Hotelier AUSTRALIAN
AUSTRALIA’S NATIONAL HOTEL INDUSTRY MAGAZINE
Business Intelligence
vol. 34 no. 5 - JUNE 2017
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IN THIS ISSUE: POS AND OP TECH | GAMING | MARKETING AND PROMOTIONS
CONTENTS | ED’S NOTE
Vanessa Cavasinni
Editor’s Note
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Contents | June Special Features
Regulars
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ED’S PICK
POS and Op Tech: Be discerning and thorough when choosing technology. Gaming: The latest on gaming from various stakeholders. Sand Hill Road: What lies ahead for the dynamic pub group? Training: Differing strategies used to train and upskill staff. Marketing: How to build a recognisable brand.
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News: The latest happenings around the country. Design and Build: The Woolshed is back and better than ever. Sports Calendar: We bring you sporting highlights for June.
etropolitan hoteliers get a lot of coverage in Australian Hotelier, and you can see the reasoning behind it – that’s where the majority of pubs are so, odds are, they’re more likely to get covered. That being said, we have always tried to include coverage of regional pubs and operations so that our content is representative and relevant to the industry nationally. That being said, check out our News pages, where we look at the brilliant transformation of the Wandi Pub in north east Victoria (page 5), plus Craig Shearer, director of new pub group Open Arms Hospitality, discusses the launch of their new pub in Albury, and what got him back into the pub game (page 6). We have some fantastic features for you to dive into, including a look at what the dynamic Sand Hill Road pub group is up to, how staff training can be customised around a venue or group, and how to create a recognisable brand. This issue is jam-packed, so get cracking! Cheers, Vanessa Cavasinni, Editor P: 02 8586 6201 | E: vcavasinni@intermedia.com.au
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AUSTRALIAN HOTELIER JUNE 2017 | 3
BABY BOOMERS THE HEAVIEST DRINKERS consumers how often the drink, what they are drinking, People aged in their sixties drink more often than any and where they are drinking it. other age group, new research from Intermedia shows. By asking these questions, and by matching the data Over one quarter of people in the age bracket say they against the demographics of the respondents, the report drink most days, compared with less than 10 percent of has developed a profile of Australians’ drinking habits people in their twenties. not available from other perspectives. The information is contained in the report Alcohol This demographic analysis is very interesting and, we Consumption in Australia 2017, published by Intermedia believe, very useful. It unveils some interesting facts. For at the end of May. The report is based on a survey example: of 1,027 Australian consumers, asking about every • One third of heavy drinkers are women. aspect of their drinking habits. It contains a detailed • Women drink much less often than men when out, demographic analysis of alcohol consumers in Australia Australian Consumer except that they drink just as often as when visiting friends. – how much they drink, what they drink, where they • Only about 10% of Australians never drink. They are drink, and where they buy alcohol. evenly spread across all demographics, except that they Alcohol plays an important part in Australian society, 2017 Preferences and Trends are disproportionately found among lower income groups. and there has been much commentary in recent years Market Analysis Report • Most drinkers drink at home, with over a quarter about the social and public health issues related to saying they drink at home a few times a week, and nearly alcohol consumption. The level of consumption has one in five saying they drink at home most days. decreased, but concern about binge drinking and • Red and white wine are the most popular types of alcohol, with red wine alcohol-fuelled violence have actually increased. most popular with older demographics. The nature of alcohol consumption in Australia is, Intermedia believes, • Only one quarter of the population are regular beer drinkers. widely misunderstood. The study came about because it was observed that, The report is available now, for $900 + GST. Contact Graeme Philipson at while there is substantial data on the size of the alcohol market in Australia, Intermedia. graeme@intermedia.com.au and many reports on consumption, there is very little data that has asked
Drinking Habits
WOMEN IN HOSPITALITY PROGRAM LAUNCHES Women in Hospitality (WOHO), a not-for-profit organisation to champion and support women in the industry, has launched. WOHO will support women working throughout all stages of their careers and in all areas of the hospitality industry including restaurateurs, publicans, chefs, waiters, sommeliers and business managers. The organisation will establish a supportive network of mentors and forums which will share information, discuss issues and experiences and offer solutions to help women nurture their careers and encourage longevity in the hospitality industry. In addition, WOHO’s goal is to grow nationally and represent Australian hospitality internationally as well as locally. “It is a very exciting time for Australian hospitality which is now getting more recognition on the world stage,” said WOHO founder and chair, Julia Campbell. “While our forward-thinking approach to food and concepts is wellrecognised, it is imperative that we face the issue of female underrepresentation at a senior level in the industry. WOHO is a vehicle for us to inspire, recruit and retain more females and to give them the confidence to support themselves and each other in their professional development.” WOHO highlighted that according to the Workplace Gender Equality Agency, women in Australia represent 51.8 per cent of workers in the hospitality industry but only 15.4 per cent of CEOs in the industry. WOHO is made up of pioneering women who will help to help establish year-round events, member meetups and a mentoring program. The board includes: Julia Campbell (founder and chair), Anna Pavoni (Ormeggio), Jane Hyland (4fourteen), Claire van Vuuren (Bloodwood), Jane Strode (Bistrode CBD), Lisa Hobbs (Dedes Group), Lisa Margan (Margan Estate), Kerrie McCallum (delicious and Stellar), Lyndey Milan (OAM) and Michelle Maiale (A Tavola). Members will pay $10 per month, while apprentices will receive complimentary membership.
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WOHO founder Julia Campbell
Around the same time as WOHO was launched, Amanda Verratti of Public House Petersham was named Publican of the Year at the Time Out Sydney Pub Awards, and expressed the sentiment for better representation of women within pubs. “It’s a really exciting time for the industry and in particular for women in hospitality. We need to recognise that it’s possible for women to build a career in the industry and we should all be supporting each other in achieving our personal goals.”
NEWS Wandi Pub won Peoples’ Choice for Best Regional Pub
WANDI PUB: LITTLE HOTEL, BIG WIN At the recent Time Out Melbourne Pub Awards, Local produce features the People’s Choice Award for Best Regional heavily in the menu Pub was awarded to Wandi Pub, in the small town of Wandiligong, just outside of Bright in north-eastern Victoria. Owners Paddy Subacius and Tim Heuchan were ecstatic over the award, and to attend the ceremony in Melbourne. “For us here at Wandi Pub it was such a huge honour to be even nominated for such an award, let alone to win it. There were more people at the awards night than the population of our little town. So it’s a huge thing for us and our community – we couldn’t be happier. Tim and I have owned the pub now for 18 months and it has been our endeavour to improve it every day,” said Subacius. Speaking to Australian Hotelier, Subacius set out what the pair have done in the last year and a half since taking over the reins. “The first thing we did was hire some really amazing kitchen staff. Heath, Stella, and the rest of the kitchen crew have created a lot of magic with very limited recourses. To think of what they started with – a fryer and a domestic oven – compared to what we have today, is like comparing night and day. “We also decided that we would remain totally independent, so we could go and explore different products and ideas, without losing what makes a country pub great. I guess it’s those little things that all add up to make something not just good, but great.” Local produce is also a big driver at the pub, and adds to the quality of the offering. “We decided from day one that our focus is to showcase our beautiful part of the world. We use everything that is good up here in the North East. We utilise local suppliers, whether that is local cheese, bread, chicken, trout, wine, gins from Remedy in Bright and of course heaps of local beers from Bridge Road Brewers. We seek to discover amazing new Australian products like Willie Smith Cider from Tassie, and that is what keeps the locals and visitors coming out to our beautiful pub. The menu changes with the seasons and we have bands play in beer garden every Sunday afternoon.” The pair were heartened by the win, stating that “it’s so encouraging to know that the hard work we have put in is paying off.”
AUSTRALIAN HOTELIER JUNE 2017 | 5
CONTRIBUTOR’S
PANEL
Open Arms Hospitality’s debut venue, Public House, Albury
‘HOSPO LIFE’ – IT’S IN THE BLOOD! Missed events, irregular hours, late nights, sore feet, flaky hands, and having to deal with sometimes difficult customers who are a little too ‘socially excited’. Anyone who has entered the hospitality business and worked in pubs, bars or clubs will be all too aware of the many pitfalls of working in this industry. So why do we do it? Why do we leave it and invariably come back? Why don’t we go and get a cruisey 9 to 5? Why do we choose to be a part of it? I am sure the answer is different for all of us, but for me the love affair with the ‘hospo life’ started with my first bar job in a little pub in Perth called The Paddington Alehouse. Upon completing my first busy Saturday night at the venue, and while recapping the shift over a few quiet ‘staffies’ with my co-workers and boss Neil Randall (still current day owner), the buzz of being a part of a crew that had just created an amazing night for the punters gave me an adrenaline rush that I haven’t experienced in any other vocational field. I knew there and then that this was what I wanted to do with my life. Fast forward 20 years, and while I’m no longer able to be part of that front-of-house team in the thick of the action, the thrill of working in this industry is as strong as ever. The job is now more focused on acquiring venues, planning renovations, relaunching or growing a brand etc, but it is when walking through one of our venues that is firing that I’m
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reminded of why I love this industry. Recently we were lucky enough to go through a life changing experience with a sale of most of our venues to Dixon Hospitality. We went from having 500 staff, to none. We went from running a million miles an hour, to zero. We went from not having enough hours in the day, to having all the time in the world. All that time gives a person an amazing chance to reflect on the past, and think about what is important to you. It gives you a chance to do all the things you wished you could do when you didn’t have the time. For me it came down to three ‘F’s’. Family, friends, and fishing. And while sitting on Port Philip Bay, chasing the elusive gummy sharks, my mind wanders back to the same place it was 20 years ago, with the realisation that I still love the ‘hospo life’. The slowed pace also gave us the chance to get out more often and experience what others are doing in the industry. Sometimes we get a bit sheltered in our own venues and miss what is going on out there. In Melbourne, with so many amazing operators, you don’t have to look too far for inspiration. Long lunches in Sand Hill Road’s Garden State Hotel, or afternoon beers with mates at the Arbory, or a lazy Sunday afternoon with the kids at Welcome to Thornbury certainly helped to reignite the passion to be a part of this wonderful business again. My long time business partner Jason
Sheather and I have been lucky enough to join forces with the experienced Craig Ellison (ex Open Door Pub Co.) and combine our extensive histories to determine what the key factors to success are within the hospitality industry, and to ensure we build this into our relaunch strategy. Our future will be underpinned primarily around five key elements: Great People – surround yourself with the best the industry has to offer. Great venues – keep your venue fresh, research what others are doing well both locally and abroad. Great product – high quality food and beverage offers, exceed the market’s expectations. Great governance – structured reporting and systems to know what is happening in your business everyday of the year. Great times – celebrate your success, find the right work/life balance, and above all else have fun and enjoy being a part of the best industry in the world. What a ride this has been so far – and we are ready to ride the roller coaster again.
CHECK OUT THESHOUT.COM.AU
Craig Shearer Director, Open Arms Hospitality
POS AND OP TECH
THERE ARE SO MANY DIFFERENT TECHNOLOGY SYSTEMS THAT OPERATORS NEED TO USE FOR BOTH FRONT-OF-HOUSE AND BACK-OF-HOUSE OPERATIONS THAT IT’S HARD TO KEEP UP. WE CUT THROUGH ALL OF THE NOISE AND LOOK AT A FEW OF THESE SYSTEMS AND THE ISSUES THEY ADDRESS.
I
n any pub, the operator has to master and contend with over a dozen different technologies to run their their business, for everything from POS, accounting, compliance, reservation management, labour management, training systems, and everything in between. Bepoz CEO, Kris Satish, likened pub operators to rocket scientists, having to know how to operate and analyse so many different systems, make sense of how these reports work together and accordingly make adjustments to various business streams to increase revenue and decrease expenses. In a crowded technological market place, Satish urges operators to become more discerning with the systems that they use, and then learn how to use those chosen systems optimally in their venues. “Unfortunately a lot of people use a myriad of different solutions and it becomes a very scattergun approach,” says Satish. “At many venues, they do not have enough resources or they don’t put enough effort into learning the technology they have. The trick is to use less technology but the right technology.”
IT’S APP-ENING Where many other industries have made the most out of customer interaction with apps (think accommodation reservations or flight
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Bepoz’ customisable customer-facing loyalty app bookings), over the past few years, using apps for ordering, promotions and bookings is still a relatively new concept for pubs in how they interact with consumers. While venue loyalty apps are now starting to become more popular with venues, what distinguishes Bepoz is that it has both a customisable customer-facing app, and a management app to monitor sales and promotions; and the two apps marry to give operators a comprehensive view of their business activity. “Marrying up the customer–facing technology with the management technology gives you a more pinpointed analysis of what is working and what is not,” explains Satish.
The presence analytics of both apps allows venues to have a more targeted approach with promotions as well. Through the customer app, a venue can push targeted promotions to individual customers, and see how they interact with them. Through the management app, operators can view dwell times, which parts of the businesses were frequented, and can then engage with the customer app to encourage higher spend or to direct patrons to other parts of the business. “You’re not just doing a ‘spray and pray’ approach, in your marketing, it’s more customised to the consumer's interests,” says Satish. The Bepoz customer-facing app is also customisable for venues not only with their artwork, but also with the features that they believe will work best for their business and the ways in which they think are best to communicate with their customer base, depending on their demographic. The management app also makes reports and analysis available at any time and in any place. Where once managers would be tied down to a computer in the back office, they can now access data, such as trade result comparisons, on the go and instantaneously. While there are many benefits to these apps, Satish once more stresses that i is imperative that the implementation is all encompassed in your marketing program.
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POS AND OP TECH
“The trick is to use less technology but the right technology.” Kris Satish, CEO, Bepoz While the Bepoz apps have only been available for a few months, Satish says the operators who have inveted properly are seeing great results with consumer engagement and increase in spend. “What we have found is the more it is driven by the management team of the venue, the more success we’ve seen in the sign-ups and the usage by customers.”
PREPAREDNESS IS PARAMOUNT Counterfeiting currency is a global issue, and US and UK treasuries – along with the European Central Bank – have followed Australia’s lead in updating currency to combat the issue. The new $5 note was introduced in September 2016, and the updated $10 note will be introduced in September this year. Peter Gardner, managing directors of Cummins Allison Australia, has urged pub operators to be prepared for this latest currency update. “Currency redesigns can be profoundly impactful, therefore it’s essential to be prepared and work with vendors that have proven expertise and knowledge of domestic and international currency changes. “Equipment from trusted vendors is built to accommodate future currency upgrades and incorporates the latest advanced counterfeit detection hardware and software, protecting businesses from the risk of both counterfeit currency and operational disturbances. This all contributes to a seamless experience for the customer, freed from the worry of how changes associated with currency redesigns will affect business operations.”
UP IN THE CLOUD Cloud computing technology is fast becoming a fundamental tool in various parts of our daily lives. It should be of no surprise then that the hospitality industry is following suit, using cloud technology in the operation and integration of its multi-faceted systems. One such player leading the charge is locally based company Clarity Management Group, which recently launched Clarity Cloud, an end-to-end bookkeeping solution that bridges the gap between front-of-house operations and back-of-house bookkeeping within hotels, pubs and clubs. It uses artificial intelligence to connect your hospitality business to the cloud. This replaces the traditional method for front-ofhouse operations (point of sale, gaming, stock control, timesheets and rosters) and backof-house bookkeeping (daily takings, invoice entry, payroll, payments and benchmarking). Clarity Cloud provides connectivity from the business’ various onsite databases via application program interfaces (APIs) to the cloud-based accounting platforms. The point of difference is that all data is processed, checked and securely housed in an Australian Data Centre.
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The current hospitality work flow involves countless steps and data entry; the transposition of daily takings spreadsheet (DTS) to break out food, beverage and other income, allocated against cash, EFTPOS, account, promotions and discounts. Data from invoices, DTS, payroll, bank statements and credit cards are traditionally entered manually by site staff and bookkeepers – an arduous, costly and time-consuming task. That process involves a lot of keystrokes and increases the risk of human error. The backbone feature is its automated invoice capture, whereby the business scans via email its invoices to Clarity Cloud. All of the relevant data is pre-populated using artificial intelligence into any cloud-based accounting platform. It cuts the operational administration and back-of-house bookkeeping in half, enables realtime monitoring and remediation of issues and reduces keystrokes by up to 90 per cent, meaning faster processes, better accuracy, more efficiency and lower cost.
CASH SECURITY AND AUTOMATION Cash throughout a gaming venue is subject to manual human handling on several occasions through the cash management process. The management and accounting of cash, once it enters your venue, has wide implications for your business in terms of security, efficiency, profitability, and labour required to manage the process and manual handling of cash flow. ecash has had a long history in working with hotels, clubs and casinos to assist in creating efficiencies and introduce security within a venue through the automation of cash handling. For many years ecash has assisted venues in securing and automating venue payments to customers on the gaming floor through selfservice products such as the ecash CRT range. More recently ecash has expanded on capabilities with the successful PubPay and MiniCashier products that have assisted many venues of all sizes in automating and securing the cash handling process in the all-important cash handing area, the cashier-assisted product suite. Cash is still a prevalent payment mechanism used by many people in every aspect of the industry, and ecash’s solution assists in reducing the reliance of manual cash handling all the way through to the complete removal of the manual cash draw. The ecash range of MiniCashier products works to automatically dispense cash as requested from your venue’s gaming system or as requested manually, without the need to handle cash physically. This helps eliminate counting errors and introduces a high level of cash integrity and security. In addition to the MiniCashier product suite that addresses the front desk cashier area, ecash has introduced the innovative high volume cash recycler designed for back-of-house cash management, eliminating the need for labour intensive counting and sorting. The MiniCashier suite of products delivers comprehensive reporting to the gaming manager and allows a venue to better understand the volumes of cash dispensed from any particular area at any time of day by cashier or shift manager. In addition to this, ecash’s business intelligence software ‘eView’ allows a hotel owner to remotely monitor their cash activities quicker and more accurately in real time to ensure maintenance of cash integrity and profitability through all of their gaming venues.
Reducing Your Hospitality Bookkeeping Costs % up to 50 has Never Been Easier.
Visit www.claritycloud.com.au And see how it works.
CLARITY
Sydney (02) 9555 9692, Brisbane (07) 3058 9737 or visit: www.claritycloud.com.au
MANAGEMENT GROUP
Get the job done faster Eliminate time-consuming and labour-intensive manual handling of cash and tickets by automating the process with new JetScan iFX®scanners. Benefits include: • Freeing up staff time for more important tasks • Increasing productivity by processing cash and tickets in a single pass • Digitally scan and image tickets
To find out more about JetScan iFX scanners and how they can revolutionise the way you process cash and tickets, call us now on 02 9648 6661 or visit www.cumminsallison.com.au/go-au/gaming
Processes Next Generation Banknotes
GAMING
THE GAMING REPORT
CHECK OUT ALL THE LATEST UPDATES IN GAMING, FROM A VARIETY OF STAKEHOLDERS IN THE INDUSTRY.
A
t the Pub Leaders Summit in March, the last panel of the day, The Year Ahead, had industry leaders Antony Jones, acting COO of Merivale; Grady Patching, national operations manager of Colonial Leisure Group; Dan Brady, COO of Redcape; and Steve Howarth, director of Howarth & Associates, discuss the major issues that the industry would have to contend with over the next twelve months. One of the topics covered was gaming, and how to find the right balance between profitability and negative public sentiment. Here’s what the panel had to say on the subject.
L-R: Antony Jones , Grady Patching, Dan Brady and Steve Howarth
RESPONSIBLE PRACTICES “I don’t deal in sentiment. At the end of the day I think it’s about pitching your product at the right market. I wouldn’t do a fine dining restaurant in Fairfield but I would build a nice gaming room. So I’m not a big believer in sentiment. I think most of the operators in this room run a responsible gaming operation and have the appropriate harm minimisation [strategies] in place. We [at ALH] had a responsible gambling ambassador, we had all sorts of practices in place to run responsible gaming. I think the anti-sentiment is fleeting.” – Steve Howarth
FOCUS ON SERVICE “I’d add that if you apply the same service level that we have for F&B, and that we do now for gaming, there’s a significant upside and benefit there. I agree with these guys in that it’s an adults’ offer, it’s regulated, we are – as far as I’m concerned – responsible. So I don’t subscribe to the fact that there’s negative sentiment. I think it’s a legitimate offering, it’s part of our industry, and it’s growing.” – Antony Jones
BIG AND GROWING “The gaming market is buoyant and is growing. The thing that hotels and pubs should feel very proud about is that over the last five years or so our growth has outstripped the clubs market. It has outstripped it because as an industry we have become very focused on how we organise our game rooms and how we present them; how we think of our customers, how we think of those customer cues and service facilities. It’s something that I think that we’re only just at the start of how excellent we can be in this space. So very buoyant in the future.” – Dan Brady
INVEST OR FLOUNDER “I think gaming is a little bit like every other department in a hotel. It’s how much effort you put into food and beverage etc. A lot of people think of their gaming rooms as ‘Just open the door, and it will all be fine’, with no investment in it, no people behind it and just expect the money to roll in. We’ve only got 20 in the pubs, but we have a casino so I can’t say we’re not in gaming. But the 20 in the pubs are in the The Newtown Hotel [in Sydney] and The Fox in Brisbane – we’ve got 10 in each. [In] Newtown we’ve just got five new ones in and we’ve made staff go in there for training, and we’ve tripled in the year what that room was doing a year ago; and that’s purely from the investment of five new machines and staff training, instead of just opening the doors and expecting the gaming room to just bring money in.” – Grady Patching
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Enjoyed for generations, Monopoly has been a part of popular culture for over 82 years. Now this iconic boardgame takes on a new lease of life in this new standalone progressive slot title. A stylish combination of today’s popular game trends together with the most memorable elements of the original boardgame, Monopoly Grand Hotel brings the fun of the classic theme onto your gaming floor!
The MONOPOLY name and logo, the distinctive design of the game board, the four corner squares, the MR. MONOPOLY name and character as well as each of the distinctive elements of the board and the playing pieces are trademarks of Hasbro for its property trading game and game equipment. Š 2017 Hasbro. All rights reserved. Used with permission.
Head Office and Showroom 4 Newington Road, Silverwater NSW 2128 Phone: 02 8707 6300 www.sggaming.com/australia
GAMING
SG GAMING PACKING A PUNCH At the mid-way mark of 2017, SG Gaming is enjoying a continuing surge of success with the recent release of two iconic brand games – Marvel’s Iron Man© and Hasbro’s Monopoly Grand Hotel©. These two new themes have spurred the company on since early last year with the launch of the innovative Lock It Link and Locked & Loaded series. Iron Man, a hybrid of the hugely successful 5 Treasures game combined with more contemporary game features, made its way onto gaming floors along the eastern seaboard in February and is continuing to enjoy solid performance. Monopoly Grand Hotel made its debut at The Star Casino and was released in New South Wales and Queensland last month to acclaim. This iconic board game, that has been part of popular culture for over 82 years, has taken on a new lease of life as a four-level standalone progressive, stylishly combining proven game dynamics and memorable elements of the original board game. Vice President of Sales and Marketing, Russel Gartner, explained that both Iron Man and Monopoly Grand Hotel’s success could be attributed to a well-developed game strategy. “The key to the successful application of licensed brands is to start with a great game model and then complement it with a theme that will both highlight what is good about the game and enhances the playing experience. We recognise that the market has had varied experiences with licensed brands in recent years, however we still believe that the right brands, well-executed, can be a popular addition to the gaming floor and inspire innovation in game design.” SG Gaming is in a fortunate position due to its extensive international portfolios of licensed brands for gaming. Together with the talented Sydney-based game development studios and its 100 per cent focus on success in the Australian and Asian markets, their customers can look forward to a continuing line of exciting new game concepts with regional appeal. “Our game development team has worked diligently over the past 12 months to establish itself as the leader in the licensed brand category in Australia and Asia. Strong performance of Iron Man and Monopoly Grand Hotel is testimony to the execution,” Gartner said, confident of turning around market opinion and proving SG Gaming can repeat the legacy of the Pink Panther series, historically one of the most successful licensed brands in Australian gaming. Further buoyed by their current run, the team’s focus is now on the Australasian Gaming Expo (AGE) in August: “We’re certainly excited to be heading back to Darling Harbour this year at the new Sydney International Convention Centre and without giving anything away just yet, it’s going to be fantastic.”
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Derik Mooberry, Group Chief Executive, Scientific Games
GLOBAL CEOS TO SPEAK AT AGE The Australasian Gaming Expo (AGE) has added several seminars over two days to its offering for 2017, including a panel of global CEOs of large gaming companies to discuss the big issues impacting the industry. The global CEOs panel will be held on Wednesday 16 August, and will include: Danny Gladstone (CEO/Executive Director, Ainsworth Game Technology), Derik Mooberry (Group Chief Executive, Scientific Games), John Connelly (Global CEO, Interblock Gaming), Steve Sutherland (President/CEO, Konami Gaming Inc.), Trevor Croker (CEO & Managing Director, Aristocrat Technologies) and Walter Bugno (Chief Executive Officer, IGT International). The panel will speak on issues impacting gaming from a global perspective, and will likely provide insight on how these trends and issues will affect the Australian gaming market. Spots in these seminars are limited, so registration is essential. Visitors are offered the opportunity to register for various seminars during the AGE visitor registration process, found at www.austgamingexpo.com AGE runs from 15-17 August 2017, at the International Convention Centre, Darling Harbour, Sydney.
L-R: Matt Mullins, Doug Maskiell, Andy Mullins and Tom Birch
GROUP PROFILE
Bigger A
better
fter 17 years of operations between two brothers and their best mates, Sand Hill Road, a group that has evolved into one of the most dynamic and forward-thinking pub operators in the country, is entering a new phase in their history – upping the ante once more. Sand Hill Road is coming off a big year, having built and opened the behemoth Garden State Hotel in a prime hospitality hub in Melbourne's CBD in 2016. Most groups would take some time after such an extensive and costly project to let the dust settle, and enjoy their latest project. Not so for Matt and Andy Mullins, Doug Maskiell and Tom Birch, directors of the group. Instead, they’ve just purchased one of the most notable pubs in Australia, another Melbourne CBD pub, and brought on a fifth partner.
THE ESPY Once Garden State Hotel was up and running, the boys started looking for their next project, and discussed their dream pub, The Esplanade Hotel in St Kilda, or The Espy as it’s better known. They approached The Espy’s Vince Sofo and Paul Adamo, who have owned the
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THE DYNAMIC MELBOURNE PUB GROUP, SAND HILL ROAD, ARE ENTERING THE NEXT PHASE OF THEIR OPERATIONS WITH SOME BIG BUYS AND A NEW PARTNER.
pub since 2000 and negotiated the sale – the details of which have not been divulged – all without an agent. “They weren’t giving The Espy up to anybody, without knowing what our plans would be and who we were as people. So it took a while, just chatting and spending a lot of time there together and eventually it worked out it was the right move for them and the right move for us. It was really amicable. There were no agents involved or intermediaries, just us and them sitting down – so we’re stoked. It was really done in The Espy style,” states Andy Mullins. The Espy has been closed since 2015, as Sofo and Adamo began work on an extensive renovation of the pub, which was to include a new rooftop bar. Mullins said he and his partners were excited to get stuck into the plans for the Espy, but would first listen to the community, local council, the music industry, and other stakeholders who are all very passionate about the iconic venue. “One of the things Vince and Paul said to us was ‘Boys, you need to remember that as much as you’ve bought The Espy, you’ll never own it’. It’s so true. Ever since it got out there
that it’s us, it’s been reinforced time and time again, that the Espy is one of those very rare pubs where its community, its city, probably even nationally, it’s owned by all the people that made it. “It’s an interesting feeling. There’s nothing but a very strong sense of custodianship and legacy that we’ve got to pick it up and carry it on now. We’ve got to in some ways reinvent it and in some ways not. We’ve got to be really careful about balancing that line. It’s exciting though.” Once consultation with various interest groups has been completed, Sand Hill Road will get stuck into renovation plans immediately. They hope to have the pub reopened in late October 2018. “I know no one wants to hear that, because we want to know that it’s going to open tomorrow, but it’s a work site at the moment. There are no bars, there are no toilets – it’s a demolition site. There’s a lot of work to do but we can’t wait to get into it.”
GARDEN STATE’S LITTLE BROTHER In a separate off-market transaction, Sand Hill Road have also purchased the Waterside Hotel in
GROUP PROFILE Melbourne’s CBD off Sean Wellman, and will continue trade once they take over in July. There are plans to renovate the venue once The Espy is reopened. “We’ll go straight in with our team and continue what the guys have done there. Then we’ll approach Council and draw up some news plans for it, and do a significant renovation – probably about a year and a half away. So we’ll finish The Espy, and then we’ll get going on the Waterside, and that should be open in two years,” says Mullins. “Waterside is exciting. It will probably be a little brother to Garden State’s big sister.”
A NEW PARTNER The catalyst for going ahead with the purchases of The Espy and Waterside Hotel, was the addition of a fifth partner to the Sand Hill Road directorship. Andrew Larke, an executive who has been a board member of many companies (DuluxGroup, IXOM, Orica), has been a friend and advisor to the pub group for many years, and has now become a partner in the business. “After 17 years of just the four of us, we knew we needed someone to challenge our thinking and to take us further than we could probably take ourselves. So Andrew joined us as our fifth partner, but it was sort of conditional upon him seeing that we were really ready not to do just one big project but two, three, maybe four or five.” Larke was also influential in approaching the owners of The Espy and Waterside Hotel, in looking to broaden the scope of Sand Hill Road’s portfolio. “That’s what precipitated us approaching Vince and Paul for The Espy and Sean Wellman for the Waterside, because they were both freeholds and we were really keen under Andrew’s guidance to get into the commercial property market as well as the pubs.
Bridge Hotel's laneway
Garden State Hotel
Richmond Club Hotel
LOOKING AHEAD
Prahran Hotel
So are freeholds where Sand Hill Road are headed in the future? Not necessarily, says Mullins. It’s just all about the opportunities that arise, the fit with the group, and the timing. “We’ve never had hard and fast rules for where and when, because in this industry, as any publican knows, the best things come to you when you need or want them the least. Just when we thought we could never do another project like Garden State and we’d settle down, we bought The Espy and the Waterside. And the next one will come along and it might be a long lease like Garden State, which is a 40-year lease from the Zagame family.” The boys are also not just looking at big pubs, but are also keen to look at some new smaller concepts, to grow their business in a new direction. One thing that is certain – for now – is that the group has no plans to move outside of Melbourne. “We’re not in any rush to have any expansion outside of Melbourne. It’s the perfect city for us. We love it, we’re all Melbourne boys and there’s so much more growth to be had here.” And when asked about the group’s phenomenal growth, Mullins is quick to remind that it hasn’t all happened over night, but that this next stage of the group, while exponentially bigger, is exciting. “We started when we were in our mid-twenties. Tom was only 23 when we bought the Commercial pub. I was 24 and the other boys were 25. So we’ve had 17 years of pretty organic growth. And certainly bringing in someone like Andrew, who can interpret our want to grow faithfully and structure it well – it’s well conceived and well executed. So no, I’m not surprised at all that we’re moving like this now.”
AUSTRALIAN HOTELIER JUNE 2017 | 17
TRAINING
The
greatest asset
A member of the four-week training program at The Fiddler
A PUB CAN BE MADE OR UNDONE BY ITS STAFF IN EVERY FACET – FRONT OF HOUSE, KITCHEN AND BACK OF HOUSE – SO TRAINING IS KEY. BUT TRAINING PROGRAMS CAN BE CUSTOMISED TO SUIT A PARTICULAR BUSINESS. WE TAKE A LOOK AT WHAT KIND OF PROGRAMS VENUES ARE IMPLEMENTING AROUND THE COUNTRY.
CORE VALUES “A large cost of business in hospitality is staff turnover, that’s no big secret,” says Thomas French, general manager of Warradale Hotel. For French, the main method for combatting this problem is to invest heavily in training, taking people mainly from outside of hospitality so they have no preconceptions of how a pub should run going in. “We make sure that we instil our hotel values into staff. Quite often we take staff as blank canvases rather than inheriting other hotels’ bad habits, and really start from scratch. I employ on personality first and skill set second. I can teach you how to pour a beer, but I can’t teach personality. From that point onwards, you see why training is a big part of our business.” As part of the award-winning training program at Warradale Hotel (Best Training & Development at AHA SA Awards 2015 and 2016), all front-of-house staff are put through initial training with Next Level Elite, a business which normally works with professional athletes looking to enter media or mentoring work. After that initial training, which emphasises the business’ core values, staff can develop more specific skills, from basic wine training to conflict management to operating a forklift. And for French, the investment payoff is clear: “Training into the core values of the business instils a positive culture within our hotel business, and our return on investment is staff retention.”
TARGETING YA The Fiddler, in Sydney’s west was faced
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A staff training session at Warradale Hotel with two problems: a shortage in skilled hospitality workers, and a high rate of youth unemployment in the local area. In response, The Fiddler teamed up with Allara Learning, a workforce training and education provider, to create an in-house training program that would upskill young locals in hospitality, with nationally-recognised qualifications. “We always have quite a fluid movement of staff, and we wanted to create another avenue to source good staff,” explained Alina West, HR manager for Drinx Group. The course involved two weeks of on-site theory training, including learning how to use the POS system, and policies and procedures at the pub. The theory component was then followed up by two weeks of work experience, working behind the bar and in the bistro.
“That gives us time to assess them and make sure they’re a good fit for the company,” stated West. The initial course was offered to seven young adults, six of which The Fiddler hired at the completion of the course. Since then, the course has been held once more, with two more rounds of training recruitment scheduled for this year. The course was also held once at The Belvedere in Brisbane – another Drinx Group venue – and will be relaunched at the pub this year also.
UNBOTTLE YOUR DREAMS In a move to encourage staff to never settle and to continue to learn new skills, Merivale started the ‘Unbottle Your Dreams’ staff competition last November, in conjunction with Hahn Super
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TRAINING
The Newport Dry. Staff members of the month from each venue will each receive a $100 Merivale gift card and a case of Hahn Super Dry. Those staff members of the month will then take part in a ‘beer storm session’ with industry leaders, where they can express their career ambitions, as well as hear from those senior staff members about their career paths. Participants in the beer storm sessions can then submit a response on their career objectives and how they can achieve those goals. From those submissions, a winner is selected every quarter for a bespoke $10,000 experience to help them with their objectives. The latest winner was Linda Charge, a chef at The Newport, who has worked at Merivale venues for the last nine years. Charge wanted to reinvigorate her cooking creativity and expressed a keen interest in learning more about Asian cuisine. To help Charge expand her knowledge and skill set, she will be flying to Hong Kong to learn from ex-Merivale Chef Jowett Hu in his Chinese-fusion restaurant Ho Lee Fook – and will no doubt bring back some new inspiration to help her on her career path.
“We make sure that we instil our hotel values into staff. Quite often we take staff as blank canvases rather than inheriting other hotels’ bad habits, and really start from scratch.”
FOSTERING EXCELLENCE Hospitality students at William Angliss Institute (WAI) are gaining first-hand industry experience working with a range of industry partners both externally and at the Angliss Restaurant located at the Melbourne CBD campus. William Angliss Institute works in partnership with the Australian Hotels Association (AHA), Australian Leisure & Hospitality Group (ALH), and Restaurant and Catering Association of Australia (R&CA) to provide training to people employed or seeking employment in the licensed hospitality industry. The training is designed to give employees a stepping-stone to hospitality qualifications and encourage a high standard of work, in light of legislative demands and increasing liability. WAI's compliance short courses ensure industry
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A William Angliss Institute studen participating in the Wolrd's Longest Lunch
standards are met and that employees and employers comply with requirements. These compliance courses include: food safety, liquor (Responsible Service of Alcohol), an RSG refresher, and pre-employment courses. At the Institute, Australia’s largest hospitality training provider, students can gain the skills and knowledge that will allow them entry into Melbourne’s world class hotel and bar industry, setting them up for supervisory and leadership positions internationally also. In addition to many short courses and industry training options, the Institute offers hospitality studies from a Certificate II through to degree level, and for those interested in a career in hotel management, Angliss International Hotel School offers a Diploma of Hospitality Management with a specialised hotel management focus. Meanwhile, the Angliss Restaurant gives students the opportunity to work with the crème-de-la-crème of Melbourne’s vibrant culinary scene. Francesco Locatelli from Italy, a Certificate III in Hospitality student, said he had learned a lot from working at a Great Chefs event at Matteo’s restaurant. “It has been great to work in a professional restaurant setting and learn from industry leaders. Working closely with Matteo [Pignatelli], it was his attention to detail that really stood out and I learned how important this is to the whole restaurant experience,” Locatelli said. More than 80 William Angliss Institute students also participated in the World’s Longest Lunch, held as part of the Melbourne Food and Wine Festival this year in Lygon Street in Carlton. Cary Warren, centre manager at WAI's Centre for Tourism and Hospitality, said these industry events provide a fantastic opportunity for students to experience some of the challenges of working at special events, which more hotels are getting involved in or throwing themselves. “Often in these situations you may not have the same equipment you would have in a typical restaurant or bar and you have to think on your feet. This is a great experience for our students. They learn to adapt and be flexible on the job,” explained Warren. “As a result the Institute’s graduates are highly regarded in the industry, having had the chance to study in real world environments.”
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NEVER SETTLE.
MARKETING AND PROMOTIONS
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MARKETING AND PROMOTIONS
On sight ROCKPOOL DINING GROUP KNOWS A THING OR TWO ABOUT CREATING A STRONG, RECOGNISABLE BRAND, AND HOW TO PULL OFF A REBRAND OF A VENUE. AUSTRALIAN HOTELIER CHATTED TO CEO THOMAS PASH ABOUT THE MUNICH BRAUHAUS BRAND.
Q WHY IS HAVING A RECOGNISABLE BRAND IMPORTANT? Having a recognisable brand clearly defines who you are and what you offer and therefore helps capture the attention of interested parties and potential customers. A strong brand makes your business stand out, particularly in a congested or competitive market. It gives you a presence and means you’re front of mind when individuals or other businesses are looking for the services you offer.
Q MUNICH BRAUHAUS – FIRST IN MELBOURNE AND THEN IN SYDNEY – HAS CREATED THAT RECOGNISABLE PRESENCE WITHIN THE VENUES. HOW HAS THIS BEEN ACHIEVED? It’s partly about knowing your customers. If you know your customer demographics, understand their likes/dislikes, aspirations and how their minds tick, you can create a presence and a brand that is appealing. It’s also about knowing your brand inside out: what works and what doesn’t. A brand needs a ‘voice’, it needs to speak to its audience. If you create the right voice, you open a door of communication, and if you know your customer well, you will know the language to use, the times to communicate and the messages that draw them in. It’s also about having faith in your brand and sticking to your guns. If you keep changing a brand
– fiddling with it, tweaking it – you confuse your customers with mixed messages. You probably confuse yourself, too! Like a skilful politician, create a strong message, and keep repeating it. The Munich Brauhaus brand has never swayed from its DNA, which is all about celebrating that outrageous and lively Oktoberfest experience on Australian shores. From events, to the food and beverage offering, Munich Brauhaus consistently delivers a modern Bavarian experience for customers every day.
Q WHAT ARE THE VISUAL CUES USED THROUGHOUT THE VENUE? Strong German cues and decorative touches are key. Our logo features a two-tailed lion, the symbol of Bavaria, holding a stein with an ‘M’ monogram. Other German cues include timber furniture and finishes; faux stags, stag heads, and antlers; bright chequered table cloths; black and white Germanthemed photographs; traditional German staff uniforms of lederhosen and chequered shirts; as well as our famous stein bier chandeliers. Q DOES ANYTHING ELSE BESIDES VISUALS COME INTO PLAY WHEN CREATING SUCH A RECOGNISABLE BRAND? Definitely the brand’s ‘voice’, which aims to appeal to a young, energetic crowd that lives life to the fullest. Building a strong brand is about consistency, which in turn leads to loyalty and
recognition. The ambition of this brand is to be known as a destination where customers can be transported to Bavaria and celebrate Oktoberfest 365 days of the year. This is consistently delivered through all aspects of the customer’s experience – from the imported bier served in authentic steins, to German inspired menu and the fun, convivial atmosphere within the venue. By staying true to this identity, Munich Brauhaus has become a much-loved destination for revellers seeking an exuberant and authentic Bavarian experience in Melbourne and Sydney.
Q THE SYDNEY VENUE, FORMERLY LÖWENBRÄU KELLER, WAS REBRANDED TO MUNICH BRAUHAUS – WHY WAS THIS DECISION MADE? Munich Brauhaus was, and still is, so popular and well received in Melbourne that it made sense to bring it to Sydney. It was also time to refresh and modernise Löwenbräu Keller, so it made sense to morph into another successful Munich Brauhaus. While Löwenbräu celebrated an excellent heritage within the Sydney market, the Munich Brauhaus rebrand was a chance for the venue to enjoy a refresh and attract a broader audience of partygoers alongside the loyal Löwenbräu audience. Löwenbräu enjoyed an excellent 40 years, this rebrand was a chance to up the ante and expand horizons. AUSTRALIAN HOTELIER JUNE 2017 | 23
MARKETING AND PROMOTIONS
DESIGN TIPS FOR PROMOTIONAL MATERIAL Plus 5 Media, experts in print and graphic design for the hospitality industry, share their design tips for promotional material in your venue.
KEEP IT CONSISTENT Follow your venue’s style guide to create a consistent look and feel to make your marketing material instantly recognisable. If you don’t have a style guide you can identify a variety of fonts and colours to be used regularly within your artwork. Keep in mind there should be some flexibility with this to ensure every design does not end up looking the same.
A CLEAR BRIEF A clear brief does not necessarily mean it must be long and overly detailed, just clear and concise. The designers don’t expect you to know fonts by name or talk like an art appraiser. If you have a specific idea in mind of what you are after but you have trouble explaining it, then Google some images of things you like. A picture tells a thousand words.
KEEP IT SIMPLE Try and keep the text to a minimum to ensure your key message is being received by patrons at a quick glance.
KEEP A BORDER If your artwork is being displayed in a snap frame, ensure the text does not go to the edge of the design in case it gets cut off once placed in the frame.
FOOD AND WINE MENUS Menus are often time consuming and require lot of changes before they are ready to be sent to print. You can limit the back and forth by providing the design team with a well formatted and spell checked document.
Munich Brauhaus Sydney
Q HOW HARD IS IT TO REBRAND A VENUE, ESPECIALLY WHEN THE OLD BRAND IS AS RECOGNISABLE AS LÖWENBRÄU? The two brands both delivered a very similar customer experience, which made the rebranding exercise quite seamless. The copy line used within the rebrand campaign was ‘Same Heritage, More Munich’ which perfectly sums up how this exercise would lead to a revitalised experience for customers. The tradition of Löwenbräu Keller was retained within the bricks and mortar of the building, while a new experience is delivered as part of the rebrand. Munich in Germany is known for its party scene and when launching this brand within the Sydney market, the idea of creating a larger, louder and more outrageous Bavarian party destination was conveyed through campaign artwork and advertising. Q WHAT STRATEGIES/METHODS WERE IMPLEMENTED IN THE REBRANDING OF THE VENUE? Our marketing and PR activities emphasised that the venue would not lose any of its Bavarian heritage, in fact it would only be enhanced: in particular, there would be more Munich-style celebrations, a year-round Oktoberfest atmosphere, more beers to choose from, and a broader menu. In addition we drew particular attention to improvements within the venue, including an extension to the bar area, additional lounge seating, and numerous TVs which would screen live sporting games and championships. The marketing strategy also relied on initially educating those near and dear to the Löwenbräu brand through EDM and social media communication. From there, an outdoor advertising campaign was launched
Munich Brauhaus Melbourne
onto buses around the Sydney CBD to introduce the Munich Brauhaus brand to the broader market.
Q DO YOU THINK THE SYDNEY VENUE IS SUCCESSFULLY RECOGNISED AS MUNICH BRAUHAUS NOW? It took a little while for customers and the public to refer to Löwenbräu Keller as Munich Brauhaus, but for the large part the brand now seems to be fully recognised, accepted and enjoyed in its new guise. Q WHAT ABOUT OUTSIDE OF THE VENUES – HOW DO YOU CONTINUE TO MARKET AND CEMENT THE MUNICH BRAUHAUS BRAND? The Australian dining scene is a very competitive space, which makes it important for the Munich Brauhaus brand to always remain top of mind. This is achieved by crafting engaging, memorable and on-brand marketing campaigns that will resonate with the desired target audience. These strategic marketing campaigns are underpinned by a 52-week calendar of events, celebrations and promotions that give our customers multiple reasons to visit both venues during the year. Choosing the right advertising channels to reach the right people is also key, from traditional methods such as radio and print, through to new and innovative social platforms including Snapchat and Instagram. Strategic partnerships are also a fantastic way to gain broad brand awareness and have proven to be a big success for the Munich brand over the past three years. The Melbourne venue sponsors North Melbourne Football Club which not only cultivates credibility for the brand and increases the audience reach, it also reinforces the position of Munich Brauhaus as a go-to destination for sporting fans across the AFL Football Season in Melbourne.
THE REAL DEAL Another very recognisable pub brand is that of P.J. Gallagher’s Irish Pubs in Sydney. Lik eMunich Brauhaus, the P.J. Gallaghers visual cues have been used consistently in a variety of ways throughout the venues. However Paddy Walshe, marketing manager for Gallagher Hotels, says that authenticity also plays a big part in creating that recognition for the brand. “One of the things that makes the P.J. Gallagher’s Irish Pub brand so successful is the fact that we really are traditional Irish pubs. All of our furniture, bric a brac and bars are handmade in Ireland and shipped across the sea to Australia. We have our own exclusive carpenters in Ireland who make everything on site and ship it over.”
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THERE’S SOMETHING TO BE SAID FOR PEACE OF MIND. We’ve worked hard to become Australia’s leading specialist Commercial Furniture provider.
We acknowledge our client ‘PARKROYAL’ for the use of their images showing another acquisition from Innova Group.
DESIGN & BUILD
NEW AND IMPROVED IN NOVEMBER 2016, AN ACCIDENTAL FIRE IN THE KITCHEN SET OFF A BLAZE THROUGH THE WOOLSHED PUB IN DOCKLANDS THAT WOULD SEE THE VENUE IN MELBOURNE’S DOCKLANDS HAVE TO REBUILD. FIVE MONTHS LATER, AND THE VENUE HAS REOPENED BETTER THAN EVER.
D
uncan Laidlaw, general manager of The Woolshed pub for the last eight and a half years – 18 months in construction and obtaining the liquor licence, and the seven years that the venue has operated – can remember the fire that quasi-razed The Woolshed perfectly. “It was 2:55pm on a Friday afternoon the 11th November. It was just an accident in the kitchen which took off.” The staff’s evacuation procedures kicked in and, thankfully, all patrons and staff were able to exit the building with no injuries, while both management and firefighters tried to get the blaze under control. “During the fire it was really about making sure everyone was evacuated and that everyone, staff and customers, were safe. Then we just tried our best to extinguish the fire. Myself and a couple of other people on the pier had some hoses out whilst the fire brigade arrived, and obviously tried to help out where we could.” While the fire was contained and eventually put out, there was extensive damage to both kitchens and the upper floor of the venue. Daron Johnson, who as construction director for the Victorian branch of Schiavello built the venue, and is also the licensee of The Woolshed, was floored.
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“The staff that were there are all well, which is the main thing, but we were all pretty gutted. It was a tragic situation, but I suppose the heart-warming thing was to see how much the staff cared about the place.” It was quickly clear that the venue would have to close for an extensive amount of time, and the local hospitality community gathered around The Woolshed Pub, taking on staff and helping with function bookings that would have to be relocated. With all of that done, it was time to get on to assessing the damage, and rebuilding the venue.
MAKE SAFE, MAKE GOOD When walking through the venue, the task at hand quickly became clear to all parties. “When we walked in and saw it we thought ‘My god, there’s going to be a fair bit of work to get it fixed, to get it up and running again,’” says Johnson. Firstly, engineers were brought in to ensure that the building was structurally sound, strengthening up or replacing steel and timber trusses. With the make-safe work completed, what then quickly became apparent was that the majority of damage was not from the fire, but from smoke and water.
DESIGN & BUILD
WHAT’S IN A NAME? Before the fire, the venue’s name was The Woolshed Pub, but as part of a rebrand ‘Pub’ has been dropped from the moniker. Duncan Laidlaw explains the reasoning behind the change. “We’ve got a large space, and we’ve always seen ourselves as three venues in one anyway. We’ve got our events/functions spaces and facilities; we also have the restaurant and then the bar facilities that incorporate that pub feel. Because we are heavily focused on the corporate hospitality space, we just felt that our offerings were a little bit higher than where pubs generally sat – so rather than the bistro mentality it is more of a restaurant. So the rebrand makes it a bit more acceptable to the corporates and wedding crowd.” So does The Woolshed still welcome those just wanting a casual dinner and drink? “Absolutely. We’ve got the football across the road at Etihad Stadium, so we’re getting people in pre- and postfootball, coming in for lunch, coming in for drinks, with the family or just catching up with mates before or after a game. We still do live entertainment, so we’re still running to that same style that we always did.”
The mezzanine is the main new feature of The Woolshed
The Woolshed's heritage overlay, meant most of the design had to be restored Johnson estimates that between half a million and a million litres of water were pumped through the venue to douse the fire. With trades going on break over the Christmas period, this led to a mould problem that had to be rectified before any construction could occur. Make-good works then ensued, such as the removal and cleaning or replacement of materials such as timber, tiles, and roofing. It was late February before the actual reconstruction of the venue could begin.
HARBOUR VIEW As The Woolshed had a heritage overlay, the overall building design would have to remain the same, so a lot of the construction work – done by owners Schiavello – was to restore the venue to its former design. Where changes were made, these were done to improve and streamline operations, as well as elevate some of the finishings in certain spaces – namely in the Harbour View Room on the first floor, The Woolshed’s main function space. “One of the things we wanted to do was update it to 2017, and make a stronger way
forward,” states Owen Meade, director of Airstream Architects, who assisted Schiavello and the Woolshed’s management on the reconstruction. “People look at it and glance at it and say ‘Oh yes, this looks very similar if not the same as it used to be’, but then as they start looking at the detail and start exploring, they’re going ‘Oh actually, that’s a bit different to what it used to be.’” The aim with the Harbour View Room was to elevate the space, which attracts a lot of corporate functions, and thus was in need of a more elegant look. Geometric patterns were added with a double purpose – both for the added interest and aesthetic, and also to hide the façade of the amenities. Stark black and white tiles were used on the bar front, with a Spotted Gum top. Wormy Messmate was used for the new flooring both to reflect and differentiate from the timber used on the ground floor. “The lighting, the fixtures – it just made it a little bit sharper, gave it a bit of a cleaner edge,” says Laidlaw.
THE MEZZANINE Only one completely new addition was made to the venue, at the request of the Woolshed’s management team – a mezzanine above the main bar. “By adding that mezzanine, it gave us another dimension to the venue. It helped us out with the space. It also made people feel like there was something else that happened in there – when they visited, there’s a new feature,” explains Laidlaw. As the original building was used as a wool storage facility, the roof span of the venue is quite high. The addition of the mezzanine makes the space feel more intimate and less imposing. “What was really important is that it had to feel that it belonged in that space, but it also had to feel quite light. So we felt that it really needed to be glass,” says Meade. Both Johnson and Laidlaw suggest it’s one of their favourite spaces, and also one of the most versatile. It’s a great spot to sit and have a few casual drinks or watch sport, while peoplewatching below, and it can also be used as a private function space.
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DESIGN & BUILD IMPROVED EFFICIENCY Both kitchens suffered the most damage and had to be replaced, and the Woolshed’s team used their seven years of operating experience to take the opportunity to improve certain aspects of operations. “We just made subtle changes to the back-ofhouse areas to make sure it flowed through with our experience of trading in certain months. After the fire we tried to take a lot of positives out of a big negative, and really develop it and grow the venue to how we want it to be from now on,” states Johnson. New lighting and finishes were used to update the venue design
The kitchen pass was opened up to improve functionality The main change to the kitchen was to open up the pass to be more visible, and create more space so that the flow for wait staff between back of house and front of house was much easier. “The kitchen pass previously was very small, if not unfriendly. Whereas this time we’ve been able to open it up so that there's more connection between the kitchen staff and the waiting staff and the patrons themselves; now they’ve got a closer association with the kitchen. Which is really a trend I think – people like seeing where their food is coming from, they like the theatrics of the kitchen,” explains Meade. Extra storage areas were added for items like tableware. An extra storage area was also created underneath the new staircase to the mezzanine, which allows for bulkier furniture to be stored during larger functions.
ALL’S WELL THAT ENDS WELL Just five months after the fire that closed The Woolshed, the venue reopened in late April – welcomed back enthusiastically by the local community. The majority of staff have returned to the venue, and after throwing a launch party Most of the timber on the ground floor was salvaged from the fire
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The Harbour View Room
and a night especially for local residents, The Woolshed is once again booming. General trade has been doing well, and within a week a few functions had already been booked in. “Christmas is already looking really good – really strong for us,” states Laidlaw. “I think there’s a bit of support from all of the community around Docklands – a lot of the corporates and those that we found venues for last Christmas have come back to us already saying ‘We want to book with you now, seeing as you looked after us.’ So I think everyone is pretty excited.” Johnson agrees, saying they have impressed returning patrons and also captured a whole new set of patrons from the local area, who had not realised how fantastic a space it was. Through the passion and dedication of the Schiavello and Woolshed management teams, The Woolshed has returned once more, looking better than ever. Where others may have been overwhelmed by such a disaster, the venue has without a doubt come back, with improvements. “It was really about taking the positive out of the negatives.”
The Seabreeze Hotel. Paul Kelly Design has reinvented an Australian classic. This is the best of both worlds — coastal cool with the freshness of a world class venue.
CALENDAR
SPORTS FIXTURES CHECK OUT THESE HIGHLIGHTS FOR THE MONTH OF JUNE – THEY’RE SURE TO BRING IN A CROWD TO YOUR VENUE!
UFC
SOCCEROOS
UFC featherweight champion Jose Aldo is looking to solidify his title against interim champion Max Holloway – who’s on a ten-fight winning streak – at UFC 212. Superstar Aussie heavyweight Mark Hunt and Derrick Lewis headline a full card from Auckland the following weekend. UFC 212: Sunday 4 June, 12pm on Main Event. Lewis v Hunt: Sunday 11 June, 10am on Fox Sports 1.
June kicks off with a must-win World Cup qualifier for the Socceroos against Saudi Arabia – who are sitting three points above us in the Group B table. Five days later, the boys will face off in a friendly with our green-and-gold counterparts, Brazil. V Saudi Arabia: Thursday 8 June, 8pm on Fox Sports 5 and 9GO! V Brazil: Tuesday 13 June, 8pm on Fox Sports 5.
NRL
UNION
Things are heating up in the NRL Premiership this month, and one blockbuster that everyone is going to want to watch is a top-of-the-table clash between the Sharks and Storm. Then the Bulldogs v Dragons will play their now traditional match on the Queen’s Birthday holiday. Sharks v Storm: Thursday 8 June, 8pm on Fox League and 9. Bulldogs v Dragons: Monday 12 June, 4pm on Fox League and 9.
Union fans rejoice! The Wallabies will play three international Test matches on consecutive Saturdays this month, facing off against Fiji, Scotland and Italy, in that order. When: From Saturday 10 June, 3pm. Channel: Fox Sports 1 and 10.
NEXT MONTH
In what’s being billed as the biggest fight in Australian history, boxing royalty – and controversy-maker – Manny Pacquiao will enter a ring on Australian soil for the first time to take on underdog local hero Jeff Horn. The bout will take place in front of a massive crowd at Brisbane’s Suncorp Stadium, but fans nationwide won’t want to miss this event. When: Sunday 2 July, 12pm. Channels: Main Event. *All times are AEST
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