlowalcoholcategoryisexpectedtogrowbyUS$4 billionby2028,andTWEisinvestingheavilyinthis space.Throughtheirdedicatedde-alcoholisation

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facilityintheBarossaValley,they’recrafting innovativenoandlow-alcoholwinesthatretain thefullaroma,varietalcharacterandmouthfeel oftraditionalstyles.

It’snotsimplyaboutremovingalcohol,but aboutreimaginingwhatmodernconsumers want.“Fromearlierpickingtonewblending techniques,we’refocusedondeliveringwines thatmatchhowpeoplewanttodrinkand remainfullofcharacter,”Angussays.

Adventureisanotherhallmarkofthemodern pubgoer.“Themodernpubgoerwantschoice, discovery,andconversationineveryglass,”says Angus.Byaligningwiththesetrendsand workingcloselywithvenues,TWEensureswine remainsanexciting,inclusivepartofAustralia’s pubculture.

PubsasAmbassadorsofWineCulture

Beyondconsumertrends,TWEseespubsaskey ambassadorsforAustralianwine.“Pubsare evolvingfromsimplepointsofsaleintofrontline ambassadorsforAustralianwineculture.The pubisn'tjustaplaceforadrink,it’sacommunity hubandaplaceforsocialconnection,”Angus says.ResearchshowsthatAustralianswho regularlyvisittheirlocalpubreportbeingmore trusting,fulfilled,andconnectedtotheir communities.

Regionalandcountrypubsareparticularlyvital inbridgingthegapbetweenproducersandthe public.“Pubsconnectcommunitiestothe regionsandproducers,helpingmakelocalwine moreaccessibleandcelebrated,”saysAngus. Manyarenowhostingtastingnights, showcasinglocalwinemakers,andcurating regionalwineliststhatbringthecellar-door experiencetoeverydayconsumers.

BrandssuchasPenfolds,Wynns,andColdstream Hillsamplifythatnarrative,demonstratinghow Australiancraftsmanshipcanstandtallonthe worldstage.TWE,inturn,activelycollaborateswith venuesandtheAustralianHotelsAssociationto championregionality,elevatewineknowledge,and encourageresponsibleenjoyment.Inthis ecosystem,thelocalpubisn’tjustservingwine,it’s shapingnationalwinecultureoneglassatatime.

TheStrategicValueoftheLocalPub

Inacompetitiveexportmarket,TWEalso recognisesthesymbolicpowerofdomestic presence.“Thelocalpubisoneofthemost authentictouchpointsawinebrandcanhave,”says Angus.“Wheninternationalvisitorsseeourwines beingenjoyedinAussiepubs,itdemonstrates thesearen'tjustexportproductsbutwines genuinelylovedathome.”

Thatauthenticitytranslatesintobrandstrength. “Whenyouseealocalwinepouredintheplaceit wasborn,itbecomespartoftheregion’sstoryand that’spowerful,”saysAngus.“Aconsumerwho discoverstheirnewfavouritewineattheir neighbourhoodpubbecomesanambassador, sharingtheirexperiencewithfamilyandfriends andseekingoutthebrandelsewhere.”

Pubsarealsoprovingtobeinvaluabletestbedsfor innovation.WhereTWEtrialnewstyles,packaging formats,andconsumeractivationsbeforescaling themnationallyorexportingtheminternationally, givingTWEvaluablereal-worldfeedback.

Ultimately,pubssustainthelocalloyaltythat anchorsAustralia’swineindustrywhilecontributing totourism,employment,andregionaleconomies. AsAngusconcludes,“Ourpartnershipswithpubs keepusconnectedtolocalcommunitiesandhelp ustest,learn,andgrowinwaysthatshapeour globalcompetitiveness.”

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WithelevenbranchesinVictoriaandaround 10,000customersstatewide,PFDFood Servicesoperatesatthebeatingheartof Australia’shospitalitysupplychain.From regionalpubsinsmallcountrytownsto multi-venueoperatorsacrossmetropolitan Melbourne,PFD’sfootprintconnects thousandsofchefs,publicans,and producerseveryday.

Thecompany’sreachrepresentsnotonlyavast logisticsnetwork,butalsoahumanone:a workforcethatkeepsthewheelsofthenational foodeconomyturning.

AsGeneralManager,Victoria,PaulEverard overseesrelationshipsthatstretchfrom paddocktoplate.Histeamsupportsvenues ensuringthatpubsandhotelsacrossthestate candelivertheconsistencyandqualitythat guestsexpect,eveninaneraofcostpressures, shiftingconsumerexpectations,andevolving menus.

ProvenanceandPurpose

Inanindustryincreasinglydefinedbytransparency, Paulsaysthebiggestshifthasbeentheappetitefor provenance.“We’reseeingourcustomerswanting toknowtheprovenanceofourproducts,and ensuringthey’reethicallysourcedandprocessed,” heexplains.

Meatandseafoodremainthecornerstoneof Australianpubdining,andPFD’snetworkgives publicansaccesstopremiumlocalproduce.“We’re proudtotellourcustomersaboutthefresh Australianseafoodcaughtoffthevariouscoastlines ofAustraliaorbeefthatwaspasturedthroughout thecountry,”Paulsays.“Consumersarewantingto understandmoreandmorewheretheirfood comesfromandwillmakechoicesaccordingly.”

Thisdemandfortraceabilityisreshapingthefood supplychainfromthegroundup.Forsupplierslike PFD,thatmeansdeepcollaborationwithproducers andacommitmenttoauthenticity.

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BuildingtheBridgeBetweenProducersand Pubs

Feworganisationssitassquarelyatthe intersectionofproducerandvenueasPFD.“It’s vitalwehavecloserelationshipswithour suppliersandvenuestoshareinsightsand knowledgewithboth,”Paulsays.“Wealways looktosharefoodtrendsandmenuideasso thatvenueswesupportarestayingaheadofthe curveandseenasagreatplacetodineintheir localarea.”

Throughlong-termpartnershipswithleading suppliersPFDensuresthatVictorianvenuescan accessabreadthoftrusted,high-performing products.Butaccessaloneisn’tenough;it’sthe sharingofinsightsthatturnssupplyinto strategy.

PFDworkwithchefsandmanagerstoidentify emergingtrendsandhelptranslatetheminto accessiblemenuideasthatdrivemarginand maintainlocalrelevance.“Withthestrong relationshipswe’vebuiltwithleadingsuppliers overmanyyears,thismeansvenueshaveaccess tobrandsandproductscustomerslove, providingagreatexperienceandbuilding loyalty,”hesays.

InnovationinanEvolvingMarket

Themodernpubkitchenblendsthetraditionsof Australianpubfarewithcontemporaryfood culture.PFDplaysavitalroleinsupportingthat evolution.Thecompany’sscaleallowsitto anticipatechange,testnewproducts,andshare data-driveninsightsaboutshiftingdemand.

Thatcouldmeanhelpingaregionalhotelsource plant-basedalternativesthatmeetgrowing dietarydiversity,connectingasuburbanfamily pubwithlocalseafoodsuppliers,orintroducing emergingglobalflavoursthatkeepmenus

exciting.Thegoal,Paulsays,isalwaysthesame:to helpvenues“stayaheadofthecurve”while maintainingthetrustandfamiliaritythatmakes pubdiningsocentraltoAustralianlife. Behindthelogisticsliesasimplephilosophy: partnership.“Welovesupportingourpub customersbehindthescenes,”Paulsays.

ThePubasAustralia’sDiningRoom

Australia’shospitalityindustryisbuilton connection,andnowhereisthatmorevisiblethan inthenation’spubs.ForPaul,thesevenues representfarmorethanfoodanddrink;theyare thejunctionwhereproducers,suppliers,and communitiesmeet.

“Thepubisanimportantplaceofconnectionfor familyandfriendstomeet,socialise,andenjoy somegreatlocalfood,”hesays.“Australiaprides itselfonitsfoodcultureandthediverse experiencesconsumerscanhaveacrossthe country.”

ThatideasitsatthecoreofPFD’spurpose“tobring peopletogetherthroughfood.”

ASharedTable

AsVictoria’shospitalityindustrycontinuesto evolve,theroleofmajorsupplierslikePFDis becomingmorevisibleandmorecritical.

Theyaretheunseenpartnerineverygreatdining experience,connectingthenation’sfarmers, fishers,producers,andpublicansinasingle ecosystembuiltontrustandsharedpurpose.

economy.Aligningtaxpolicywiththerealities ofmodernhospitality,byreducingdouble taxation,increasingthresholds,andrecognising thecommunityvalueoflicensedvenues,would encourageinnovationandrenewalacrossthe sector.

Whilekeytaxationimpactingmembersare federaltax,weseekactiveengagementfrom thestategovernmentfederaltaxesimpacting onthelicensedhospitalityindustry.

Atypicalpuborhotelmaybesubjecttofederal incometax,GST,payrolltax,landtax,exciseaffectedpricing,liquorlicencefees,gaming levies,andlocalcouncilrates.Thisloadmeans thatasinglevenueemployingdozensoflocals andservingthousandsofpatronscanseelarge portionsofitsturnoverabsorbedbeforea profitisevenrealised.

Simplifyingthesystemwouldallowpublicansto focusmoreoninvestinginstaff,improving venues,andsupportinglocalcommunities ratherthannavigatingcompliance.Aprogram offairandpracticaltaxreformwouldnotonly relievepressureonpublicansandhoteliersbut alsostrengthenVictoria’sbroadervisitor

RECOMMENDATIONS

LiftVictoria’spayrolltax-freethreshold to$2millionandintroducea permanenthospitalityexemptionfor regionalpubsandsmall-to-medium hospitalityoperators.

ActivesupportfromtheVictorian Governmentinpromotingchangewith theCommonwealthGovernmentto cutthebeerandspiritstaxandreview thecurrentautomaticindexation system.

Toacknowledgethecumulativeweight ofminorleviesandregulatoryfees createsunnecessaryadministrative burdenforsmalloperators.The VictorianGovernmentshouldcreatea single,harmonised“hospitality compliancefee”thatconsolidates liquorlicencerenewals,gaminglevies, andcertaincouncilhospitalitypermits intooneannualpayment.

IntroduceatargetedHospitality InvestmentAllowanceoraccelerated depreciationforrefurbishments, energyefficiencyupgrades,and accessibilityimprovements.

Introduceconcessionsorrebatesfor pubsthatdemonstratemeasurable communitybenefit,suchasemploying localyouth,hostingcharitableevents, orprovidingregionalworker accommodation.

CreateaVictorianGovernment industryworkinggroup(includingAHA (Vic))toreviewthecumulativetax burdenonhospitalityeverytwoyears.

SPIRITSTAX

ThemajorityofVictorianpubsandhotels operatewithastrongcultureofcompliance, communitycare,andresponsible management.Yetundercurrent arrangements,allvenuesaresubjecttothe sameinspectionfrequency,reporting requirements,andadministrativeburden. This“one-size-fits-all”approachcreates unnecessaryduplicationforcompliant operatorsanddivertsregulatoryresources awayfromhigher-riskvenues.

ATrustedOperatorStatuswouldformally recognisevenueswithaprovenrecordof compliance,investmentinstafftraining,and positivecommunityengagement.Eligible venuescouldaccessstreamlinedlicence renewals,simplifiedauditprocesses,relaxation ofinspections,orreducedreporting obligations,mirroringbest-practicemodels alreadyusedinfoodsafetyandworkplace regulation.Thisapproachwouldreward professionalismandencouragecontinuous improvementacrosstheindustry.

Byreducingadministrativeclutterfor responsibleoperators,regulatorscould redirectresourcestowardeducation campaigns,regionaloutreach,andtargeted enforcementwherenon-complianceismost likely,leadingtoasafer,fairer,andmore efficientregulatorysystemoverall.

Thisapproachalsoalignswithbroader Governmentprinciplesaroundproportional regulation,reducedduplication,and

riskcalibratedoversightacrossindustriessuch asconstruction,foodsafety,andworkplace safety.

Atrustedstatuscanincentiviselong-term investment.Whenoperatorsknowthat sustainedgoodperformanceleadsto streamlinedregulatoryinteractions,theyare morelikelytoinvestinstaff,facilities,and communitypartnerships.

Thisrecognisesthattheindustryhasmatured andnowitistimeforregulationtocatchup.

AHA(Vic)supportstheintroductionofa TrustedOperatorframeworkadministeredby LiquorControlVictoriainpartnershipwith industry.Thissystemwouldallowregulatorsto focusonoutlierswhilegivingcompliantvenues theflexibilityandtrustthey’veearned.Itwould reduceredtape,promoteculturalmaturityin compliance,andrecognisetheoverwhelming majorityofVictorianpubsthatoperatesafely, responsibly,andwithintegrity.

FasterApprovalTimeframes

CurrentlyinVictoria,applicationsforanew on-premiseslicencecantakemonthsto receiveadecisionandtakeevenlongerif thereareobjectionsormissinginformation.

Bycontrast,otherAustralianjurisdictionsaim formuchshortertimeframes:forexample,in WesternAustraliatheaveragefrompublic advertisingoftheapplicationtodecisionisup tofourweeksfornewlicences.

Toreduceassessmenttimeframes,Victoria shouldadopttheNSWliquorpublicnotification process,wherepublicnotificationmust commencewithintwoworkingdaysofan applicationslodgement.Introducingasimilar requirementcouldbenefitallstakeholdersand contributetoreducingoverallprocessingtimes, asapplicationsinVictoriafrequently experienceadelayof30daysormorebefore assignmenttoanofficer,thusmissingthe opportunityforconcurrentpublicnotification.

GiventhecurrenttimeframeinVictoriacreates uncertainty,delaysbusinessplanningandties upcapital,AHA(Vic)seeksacommitmentto reducetheapprovaltimeframetosixweeksfor standardnewlicenceapplications(whereno objectionsorcomplicationsarise).Thisreform wouldalignVictoriawithbetter-practice timeframes,supportbusinessinvestment,and maintainregulatoryrigourbyreservinglonger reviewsforcomplexorcontestedapplications.

Victoriaintroducesasix-week decisiontimeframeforstandard liquorlicenceapplicationsto providecertaintyandalignwith nationalbestpractice.

ConditionalLiquor LicenceApprovals

PubsandHotelsoftenfacelongdelays betweensatisfyingmostlicence requirementsandreceivingfinalapproval totrade.Duringthistime,operatorsare unabletoorderstock,setupsupplier accounts,orcompletestafftraining,despite havingmeteverysubstantivetestof suitability.Theseunnecessaryhold-upscan delayopeningsbyweeks,disrupt investment,andaddsignificantfinancial pressureatacriticalstagefornewor renewedvenues.

AmoreflexibleapproachwouldallowLiquor ControlVictoriatoissueconditionallicences oncekeycriteriaaremet,withanyremaining minormattersresolvedbeforetradebegins. Thiswouldgivevenuesalicencenumbertouse foradministrativepurposessuchasordering stockandonboardingstaff,whilemaintaining fullcompliancebyprohibitingthesaleofliquor untilfinalapproval.

AHA(Vic)iscallingfortheautomaticuseof conditionalliquorlicenceapprovalstoreduce downtimeandimprovebusinesscertainty.This reformwouldsupportoperatorsreadyto investandhire,whileensuringregulators retainoversightandtheintegrityofthe licensingsystemremainsintact.

Countrypubsaretheheartofmanysmall towns,providinglocaljobs,community gatheringspaces,fundraisingsupport,and emergencycoordinationduringfloods,fires, andcrises.Asthesocialanchoroftheir communitiestheireconomicandsocial contributionsfarexceedtheirsize.

WhileVictoriaalreadyrecognisestheunique circumstancesofregionaloperatorsthrougha concessionalfeeforvenuesin“regionaland remoteareas”underSchedule6oftheLiquor Regulations,manycountrypubsstillfalloutside theseclassificationsdespitefacingthesame structuralchallenges:lowerpopulationbases, smallertradingfootprints,seasonaltourism fluctuations,andrisingoperatingcosts.Asa result,alargeproportionofgenuinelyruralor peri-regionalvenuescontinuetoincurthefull metropolitanlicencefee,eventhoughtheir capacitytoabsorbfixedannualcostsisfar morelimited.

AHA(Vic)isseekingamodernisedapproachto liquorlicencefeesthatbetterreflectsthe realitiesofruralandsmall-townhospitality. Updatingthecurrentmodelbyexpanding eligibility,refiningtheremotenessdefinitions, orintroducinganadditionaltierforlow-volume venueswouldensurethatcountrypubsarenot disadvantaged.

ThecurrentLiquorControlVictoria applicationsystemofferslittletransparency forapplicantsoncealiquorlicenceor variationrequesthasbeensubmitted. Publicansandprospectivelicenseesoften faceweeksormonthsofuncertainty,forced tocontactLCVdirectlyforprogressupdates, whichplacesadditionalstrainonboth operatorsandregulatorystaff.

Moderndigitalsystemsusedinother jurisdictionsprovidereal-timeupdates, notifications,andclearvisibilityoneachstepof theprocess;fromsubmissiontoassessment, decision,andissuance.Thistransparency buildstrust,reducesadministrativeworkload, andhelpsapplicantsplanwithconfidence.

Aspartoftheapplicationprocess,existing licenseesshouldnotberequiredtocomplete QuestionnairesorCloseAssociatedetailsfor partiespreviouslyapproved.LCVshould insteadseektheapplicanttotickadeclaration confirmingnochangeofcircumstances.

AHA(Vic)supportsthecreationofa modernisedLCVApplicationPortalwithonline trackingfunctionalitysimilartothatofmajor governmentplanningorbusinessregistration systems.Applicantsshouldbeabletologin, seewheretheirapplicationsitsintheprocess, receiveautomatedupdates,andunderstand anyoutstandingrequirements.

ConsolidationofGamingand LiquorLicensingRequirements

Pubsandhotelsthatoperatebothliquorand gamingfacilitiesarecurrentlyrequiredtohold separatelicencesissuedbydifferentstate authorities.Eachlicencehasitsownsetof processes,renewaldates,andsuitability assessments,includingrepeated“fitand properperson”andassociatechecks.This duplicationincreasesadministrativeburden forbothoperatorsandregulators,often requiringthesameinformationtobe submittedmultipletimesforthesamevenue andindividuals.

Amoreintegratedlicensingframeworkwould streamlinetheseoverlappingrequirements.By aligningkeycomponentsoftheliquorandgaming licensingprocessesthesystemcouldmaintain regulatoryintegritywhilereducingduplicationand cost.Consolidationwouldalsoprovideclearer accountabilitybyensuringthatallapprovals relatingtoavenuearemanagedinaconsistent, coordinatedmanner.

AHA(Vic)supportsareviewoftheinterface betweentheVictorianGamblingandCasino ControlCommission(VGCCC)andLiquorControl Victoria(LCV)toexploreopportunitiesforasingle, harmonisedlicensingstructure.Aconsolidated approachwouldrecognisethatmostVictorian pubsaredual-licensedvenues,reduceredtape, anddeliveramoreefficientregulatoryexperience withoutcompromisingcomplianceorcommunity safeguards.

SimplerLanguageto ExpressTradingHours

Despiteclearstatutorydefinitionsof “ordinarytradinghours”undertheLiquor ControlReformAct1998(LCRA),Victoria’s liquorlicencesstillcontaininconsistentand outdatedconditionsrelatingtoANZACDay, GoodFriday,andSundaytrading.Overtime, variationsinlicencewordinghavecreated confusionforbothoperatorsand regulators,withdifferentinterpretationsof permissiblehoursleadingtouncertainty, unintentionalbreaches,andinconsistent enforcement.

Thislackofuniformityparticularlyaffectstrade fromtheeveningbeforeintothemorningof restricteddays(e.g.ANZACDayandGood Friday),wherehistoricallicencelanguageoften conflictswithcurrentlegislativeintent.Even licensinginspectorsandpolicehaveexpressed difficultyinterpretingsomelegacyconditions, demonstratingtheneedforclarity.

AHA(Vic)supportsthestandardisationof tradinghourlicenceconditionsacrossall Generallicences.LiquorControlVictoriashould developasingle,moderntemplate,confirming thattrademaycontinueto1am(orthevenue’s approvedlatertime)intorestricteddays,with reopeningpermittedfrom12noonunless otherwiseapproved.Thisreformwould eliminateconfusion,ensureconsistency betweenlegislationandlicencewording,and reduceunnecessarycomplianceriskfor publicansandhoteliers.

AligningNewYear’sEve TradingRights

UndercurrentVictorianlaw,Restaurantand Cafélicenceholdersmaytradeuntil3amon NewYear’sEve“asofright,”whileGeneral licenceholders,includingpubsandhotels, arelimitedtoa1amclose.Thisanomaly placestraditionalpubsatacompetitive disadvantageononeofthebusiestandmost regulatednightsoftheyearandforces thousandsofpatronstoexitvenuesatthe sameearlytime,creatingunnecessary crowdingandamenityimpacts.

Pubsandhotelsareamongthesafestandmost controlledenvironmentsforlate-night celebration,supportedbytrainedstaff,security, andestablishedcompliancesystems.Extending thesame“asofright”tradingentitlement availabletorestaurantsandcaféswouldallow venuestobettermanageclosingtimes,disperse patronsgradually,andmaintainsafernightlife conditionsacrossVictoria.

AHA(Vic)supportsextending“asofright”New Year’sEvetradingforGenerallicenceholdersto 3am,aligningconditionsacrosslicencetypes andimprovingpublicsafetyoutcomes.This minorlegislativeamendmentwouldsupportfair competition,reduceunnecessaryadministrative applicationsfortemporaryextensions,and ensureVictoria’slicensedvenuescan responsiblymanageoneofthemostsignificant nightsinthehospitalitycalendar.

Under18sAllowedtoClear NearlyEmptyGlassesofAlcohol

UndercurrentVictorianliquorregulations, staffundereighteenareprohibitedfrom clearingglassesthatcontaineventrace amountsofalcohol.Thismeansasixteenyear-oldcollectingatable’semptywine glassescouldexposethelicenseetoafine.

Thisruleisimpracticalandoutofstepwith modernhospitalityoperations.Youngworkers areavitalpartofthepubworkforce. Preventingthemfromperformingsimple clearingdutiescreatesunnecessarycompliance riskforlicenseesandlimitsgenuine employmentopportunitiesforyoungpeople.

Youngpeopleshouldalsobeallowedtostock fridgesinthepublicview,toensureconsistency withtheirabilitytostockbackroomfridges.

AHA(Vic)supportsacommon-sense amendmenttoallowunder-18storemove glassesorbottlescontainingresidualalcohol underappropriatesupervision.Thissmallbut importantregulatorychangewouldreducered tape,reflectreal-worldhospitalitypractice,and helpattractandtrainthenextgenerationof pubworkers.

RSAVerificationDatabase

EverylicensedvenueinVictoriamust ensurethatallstaffholdavalid ResponsibleServiceofAlcohol(RSA) qualificationandmaintainup-to-date recordstoprovecompliance.Whilethis requirementisessentialformaintaining industrystandards,thecurrentsystem placesanunnecessaryadministrative burdenonlicenseesespeciallywhenstaff movebetweenvenuesorlosecertificates.

Inpractice,publicansspendsignificanttime verifyingRSAcredentialsandchasing paperworkthatcouldeasilybecentralised. Otherjurisdictionshaveintroducedonline verificationdatabasesthatallowregulators andemployerstoconfirmRSAaccreditationin seconds,reducingduplicationanderrorwhile maintainingfullcomplianceoversight.

AHA(Vic)supportsthecreationofastatewide RSAVerificationDatabasethatallows employerstoinstantlycheckandrecorda worker’scurrentcertification.Thisreform wouldmodernisecomplianceprocesses,cut redtape,andgivebothvenuesandinspectors asingle,trustedsourceoftruthfreeingup timeforlicenseestofocusonrunningtheir businesses.

LongerTermLicences

Everyyear,Victorianlicenseesarerequired torenewtheirliquorlicences.Forlongstanding,compliantoperators,theannual renewalsystemofferslimitedregulatory benefitbutimposesongoingpaperwork, paymentprocessing,andcompliance duplication.

Atwotofive-yearlicenceoptionwouldreduce administrativeburden,givevenuesgreater certaintyinbusinessplanning,andallowLiquor ControlVictoriatofocusresourceson educationandenforcementratherthan repetitiverenewals.Operatorscouldalsobe encouragedtopayupfrontwiththeoptionto recieveanupfrontpaymentdiscount.

AHA(Vic)supportstheintroductionofmultiyearliquorlicencesforcompliantvenueswitha cleancompliancerecord.Licenseeswould retaintheabilitytooptforannualrenewalif preferred,whileotherscouldsecurelongertermcertainty.Thisreformwouldstreamline administration,rewardgoodoperators,and moderniseVictoria’sliquorlicensingframework inlinewithbest-practiceregulation.

FlexibleLiquorLicence PaymentOptions

Pubsandhotelscurrentlyfacea “one-size-fits-all”approachtoliquorlicence fees,withannualpaymentsdueinasingle lumpsum.Formanyoperators,especially smallandregionalvenues,thiscreates unnecessaryfinancialpressureandcashflow strain.Therigidpaymentscheduledoesnot reflectthecyclicalnatureofhospitalityincome ortherealitythatmanypubsoperateonthin marginsandvariabletradepatterns.

Allowingquarterlyormonthlypaymentoptions wouldmakethesystemfairerandmore manageable.Othersectorsalreadyoffer instalment-basedpaymentstructuresfor regulatoryandservicefees,recognisingthat flexibilityimprovescomplianceandreduces hardshipwithoutreducingrevenueto government.Inaddition,thecurrentpenalty regimeforlatepaymentisdisproportionately severe,withimmediatesuspensionandlossof licencetradingrightsthatcandevastateabusiness overwhatmaybeashort-termcashflowissue.

AHA(Vic)iscallingfortheintroductionofflexible paymentarrangementsforliquorlicences, includingquarterlyinstalmentoptionsandamore reasonable,graduatedpenaltystructureforlate payment.Thisreformwouldalignthelicensing frameworkwithmodernbusinesspractice, improvecompliancerates,andprovideoperators withthecertaintyandbreathingroomneededto managetheirfinancialobligationsresponsibly.

RemovetheRequirementtoList NomineesonLiquorLicences

Victoria’srequirementtolistaNomineeon eachindividualliquorlicencecreates unnecessaryadministrativeburdenforboth licenseesandtheregulator.

Otherjurisdictions,includingQueensland, WesternAustralia,andSouthAustralia,have modernisedthisframeworkbyshifting responsibilitytotheindividual“Approved Manager,”whosimplycarriesacard demonstratingtheyhavecompletedthe requiredadditionaltrainingandbeendeemed afitandproperperson.

AsimilarapproachinVictoriawouldallow trainedmanagerstomovebetweenvenues withease,ensuringcompliancewithouttying anindividualtoaspecificlicence.Thisreform wouldpreserveallsafeguardsaroundtraining andsuitabilitywhileremovinganoutdatedand impracticalrequirementthatdeliversno regulatorybenefit.

ReformtheLiquorLicence StarRatingSystem

Underthecurrentstarratingframework,every newortransferredliquorlicencebeginsata three-starrating,withvenuesonlyabletoearn higherrating,andtheassociated5%and10% feediscounts,afterextendedperiodswithout demeritpoints.

Thismodeleffectivelypenalisesnewoperators anddelaysrecognitionforvenuesthatmeetall complianceobligationsfromdayone.

Afairerandmorecontemporaryapproachwould seecompliantoperatorsstartatafive-starrating, receivingthefullbenefitimmediatelysolongas theymaintaingoodcompliancebehaviour.

Thiswouldincentivisebestpracticefromthe outset,reduceunnecessarypenaltyeffectsonnew licensees,andbetterreflecttheindustry’sstrong cultureofresponsibleoperation.

AHA(Vic)supportsafairerstarratingsystemfor newoperators.

PubsacrossVictoriaaresubjecttofood safetyrequirementsunderlocalcouncil administration,yettheinterpretationand implementationoftheserulescanvary widely.Manyvenuesfindthemselves navigatinginconsistentdocumentation, differinginspectionstandards,and repetitivecomplianceprocessesfromone municipalitytoanother.Thispatchwork approachcreatesunnecessaryconfusion, duplication,andcost,particularlyforgroup operatorsorvenuesoperatingacross councilboundaries.

Asingle,standardised“Class2A-Pub”food safetytemplatewoulddeliverconsistencyand clarityforpublicansandregulatorsalike.This modelwouldreflectthetypicalriskprofileand operationsofapubkitchen,suchasbistro service,functioncatering,andbarsnacks,and removetheguessworkfromcouncil-by-council variations.Astate-endorsedtemplatewould makecompliancesimpler,record-keepingmore efficient,andinspectionoutcomesmore predictable.

AHA(Vic)supportstheintroductionofasingle statewide“Class2A”foodsafetyplanforpubs, administeredthroughauniformtemplate recognisedbyallVictoriancouncils.Thisreform wouldreduceredtape,improveregulatory consistency,andallowoperatorstofocuson maintaininghighfoodsafetystandardsrather thanduplicatingpaperwork.

ReintroducingtheDiningRebateProgramtoReactivatetheCBD

Melbourne’sCBDisstillexperiencinga slowerreturnoffoottrafficcomparedto pre-pandemiclevels,withhybridwork patternsreshapingdaytimeactivityand reducingmid-weekspending.Forcity-based pubs,hotels,andrestaurants,thishas translatedintosoftermid-weektrade,lower corporatediningvolumes,andreducedpostworkvisitation.Whileinner-suburbanand regionalvenueshavelargelystabilised,CBD venuescontinuetoshouldertheeconomic dragofchangingworkerbehaviour. Targetedinterventionisneededtohelp bridgethegapanddriveconsumersback intothecity’shospitalityprecincts.

ThepreviousDiningRebateProgramdelivered aclearandimmediateupliftinvisitationand spendingbyincentivisingworkers,locals,and visitorstoreturntotheCBD.Arefreshed version,designedinpartnershipwithindustry, couldreplicateandexpandonthatsuccess. RebatesfordiningbetweenMondayand Thursday,cappedperpersonandredeemable throughastreamlineddigitalplatform,would stimulatedemandexactlywhereitisneeded: duringhistoricallyquietertradingperiodsthat havenotfullyrecovered.Thistargetedsupport helpsshiftcustomerbehaviour,encourages mid-weekoutings,andre-energisesthecity’s laneways,hotels,anddiningprecincts.

Reintroducingtheprogramwouldalsosupport thebroaderVictorianeconomy.Everydollar spentincityhospitalityhasamultipliereffect thatflowswellbeyondthefourwallsofa venue.Awell-calibrateddiningrebatecan reignitethatecosystem,attractnewaudiences backintoMelbourne,andreinforcetheCBD’s reputationasAustralia’sdiningcapital.

AHA(Vic)supportsthereintroductionofa modernisedDiningRebateProgramfocusedon mid-weekCBDactivation.Withthoughtful design,cleareligibility,andstrongpromotion, thisinitiativecandeliverimmediateeconomic stimulus,supportcity-basedoperators,and helprestorethevibrancy,confidence,and visitationlevelsthatMelbourne’sCBD,andits world-classhospitalitysector,deserves.

UndercurrentprovisionsoftheGambling RegulationAct2003(s.10.7.6),avenue operatorcommitsanoffenceifaminor entersthegamingarea,regardlessofthe circumstances.Inpractice,thismeansthat evenwhenaminorisunknowinglybrought intoagamingareabytheirparentor guardian,orimmediatelyremovedupon detection,thelicenseeremainsstrictly liable.

Recentenforcementactivity,including prosecutionsinitiatedbytheVGCCCfollowing self-reportedincidents,hashighlightedhow thisrigidliabilityframeworkunfairlypenalises responsibleoperatorswhohaveotherwise compliedwithallentryprotocols.

AHA(Vic)supportsanamendmenttothe GamblingRegulationActtoclarifythatan offenceoccursonlywhereaminorispermitted toenterandremaininagamingarea.This changewouldpreservetheprohibitionon minors,whilerecognisingthatvenuesshould havereasonableopportunitytoidentifyand removeaminorwhohasenteredunlawfully.

Thereformwouldaligngamingprovisionswith theLiquorControlReformAct,ensure proportionalenforcement,andmaintain communityconfidenceinresponsiblevenue management.

VictoriaamendstheGambling RegulationActtoclarifythatan offenceoccursonlywhena minorispermittedtoremainin agamingarea,ensuringfairand proportionateenforcement.

Victoria’s$5maximumbetlimiton electronicgamingmachineswassetin 2012andhasnotbeenadjustedinmore thanadecade.Inthattime,thecostof goods,wages,andentertainmenthasrisen significantly,yetthebettinglimithas remainedstatic,effectivelyerodingits originalintentandcreatingawidening disparitywitheconomicreality.

Whenfirstintroduced,the$5capreflecteda balancebetweenresponsibleplayand reasonableconsumerchoice.Aftermorethan tenyearsofinflationandindustrychange,its realvaluehasfallenbymorethan30percent. Maintaininganoutdatedcapdistortsproduct settings,reducesvenuecompetitiveness,and limitstheabilityofoperatorstomeetthe expectationsofresponsibleadultpatrons.

AHA(Vic)supportstheintroductionofthe$10 maximumbetlimittoreflectinflationand

currenteconomicconditions,alongsidea regularindexationmechanismtoprevent furtherdrift.Thisreformwouldnotalterharm minimisationstandardsbutwouldensure regulatorysettingsremaincontemporary, evidence-based,andconsistentwithother entertainmentandwageringframeworks acrossAustralia.

Fixing52.27Inconsistencies

TheremovalofClause52.27fromthe PlanningandEnvironmentAct1987in December2024wasdesignedtocutred tapebyeliminatingtheneedforaplanning permittoobtainaliquorlicence.However, Regulation14oftheLiquorControlReform Regulations2023stillrequireslicence applicantstoprovideplanningevidence, leavingnouniformplanningtriggeracross Victoria.

Thisinconsistencyhascreatedsome confusion.Differentcouncilsarenow interpretingtheinteractionbetweenthe PlanningandEnvironmentActandtheLiquor ControlReformActinconflictingwaysleading tounpredictableoutcomesanddelaysfor venues.Theresultisasystemwhereidentical venuesfacedifferentrequirementsdepending ontheirlocation.

AHA(Vic)iscallingforaremovalofredundant provisionsfortheGovernmenttoissueclear guidancetodepartmentsandcouncils.This reformwouldsimplifythelicensingprocess anddeliverpredictable,fairoutcomesforpubs andhotelsacrossVictoria.

Victoriaremovesredundant planningevidencerequirements andissuesclearguidancetocouncils toensureconsistentapplicationof liquorlicensingrules.

StreamlinedPlanning

Pubsandaccommodationhotelsare dynamicspacesthatneedtoadaptto changingcustomerexpectations,design trends,andcompliancerequirements.Yet evensmall,low-impactimprovementsoften triggerlengthyandinconsistentplanning approvalprocesses.Thesedelaysincrease costsanddiscourageongoinginvestmentin venuerenewal.

Victoria’sVicSmartprocessprovidesafaster pathwayforcertainsmall-scaleapplications, butitscurrentscopeexcludesmanycommon hospitalityupgrades.Asaresult,operatorsface unnecessarycomplexity,multiplepermits,and monthsofavoidabledelayforprojectsthat shouldberoutine.

AHA(Vic)supportsexpandingand standardisingstreamlinedplanningpathways forlow-impacthospitalityworks,includinga specific“fast-trackhospitalitypermit”for refurbishments,signage,accessibility improvements,andoutdoordiningareas.This reformwouldallowcouncilstoapprove straightforwardapplicationswithin10business days,reduceadministrativeburden,and promotecontinualreinvestmentinVictoria’s hospitalityvenues.Theplanningsystemshould makeiteasier,notharder,foroperatorsto keepcommunityinfrastructurelikepubsand hotelsvibrantandsafe.

Tourismand AccommodationOverlay

Accommodationhotelsareacriticalpartof Victoria’svisitoreconomy,providingessential infrastructurefortourism,businesstravel,and majorevents.Yetthesevenuesoftenface inconsistentandcomplexplanning requirements,particularlywhensubjectto multipleoverlayssuchasheritage,designand development,orfloodcontrols.Thispatchwork approachcreatesuncertaintyforinvestorsand developers,anddiscouragesprojectsthat wouldotherwisecontributetoourtourism capacity.

Currently,nodedicatedplanningtoolrecognises accommodationhotelsasstrategictourismassets. Asaresult,applicationsareassessedcasebycase, oftenwithoutclearpolicyguidanceorconsistency betweencouncils.Thislackofclarityincreases costsandtimeframesfordevelopers,whilemaking someregionalandperi-urbanprojectslessviable comparedtometropolitaninvestments.

AHA(Vic)supportsthecreationofaTourismand AccommodationOverlaytostreamlineand standardisethetreatmentofhoteldevelopments. Thisoverlaywouldidentifykeytourismand accommodationzones,provideclearguidancefor decision-makers,andprioritisedevelopmentsthat delivereconomicandregionalbenefits.By recognisinghotelsasessentialtourism infrastructureVictoriacanpromotesustainable investmentandathrivingaccommodationsector.

AdaptiveReuse

Victoria’sheritagepubsandaccommodation hotelsarecornerstonesoflocalidentityand tourismappealclosureduetothehighcost andcomplexityofcompliance,restoration, andplanningapprovals.Foroperators, heritagecontrols,accessibilitystandards, andoverlayrestrictionscanmake reinvestmentunviable,evenwhenthe intentionistopreserveandrevitalisethese culturallysignificantbuildings.

Thecurrentplanningframeworkoftentreats adaptivere-useprojectsashigh-risk developmentsratherthanheritage preservationefforts.Thisdiscourages investmentandlimitsthepotentialforhistoric venuestoevolveintomodern,sustainable hospitalityspaces.Amoreflexible,incentivebasedapproachwouldprotectVictoria’s heritagewhilekeepingtheseassetsactive contributorstolocaleconomiesand communities.

AHA(Vic)supportsatargetedAdaptiveRe-Use ProgramforHeritageHotels,includingheritage

restorationgrants,streamlinedheritagesensitiveplanningpathways,andtemporary exemptionsfromcar-parkingorbuildingcode requirementswherepublicbenefitis demonstrated.Thisreformwouldenableolder pubsandhotelstomodernisewithout compromisingtheircharacter.Bymakingit easiertoinvestinheritagevenues,Victoriacan preserveitshistorichotelstockwhile promotingsustainablerenewalandregional economicvitality.

HospitalityAccreditationFramework

HospitalityisoneofVictoria’slargest employers,yetunlikecomparablesectors suchastrades,health,oreducation,it lacksarecognisedprofessional accreditationframeworkthat acknowledgesskill,experience,and ongoingdevelopment.Fortoolong, hospitalityworkhasbeentreatedas transientorentry-level,despiterequiring highlevelsofinterpersonal,operational, andcomplianceexpertise.

AHospitalityWorkforceAccreditation

Frameworkwouldcreateastructured,tiered recognitionmodelforworkersandmanagers acrossthesector.Thissystemcouldformally recognisequalifications,yearsofservice,and completionofapprovedtrainingmodules(e.g. RSA,foodsafety,andfirstaid).Itwould provideaclearcareerpathwayforyoung workers,validatetheexpertiseoflong-term professionals,andcreateconsistencyacross employersandregions.

AHA(Vic)supportsthedevelopmentofastatebackedaccreditationsystem,deliveredin partnershipwithgovernment,industry,and trainingbodies.Thisreformwouldelevatethe statusofhospitalityasaskilledprofession, improveretentionandworkforcemobility,and provideemployersandregulatorswitha trustedbenchmarkforcompetenceand compliance.

VictoriadevelopsaHospitality WorkforceAccreditationFramework toformallyrecogniseskills, experience,andqualifications acrossthesectorandsupportlongtermcareerpathways.

AlignRSARequirements withNationalPractice

VictoriaistheonlyjurisdictioninAustralia thatmandatesathree-yearResponsible ServiceofAlcohol(RSA)refresherfor workers.Whilewell-intentioned,this requirementplacesanadditional administrativeburdenonaworkforce alreadystrainedbyshortages,high turnover,andsignificantcompliance demands.Inpractice,itmeansthousandsof workersmustrepeatedlycompletetraining theyhavealreadydemonstrated competencyin,frequentlyoutsidetheir normalworkinghours.

Amorebalancedapproachisneeded,onethat maintainshighstandardsofharmminimisation withoutimposingunnecessaryredtape.Other statessuccessfullyupholdresponsibleservice principleswithoutblanketrefreshermandates, insteadtargetingadditionaltrainingtoworkers whoarere-enteringtheindustryafter extendedabsences,orreturningfollowing periodsofnon-engagement.Victoriacanadopt asimilarmodelthatisrisk-based, proportionate,andworkforce-sensitive.

AHA(Vic)supportsaligningVictoria’sRSA requirementswithnationalpracticeby removingthemandatorythree-yearrefresher forallworkersandintroducingamoreflexible, risk-basedmodel.Thisreformwoulduphold publicsafety,reduceduplication,andaddress oneofthemostavoidablesourcesofredtape affectingVictoria’shospitalityworkforce.

NationalSkills PassportIntegration

Hospitalityworkersareamongthemost mobileintheAustralianworkforcemoving betweenvenues,regions,andstates.Yeteach moveoftenrequiresresubmittingthesame compliancedocumentation:RSA,FoodSafety, andgamingtrainingcertificates.This duplicationwastestimeforbothstaffand employersandcreatesadministrativerisk.

TheCommonwealthGovernment’sforthcoming NationalSkillsPassportoffersamajoropportunity tostreamlinehowqualificationsarerecognised andverifiedacrossthehospitalitysector.By integratingcompliancecertifications,including ResponsibleServiceofAlcohol,Responsible ConductofGaming,andFoodSafety,intothe nationaldigitalcredentialsystem,workerscould carryasingleverifiedrecordoftheirprofessional competencies.Employerscouldinstantlyconfirm complianceandonboardingrequirements,while regulatorsgainreal-timevisibilityofworkforce accreditation.

AHA(Vic)askstheVictorianGovernmentto advocatefortheintegrationofcorehospitality complianceandtrainingcredentialsintothe NationalSkillsPassportasapractical,low-cost reformtomoderniseworkforcemanagement.This reformwouldsimplifyhiring,strengthen regulatoryconfidence,andreduceduplicationfor businessesandworkersalike.Itwouldalso reinforcehospitalityasarecognised,skilled profession.

HospitalityApprenticeships andCadetships

Thehospitalitysectorofferssomeofthe mostdiverseandrewardingcareer pathwaysinVictoria,yetstructuredentry routesintotheindustryremainlimited. Manyworkersbeginincasualroleswithno clearpathwaytoadvancement,while employersstruggletoretaintalentedyoung peoplewhomightotherwisebuildlong-term careers.

AHospitalityApprenticeshipandCadetship Programwouldcreatestructured,industryendorsedpathwayscombiningon-the-job trainingwithformalstudy.Inpartnershipwith TAFEs,RegisteredTrainingOrganisations,and industryassociations,theprogramwouldallow participantstoearnwhiletheylearn,building realskillsinleadership,compliance,and operations.Employerswouldbenefitfroma pipelineoftrained,career-focusedstaff,while youngpeoplewouldgainrecognised qualificationsandclearerprofessional progression.

AHA(Vic)supportstheestablishmentof dedicatedHospitalityApprenticeshipand CadetshippathwaysaspartofVictoria’s broaderworkforcedevelopmentstrategy.This reformwouldprofessionaliseentry-levelroles, improveretention,andpromotethemessage thathospitalityisacareerofchoice.

Recentworkplacereformshaveexpandedthe rightforemployeeswithmorethan12months’ servicetorequestflexibleworkarrangements. Whiletheintentiontosupportwork–life balanceandretainexperiencedstaffis positive,inpracticethecurrentframework doesnotadequatelyconsidertheoperational realitiesofhospitalitybusinesses.

Underexistingprovisions,employeescanrequest flexiblehours,days,orworklocations,and employersareheavilyconstrainedintheirability torefuse,evenwherethearrangement underminesbusinessviability.Forexample,a functionscoordinatorwholostherdriver’slicence appliedtoworkonlyMondaytoFriday,8amto 4pm,anarrangementacceptedtemporarilybut laterclaimedaspermanent.Foravenuethatrelies onafter-hoursandweekendappointmentsto showcaseitsfunctionspaces,sucharrangements aresimplyunworkable.

AHA(Vic)supportsreformstoensureflexiblework rightsreflecttheoperationalnatureofhospitality, includingclearrecognitionofbusinessneedsin peakperiods,roster-basedwork,andcustomerfacingroles.Thesystemshouldpromotegenuine flexibilityandgoodfaithnegotiation,notone-sided outcomes.Balancedreformwouldprotect employees’rightstorequestflexibilitywhile preservinganemployer’sabilitytomeetcustomer expectations,maintainstaffingcoverage,and sustainviabletradinghours.

FrontlineWorkforceSupportPackage

HospitalityisacornerstoneofVictoria’s economyandculture,employingtensof thousandsofpeopleinrolesthatcannotbe performedremotely.Whileproposed Victorianworkplacereformsandpublic sectorpolicieshavestrengthenedtheright toworkfromhome,therealityfor hospitalityworkersisthattheirjobsmust bedoneon-site.

Thisimmovablerequirementplaceshospitality staffatastructuraldisadvantagecompared withworkersinotherindustrieswhobenefit fromreducedtravelcosts,improvedwork–life balance,andgovernmentincentivestiedto flexiblework.Theinabilitytoworkfromhome alsomeanshospitalityworkersfacehigheroutof-pockettransportexpensesandfewer opportunitiestoparticipateingovernmentfundedupskillingprogramsdeliveredonlineor duringstandardofficehours.Italsoactsasa disincentiveforrecruitmentandretention.

AHA(Vic)proposesa“FrontlineWorkforce SupportPackage”toensurefairnessand ongoingworkforceparticipationinhospitality.

KeyMeasures:

Freeordiscountedpublictransportfor rosteredhospitalitystaffduringearly morningandlate-nightservicehoursto offsettravelcosts.

Government-ledmicrocredentialing program,developedwithindustryand educationpartners,todeliverfreeor subsidisedshortcoursesincustomer service,management,sustainability,and compliance.

Extensionofmealandentertainmentcard eligibilitytohospitalityworkers,allowing themtosalarypackageacappedportionof pre-taxincome(e.g.upto$2,650annually) fordiningandaccommodationexpenses, recognisingtheirdirectcontributionto Victoria’sserviceeconomy.

Theseinitiativeswouldhelpleveltheplaying fieldforhospitalityworkers,reducecost-oflivingpressures,anddemonstrategenuine recognitionofaworkforcethatkeepsVictoria connectedandresilientthroughevery challenge.

MentalHealthTrainingand SupportforHospitalityStaff

Hospitalityisafast-paced,people-focused industrythatcanalsobeemotionally demanding.Longhours,customer-facing stress,irregularshifts,andthepressureto deliverexceptionalservicecanalltakeatoll onworkers’wellbeing.Despitethis,mental healthliteracyandaccesstoindustryspecificsupportremainlimited,leaving manyemployeesandmanagersill-equipped toidentifyearlysignsofstressorrespondto mentalhealthconcernsintheirteams.

Businessesoftenlacktheresourcestoprovide structuredmentalhealthtrainingor professionalsupport.Improvingaccesstotools wouldstrengthenresilienceacrossthe workforce,reduceburnoutandturnover,and buildsafer,moresupportiveworkplace cultures.

AHA(Vic)supportsthedevelopmentofa HospitalityMentalHealthandWellbeing Program,ledbytheVictorianGovernmentin partnershipwithindustry,trainingproviders, andmentalhealthorganisations.Theprogram wouldincludeaccreditedshortcoursesin mentalhealthfirstaid,freeaccessto confidentialcounsellingandpeer-support services,andabest-practicetoolkitforvenue managers.

HospitalityisoneofVictoria’slargest employersofworkingparents,yetthe industry’searly-morning,late-night,and weekendshiftsmakeaccessingtraditional childcareservicesextremelydifficult.

Mostchildcarecentresoperatewithinstandard weekdayhours,leavingparentsinhospitality withlimitedoptions.Thislackofflexibility contributestoworkforceshortages,reduced participation,andincreasedturnover,especially amongexperiencedstaffreturningfrom parentalleave.Flexible,affordablechildcareis criticaltoenablingparentstoremaininorreentertheworkforcewhilemaintainingahealthy work–lifebalance.

AHA(Vic)supportsaFlexibleChildcare PartnershipProgramtoincreaseaccesstoearly childhoodservicesoutsidetraditionalhours, includingthroughhospitalityprecinct partnerships,pilotprogramsinregionalareas, andexpandedin-homeorcommunity-based caremodels.

ManyofVictoria’spubsand accommodationhotelsoperatefromolder orheritagebuildingsthatwerenot designedformodernenergy,water,or wasteefficiency.Whileoperatorsarekeen toinvestinsustainableupgrades,the planningandbuildingapprovalprocesses canbeslow,complex,andcostly.Insome cases,evensmallsustainabilityupgrades triggerfullplanningapplications,heritage reviews,orstructuralcompliance assessmentsthatdeterinvestment altogether.

Amoreflexibleandincentive-basedplanning approachisneededtohelpthehospitality sectorcontributetoVictoria’snetzerogoals. SimilartoexistingVicSmartprovisionsfor minorworks,sustainabilityretrofitsshouldbe fast-trackedwheretheydelivermeasurable environmentalbenefitwithoutmaterially changingabuilding’sfootprintorcharacter. Councilsshouldalsobeempoweredtooffer feereductions,pre-approvedtemplates,or sustainabilitycreditsforenvironmentally responsibleupgradestohospitalityvenues.

AHA(Vic)supportstheintroductionofPlanning IncentivesforSustainableRetrofits,providing streamlinedapprovals,reducedpermitcosts, andtargetedgrantsforenergyandwater efficiencyimprovementsinpubsandhotels. Thisreformwouldencourageprivate investmentinsustainability,reduceoperating costsforsmallbusinesses,andaccelerate Victoria’stransitiontoalow-carbonhospitality industry.

Victoriaintroducesplanning incentivesforsustainableretrofits, includingstreamlinedapprovals andreducedpermitcostsfor energyandwaterefficiency upgradesinpubsandhotels.

RenewableEnergyAggregationforSmallVenues

Smallandindependentpubsand accommodationhotelsoftenfacehigher energycostsandlimitedaccessto renewablepoweroptionscomparedto largerbusinesses.Manyoperateinleasedor heritagebuildingswhereinstallingsolaror majorenergyinfrastructureisn’tviable.Asa result,smallervenuesareoftenexcluded fromthetransitiontocleaner,more affordableenergysources.

ARenewableEnergyAggregationProgram wouldallowsmallhospitalityvenuestoband togethertocollectivelypurchaserenewable energythroughaggregatedprocurement models.Similarinitiativesinmanufacturingand retailhavesuccessfullyreducedcosts, increasedmarketaccess,andprovidedstable pricingforsmalloperators.Partneringwith SustainabilityVictoria,energyproviders,and AHA(Vic),thismodelcouldenablepubsacross thestatetopooldemand,accesscompetitive renewablepowercontracts,andmeet sustainabilitytargetswithoutmajorcapital investment.

AHA(Vic)supportstheestablishmentofastatefacilitatedRenewableEnergyAggregation Schemeforsmallhospitalitybusinesses.This reformwouldlowercosts,cutemissions,and ensurethatallvenuescanparticipatein Victoria’scleanenergytransition.Byunlocking thepurchasingpowerofthecollective,smalltownandsuburbanpubscouldleadthewayin poweringthehospitalitysectorsustainablyand affordably.

BackingVisitVictoria

VisitVictoriaplaysavitalroleinattracting tourismtoourstate.Moneyspentinthis spaceismorethanrecuperatedthroughthe spendingitdrawswithinourborders.

Akeyelementofitsofferingispromotingand marketingregionalVictoriatotheworld,avital partofVictoria’seconomicecosystem.Mostof theseregionalareaslackthemeanstomeet suchmarketingdemands,andassuch,relyon thegovernmentfillingthatgap.

Sustainedfundingtothisvitalofferingby governmentwillgiveaccommodationhotels andaccommodationpubsgreatercertaintyin theirinvestment–particularlythoseinrural andregionalareas.

Fromsignificanteconomiccontributionsto communityengagementandsectorgrowth,to education,tradeandinvestment;business eventscreaterealchangeandlastinglegacies forVictoria.

However,fundingallocationfortheMelbourne ConventionBureauhasnotseenamaterial increaseacrossthepast10years,despitecostsof businessacquisitionrisingsignificantly.

Overthepastdecade,theMelbourneConvention Bureauhasgeneratedtensofthousandsofjobs andledtomorethan1millionhotelstays–it'sa vitalpartofourbusinesseventsofferingand needsgreaterinvestmenttobuildonitssuccess.

MaintainedFundingofEvents

Victoriaprovidesthreemajorfundsfor major,businessandregionalinvestments: RegionalEventsFund,MajorEventsFund, andNationalBusinessEventsGrants Program.

Thesefundsarevitalindrawingandholding someofVictoria’sgreatestdaysonthe calendar.Themoneyspentthroughthese fundsisahugeboonforjobsandeconomic activity,allyearround.

Maintainingtheirfundingwillallowfor businesses,townsandaccommodationhotels tohavegreatercertaintyintheirforwardplanning,andeconomicviability.

Three-YearStandingApprovalsfor RecurringOffsiteEvents

Victorianpubsandhotelsplayacentralrole incommunitycelebrations,hostingGrand FinalDaystreetparties,annualcultural festivals,livemusicactivations,and neighbourhoodevents.Venuesarecurrently requiredtoapplyforoffsiteortemporary liquorapprovalseachyear,oftenreceiving confirmationonlydaysorweeksbeforethe event.Thiscreatesuncertainty,limits promotionalleadtimes,andincreases financialriskforoperators.

Amorepracticalmodelwouldallowvenuesto secureathree-yearstandingapprovalfor designatedrecurringeventsthatmeet transparentcriteria,suchasconsistentlocation, predictablecrowdsize,demonstratedharmminimisationmeasures,andaclean compliancerecord.Thiswouldgivevenues clarity,councilscertainty,andregulatorsmore bandwidthtofocusongenuinelycomplexor emergingrisks.

AHA(Vic)supportstheintroductionofathreeyearstandingapprovalpathwayforrecurring, low-riskeventsforgenerallicenseholders.This reformwouldmoderniseanoutdatedprocess, reduceunnecessaryduplication,andrecognise theroleofpubsandhotelsassafe,trusted hostsofmajorcommunitycelebrationsacross Victoria.

Smalllivemusicvenuesarecurrentlyina stateofcrisis.Skyrocketinginsurancecosts, securityrequirementsandadifficult-tonavigatelegislativeandcompliance frameworkhasplayedasignificantrolein morethan300livemusicvenuesclosing theirdoorsinVictoriaoverthepast7years.

Giventhatmanyhotelsarefacingsmallerand smallermargins,thefinancialriskofputtingon gigshasledtomanypublicansforgoinglive music–robbingpatronsandartistsofvital entertainmentandartisticopportunities.

Manyofthevenuesmostaffectedarethelocal pubsthathavelongservedasthefirststagefor emergingartists,regionaltalent,andtouring acts.Withouttargetedsupport,Victoriarisks losingnotjustvenues,buttheculturalpipeline thatunderpinsourstate’sreputationas Australia’slivemusiccapital.Amore sustainable,modernisedregulatoryframework, pairedwithpracticalfinancialrelief,wouldhelp ensurethatlivemusicremainsaviableand vibrantpartofVictoria’shospitalitylandscape.

TheAustralianHotelsAssociation(Victoria)is callingforafairersetofrulestoprovide operatorswithgreaterconfidenceinrunning livemusicshowsnow,andintothefuture.

LiquorLicensingReform& Enforcement

Liquorlicensingaroundsmalllivemusicvenues haseffectivelyframedtheseinstitutionsas intrinsically“high-risk”,whichhascreateda difficultenvironmenttoworkwithin.

Crowdcontrollerrequirementsareamajor concern,withsomevenuesreportingupto30%of theirrevenuebeingspentontheseextrastaff.

Manyvenuessufferfromtheseprotocols, especiallythosethatareputtingonshows(suchas smallacousticsets)thatdon’tattractaclientele whichwouldanymorelikelytocreateissuesthan theirnormalpatronage.

Thisissueisfurtherexacerbatedforregional venueswhostruggletorecruitcrowdcontroller staff,especiallyontightturnarounds.

NoiseRegulation

Currentregulationsonnoisecontrol protocolscanbedifficultforpubstoseek adviceandinputgivenadepartmental spread.

Toputitintoperspective,theliquorlicensewill stipulatecrowdcontrolrequirementsfromone department,andthenoiseelementofalive musicshowwillfallunderadifferent department.

Furthercomplicatingthisisthatenforcementof noisebreacheswillonceagainfallundera separatewingofgovernment.Otherstates havesoughttocreatecohesionforthissystem, andAHA(Vic)seeksforasimilarreviewtobe undertaken.

Currentlywhenvenuesarechallengedby developers,AgentofChangeprinciplesputthe onusonthecomplainant,however,theremay existaloopholewherebyifavenueis challengedviathedeveloper’splanningpermit, wheretheresponsibilityfallsbackontothe venue.

Toooftenasmallarrayofcomplaints(backedby littleevidence)canholdupvenuesandplacea hugefinancialburdenonthepublican.

AHA(Vic)furtherseekstheGovernmentto reinforcetheagentofchangeprincipleasakey factorinassessingcomplaints,acrossvarious regulators.

Economic,Tax&OperatingCostRelief

Whileinsurancecostsarecontinuingto breakthebacksoflivemusicvenues, particularlysmallerpubs.Costrelief becomesanimperativesolution–evenin theshortterm.

NSW’s‘VibrancyLaws’havesignificantly strengthenedthesector,offeringeaseand reliefforvenues,whileprotectingtheirartsand cultureoutput.

Thesemeasureswillsupporttheindustry,not onlyhelpingpubsthatputonlivemusicto continuethispractice,butfurtherencouraging pubstouptakeimprovementsthatwillallowfor themtoputgigson.

StableBusinessConditions

Victoriamaintainstheexistingdifferentiationof offencesinrespectof"intoxication"and "drunkenness"withintheLiquorControl ReformAct1998.

Victoriarejectsanyextensionofthedefinition of"intoxication"toincludetheeffectof substancesotherthanalcoholi.e.illicitand/or prescriptiondrugs,oranyotheramendmentto theLiquorControlReformAct1998toassign furtherobligationsuponlicenseesinrespectof theuseofillicitdrugsinoraroundlicensed businesses.

VictoriamaintainstheprovisionsoftheLiquor ControlReformAct1998thatprohibitthe licensingofPetrolStations,MilkBars, ConvenienceStoresandmixedbusinesses.

Victoriamaintainsthecurrentupto24hour licensedtradingperiod.

Victoriacommitstothemaintenanceofthe current18yearsofageminimumdrinkingage.

Victoriamaintainsthecurrentbloodalcohol concentration(BAC)leveloflessthan0.05%to legallydriveamotorvehicleinVictoria.

Victoriamaintainsexistingguestsandvisitor requirementsforlicensedclubs,includingthe sign-inand5km/10kmrule.

Victoriamaintainscommitmenttothefreetram networkintheMelbourneCBDareaandtothe all-nightweekendtransportservice.

Victoriacontinuesmajorinfrastructure initiativesthatwillfurtherdrivetourismin Victoria.

Victoriaenactsnofurtherincreases,or preferablyadecrease,inthenumberofpublic holidaysinVictoriaonwhichpenaltyratesare payable.

Victoriamaintainstheexistingshortstaylevy.

LOOKINGAHEAD

THENEXTDECADEOFPUBS ANDACCOMMODATION

Pubshavebeenafundamentalcommunity andinfrastructurepillarofourstatesince itsinception,andwhiletheynolongerhave stablesandoillamps,they’rejustas relevanttodayastheywerebackthen.

ThislegacyisseeninvenuesliketheTerminus Hotel,whichpre-datestheEurekaStockade, andthemulti-generationalownershipofthe SanRemoHotel–it’sastorythathasbeen repeatedmanytimesacrossourstateandwill continuetobe.

Therearearangeoffactorsthatareinfluencing thisdiresituation,andsomeimprovementscan certainlybemade–however,thetimefor doingsoisnow,nottomorrow.

It’simportanttorememberthatapubdoesnot standalone–itexistsinanecosystem–one thatsupportsfarmers,regionaltowns,trucking, brewing:younameit.

Everysingledollarspentinapub,orin accommodation,findsitswaythroughour broadereconomy–providingjobsandstability tocountlessVictorians.

Notonlyisitsafeandwarmplacefor socialisingandentertainmentbutitfunctions asamainstayofwhatcreates,andbonds, communities.

We’veseenthisthroughdonationstolocal sportingclubs,schoolsandcharitiestotallingin themillionsofdollars–everysingleyear. However,asjustaboutanypublicanwilltell you:doingbusinessisgettingtougher.

Wheremarginswereoncehealthy,now,many faceascenariowherepayingthemselvesa wageseemslikeastretch.

LOOKINGAHEAD

Complexregulatoryburdens,hightaxes,and staffingshortagesriskclosure,takingwiththem jobs,economiccontributionandthesocial fabricofthe“townsquare”.

Governmentalreformisimperativein addressingtheseissues,butwemustalsoturn ourattentiontotheculturalaspectsofhowwe viewhospitalitywork.

Manypublicansspendagreatdealoftime stuckinarecruitmentandtrainingchurn, wherenewrecruitsaretrained,andthenleave, forcingthecycletorepeatanddraining resourcesthatarealreadystretchedthin.

Thisinjectionofemploymentandwages supportscountlesslocalfamiliesandsmall businesses,alsohelpingthemthroughthe quietermonths.

Afurther,andunderdiscussedpressure,isthe rolethatpubs,accommodationand accommodationpubsplayinensuring workforcemobility.

Atown’sabilitytobenefitfromalargeproject canbedisadvantagedbyalackofthese institutions.Ifworkershavenoplacetostay andnoplacetoeatandsocialise–government andbusinessarerestrictedinwhattheycan investin.

Inshort,a“novacancy”signisonethatnotonly touristsmustdealwith,butskilledworkersand tradespeople.

Broadly,thesituationacrossallpubsand hotelshasbeenslowlyslidingandso:whatdo thenext10yearslooklike?

Ontheconceptofecosystems,wemustalso turnourattentiontoaccommodation.

Accommodationworkshand-in-handwith pubs:oneprovidesaspacefortravellersand visitorstostay;oneprovidestheexperience thatdrawsandsupportstourism.

Victoriahasalotofbeautifulplaces,major eventsandpossibilitiestoexplorebutwithout aroofoveryourheadandaplacetoenjoya meal,ourabilitytodrawpeopletoourstateis significantlyhampered.

RegionalVictoriareliesonthistradejustas muchasthebroaderstatedoes. Formanyregionalpubsandhotels/motels,the “busy”periodiswheretheymakethebulkof theirrevenuefortheyear.

Inthattime,manylocalsinareasofhigh unemploymentaregivenanopportunityto enterorre-entertheworkforce.

Asmarginsdwindle,andcostsrise,publicans arefindingittougherdayinanddayouttodo business.

Accommodationhotelsarefacingasimilar situation,mostprominentlyintheCBD,where confidenceininvestingintheheartof Melbourneisshattered.

Withoutdecisiveactiontoeasetheregulatory burden,encourageworkforceparticipation, andrevitalisetourism,wewillseethese communityanchorsrippedfromeverycorner ofourstate.

WeknowthatVictoriansloveapub,but publicansarebeingforcedtoeitherraiseprices orshutupshop–bothofwhicharebarring potentialpatronsfromenteringtheirdoors.

Ifactionisnottakennow,wewillcontinueto seehisslideintodespair,andwithit,countless communitiesacrossVictoriawillbetheones whowilltrulysuffer.

LOOKINGAHEAD

ThisStateoftheIndustryReportcontains manyspecificchangesthatAHA(Vic)are requesting,theyallgotoabroaderreform prioritythatwebelievewillgreatlyaidthe sector.

WorkforceDevelopment

Recruitingandmaintaininghigh-qualitystaffis difficultforallpubsandhotels.

Toooftenthesetypesofjobsareseenas transientandshort-term,leadingtomany venueoperatorshavingtospenda considerableamountofeffortinrecruitingand training.

AHA(Vic)seekstochangehospitalitycareer pathwaysthroughtraining,apprenticeships, andleadershipprograms,turningcasualwork intolifelongprofessions.

Red-TapeReduction

Venuesthatcurrentlyhavealiquorlicenseor areseekingonefacethesameissue:adifficult andslowcomplianceprocess.

Redtapecausesneedlessheadacheswhile havingnoimpactonthetruegoalofthese complianceregulations,whichistosupporta safeandstableenvironmentsforpatrons.

Instead,theydamageconfidenceandpush somepublicansintofinancialholeswhiletheir applicationsareheldup–allthewhile,theyare unabletogetanestimateofwhenanoutcome willbegiven.

AHA(Vic)isseekingastreamlinedplanning, licensing,andcomplianceprocessestocut costsandaccelerateinvestment.

AHA(Vic)isalsoseekingacknowledgementthat theindustryhasmaturedintoapositionwhere wearereadyforincreasedresponsibilityand co-regulation,throughaTrustedOperators system.

LOOKINGAHEAD

CityandRegionalActivation

Victoriahasalottooffer,butitcan’tdoit alone.

Acohesiveandthoroughstrategytomaintain andgrowCBDvisitationandregionaltourism willgivevenuesacrossthestategreater certaintythatVictoriawillmaintainitsstatusas theverybestplacetovisitforinternationaland interstatetourists.

Regionalareasheavilyrelyonthesemarkets, andwithoutagrowingtouristmarket, accommodationandpubswillbeatriskcreatinganevengreatersocialonusonthe governmenttosupporttravellersinexploring theseareasofourstate.

AHA(Vic)isseekinggreaterincentivesdrive CBDvisitationandregionaltourism, recognisingthatvibranthospitalityunderpins Victoria’seconomy.

AFairerTaxSystem

Affordabilityhasbeenregularlytoutedasa barriertoentryformanypatrons,with publicansfacingmuchofthatbacklash,both personallyandfinancially.

Butasmarginsbecomeslimmerforpubs,it’s clearthattherisingcostsarenotabout profiteering.

Hightaxesplacedbothonthebusinessand whattheysellarecripplingpubs.

AHA(Vic)isseekingtheraisingofthepayroll tax-freethresholdandintroducingpermanent exemptions,especiallyforregionalandsmallto-mediumoperators.

Further,AHA(Vic)iscallingontheVictorian Governmenttomakesureacuttobeerand spiritstaxisontheCommonwealth'sagenda.

PromotionofMajorandSmallEvents

RegionalandCBDeventsfundinghelpsimbue asenseofcertaintyintovenues.

Theyareavitalaspectofhotelusage,andact asamajordrawfortouriststovisit,andspend, inVictoria.

Alongsidethesefundingstreams,the governmentinvestsinpromotionofourstate topotentialtouristsacrosstheworld.

Theseincomestreamsprovidemuchneeded supportforvenues,particularlythosein regionalandruralareasofVictoria.

AHA(Vic)isencouragingfurthersupportfor thesefunds,andmaintainingoffundingto governmentdepartmentschargedwithtourist marketingandoutreach.

Image:AAMIParkMelbourne

LOOKINGAHEAD

The message from Victoria’s pubs, hotels, and accommodation venues is clear: our industry is ready to lead.

If we get the settings right on tax, workforce, planning, environment and regulation, the benefits will flow far beyond our venues. Every policy that helps a hospitality business succeed strengthens a community, every investment in hospitality supports local jobs and local economies.

Targeted reform will promote targeted investment, because we don't just serve patrons, we serve our communities and our state.

This won't just happen. As an industry we are calling for real action from policy makers to create the conditions for sustainable growth.

With growth we can continue to ensure that every dollar spent multiplies across our economy at a micro and macro level.

It’s not just about hospitality as an individual business, because hospitality is infrastructure, jobs, investment, and connection.

The hospitality industry is the owner who invests in local produce, refurbishes old buildings, and offers up community space in small towns.

The hospitality industry is the employee who learns a trade, builds a career, and provides for their family through hospitality.

And the hospitality industry is the patron who gathers with friends and family, celebrates milestones, and has a place to go.