Australian Hotelier September 2019

Hotelier AUSTRALIAN

AUSTRALIA’S NATIONAL HOTEL INDUSTRY MAGAZINE

VOL. 36 no. 8 - SEPTEMBER 2019

DAYS

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A B I G Y E A R I N R E V I E W FY 2019

IN THIS ISSUE: LOW- OR NO-ALCOHOL OPTIONS | STAFFING INSIGHTS | BURGERS AND CHIPS

HTL Property - proudly representing the nation’s leading and most iconic hospitality properties.

Hotel Steyne, May 2019. A national record.

www.htlproperty.com.au

In FY19 HTL Property successfully transacted upon 44 valuable hospitality indexed assets Australia-wide; resulting in a commanding market share of 72% and a successful clearance rate of 89% in NSW. With market share in FY19 greater than the combined total of all our competitors, we welcome the new Financial Year with great expectation, and an enthusiasm for a prosperous twelve months in what is arguably the APAC Region’s most reliable property market.

HTL Property - results based transactors of very valuable property assets.

NSW Volume of Sales by Region 2018/19 2018/19 Sales Turnover: $860.56 million

Regional 7.24%

Coastal 24.24%

Metropolitan 68.52%

Individual Agency Market Share % by Transactions HTL Property’s NSW transactions captured 72% market share in FY18/19

HTL Property - 72% 0

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Please contact us for a copy of our Annual Report - email:

results@htlproperty.com

Source: HTL Property

CONTENTS | ED’S NOTE

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Editor’s Note

A

s we head into this energising Spring season, it seems fitting that we welcome back our editor Vanessa Cavasinni from maternity leave. This will be my last issue for the title but I’d like to extend a very grateful thank you to all the great publicans, operators, suppliers and colleagues I’ve had the pleasure of working with this past year – it’s been a fantastic time.

Meanwhile, we’ve a fantastic issue for you to get stuck into. Our staffing feature on page 12 tackles this perennial pinch point, while we wrap up the AGE happenings on page 16. In this Pub Dining special, we reveal how burgers and chips continue to evolve, on page 24, and meet the chefs winning with kids’ menus, on page 27.

We also reveal the newly renovated and renamed Kurrajong Hotel on page 31, highlight the key news from page 5 and share our key sport selections on page 34.

Cheers,

24 12

Craig Hawtin-Butcher, Editor E: craig@intermedia.com.au

NEXT MONTH Preparing for summer • The outdoor opportunity • Wine

Contents | September Special Features 12 HR and Super: Thinking up new solutions to old staffing problems.

16 AGE Review: AGE celebrates its 30th anniversary.

18 Low- Or No-Alcohol: How this ED’S PICK category is gaining traction on-premise.

24 Burgers and chips: How to make sure this staple offering doesn’t get stale.

26 Kids Menus: Capture the kids to capture the parents.

PUBLISHER: Paul Wootton EDITOR: Craig Hawtin-Butcher PUBLISHED BY:

Food and Beverage Media Pty Ltd 41 Bridge Road GLEBE NSW Australia 2037 Tel: 02 9660 2113 Fax: 02 9660 4419

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craig@intermedia.com.au

NATIONAL SALES MANAGER:

Jason Wild Tel: 02 8586 6213 • jwild@intermedia.com.au

GENERAL MANAGER SALES – LIQUOR & HOSPITALITY GROUP: Shane T. Williams

30 Technology: Creating efficiencies with table trackers.

Regulars 5 News: The latest happenings around the country.

30 Design and Build: The Kurrajong Hotel – by locals, for locals.

34 Sports Calendar: We bring you LIVE! sporting highlights for September.

GROUP ART DIRECTOR – LIQUOR AND HOSPITALITY:

Kea Thorburn kthorburn@intermedia.com.au

ACTING CIRCULATIONS MANAGER: Troy Brookes subscriptions@intermedia.com.au

PRODUCTION MANAGER:

Jacqui Cooper jacqui@intermedia.com.au

DISCLAIMER

This publication is published by Food and Beverage Media Pty Ltd (the “Publisher”). Materials in this publication have been created by a variety of different entities and, to the extent permitted by law, the Publisher accepts no liability for materials created by others. All materials should be considered protected by Australian and international intellectual property laws. Unless you are authorised by law or the copyright owner to do so, you may not copy any of the materials. The mention of a product or service, person or company in this publication does not indicate the Publisher’s endorsement. The views expressed in this publication do not necessarily represent the opinion of the Publisher, its agents, company officers or employees. Any use of the information contained in this publication is at the sole risk of the person using that information. The user should make independent enquiries as to the accuracy of the information before relying on that information. All express or implied terms, conditions, warranties, statements, assurances and representations in relation to the Publisher, its publications and its services are expressly excluded save for those conditions and warranties which must be implied under the laws of any State of Australia or the provisions of Division 2 of Part V of the Trade Practices Act 1974 and any statutory modification or re-enactment thereof. To the extent permitted by law, the Publisher will not be liable for any damages including special, exemplary, punitive or consequential damages (including but not limited to economic loss or loss of profit or revenue or loss of opportunity) or indirect loss or damage of any kind arising in contract, tort or otherwise, even if advised of the possibility of such loss of profits or damages. While we use our best endeavours to ensure accuracy of the materials we create, to the extent permitted by law, the Publisher excludes all liability for loss resulting from any inaccuracies or false or misleading statements that may appear in this publication.

Copyright © 2019 - Food and Beverage Media Pty Ltd

4 | SEPTEMBER 2019 AUSTRALIAN HOTELIER

WE ENCOURAGE RESPONSIBLE DRINKING Get the facts DrinkWise.org.au

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NEWS

FRISCO HOTEL SOLD

The Frisco Hotel sold for $10.5 million to private Queensland-based interests

JLL Hotels & Hospitality Group has revealed that the Frisco Hotel in Sydney’s Woolloomooloo sold for $10.5 million.

The hotel was sold by local Sydney owners Preskel Pty Ltd, also owners of the leasehold interest in the Bangor Hotel in Sutherland Shire, to Queensland-based private interests.

The corner site hotel offers eight accommodation rooms, public bar, bistro, lounge bar, function rooms and gaming room with 17 machines producing diverse revenue generation. With a sizeable first floor balcony approved to midnight and offering views of Sydney Harbour, the renovated hotel attracts both the local community and the high volume of visitors to Woolloomooloo Bay wharf and the naval base.

JLL's Nick Butler suggested that “the recent investment in the hotel augers well for a re-energised management approach with the rooms and top floor offering potential conversion and rooftop bar scope (STCA) in the future”.

JLL National Director John Musca said: “The Frisco is an exceptionally presented hotel and a great city fringe property and clearly the non-optimal gaming focus historically presents real opportunity for the new owners.”

The sale comes on the back of a spate of metro Sydney hotel transactions including the Commodore Hotel, Harborview Hotel, Harold Park Hotel, Cambridge Tavern and the Empire hotel, all sold by JLL over the past two months.

“We’ve many more off-market transactions to announce in a market showing the strongest fundamentals since 2005,” Musca said.

Joe Irvin has added the Coolangatta Sands Hotel to his existing portfolio of Queensland hotels

IRVIN HOTEL GROUP BUYS THE COOLANGATTA SANDS HOTEL Sydney-based hotelier Joe Irvin, of the Irvin Hotel Group, has added to his Queensland assets, buying the Coolangatta Sands Hotel in a deal brokered by HTL Property.

Irvin recently sold the Belmont Hotel in Newcastle, releasing funds for this Queensland purchase.

“Like the Hotel Steyne,” said HTL Property’s Managing Director Andrew Jolliffe, “beachside commercial property holdings enjoying a prosperous hospitality function and downstream alternative use levers along the Australian east coast, remain maybe the most sought after of all commercial real estate investment opportunities.”

While not revealing specific details of the price, HTL confirmed the sale mirrored the firm’s pre-campaign market guidance.

“We’re buoyed by the level of interest the southern states of both NSW and Victoria had in the asset, and consequently the market remains focused and if anything, now appears to us emboldened by the clarity the political and economic topography consequently provides all participants,” said HTL Property’s National Director Dan Dragicevich.

The Coolangatta Sands Hotel sale represents HTL’s fifth significant hotel sale in this financial year, which HTL said highlights the market confidence in pub sales.

“The Coolangatta Sands Hotel sale represents the highest price paid for a South East Queensland freehold hotel asset this year, and underpins our view that significant hospitality assets in gateway or tourism-centric regions are as irreplaceable as they are in demand,” said HTL Property’s Queensland Director Glenn Price.

Jolliffe added: “With continued downward pressure on interest rates, the emerging prevalence of non-traditional sources of funding and the struggle between supply and demand perpetually imbalanced in favour of the latter, we are maintaining our market guidance that yields will contract further before they exhibit any form of augmentation.

AUSTRALIAN HOTELIER SEPTEMBER 2019 | 5

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NEWS HTL Property’s Managing Director Andrew Jolliffe

HTL PROPERTY CELEBRATES FIRST BIRTHDAY HTL Property is celebrating 12 months since its launch. It has been a prolific 365 days for Managing Director Andrew Jolliffe and his team.

HTL has said that in its first 12 months it has successfully completed 44 transactions and estimates to have generated in excess of 500 points of contact with “the active buyer universe”.

Speaking about the company’s first year, Jolliffe said: “Not surprisingly when expertly combined by parties in a strategic manner, the opportunities for wealth creation in the hospitality indexed property sector are often spectacular.

“In the financial year of 2019, we were rewarded by our clients through enjoying the opportunity to transact 44 sales at a gross asset value of over $450m+ nationally.”

Looking at the year ahead, Jolliffe said HTL moves forward on a platform of being “firmly focused on deepening the company’s value to clients via its objective to not only lead the traditional hotel sector, but to also participate as a noteworthy alternative expert agency in the accommodation hotel sector in Australasia.”

He added: “According to London-based and leading market analyst Euromonitor International’s recent research paper, four of the top five visited destinations in the world in 2018 were based in the Asia Pacific region.

“This deep visitation flow of people and associated capital brings extraordinary opportunities to our doorstep; and our commitment to our clients is to remain both contextually relevant to, and abreast of, the many wealth creation opportunities that exist when you take the time to challenge norms, question everything, and think outside the box.”

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CALLS FOR BEER TAX CUTS AS CPI HITS AGAIN The Brewers Association has said that a mere freeze of Australia’s beer tax rate is not enough, with the latest data revealing that Australians are paying the fourth highest beer tax rate in the world.

Research also shows that, compared to countries with similar economies, Australians are paying the highest proportion of their incomes in beer tax. And once again that beer tax rate has increased courtesy of the automatic CPI increase that hits beer drinkers every August and February.

“It’s already a hefty tax at $2.19 per litre for packaged beer,” said Brett Heffernan CEO of the Brewers Association of Australia.

“The CPI increases may not sound like much, but these six-month Government increases in beer tax are really adding up. Tax is already the biggest cost in the price of an Australian-made beer, accounting for almost half (42 per cent) of the price of a typical carton of full-strength beer. Of the $51.00 retail price, $21.35 is tax.

“Along with Norway, Japan and Finland, Australians pay the highest beer tax in the world. We then pay another 10 per cent in GST, including GST on the beer tax itself, at the retail end.

“Calls for a mere freeze in the six-monthly CPI hikes to beer tax just won’t cut it. All that does is lock-in the unreasonably high taxes Aussies are already paying. It gives punters no price relief.

“Only by addressing the rate of beer tax, which is way out of whack with the rest of the world, can Australians get the relief they deserve.”

“Last year Aussie’s coughed up over $3.6bn in beer taxes – excise and GST,” says Heffernan. “That headline figure is huge, and the day-to-day tax burden worn by Australians enjoying a drink is over the top.

“Too often it is forgotten that 84 per cent of the beer sold in Australia is made right here by Australians. Local beer production supports the full-time jobs of 103,000 Aussies and it generates over $16.5bn a year in economic activity.

“While we lament the decline, and in some cases death, of domestic manufacturing, it should be recognised that beer production has bucked that trend to see Australians making Australian beers for the Australian market.”

Australians are paying the fourth highest beer tax rate in the world

CHECK OUT THESHOUT.COM.AU

NEWS

FAMILY RUN NORTHERN BEACHES-BASED HOTEL GROUP BAYFIELD HOTELS CONTINUES STELLAR CHARITY WORK Bayfield Hotels played host to the annual Bayfield Liquor Industry Charity Luncheon this month at the Belrose Hotel, raising a record $214,656 by auction for the Children’s Cancer Institute (CCI), bringing the total funds raised to date to $3,088,811.

Bayfield Hotels COO Kaine Bayfield confirmed the CCI is a charity close to the family's hearts, having pledged the role of benefactor when publican and CEO Wayne Bayfield was first introduced to the charity in 2000.

Guests were encouraged to dig deep during the subsequent auction, which saw everything from media packages, Vintec wine fridges, holidays, and even a private stash of Penfolds Grange up for auction. Hosted by Wayne and Kaine Bayfield, guests included longstanding local partners.

Bayfield COO Kaine Bayfield confirmed all of the monies raised will go straight to the Children’s Cancer Institute to support their research.

Bayfield Hotels raised over $214,000 for charity at the Belrose Hotel

TASMANIA’S BEST HOSPITALITY VENUES RECOGNISED The winners of the 2019 Tasmanian Hospitality Association (THA) and Drysdale Awards for Excellence were announced at a special industry gala dinner in August.

The standards of professionalism and service in Tasmania’s hospitality is unquestionable, according to THA CEO Steve Old. “The awards night showcases how important this iconic industry is to the Tasmanian economy – and tourism in general – with more than 22,000 people employed in hospitality in this state.”

“It was fantastic to see industry leader Don McQuestin receive THA Life Membership in front of his peers,” Old said.

“Congratulations to Angelo Fraraccio for winning the prestigious Bertie Tucceri Award for service to the restaurant industry and Hamlet Café for receiving the Premier’s Award for contribution to the community.”

2019 Tasmanian Hospitality Association winners included: Draught Beer Quality Award – Beach Hotel Burnie; Best Gaming Venue – River Arms Hotel; Hotel/Pub Tavern of the Year - Regional – Tall Timbers Tasmania; and Hotel/Pub Tavern of the Year - Metro – Shoreline Hotel.

The winners will go on to the national Australian Hotels Association (AHA) Awards for Excellence on the Gold Coast on Monday, 9 September 2019.

Tasmania Hospitality Awards 2019

AUSTRALIAN HOTELIER SEPTEMBER 2019 | 9

From one top performer to another.

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SUPER AND HR

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SUPER AND HR

Old problem, new solutions STAFF SHORTAGES CONTINUE TO PLAGUE THE HOTEL INDUSTRY, AND LUKE BUTLER, MANAGING DIRECTOR OF HASTINGS PEOPLE, SUGGESTS ITS TIME TO LOOK FOR NEWS WAYS TO ADDRESS THE ISSUE.

Luke Butler

Given the very low probability of the first option happening, let’s look at a few ways in which the second option can be brought to life.

REFRAMING THE QUESTION

T

he talent shortage currently facing the broader hospitality sector shows no signs of easing. As a result, the question being asked by nearly every operator we deal with is: how do we attract and retain talent?

Now, this is not a new question. It has been around since I entered the industry in 1999! But the talent market has changed in this time and I believe it is time we asked a new question.

The characteristics of the hospitality talent pool have shifted dramatically after Generation Y (also known as Millennials) hit the scene. This demographic is now the most highly represented in hospitality – understanding what appeals to them is imperative.

Millennials, often the children of Baby Boomers (aka senior management or owners), typically require instant gratification, place a higher value on work-life balance and generally exhibit a higher level of confidence (even without supporting experience) than previous generations.

This translates into their need for prompt positive recognition and a dislike for negative feedback, the perception that they do not work as hard as their elders and a willingness to move on to new tasks. These behaviours can be jarring to senior leaders and owners.

In reality, there is nothing you can do about this, leaving senior leaders with two options: 1. Keep doing what you have always done and hope that things change.

2. Adapt and look for ways to harness the positives.

Lean in to it.

Instead of asking the age-old question, the most successful operations are now asking: How do we create talent and environments that retain them?

Clearly, talent is not going to just arrive on your front door in this market. More needs to be done at a venue level to ensure that the next bartender or glassy you hire is being groomed to be your next duty manager.

It’s also time to lean into your employee’s skillset. It is my observation that job descriptions in the on-premise sector really haven’t changed much since I started in the industry. This is a glaring issue considering how much customer needs and employee characteristics have changed in the last 20 years.

Create roles that play into the characteristics of your team and build a framework in which the creativity and confidence of millennials can be celebrated rather than inhibited.

Engage more team members on your marketing activity, product development or strategic forward planning. Understanding the long-term objectives along with contribution to the day-to-day will be highly valued by staff and lead to engaged talent remaining in your business for longer.

Consider hiring for personality, rather than experience. Attitude trumps experience every day of the week, and those with well-formed social skills and emotional intelligence will become better team members. Supporting this approach can lead to positive outcomes and a happy work environment.

A positive work culture is created when the environment is populated by people that complement each other. Cultural diversity is the more effective strategy than cultural alignment, so avoid hiring several versions of the same person.

I’ve used the terms ‘create’ and ‘build’ throughout this article because culture doesn’t just happen, it is an intentional pursuit, built on trust, communication and clearly defined values.

If you are looking outside your business for solutions to the talent issue inside your business, stop. Work on how your staff feel, their training and experience within your business from the day they enter it, and your culture will take care of the rest.

AUSTRALIAN HOTELIER SEPTEMBER 2019 | 13

SUPER AND HR PROUDLY SPONSORED BY INTRUST SUPER

HIRING INSIGHTS FROM INTRUST SUPER What advice do you have for those wanting a career in hospitality?

Hospitality is an amazing industry and there is a large variety of different career paths to be found. Our members can start as a glassy in a pub while aspiring to be the head chef or managing the operations of a chain of hotels. There are core skills and values that are important in the industry, regardless of the job description. One of those is service.

At the core of success is delivering the best possible service all the time. If you do this, more people will want to do business with you and you’ll get closer to achieving your own goals, no matter what they are. This is also why Intrust Super’s motto is “at your service”!

PROUDLY SPONSORED BY HOSTPLUS

GET SCHOOLED WITH HOSTPLUS As the industry super fund for hospitality, tourism, recreation and sport, Hostplus has a long history of professional relationships across its key sectors.

Over the last few decades, hospitality and the associated sectors have grown significantly, a trend that looks set to continue well into the future. And with this growth has come a significant increase in the number of opportunities for those working in the wide variety of roles available across the field.

The ongoing growth of accommodation, pub and restaurant groups has created roles that simply did not exist in the past and provides new and exciting career pathways for individuals to follow over the course of their working lives. With all of this choice available to workers, it’s more important than ever for employers to create attractive workplaces for their staff to grow with over time.

Establishing clear pathways for career progression is one way to encourage longterm employees to stick with your business as they refine their skills and grow with your organisation.

Another way to help promote longer tenures from your team is to provide opportunities for staff to develop not just their professional skills, but their life skills as well. Personal finance, including superannuation, is often ranked as a major point of stress for individuals.

With this in mind, an employer who embraces education as a means of increasing financial literacy for their staff will go a long way to alleviating this stress. This in turn will promote security and financial wellbeing among employees and help the business to become known as an employer of choice, leading to increased engagement and long-term retention.

Hostplus offers a comprehensive suite of educational opportunities, from worksite visits to digestible online modules designed to help their members increase their financial literacy.

With topics ranging from the importance of combining your super accounts into one fund, to simple ways to boost super balances, there’s something for everyone.

Visit hostplus.com.au/learn to check out an informative suite of educational videos today or call 1300 467 875 to learn more about the ways Hostplus can help your staff and your business get more from their superannuation.

Host-Plus Pty Limited ABN 79 008 634 704, AFSL 244392 as trustee for the Hostplus Superannuation Fund ABN 68 657 495 890, MySuper No 68 657 495 890 198 (the Fund). Please read the Product Disclosure Statement available at www.hostplus.com.au before deciding if Hostplus is appropriate for you.

14 | SEPTEMBER 2019 AUSTRALIAN HOTELIER

Why should pub owners consider Intrust Super as the super fund for their employees?

We have been working side by side with pub owners for 30 years. We know they are very busy and want to ensure their establishment complies with all the (seemingly everchanging) regulations. We can help alleviate that burden and provide support when they need it.

We also know that the traditional on-site visits and service sessions don’t work in a pub environment. The team attends training days and staff meetings instead to help pub owners and their staff with their super enquiries and education.

Are there any new products or services of interest to members?

We have recently introduced two new ways to help our members grow their wealth and prepare for retirement.

The first is our SuperCents® app. The app connects members’ bank accounts with their super account by rounding up their change from everyday transactions and contributing this amount to their super account. They won’t miss the change, but they’ll notice the difference it makes to their super balance.

Secondly, our members now have access to our new and free online financial advice tool, Super Blueprint. Super Blueprint uses information from the members’ account to provide a tailored financial planning strategy and helps set them on a path to financial security.

The information contained in this document is of a general nature only, and does not take into account your individual situation, objectives and needs.

You should consider the appropriateness of the general information having regard to your own situation before making any investment decision. A Product Disclosure Statement is available at intrust.com.au or call us on 132 467 for a copy.

Issued by IS Industry Fund Pty Ltd | MySuper Unique Identifier: 65704511371601 | ABN: 45 010 814 623 | AFSL No: 238051 | RSE Licence No: L0001298 | Intrust Super ABN 65 704 511 371 | SPIN: HPP0100AU | RSE Registration No: R1004397 IS Financial Planning Pty Ltd ABN 64 143 707 439 trading as Intrust360° is a wholly owned subsidiary of IS Industry Fund Pty Ltd ABN: 45 010 814 623. Intrust360° is a corporate authorised representative of Link Advice Pty Limited ABN: 36 105 811 836 | AFSL: 258145 | Corporate Authorised Representative Number: 379207.

SUPERRATINGS PLATINUM 2019 MYCHOICE SUPER

SUPERRATINGS PLATINUM 2019 PENSION

10

10 YR PLATINUM PERFORMANCE 2009–2019

MYSUPER OF THE YEAR FINALIST 2019

CAREER FUND OF THE YEAR FINALIST 2019

AGE REVIEW

THIRTY AND THRIVING THE 2019 AUSTRALASIAN GAMING EXPO CELEBRATED THE EVENT’S 30TH ANNIVERSARY, WITH ANOTHER YEAR OF GROWTH AND INNOVATION.

T

he 2019 Australasian Gaming Expo hosted over 9000 visits across three days to the 237 exhibitors occupying three halls of Sydney’s International Convention Centre.

When AGE started in 1990 the Expo saw 100 exhibitors greeting 1500 visitors, and while this year’s visitor numbers are up just three per cent on last year, it represents a strong 31 per cent growth in visitors since the 25th Expo in 2016.

Organisers said: “As always, AGE presented a broad spectrum of hospitality suppliers including; security, beverage, food, cash handling, furniture, paging and communications, signage and displays, building services, AV, entertainment, financial services and of course gaming.

“AGE continued to be a fun, educational and informative event offering experiences for both visitors and exhibitors alike.

Complimenting the bustling expo floor, several satellite events were held as part of AGE 2019.

On the Tuesday evening, both visitors and exhibitors were invited to a celebration, with awards presented to the 15 exhibitors who have exhibited at the 30 consecutive expos, acknowledging and honouring their longterm commitment to the expo in its evolution throughout the years.

On the Thursday morning there was an exhibitor breakfast where three exhibitors were announced as shortlisted for the Best Stand award. The judges shortlisted newcomer, The Christmas Tree Company (Stand 383), Brintons

16 | SEPTEMBER 2019 AUSTRALIAN HOTELIER

Carpets (Stand 250) and Jem Managed IT Services (Stand 310), with the judges awarding the prize to Jem, for “their creative execution of brand identity and high level of visitor engagement and interaction.”

A People’s Choice award for best stand was also presented based on visitor votes recorded in the AGE App. This year’s winner was IGT (Stand 590).

The AGE also ran a three-day, 20-seminar program which was well attended with over 2000 delegates attending. The program covered such topics as gender diversity in gaming, product differentiation, a research breakdown on how consumers are spending their disposable income, and the evolution of customer service.

AGE REVIEW Seminar keynote speaker, Chris Riddell

AGE continues to be a fun, educational and informative event offering experiences for both visitors and exhibitors alike.

PEARL ANNIVERSARY Fifteen companies have been exhibiting at the Australasian Gaming Expo every year since the event first opened its doors in 1990. In recognition of their longterm commitment to the AGE, these exhibitors were honoured at an evening ceremony. Congratulations on this 30th (pearl) anniversary to: • Allpride Signs & Marketing • Aristocrat Technologies Australia • Aruze Gaming • Brintons Carpets • BSG Australia • Global Gaming Industries • IGT • Jensen Data Systems

The AGE 2019 floor

• Paynter Dixon • Plantscaping Solutions • Scientific Games • SICO South Pacific • Sprintquip • Technoprom • VFJ Currency Equipment

Long-term exhibitors were celebrated at a special evening ceremony

A special ‘Women in Gaming and Hospitality’ luncheon, emceed by Tracy Spicer, was also sponsored by AGE, and was well attended with over 300 guests.

The expo was also particularly memorable for three delegates who will now be heading to G2E Las Vegas in October, with their partners. The winners were Sarah Brock from the Seymour Club in Port Melbourne, Jo Hunter from Campsie RSL and Robyn Withers from Wauchope RSL. Billed as the largest hospitality expo in the southern hemisphere, the Australasian Gaming Expo fills over 19,000 square metres of space and continues to be a major drawcard on the event calendar for the Australian and international hospitality industries alike.

Next year’s Australasian Gaming Expo is on again at the ICC Sydney from 11-13 August 2020. Exhibitors interested in participating in AGE 2020 can contact Judy Rayner on 0417 990 000 or sales@raynersalesmarketing.com.au

AUSTRALIAN HOTELIER SEPTEMBER 2019 | 17

It’s now possible to make an entirely alcohol-free negroni

LOW OR NO

LOW- OR NO-ALCOHOL ON THE RISE AS DIAGEO BUYS INTO SEEDLIP AND NEW LOW OR NO ALCOHOL PRODUCTS INCLUDING LYRE’S GAIN TRACTION IN THE MARKET, CRAIG HAWTIN-BUTCHER AND ANDY YOUNG REVEAL WHAT’S FUELLING THEIR SUCCESS.

I

n August, Diageo confirmed it had acquired a majority shareholding in Seedlip, the world’s first distilled non-alcoholic spirit.

Seedlip was launched by Ben Branson in 2015 with the stated aim to solve the dilemma of ‘what to drink when you’re not drinking®’.

Branson set out to change the way the world drinks and continue his family’s 320-year-old farming legacy.

Back in June 2016, Seedlip announced a minority investment from the Diageo-backed accelerator programme Distill Ventures.

Independently run, Distill Ventures receives funding from Diageo to support entrepreneurs as they launch and grow innovative drinks brands.

In the last three and a half years, Seedlip has grown from Branson’s kitchen to a presence in more than 25 countries. The brand is now stocked in over 7500 bars, restaurants, hotels and retailers across the world, including the

majority of the world’s 50 best cocktail bars and over 300 Michelin-starred restaurants.

The brand has seemingly ridden the ongoing wave towards teetotalism, along with accompanying waves surrounding reduced consumption (‘quality over quantity’) and the growth in interest around artisan, ‘craft’ products.

ALCOHOL CONSUMPTION FALLS Michele Levine, Chief Executive Officer, Roy Morgan says: “Australians’ love of alcohol is well-known although the latest research from Roy Morgan shows that a declining proportion of Australians are now drinking alcohol. Now just on two-thirds of Australians (66.3 per cent) drink alcohol in an average four weeks, down 3.5 per cent points from five years ago (69.8 per cent) in mid-2014.”

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On the operator side, Solotel has acknowledged demand, particularly among millennials, for more varied non- and lowalcohol options, has soared.

Solotel’s Experience Director Tara Sullivan said it was “absolutely important” for the group to lead in the category and deliver options on people’s decisions around what they are drinking and wanting to have non-alcoholic options available that weren’t too heavy on sugar.

“We are definitely seeing an increase in demand to have these kind of options available,” Sullivan said. “Corporate groups are definitely looking for more non-alc options and even our group has taken on a lens of social conscious[ness] around drinking. But definitely from a guest’s perspective there is increasing demand for non-alc and healthier drinks.

“We are very much improving how we

Refresh your drinks LISt with a bit of fun and flavour. also available in kegs.

LOW OR NO Non-alcoholic spirit Lyre’s offers 13 SKUs

HEALTH TO THE FORE, ACCORDING TO MATSO’S DATA: 1. Australians have health concerns about sugar.

45% of Australians are bothered by their sugar intake, with another 42% actively taking care of how much sugar is in their diet.

2. Millenials are worried about ‘bad things’ in their drinks.

They want less synthetic ingredients, lower calories and less sugar in products (RTD category).

3. ‘Healthier’ alcohol alternatives are growing fast.

Low carb and low sugar SKUs grew 36%, accounting for just under 1-in-9 dollars (cider category).

look at what we offer people and how we help those people who choose not to drink for a period, but still want to engage socially.

“Consumers are definitely getting wiser about their alcohol intake and now that people are more aware it’s important to have different low and non-alc options available.”

OPTIONS OPEN Available in all Solotel restaurants and large format venues the Lyre’s range includes Sweet Vermouth, Gin, Italian Orange and Coffee Liqueur as well as a number of other non-alcoholic alternatives to spirits.

Solotel is using Lyre’s to create non-alcoholic versions of classic cocktails, which Sullivan said was an easier option for consumers to understand, although she did say that the group’s bar teams are already working with some of the Lyre’s products and coming up with new drinks.

Solotel is using the Lyre’s range as a fully nonalcoholic cocktail option and are mainly using it to create non-alcohol versions of classic cocktails, something Sullivan said is really driving engagement with Lyre’s for the bar teams.

“Our guys are loving working with Lyre’s, they are impressed with the products in the range, with the flavours and with the depths they can actually go to with their creations. So many people have said they can’t believe the Espresso Martini we’re doing doesn’t have alcohol in it and that’s just one example. It’s great.

“It’s also a lot more fun for our teams as well, these guys are wired to make cocktails and they would much rather do that than give people a non-alc drink from a gun.”

20 | SEPTEMBER 2019 AUSTRALIAN HOTELIER

At the moment Solotel has Lyre’s in all its restaurants and large-format venues, and Sullivan said the aim is to have the brand available in all its venues and to make the social occasion more engaging for those who are choosing not to drink.

HEALTH-CONSCIOUS “I’ve been quite passionate about delivering healthbased cocktails into the group,” says Sullivan. “The focus is on fresh ingredients and minimal interference, so seeing products like Lyre’s is a really important step in being able to deliver a drink that is of quality and is an alternative.

“I’m seeing a lot of people who are making the choice to drink less, but they also don’t want to miss out on social interactions, which are important.”

Lyre’s co-founder and managing director, Mark Livings, said it was great to see Solotel embracing Lyre’s.

“It is forward-thinking groups like Solotel that are showing the rest of the country how to do it right, how to do it to a really high quality, how to delight people when they come into a venue. The rest of the industry does look to groups like Solotel and to venues like Smoke to set the tempo,” he said.

“It was pretty special seeing Lyre’s at Opera Bar. It has to be one of the most iconic venues in the country and for us to have secured a ranging so early is incredible.”

Sullivan added: “It’s really great for us as well, it’s a great partnership. We’re both in it for the right reasons, but I think it’s the quality as well, that’s the really important part and we are both driving that quality.”

Bar, restaurant and pub group, Solotel is expanding its range of healthier and non-alcoholic cocktails

INTRODUCING

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Consumers are actively avoiding high-sugar alcoholic and non-alcoholic drinks

LOW OR NO

Matso’s Hard Lemon retains an ABV of 4.6% but is low sugar, vegan friendly, low gluten and made with Aussie lemons

as consumers look to moderate their alcohol intake, but still enjoy a night out with friends or a long lunch with colleagues.

LOW SUGAR A KEY CRITERIA Elsewhere, the Broome-based brewery Matso’s is launching a new ‘Hard Lemon’ alcoholic lemonade nationally in September. The brewery is famed for its fruit-based beers and, while acknowledging that the 4.6% ABV is a key facet of the drink, Matso’s brand manager James Purcell says the brand is catering for the demand for low-sugar, healthier alcoholic options.

“Matso’s Hard Lemon isn’t low or no alcohol,” says Purcell, “however it has been designed as a low-sugar alcoholic lemonade, that is vegan friendly, low gluten and made with Aussie lemons. ‘Better for you’ as we say.”

A spokesperson for Matso’s says “Our sparkling alcoholic lemonade is bursting with fresh lemon aroma, has a dry and effervescent mouthfeel and finishes crisp and tart.

“Made with Australian lemons and no artificial flavours or preservatives, we’ve managed to make it with only half the sugar of lemon premix drinks, plus it’s vegan friendly and low gluten too.

“You’ll see the natural Australian lemon pulp inside, so roll before opening to awaken the flavour.

“Enjoy this natural, real fruit drink and a low sugar, ‘better for you’ RTD alternative.”

With demand clearly on the rise, products being made available to meet that demand, and key operators now stocking them, consumer choice in this health-conscious era has never been greater.

22 | SEPTEMBER 2019 AUSTRALIAN HOTELIER

AUSTRALIAN HOTELIER

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Examples of 4 Pines’ ever-changing beer and burger offering.

Photo credit: Steven Woodburn

BURGERS & CHIPS

WHY THE BURGER BOOM IS HERE TO STAY MANY HAVE PREDICTED THE DEMISE OF THE BURGER CRAZE, BUT WITH HIGH MARGINS, QUICK TURNAROUND AND VARIETY APLENTY, MADELINE WOOLWAY EXPLAINS HOW SMART OPERATORS CAN PROFIT.

C

hur Burger has departed Sydney and Rockpool Dining Group’s fast casual concept Burger Project has shut up shop in Brisbane. They’re two stalwarts of the burger scene and with their closures some are predicting, finally, the death of the burger — they’re wrong. While the craze has died down, the burger remains.

Group executive chef at 4 Pines Brewing Company, Ed Sargent, suspects there’ll be fewer restaurants solely focused on burgers in the years to come, although institutions such as 4 Pines' many burger-oriented businesses and Mary’s are established enough to weather the storm.

“We sling a lot of burgers,” he says.

“Customers absolutely love them. I just don’t think you’ll see new players.”

But, even if specialty concepts become less of a fixture, there’ll always be space on pub menus for a burger or two. More than that, diners will continue to expect them.

The boom has had a lasting effect on menus according to Sargent. Wacky inventions aside, it revealed the potential burgers hold. “They can be more varied; they can be more interesting.”

The question is, how can pubs make their burgers stand out in a crowded market without

alienating diners who come for a classic counter meal?

AWARD-WINNING WAYS Luke Brabin has been working to differentiate the Wagyu burger at Feather’s Hotel in South Australia, where he’s head chef, for the best part of five years. The efforts paid off earlier this year, when it was awarded best burger in the state by Australian Hotels Association South Australia.

Already popular, it now flies out the door.

Asked why the burger is such a winner, Brabin says it’s pretty simple; high quality star ingredients, like the Wagyu patty and a specially designed bun that melds brioche with white bread, are complemented by a small but attention-grabbing twist — chimichurri sauce and crispy potato.

“It takes inspiration from South America,” says Brabin. “My chimichurri sauce is what really sets it apart from your average burger.”

Brabin has also taken his time developing the right patty, making sure it’s comprised of the right fat to protein ratio for maximum moisture and flavour that stands up to the sauce. “Without a doubt, it’s our bestseller,” says Brabin.

It’s one of four burgers on the menu, with the chicken burger another popular option alongside

DELIVER ON EXPECTATIONS WITH 24 | SEPTEMBER 2019 AUSTRALIAN HOTELIER

™

“I think some people are guilty of not paying much attention to the burger.”

– Ed Sargent the vegetarian option. While it’s not typically a menu section that excites Brabin, he concedes burgers are a must-have, and, if they’re a musthave then it’s worth the effort to innovate.

MIXING IT UP Given 4 Pines operates multiple burger-heavy venues, it’s no surprise Sargent is energised by the opportunity to mix things up.

The mega burger has been on the menu since the start, when the brewery opened its first venue, the 4 Pines Brew Pub in Sydney’s Manly.

Despite the name, it’s relatively tame with a

Insta-worthy burger offerings help spread the words for 4 Pines.

Photo credit: Steven Woodburn

BURGERS & CHIPS double patty, salad and special sauce. “When it comes out, it’s got visual appeal,” he says. “People point at it and then order it.”

It’s not all looks and no substance though. Sargent has worked on the original recipe, improving its quality by working with the meat suppliers.

Five years on, 4 Pines has opened three more NSW venues. Each of the locations is beholden to different demographics and so are the burgers.

“We need to be more diverse,” Sargent says.

“Consumers are really knowledgeable about food now, so it’s nice to experiment a little bit and try to get some exciting flavours going, because people have a real appetite for it.”

Like Brabin, Sargent finds inspiration by looking abroad. “We’re always looking at trends and different influences from different countries,” Sargent says. “Then we look at what will work in a burger, because some things don’t.”

While foreign shores might hold inspiration, there’s no need to look far for quality produce. The Newport Cheese Burger at 4 Pines Public Bar in Newport, for example, has a bacon bourbon sauce. “That has a very strong Canadian feel to it,” Sargent says. “But you get some really, really small goods in this country.”

TECHNIQUE AND INNOVATION Burgers provide ample scope for experimentation.

“The nice thing about burgers is that there’s quite a lot going on,” Sargent says. “There’s protein, there’s fresh produce, there’s starch. So, there’s a lot of flavour: there’s sweet, there’s savoury, there’s salty, there’s umami, there’s sour.”

Not everything works, but often you’ll hit on a good thing. Take the pork belly burger at 4 Pines Surry Hills.

“We slow cook the belly for 24 hours, then press it and then we poach it in an Asian stock,” Sargent says. The result is a burger that’s got all of the above.

So, it’s a combination of innovation and oldfashioned technique. Bending, not breaking, the rules is what helps chefs steer clear of disaster.

“When it goes wrong, you can’t distinguish the flavours,” Sargent says. “It’s really meaty, it’s really rich and therefore, it’s actually, quite bland. There has to be contrast.”

Basically, treat a burger like you would any plated dish. “You’d think about the protein you’d use, you’d think about how you’re going to complement that with all of the elements on that dish,” Sargent says.

“I think some people are guilty of not paying much attention to the burger. They think if they just throw whatever in, make it really big and as long as there is something deep fried in it people will love it. That’s not actually true. It needs to be balanced. You need to be quite disciplined.”

DON’T OVERLOOK THE FRIES A thriving restaurant culture, fuelled by demand for premium quality food and dining experiences is ramping up the competition for pubs. 73% of consumers would go back to a venue with good fries, data from McCain reveals.

From battered to specialty cut fries, adding loaded fries to the menu adds value and excitement to side dishes, while giving chefs the opportunity to be creative, by adding their own signature touch.

McCain offers top advice to serve the perfect chip every time by following a few simple steps; 1. Store fries in a freezer at -18°C 2. Cook fries from frozen 3. Ensure oil is always up to the fill level and heated to 175°C - 180°C (never above 180°C).

4. Fill basket away from fryer, fill basket no more than half full to ensure all product will be submerged 5. Shake basket after 30 seconds of frying, to ensure even cooking 6. Drain basket after frying, by holding basket above fryer 7. Season away from fryer and serve.

MEAT-FREE OPTIONS The same rules apply for burgers made with meat- or plant-based proteins. However, while it’s surprisingly easy to cater to dietary needs from vegan to glutenfree, it’s also easy to miss the mark. When creating his Wagyu burger, Brabin was able to manipulate the fat to protein ratio readily. For Feather’s vegan burger, getting the mix right was harder. “You need to work out how you can get texture as well as moisture into the burger,” says Brabin. “They can tend to be quite dry.”

It’s imperative to work it out though. “The world is going that way,” Brabin says.

At 4 Pines, the Burger Fight Club has become an integral part of the development process. Not only does it draw the attention of diners, it offers the team a chance to test out 64 different concepts throughout the year. That’s a decent sample size for trend forecasting and a mammoth effort when it comes to piloting new burgers, some of which could go on to become menu features. What do diners want? Besides a few specific patterns — like a thirst for the bird — most are after nothing more than restaurant quality food crafted by a chef.

That might mean coating chicken in a Japanese crumb, as Brabin does at Feathers Hotel, or using cornflakes, the strategy used by Sargent to add extra crunch and take the all-important textural contrast up a notch.

“I’ve done a couple that I personally really loved and they weren’t really a hit,” Sargent says. “I think they were a bit ‘cheffy’.”

Burgers were enshrined on pub menus long before Frankenstein variations took over Instagram feeds and they’re set to stick around long after. The popularity of burgers created by 4 Pines and Feathers Hotel prove that doing the monster mash isn’t the way forward.

Instead, clever operators will differentiate themselves with small, almost indescribable details.

Great quality is now an expectation for consumers, whether they are eating in, getting take-away or delivery. As fries make up 1/3 of the plate, it’s vital to get them right.

Call McCain on 1800 065 521 to learn more about this game changing fry.

KIDS MENUS

AS PUBS BECOME MORE DIVERSIFIED, WELCOMING KIDS THROUGH GOOD FOOD IS A GREAT WAY TO WIN OVER PARENTS TOO, WITH OR SANS THE KIDS. ANNABELLE CLOROS REPORTS.

K

ids are part and parcel of dining out in 2019, and most restaurants and cafes attract a wide range of age groups, from toddlers to adults and everything in between. Tantrums and hungry mouths aside, what if there was a way to ensure a seamless dining experience for the whole family? Introducing a dedicated kids menu opens up your venue to a wider customer base that values good service and consistency.

WINNING WITH FAMILY-FRIENDLY James Kummrow never thought much about kids menus until he had children of his own.

Finding a family-friendly venue that catered to children was becoming a struggle, and the Fatto Bar & Cantina chef quickly realised the importance of creating a dedicated offering.

“When Fatto opened, the concept was closely related to an older generation who were patrons of the arts,” says Kummrow. “But as the venue developed and we learnt more about our customer base, we wanted to make sure we were faithful to our original brief and loyal to our regulars.

“The Arts Centre puts on shows during the holidays, and we’d have a line of mums and

kids wanting to eat. It’s been important to cater to families who go out with children — I have kids of my own and I know what it’s like finding something to keep them happy and well fed.”

The Unicorn Hotel in Paddington, Sydney, isn’t the first place that springs to mind when you think about family-friendly dining, which is a notion Kenny Graham and Jake Smyth wanted to change when they relaunched the venue in 2015.

“Great pubs are about community, and families are the cornerstone of community,” says Smyth. “Kids get forgotten about in the constant fight for their parent’s attention, so we wanted to create something special just for them. Offering an affordable and delicious option for families is a great pleasure.”

PLEASING THE (YOUNG) MASSES Kids are notorious for being picky eaters, and creating a menu that caters to a number of tastes and dietary requirements can be a challenge. It’s also important to design an offering that falls in line with your venue’s direction.

Kummrow wanted to create dishes that were unique to Fatto and appealing to kids, which

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led to pasta and pizza topping the list.

“Essentially, the kids menu is the greatest hits,” says the chef. “The top seller is pasta with butter and cheese, but most of the time we serve the cheese on the side because some kids want to do it themselves or they’ve changed their mind and don’t want what they usually have.”

Fatto also offers half portions of regular menu items, but Kummrow says families will usually order from the kids menu or share smaller plates. There’s also the option of a $20 meal deal with includes a main, side, gelato and soft drink. “It’s the biggest seller off the kids menu and they really enjoy the treat,” says the chef.

The kids menu at The Unicorn revolves around the concept of hidden vegetables to keep “parents on side”, with dishes including sausage with mash, peas and gravy; chicken nuggets with chips and beans, pasta bowls and a fish of the day with carrots and green beans.

The venue also offers their own version of a meal deal priced at $14 for a main and dessert.

Smyth says demand for the combo has been growing and parents have been receptive.

“Getting an affordable and generous option in front of parents is popular,” says Smyth. There’s also a kids-eat-free night on

Fatto’s James Kummrow.

Photo credit: Simon Shiff

KIDS MENUS Wednesdays from 5-8 pm, which was a strategic move from the team.

“As parents, we wanted [to go with] a midweek night as we know how taxing it can be — Wednesday will hopefully be a day that can create some relief for mums and dads.”

VARIETY AND CONSISTENCY Altering dishes can be a risky move, but it’s important for chefs to treat the kids offering in the same way as the regular menu. “I try to regularly change the menu, but it’s really driven by best sellers,” says Kummrow.

“It’s typically a margarita pizza and spaghetti with butter and parmesan.”

The venue also runs specials during school holidays, which are a drawcard to customers in the area. “We did a Nutella pizza with marshmallows, strawberries and mint for World Chocolate Day and we’re also working on some pizza masterclasses later in the year.” The Unicorn takes a similar approach to changing the menu, but stresses the importance of continuity. “We change it from time to time, but kids are fickle creatures of habit – so stability is pretty important!” says Smyth.

Change can also be good for chefs, who can grow tired of repetition in the kitchen. At Fatto, the introduction of a kids menu led to new training opportunities in the kitchen and on the floor. Front-of-house staff are trained to ask customers if they’d like kids meals served with adult meals and to confirm any dietary requirements.

“Our chefs are trained to know what to do and trained to check dishes — we have to be careful about serving hot plates and hot portions,” says Kummrow. “We’re also conscious of delivering food to the table quickly and make sure the food leaves the kitchen ASAP.”

“Having the pub full of young kids really creates a great energy, and happy parents breeds happy punters at other non-kid friendly times.” Jake Smyth SUPRISING PROFITS

Butter pasta is a real crowd-pleaser, says Smyth

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If you’re thinking that a kids menu can make you a quick buck – you’re not wrong – but just not in the way you think. Kids menus can offer a portal for parents to return to the restaurant at a later date sans children and help establish a brigade of loyal customers.

“It’s less about having a super profitable price point,” says Smyth.

“The whole exercise is about creating a wider community and providing a fun night for families. Having the pub full of young kids really creates a great energy, and happy parents breeds happy punters at other non-kid friendly times.”

Kummrow admits the kids menu isn’t a profitable avenue for Fatto, but the chef is firmly focused on the bigger picture by creating a positive experience for families.

“I think it leaves the opportunity for repeat business,” says the chef.

“It’s certainly not done for profit — it’s about the long-term goal of trying to get business into the venue. If you can express that sense of hospitality to everyone that walks in the door, you’re passing on the values of the business and they will put you front of mind if they want to go out again. Maybe they will return another day without kids and have a second glass of wine with their meal.”

There are a number of benefits that come with introducing a kids menu — the potential for repeat business, establishing a meaningful connection with the community and attracting a new market of diners is just the beginning.

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PAG I N G & C O M M U N I C AT I O N S O L U T I O N S

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LRS Gaming Pagers help increase revenue and efficiency by allowing staff members to respond quicker and escalating unanswered calls to upper management.

A table location system that identifies where guests are sitting so you can deliver food faster.

Push-button notification systems allow customers to alert staff and request immediate service.

LRS Pagers keep your staff aware and connected with each other and guests, ensuring better all-round service.

Portable and wireless Radio Kits help staff members to communicate directly on-site. Bluetooth accessories are also available.

View all paging and communication options at LRSAUSTRALIA.COM.AU

TECHNOLOGY

Where it’s at

INTRODUCING A TABLE TRACKING SYSTEM MADE ALL THE DIFFERENCE FOR THE PRECINCT HOTEL IN DARWIN, WHERE THE COMBINATION OF VARIOUS SEATED AREAS AND HIGH VOLUMES OF MEALS HAD PREVIOUSLY MADE FOR LONGER WAIT TIMES.

T

he Precinct Tavern, located on the Darwin Waterfront, has been one of the most bustling pubs in the Northern Territory since opening in 2012. The venue has several spaces where food is served, including the beer garden, waterfront seating, the terrace, a smaller indoor space for business meetings and small-capacity events, and in front of the bar.

THE PROBLEM With increasing popularity and patronage, the venue was facing challenges of maintaining an efficient table service due to the fast-paced environment and large seating area of over 80 tables.

The existing system depended on the memory of the food runner as well as a breakdown of the venue into a zone structure. This resulted in several instances where food was left cold, with staff running around zones attempting to locate the customer.

THE SOLUTION Management at The Precinct implemented the LRS table-tracking system in early 2019, where numbered trackers are given to guests when they order.

Using RFID technology, each tracker transmits the guest’s table number to a food runner's display.

When an order is ready, food runners know exactly where guests are sitting so they can deliver food immediately.

Management have been pleased with the ease of use of the system, with staff picking it up quickly.

“Since we are a very dynamic venue with changing layouts, the zone system implemented by the LRS team has been great and saved heaps of time.

“Furthermore, having the peace of mind that we are provided 24/7 technical support was a key factor for going with the LRS Table Tracker System.”

MISSION ACCOMPLISHED Today at The Precinct, food is delivered faster and staff can manage their time more efficiently.

Since the implementation of the table-tracking system, staff have experienced significant improvements in the efficiency of table service, locating customers and overall customer satisfaction by ensuring that the food is delivered fresh and with minimal wait times. The introduction of such a simple system has made a big difference in optimising customer experience at The Precinct.

30 | SEPTEMBER 2019 AUSTRALIAN HOTELIER

“When the system was setup and implemented, we saw quite an improvement in the efficiency of staff and the overall guest experience.”

DESIGN AND BUILD

Local and proud

The new bar was designed with bartender functionality in mind

Husband-and-wife duo Brett and Clare Davis have taken a real local approach in returning the Kurrajong Hotel in Sydney’s inner west to its roots.

B

rett and Clare Davis, owners and operators of a small bar, Gurdy’s, in Newtown, pounced on the opportunity to take over the lease of the then-closed Swanson Hotel in Erskineville, in November 2017. Having lived in the area for almost 15 years, the couple had long dreamt of running the pub, having wistfully discussed what they would do with the space when they had been its patrons.

“We used to come here when it was the Kurrajong on Swanson and we would sit here and discuss and imagine what we would do with the place,” Clare reminisces.

Two years ago, those dreams became a reality as they took on the lease of the ground floor (the owners have other commercial plans for the first floor). Starting works in late 2018, Brett and Clare went about turning it into a pub that truly serves its locals and harks back to its heritage – including a return to the original name of The Kurrajong Hotel.

“In talking to a lot of the locals, everybody had a lot of positive things to say about the pub, saying things like “I used to love the Kurrajong”. It was really rare to get people who naturally talked about the Swanson. So it just felt like bringing it back to the community.

It felt like a fitting thing to do,” explains Brett.

STARTING OVER In the old Swanson Hotel format, the horseshoe bar in the centre of the room took up half the floor space, while the kitchen was located on the first floor. With Brett and Clare only taking on the lease of the ground floor, the pub’s design needed a massive overhaul.

“We made significant changes as far as the layout was concerned. Basically the whole floor got gutted and we started again,” states Brett.

The new layout is simple and functional for the community. The main area is divided into one-third low seating, and two-thirds high bar seating, with TVs on the walls throughout. The new kitchen runs along one wall, with the new bar running straight along another. With the experience of operating Gurdy’s, Brett ensured that the design of the bar was functional from the perspective of a bartender.

“I’ve worked at a lot of bars where it didn’t seem like a bartender was involved in the design. So I wanted to make sure it was quite functional back there.”

The hotel’s aesthetic also fell into place once the original art deco wall tiles were uncovered.

A heritage colour scheme of greens and oranges was used, as well as natural timbers and metal screens to add an industrial look to the space. A lot of elbow grease was also put into the look.

The original hotel name returns

PAWS WELCOME Catering to the market around it, The Kurrajong Hotel has been made dogfriendly both inside and outside.

AUSTRALIAN HOTELIER SEPTEMBER 2019 | 31

The Kurra Campsite

DESIGN AND BUILD

There's a 40-seat capacity outside over both street frontages “What we’ve done is try to reveal some of what the old pub was, so for example, the floor tiles had tiles on top of them, so we got out the old hammer and chisel and revealed the old tiles.

Likewise the wall tiles were covered up with gyprock. Clare spent a lot of time herself cleaning them up and regrouting, trying to bring them back to life. They look amazing,” says Brett.

CAMPSITE CAPERS With a local demographic that has skewed towards young families over the last decade, Brett and Clare wanted to ensure that The Kurrajong was family-friendly. With three kids of their own, they knew the importance of offering a venue where parents could enjoy a nice meal on the weekend, while keeping their kids entertained.

It was also important that their kids’ offering stood out. Thus, the Kurra Campsite was born. The kids' space is dominated by a wooden replica of a camper van, complete with a toy kitchen and blackboard inside. The space is finished off with astroturf, a toy barbecue, fairy lights, and a mural of a forest painted on the back wall.

“It’s definitely a space where kids can feel happy and welcome,” states Clare.

A SUSTAINABLE OPERATION A big concern for Brett and Clare is that the venue keeps sustainability front of mind in all aspects of the venue – particularly where it’s food and beverage options are concerned.

One major way that has been implemented is in the beer selection, which is hyper-local.

“Our beer taps are all independent breweries and we’re really working with local brewers. Within two kilometres we’ve got two breweries, Yulli’s and Young Henrys. And then you go to Marrickville and its brewer heaven. We’re really spoilt for choice,” says Brett.

There are also synergies between the bar and the kitchen, to ensure that produce waste is minimised.

“There’s a lot of working together between the kitchen and bar, so for example if we need orange peels for Old Fashioneds, then the kitchen might use oranges in their specials. That’s going to be a key focus going forward so we can minimise waste and use very bit of the product we’re getting in.”

With a truly thought-out concept, The Kurrajong has been revived as a pub for locals, by locals. Many nearby residents are happy to have the pub back, and are full of praise for this current iteration of the Kurrajong Hotel. The operators are happy too, having realised what was once some wishful thinking.

“It feels like it’s a work-in-progress from the last decade that’s come to fruition.”

32 | SEPTEMBER 2019 AUSTRALIAN HOTELIER

The menu has a Mediterranean focus

61 2 9660 8299 paulkellydesign.com.au

CALENDAR

SPORTS FIXTURES PACK IN THE PATRONS WITH THE SPORT ON LIVE AND LOUD. HERE ARE YOUR SEPTEMBER HIGHLIGHTS FOR THE MONTH AHEAD, INCLUDING THE RUGBY WORLD CUP PLUS THE AFL AND NRL FINALS.

UNION

AFL

Maximise the perfect kick off times at the Rugby World Cup in Japan where all 48 matches start in either the afternoon or in prime-time evening slots. All games are on Fox Sports, with all Wallabies games (and some others) also on Network 10.

When: From Fri 20 September to Sun 2 November Channels: Fox Sports and Network 10

The 2019 Toyota AFL Finals Series gets underway this month with the opening Qualifying Final before three more Finals matches are staged on the opening weekend. The following two weekends see the Semi-Finals and Preliminary Finals play out before the Grand Final on Saturday 28th September.

When: Teams and times TBC. Channel: Fox Footy and 7

NRL

NFL

It’s Finals Series time! Post-season starts Friday 13 September with the first Qualifying Final then continues on every weekend of the month with the Semi-Finals and Preliminary Finals.

When: Qualifying Finals Fri 13 and Sat 14 Sept; Elimination Finals Sat 14 and Sun 15 Sept; Semis Fri 20 and Sat 21 Sept; Preliminary Finals Fri 28 and Sat 29 Sept; Grand Final Sun 6 Oct Channels: Fox League and Nine

Boost your lunchtime trade this month as the new NFL season starts Monday 9 September. Thereafter games are on every Monday, Tuesday and Friday throughout September coinciding with your lunch service.

When: Including Fri 13 Sept, Buccaneers v Panthers; Mon 16 Sept, Eagles v Falcons; Tues 17 Sept, Browns v Jets; and Fri 20 Sept, Titans v Jaguars. All at 10:15am.

Channel: ESPN

NEXT MONTH

The increasingly popular NBA league’s 74th regular season tips off on Wednesday 23 October with defending champions the Raptors hosting the Pelicans at 11am and the Clippers hosting the Lakers from 1:30pm.

Channel: ESPN

*All times are AEST

34 | SEPTEMBER 2019 AUSTRALIAN HOTELIER