Australian Hotelier September 2020

AUSTRALIAN

AUSTRALIA’S NATIONAL HOTEL INDUSTRY MAGAZINE

Vol. 37 No. 7 - September 2020

The Family Business Creating structure in family-led pub groups

IN THIS ISSUE: SUPERANNUATION | SUCCESSION PLANS | HYGIENE PRACTICE

CONTENTS & ED’S NOTE WE ENCOURAGE RESPONSIBLE DRINKING Get the facts DrinkWise.org.au

PUBLISHED BY: Food and Beverage Media Pty Ltd 41 Bridge Road GLEBE NSW Australia 2037 Tel: 02 9660 2113 Fax: 02 9660 4419 PUBLISHER: Paul Wootton EDITOR: Vanessa Cavasinni vcavasinni@intermedia.com.au

Contents

P22

NATIONAL SALES MANAGER: Jason Wild Tel: 02 8586 6213 jwild@intermedia.com.au

SPECIAL FEATURES

REGULARS

8 Superannuation: How has the pandemic

4 News: What’s happening in pubs

affected super for the industry?

14 Succession plans: Making familyEd’s Pick

owned pub groups work through the generations.

18 Human resources: What Zagame

Corporation is doing to keep staff

across Australia.

22 Design & Build: Check out Longueville

Hotel’s venue in a venue.

26 Tales from the Top: Where do you

start in creating a new venue hygiene strategy?

positive in lockdown.

all about entertaining and

atmosphere right now, Zagame Corporation

engaging with people,

explains the strategies they’ve been employing

it can be easy to focus

to keep their staff working, positive and

solely on the customer

engaged, starting from p 18. And with less hours

experience and pay less

to go around currently, we get an update on

attention to the hundreds of thousands of

how superannuation has been a safety net for

people that keep this industry moving forward.

the industry during this crisis (p 8). Plus, we find

And I mean the whole gamut – everyone from

out how different pub families are securing their

people in group positions to the casual glassy

businesses for the next generation, on p. 14.

I hope you enjoy the issue. Stay safe out there!

throughout this crisis is that is has pulled the

Vanessa Cavasinni, Editor

workers of the industry back into sharp focus.

P: 02 8586 6201

Their wellbeing and financial security have

E: vcavasinni@intermedia.com.au

been issues that pub groups have wrestled with, and their creativity and innovation have

‣ Preparing for Summer

been encouraged in these toughest of times.

‣ The Outdoor Opportunity

2 | Australian Hotelier

GRAPHIC DESIGN: Alyssa Coundouris alyssac@intermedia.com.au

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Editor’s Note

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“TOGETHER, WE WE MADE MADE MY MY FAVORITE FAVORITE “TOGETHER, BOURBON ON ON THE THE PLANET” PLANET” BOURBON MATTH E W M C C O N A U G H E Y MATTH E W M C C O N A U G H E Y

In the

news

WHAT’S HAPPENING IN PUBS ACROSS AUSTRALIA

(l-r) Treendale Farm Hotel co-owner Lawson Douglas, venue manager Addy Ribeiro and co-owner Dave Allan on site.

Locals to open 10,000 sqm Bunbury pub WESTERN AUSTRALIAN pub group Locals

interactive 7m high windmill and water tank

developers of the area since 2014,

– which owns Subiaco Hotel in Perth; the

with connecting bridge and slides, along

and officially coming on board for

Rose Hotel in Bunbury; and the Exchange

with a historic wooden boat, all paying

the greenfields pub in 2018, as more

Hotel in Kalgoorlie – is in the middle of

homage to the farming and maritime history

infrastructure projects were confirmed for

constructing their first greenfields pub, the

of the Treendale-Leschenault region.

the area. With the plans for the hotel in

“The pub is an important part of

the works for two years now, Locals co-

Treendale Farm Hotel.

local life and with a higher than average

director Lawson Douglas said that while the

Australind in Bunbury, the pub is set to be

Situated in the growing suburb of

number of young families in the area,

design of the hotel has not been amended

one of the state’s largest suburban hotels,

Treendale offered a great opportunity

since the coronavirus pandemic began, the

with a footprint covering 10,000 sqm.

to build something a bit different to the

large-format nature of the hotel naturally

In a new residential precinct dominated

standard suburban tavern,” stated Locals

lends itself to changes in patron behavior.

by young families, the hotel offering will

co-director Dave Allan.

tailor to young and old. Not only will it

“The sheer size and layout of the venue

“We wanted to ensure the hotel had

lends itself towards giving customers every

include a traditional front bar and TAB, it

something for everyone and could

option to social distance. A few months

will also include a family restaurant, three

be embraced by the people in the

into the COVID shutdown we were even

separate outdoor terraced dining areas,

community as their ‘local’, as well as

more thankful that we had designed a

three dedicated children’s play areas and

becoming a destination for people who

venue with such space. We felt even more

landscaped lawns and gardens.

are visiting the south-west.”

confident that when we opened, customers

The sprawling hotel offering will also

would be seeking that venue where they

children’s movie and play hub which opens

The main restaurant adjoins an indoor

include an extensive Liquor Superstore

can separate from other groups, and the

out to two large outdoor alfresco dining

covering 800 sqm and featuring dual lane,

Treendale Farm Hotel will allow for that.”

areas, children’s play area and a unique

‘truck-sized’ drive-through capacity.

adventure playground. This dedicated kids experience features a custom-made

The hotel has long been in the works, with Locals being in contact with the

The Treendale Farm Hotel is expected to create roughly 60 new jobs in the local area, and is expected to open in November.

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4 | Australian Hotelier

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NEWS

new project. It is an iconic Sydney pub that has endured a mixed identity over the past few years. The Forresters represents our first pub opening since Endeavour Tap Rooms in 2016. Our goal is to deliver a community-centric watering hole with an Applejack twist. In these uncertain times, Ben Carroll (left) and Hamish Watts

we wanted to diversify our group with a more casual offering in a truly special

Applejack Hospitality takes on Forresters Hotel

Sydney suburb,” said Carroll and Watts.

WHILE APPLEJACK Hospitality owners

until this point, the only pub offering in the

by JLL’s Kate MacDonald, alongside

Ben Carroll and Hamish Watts have a

portfolio was the Endeavour Tap Rooms in

commercial real estate agent, Ari Danas of

background in pubs – the pair worked

The Rocks, which was purchased in 2016.

Danas Property.

for National Leisure and Gaming (NLG)

Now, Applejack Hospitality have

The long-term lease was negotiated

Applejack plans to relaunch The

in the early 2000s – their own hospitality

secured a long-term leasehold for

Forresters after a major renovation and

group has focused more on restaurants

Forresters Hotel in Surry Hills, previously

with a brand-new offering some time in

and bars, operating such venues as The

held by Australian Venue Co.

the coming months. They will take over

Butler, The Botanist and Bopp & Tone. Up

“We are pumped to be undertaking this

the hotel this month.

Western Hotel gets creative with drive-through offer TWO WEEKS into the national 23 March

and hooked up to mains power. The whole

shutdown, the Western Hotel in Ballarat

process took just under a fortnight.

began offering takeaway. With more

The drive-through operates between

people staying in town for the Easter

7am-2pm, taking care of breakfast and

weekend, owner Dan Cronin quickly

lunch options, and the hotel still offers

realised that there would be people

takeaway and delivery from the venue’s

looking to buy takeaway over the long

full menu for dinner. The drive-through

weekend. While the hotel’s takeaway

menu offers dougnuts, pies, sausage rolls

started off well enough, Cronin realised it

and coffee; as well as burgers, salt and

was the drive-throughs around town that

pepper calamari and pulled pork souvlaki.

were taking up the lion’s share of market.

It also has a rotating special, like pumpkin

“That contactless transaction where they don’t have to get out of their car seemed to be really resonating with people.”

So Cronin got creative. The Western

soup or a pasta dish.

The drive-through has proven so popular, that not only has it increased revenue for the hotel, it’s also allowed

Hotel is lucky enough to have a rear

Cronin to put on a extra six casuals per

driveway with an entry point off a side

week, on top of the permanent staff on

road, and an exit point through a service

JobKeeper.

lane at the back of the property – making

“This has created more revenue,

it an ideal set-up for a drive-through

attracted a different market and kept our

proposition.

casuals engaged and employed.”

The publican sourced a shipping container, and a builder friend cut out and installed windows. Cronin and his staff

The support from the local community has been “overwhelming”, Cronin said.

“There’s certainly support across the

on JobKeeper painted the container and

board in Ballarat for local businesses

installed coolroom panels to make it food-

putting themselves out there and staying

safe. It was then installed in the driveway

engaged with the community.”

Western Hotel’s drive through menu is a hybrid of pub and cafe food.

September 2020 | 5

NEWS

The Sporting Globe uses nanotechnology to avoid COVID-19 transmission SIGNATURE HOSPITALITY Group, the operators of The Sporting Globe venues, have announced they will be adding another layer of protection in their strategy to avoid COVID-19 The Sporting Globe, Knox

transmission.

The group is applying Zoono Z71 Microbe Shield in all venues across

the longevity, which was proven when the team returned a

Australia, in addition to the range

week later and the swabs showed Zoono treated areas had

of extra precautionary and hygiene

significantly less contamination than other areas.

measures already implemented across

“That was pretty eye-opening to see that, and from my

the franchise.

view, any measure we can take that can improve confidence

That extra

of guests to be able to dine with us and also look after the

some of the things we’ve seen in

assurance

who are in the venues seven days a week – we felt that that

Victoria have helped ensure we’ve got

that we’re

“It’s all about making people feel comfortable and confident… and

heightened awareness and policies throughout the business nationally,” Signature Hospitality Group CEO James Sinclair said.

Zoono’s nanotechnology significantly reduces the spread of harmful bacteria and viruses by creating a defensive, antimicrobial layer on a surface. Once applied, Z71 bonds to the surface and

taking all the measures that

health, safety and wellbeing of all personnel including staff was something we absolutely wanted to do,” Sinclair said.

“Through this period, that extra assurance that we’re taking all the measures that we possibly can to keep everyone safe is a real positive.”

Implementing the product in-venue was straightforward

we possibly

– Sinclair said the group’s cleaning company is supplied

can to keep

create “an invisible protective coating across all surfaces.”

everyone safe

with the Zoono liquid which they then fog the venue with to The formula is non-toxic, food safe, eco-friendly and has longevity for up to 30 days, as tested independently by

stops pathogens from living on it. It has

is a real

TGA registration and has been proven to

positive.

and Woolworths.

James Sinclair,

Signature Hospitality Group is an example of how we can all

be 99.99 per cent effective against the coronavirus.

After hearing about Zoono, Sinclair said he was initially skeptical, so he challenged the brand to come and

Signature Hospitality Group

major global organisations that also use it including Qantas Zoono CEO Paul Hyslop said their partnership with work together to stop the spread of the coronavirus.

Hyslop said: “As we continue to help the world fight COVID-19, we’re very pleased to

demonstrate the effects first hand.

be working with forward thinking

They applied Z71 and tested levels of

companies such as the Signature

bacteria, which showed it was more

Group, that are committed to putting

effective than their regular sanitisers.

the safety of their people and their

But the biggest test for Sinclair was

Keep up with the latest industry news!

6 | Australian Hotelier

customers first.”

Subscribe now to our fortnightly newsletter: www.theshout.com.au/subscribe-australian-hotelier

Show You’re Safe While COVID cases are heading in the right direction, gastro and flu are here to stay. ACW can provide fogging, contract cleaning, deep cleans, housekeeping & other specialised services.

ACW are proud to support the Signature Group nationally, as well as other major groups such as ALH, Castellos and Zagames, and independents across Australia. With triple certification and $20M public liability insurance, you can trust ACW to help keep staff and customers safe.

Contact Steve to discuss how ACW can help your business stay open safely.

ATMENT TRE IS ||

THIS PREMISE HAS ZOONO Z-71 APPLIED FOR LASTING PROTECTION

% EFFEC .99 TI 99

thinkacw.com.au

Steve Dall’Armi 0430 139 690 steve.dallarmi@teamacw.com.au

ND GERM SA S SE

3

Try Something New A crisis can be an opportunity for re-invention. We may never go back to the ‘old normal’. You have ideas for how to grow… now’s the time to experiment and ‘disrupt’ old habits. It could be menu, décor or promotions – the biggest risk can be not taking one!

FIRSTDEFENCEZOONO®

AINST VIR AG U VE

1 2

Keep Talking Continue promoting your business. Many in our industry have gone quiet – which means your message is more likely to be heard. Whether it’s Facebook, Google ads, local newspaper or radio, remind customers why they should stop by.

THIS TRAIN HAS BEEN PROTECTED

SUPERANNUATION

A super

safety net In one of the first responses to the COVID-19 crisis, the Federal Government announced an early release of superannuation for anyone financially affected by the crisis. Six months on, what has that meant for the hospitality industry?

8 | Australian Hotelier

SUPERANNUATION

AS AN industry with a large casual workforce, one

members receive their payments as quickly as

of the first responses to COVID-19 was to stand

possible. As a result of this, we have proudly been

down many employees and reduce the hours of

able to process over 97 percent of ATO-approved

permanent staff. As such, hospitality workers were

requests within the recommended five business

quick to take advantage of the early release of

day period.

super (ERS) scheme in both available rounds.

Several months into the ERS scheme, and we

Fast figures

Are you concerned about the amount of super being withdrawn across the fund?

spoke to two of the biggest hospitality industry

Hostplus remains exceptionally well placed to

super funds to find out more about the financial

meet the needs of any of our members who may

Hostplus has

implications of the pandemic on the sector.

require assistance as part of the ERS scheme and

processed more

DAVID ELIA, CEO, HOSTPLUS

David Elia

maintains adequate levels of liquidity to do so.

At the same time, we continue to remain well also recently made some minor changes to our

responding to the

long-term strategic asset allocations to ensure we

COVID-19 crisis

continue to manage the fund through these current

in supporting its

challenging times and maintain our primary

members?

objective of setting and achieving longer-term

These are members, who are predominantly employed in the hospitality, tourism, recreation and sports sectors.

We have been supporting our members

net benefit outcomes so our members can enjoy a dignified retirement.

super funds.

What avenues can Hostplus members use within the fund for financial support?

We’ve been in close contact with employers and

mission and our commitment to our members. And

members since the outset of the pandemic and

that is to continue to manage their superannuation

have been highlighting important considerations

in a way that maximises their long-term returns

about super and key resources that those

so that we can help them realise a dignified

undergoing financial hardship can utilise. These

retirement, whether that’s around the corner or

resources can easily be accessed on our website.

still many decades away.

You have processed over 300,000 applications those are from within the hospitality industry?

other services that employers and members can

to a member was $7230.

access for urgent financial assistance.

It’s important during this time to not lose sight

paid out to each member was $7,230. Nearly

of planning for the long-term and we know that

half of Hostplus’ 1.2 million members work in

a number of our members have concerns about

our traditional sectors of hospitality, tourism,

how the current economic crisis will affect them

recreation and sport.

in this regard. Financial advisers, including

Our team has been working hard to process ERS

The average amount paid out

source for helpful advice on managing finances and also provides information on government and

to over 380,000 members. The average amount

the scheme.

ASIC’s MoneySmart website is another good

from members in the ERS scheme – how many of As of 23 August, we had paid out $2.75 billion

billion through

our members through this economic crisis, we

recognising that for many of our members the

However, we of course haven’t lost sight of our

The super fund has paid out $2.75

So, while the ERS scheme has been an important

must not lose sight of the long-term objectives of

the difficult decision of accessing their super early.

applications.

means through which we were able to support

through the Federal Government’s ERS scheme, importance of making ends meet today has led to

than 380,000 ERS

capitalised, with strong regular inflows. We have

How is Hostplus

extraordinarily challenging times for our

As of 23 August,

Hostplus advisers, can also help you get the most

payments quickly and securely since the scheme

out of your super as well as offer pre- and post-

was introduced in April. We have reallocated staff

retirement planning assistance, over the phone,

and other resources to this effort to ensure our

online, and via video chat.

September 2020 | 9

We’re an industry super fund.

Profits go to members, not shareholders and that means more money for your employees’ future.

From their first job to their last.

Hostplus. We go with you.

Issued by Host-Plus Pty Limited ABN 79 008 634 704, AFSL 244392 as trustee for the Hostplus Superannuation Fund (the Fund) ABN 68 657 495 890, MySuper No 68 657 495 890 198. This information is general advice only and does not take into account your personal objectives, financial situation or needs. You should consider if this information is appropriate for you in light of your circumstances before acting on it. Please read the relevant Hostplus Product Disclosure Statement (PDS), available at www.hostplus.com.au before making a decision about Hostplus. INH1218 0820

SUPERANNUATION

BRENDAN O’FARRELL, CEO, INTRUST SUPER From Intrust Super’s perspective, how has the pandemic impacted the national hospitality industry?

Times have been incredibly Brendan O’Farrell

challenging, but it has been truly astonishing to see how the hospitality

industry has rallied during this crisis. I’ve seen so many venues completely overhaul menus, pivoting to takeaway options and delivery services and even turning into liquor stores! I think I was most surprised by the bars and pubs that began to sell takeaway cocktails for customers to enjoy at home. The level of innovation in this industry has always been incredible, but the resilience and creativity that emerged during this crisis has just blown me away.

How is Intrust Super responding to the COVID-19 crisis in supporting its members?

As the industry fund for the hospitality and tourism industries, it was critical that we provided as much support as we could to our members who found themselves in a really tough financial position. Where business visits and face-to-face meetings aren’t possible, we have put systems in place to offer support services remotely. We’ve reached out to members by email, text and phone, and even conducted seminars and meetings via digital

The crisis has forced our members to choose between meeting

platforms like Zoom to ensure our members could still access the

their immediate living expenses or potentially impacting their

help they needed. We also ran a #supportyourlocal campaign

future retirement outcomes. I expect the financial impact of this

on our social media platforms to support local businesses across

challenging time will be felt for many years. But there are lots

Australia that were providing special services and takeaway

of strategies that can help to rebuild super savings. Members

options during the shutdown period.

can make contributions that take advantage of Government

One of our top priorities was to ensure that members’ benefits

incentives, such as the Low Income Superannuation Tax Offset

were not materially impacted by the crisis. We worked with our

and the Government Co-contribution. They can also download

insurer to enable eligible Intrust Super members on JobKeeper

the Intrust Super contribution app, SuperCents. The app

to maintain continuity of cover for income protection, even if

contributes the spare change from their everyday purchases into

they weren’t receiving super contributions (subject to specific

their super account to grow their balance and get their savings

terms and conditions). I was really pleased with this initiative that

back on track for the future.

provided our members with increased financial protection during these unprecedented times.

What portion of the ERS applications you have processed are from the hospitality industry?

By mid-August, Intrust Super had paid almost 36,000

What Intrust Super services and tools can members use for financial support during this time?

As part of our service commitment to our members, it’s Intrust Super’s priority to ensure that they can access the financial education and resources they need to improve their financial

COVID-19 early release claims to our members, totalling

health and maximise their savings. Our team has been running

approximately $261 million. The bulk of applications received

educational seminars for hospitality staff, to help them think

were from hospitality workers. What’s now important is that we

about what’s next for their super and learn about the strategies

proactively work with these members and help them rebuild the

that could help their savings recover. We’ve also been offering

savings they had to rely on to get through this period.

hospitality businesses free Super Health Checks for their

Are you concerned about the long-term affects on super balances of the ERS scheme?

What’s most important is that our members could safely access

staff, regardless of their super fund, to help them review their position by considering their fees, investments and checking their insurance cover. And of course, we also have our financial

the funds they needed to navigate this difficult time. Our priority

planning service, available online, over the phone or in person

has always been their best interests, and their financial wellbeing.

through Intrust360°.

12 | Australian Hotelier

We have been helping Australian hotels throughout uncertainty and into recovery.

For a FREE Super Health Check for you and your business, contact our service team: service@intrust.com.au I 0448 528 647

The Super Health Check service is available even if you’re not an Intrust Super client.

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

(l-r) Mark, Kaine and Wayne Bayfield

Securing the family business When building a family-run pub empire, it’s important to plan for succession, as Brydie Allen finds out.

THE FAMILY-RUN pub is an iconic

Hospitality in South Australia, have been

“There is nothing in writing as such

cornerstone of Australia’s hospitality

operating pubs for almost 80 years. They

but the succession of the business has

industry. Publicans in the sphere often

finalised their succession plan earlier this

always been in the forefront of planning

note the value and positive sentiment of

year, and director Lisa Matthews said it’s

since Pop (Neville) walked into Dee Why

working as a family, and some of the most

enabled them to think strategically for

Hotel with Dad (Wayne) in 1977,”

successful groups in the country have

the long-term.

Bayfield said.

family ties at their core.

But business is rarely easy, and family

“Every business needs a succession

Regardless of method, the importance

plan and the timing was right for our

of planning for future succession cannot

pub groups are no exception. As the group

family. We began these discussions last

be understated. These two families shared

and the family grows and gets older, one

year and have created a good outcome

their learnings via different approaches

of the big question marks is the future.

for our hotels, our family, staff and

with Australian Hotelier, offering great

Succession plans are one thing that helps

customers,” Matthews said.

insight about balancing corporate and

bring an element of certainty into the

A different approach is held by the

family life in the industry.

equation, especially as new generations

Bayfield family, of Bayfield Hotels in

and non-family members join the business.

NSW. While they don’t have as formal

What succession looks like

a plan as the Matthews, COO Kaine

“Matthews Hospitality has been fortunate

family succession plans, but what is key

There’s no ‘one size fits all’ approach to

Bayfield said their strategy helps family

in our success across four generations

to most of them is the continuation of a

members learn to manage a successful

of the Matthews family. Our succession

successful business as the family legacy.

business and continue the group

plan has been designed to strengthen

generations into the future.

and build on this for future generations

The Matthews family, of Matthews

14 | Australian Hotelier

SUCCESSION PLANNING

provide our communities with great venues where they can connect with family and friends – and to ensure our family business structure continues to support this.”

As a group, Bayfield Hotels is younger than Matthews Hospitality, but shares that same goal of passing down values through the family.

Bayfield said after his father Wayne and grandfather Neville first started in the industry, his uncle Mark then joined. That was the beginning of how the family learned and grew in the industry together.

“Mark and Dad managed the pubs and learnt every aspect of the hotel.

Three generations of the Bayfields have run their hotels since 1977

Pop then led by example in passing on his business acumen to Dad and Mark

while maintaining 100 per cent family

so they would learn how to take on the

ownership,” said Matthews.

business in later years,” Bayfield said.

The recently finalised plan sees

That’s where innovation comes from – from sending each

Bayfield’s mother Sharon,

Matthews and her brothers Scott and

grandmother Pam and aunty Yvonne

Ward acquire seven of the nine hotel

have also worked in the business over

venues and other assets owned by the

the years, as has his own generation

group, while retaining the company

and their spouses, including Bayfield’s

name and brand. Meanwhile, Lisa’s

own wife Vanessa who currently does

uncle Guy and cousins Shaun, Brett

the group’s marketing.

and William are acquiring the Flagstaff and Mansfield Park Hotels.

Matthews and brothers Scott and Ward have also now moved out of

“As with Mark and Dad, my generation was never forced to work in the pubs but the option was always there.”

One of the important elements

generation out into the

operations to provide leadership on

of the Bayfield succession plan is

world to learn what

the Matthews Hospitality board, while

to “understand every aspect of the

non-family member Andrew Kemp

business.” Bayfield also says before

has been moved from Group General

one can get to a level like he currently

Manager to CEO.

holds as COO, the family member

they’re good at and passionate about, and to bring those learnings back to the business.

Lisa Matthews, Matthews Hospitality

Through implementing this plan,

needs to learn different sides of the

Matthews said they have learned the

business to ultimately comprehend

importance of remaining true to their

how it operates as a whole.

vision and values, while also reaffirming their passion for the industry.

“Matthews Hospitality has a proud

Planning for the future As time goes on and a group grows

family history, legacy and values, and

and develops, the family at its

we have designed our succession plan

heart plans not only for succession

to preserve and honour these qualities

from within, but also externally.

for future generations,” she said.

Balancing this corporate structure

“Developing a succession plan has

with family objectives is vital for the

encouraged us to focus on our culture

plan to actually be successful from a

and why we exist as hoteliers – to

business standpoint.

September 2020 | 15

SUCCESSION PLANNING

Advice for creating your succession plan Australian Hotelier asked Matthews Hospitality and Bayfield Hotels what advice they have for families thinking about their succession plan for the first time.

Kemp said everyone involved needs a clear understanding of the business vision and must all truly push in that direction.

“You don’t always have the skills and expertise in the family, so you need to recruit to fill in the gaps. Having open and honest dialogue across the ownership group and an absolute commitment to make decisions in the best interests of the business will enable success.”

Bayfield described an informed yet flexible approach, distilled into the following four ‘most important ingredients’: 1. Education 2. Play to your strengths - do what you are good at and seek assistance in areas you are not 3. Do not put pressure on family members to work in the family business 4. Be flexible - plans change, you need to be ready to adapt.

Matthews Hospitality’s CEO Kemp

(l-r) Siblings Lisa, Scott and Ward Matthews with CEO Andrew Kemp

“The balance has never been an issue

– from sending each generation out into

might not be part of the family by blood,

as the non-family members have always

the world to learn what they’re good at

but being connected to their goals and

complimented the team and have been

and passionate about, and to bring those

values helps him and the group overall

long-term employees and many of them

learnings back to the business.”

create this balanced structure.

become part of the family by default,”

“It’s important to balance the priorities of family with decisions of a more

Bayfield said.

Also important when planning for the

The younger generation at Bayfield Hotels is also encouraged to seek their knowledge from a range of sources that

corporate nature. To have a blend of

future is setting up the youngest generations

may help them decide if they want to join

both family and business is incredibly

for the greatest chance at success in the

the family business.

powerful,” Kemp said.

business, which Matthews Hospitality have

“Matthews Hospitality has an extensive history, strong culture and clear vision

built into their succession strategy.

“We love having family involved in

Bayfield said they advise a broad approach to education and: “If you then find something you enjoy or are better at,

extending over four generations, creating

Matthews Hospitality. We also understand

you can focus on this further down the

an amazing opportunity to shape the

that it is to the betterment of the business

educational track.”

business for the future. It also requires

and also the personal development of

a laser-like focus across an extended

family members to build their skills

Matthews Hospitality and Bayfield Hotels

stakeholder group.”

externally first,” Matthews said.

succession plans are all about investing

Bayfield Hotels too has non-family

“A few years ago we included in our

With all these elements in mind, both

in the future of the group and the legacy

members in management, including Andy

family constitution a recommendation that

of the family. They show the importance

Gerry who runs their off-premise sector

family members seeking future leadership

of finding a succession strategy that is

and has worked for the group for 26

positions within Matthews Hospitality

balanced with outside influence, and

years. Bayfield said long-term connections

must gain outside career experience.

suited for the needs of both the business

like this make things seamless.

16 | Australian Hotelier

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In good spirits Morale may be low in Victoria as the state endures its second lockdown, but the executive team at Zagame Corporation is making sure it keeps up the positivity for staff.

18 | Australian Hotelier

HUMAN RESOURCES

THE FIRST week of the Stage 4 lockdown was a busy time for Melbourne pub operators, including Zagame Corporation, as they figured out what business operations would like under the new restrictions. While many operators were somewhat prepared by both the 23 March lockdown and the stage 3 restrictions they had been enduring beforehand, the new headache surrounded work permits.

Any business that required its staff to work away

Zagame hotels are currently operating via a takeaway and delivery model

from home, would need to arrange individual work permits for each team member, and could face harsh new penalties if those permits weren’t arranged swiftly.

By operating via a takeaway and delivery model, Zagame Corporation had to organise work permits for staff members across five venues – depending on the venue, this could be anywhere between 4-20 staff per day. The payroll and HR teams worked well into the early hours of the morning in those initial days to ensure that all staff has their permits ready to go. They even made use of an app to make sure their roster of shifts was easily accessible, to ensure they are covered if they are questioned by police. At a time where every step out of the house is fraught, the Zagame team has ensured that their staff don’t have to worry about heading into work.

NEW SKILLS AND A NEW WAY OF THINKING

Group executive chef Chris Bonello

With trade reduced to retail, takeaway and delivery, Zagame Corporation operations manager Chris Christou says new ways of engaging with customers is crucial, and getting your staff on board with this new way of thinking is key.

“For us, customer and staff engagement is very important. And we’re doing that through different marketing streams that we’ve never used before.

That’s through things like Uber Eats and YouTube channels, and just understanding that digital space of impressions and returning customers, and conversion rates.”

Where before the team were concerned with getting customers in the door, moving them through different parts of the venue and then getting them to return, now it’s about getting them to buy takeaway and remain engaged with the venue even when they can’t be on the premises. A big part of the answer lies in staff looking to their own lives during lockdown and their needs.

Staff are remaining engaged by upskilling throughout the lockdown period

September 2020 | 19

HUMAN RESOURCES

“How can we make a customer’s life easier?

We’re just leveraging on the things we’re dealing with as well. What would make our lives easier and how can Zagames help?” suggests Christou.

Part of this new way of thinking and operating is learning new skills – something which the group has encouraged to keep staff engaged throughout the crisis.

“Obviously with reduced resources in our business – in every business – people are learning new skills.”

The group has engaged with a training app to keep staff working and learning, and remains invested in the process.

STAFF MORALE Staff wellbeing has been key to getting Zagame’s venues through the uncertainty of the last six months, and is seen as crucial to get the business in a good position at the end of this crisis.

“We’re in a situation we’ve never been in before, and our strategy at the moment is trying to be the best, and trying to provide the best outcome for the cards you’ve been dealt. The most important thing to achieve that is keeping our staff morale up, to put us in a better position when we reopen, whenever that is,” states Christou.

How can we make a customer’s life easier?

We’re just leveraging on the things we’re dealing with as well. What would make our lives easier and how can Zagames help?

Chris Christou, operations manager

Rather than getting bogged down in all the anxiety and uncertainty of the current situation, management has ensured that staff are focused on the positivity of what they’re doing, and building camaraderie between the team.

The group now has a private Facebook group where staff, including COO Jackie Booth, post updates and lots of engaging tidbits. The group is nearing its 50th anniversary and as such, they’ve been using the Facebook platform to post old photos of the group, and highlight team members who have been with Zagame Corporation for quite some time.

“We’re just creating a positive outlook on what is a pretty crappy situation,” explains Christou.

Where people are currently inundated with bad news at every turn, Zagame Corporation is making sure that work is a safe haven away from all of the negativity.

“Staff go home and have to deal with their financials and their mental health, and so to us coming into work should be the opposite, and that’s what we’re trying to work on with our team.”

20 | Australian Hotelier

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TAG DESIGN & BUILD

Two venues in one A major renovation of the Longueville Hotel creates a second venue space behind the pub, while also taking its style to a new level of excellence.

ABOVE: The Villa at Longueville Hotel Images courtesy of Paul Kelly Design RIGHT PAGE, TOP TO BOTTOM: A Palm Springs aesthetic served as the inspiration for The Villa A kiosk-style bar serves up a more cocktailbased offer than inside the hotel Longueville Hotel’s new public bar The majority of the furniture in the venue has been custommade in Sydney and Melbourne

GRAHAM CAMPION’S family have owned the

loving venue to create a more upmarket, female-

Longueville Hotel on Sydney’s Lower North Shore,

friendly space that was reflective of the Lane Cove

since it was built in 1929 – back when it was a Tooth

community and demands. Enter The Villa, an

& Company hotel. In almost a century, the hotel

outdoor balcony space that has been transformed

has evolved with the times and the demographics

into its own venue within Longueville Hotel.

of the area. This latest renovation of the hotel is no different, with Campion wanting to bring the venue

The Villa

up to and exceed the expectations of patrons, and

While the main part of Longueville Hotel needed

the standard set by the industry.

some operational overhaul as well as some

The last time the hotel had a major renovation was 15 years ago, when a terrace was added at the

separate concept so as to create a second venue

back of the hotel. A decade ago, a smaller internal

within the hotel offer, that offered something more

cosmetic upgrade took place, with the help of Paul

chic and female-friendly. It’s the kind of outdoor

Kelly Design. Kelly and his team were on hand to

cocktails experience that well-to-do residents of

help with this latest major renovation, which has

the area would enjoy if they wanted an entertaining

been in the works for about 18 months.

experience that was a bit more high-end than a

“It was due for a renovation. Being a commercial space, a hotel, it gets a lot of foot traffic, a lot of wear

classic pub offering. Hence, The Villa was born.

“There are two key features. One is the circular

and tear. And also, as important as that, it’s about

pergola area that houses a gas firepit. It’s a really

keeping up with industry standards and the demands

cool firepit with crystals inside of it. There’s also an

and expectations of customers,” explains Campion.

outdoor bar which is in a kind of kiosk-style set-up.

One major motivation behind the renovation was to move away from a very masculine, sports-

22 | Australian Hotelier

beautifying, the rear balcony was given its own

It has a beautiful selection of really demographicspecific drinks. Lots of Campari and different

DESIGN & BUILD

products that you don’t buy from the main bar inside,” explains Kelly.

While The Villa is an outdoor space, it also has a fully retractable roof so that the space can be used year-round, regardless of the weather. A white and pastel colour palette, custom neon signage, hanging plants and hidden sound system make it a luxe space for a crowd and operator that is well-versed in design.

Campion says by creating The Villa offering the hotel can attract an additional demographic as well as a different kind of entertainment experience that locals are after. Not only does the hotel compete with other pubs in the area for market share, but The Villa allows the venue to also compete in the small bar market.

“We’ve got this venue in a venue that we can promote and market separately from the Longueville Hotel. It becomes The Villa at the Longueville Hotel. And just to have that sort of separation for people can make them feel a bit more comfortable. Theoretically they don’t even have to go into the hotel to go to The Villa,” states Campion.

Palm Springs style The new aesthetic for both The Villa and the Longueville Hotel is reminiscent of the high-end design associated with Palm Springs and Los Angeles, a contemporary take on the mid-century look.

Both Kelly and Campion love Palm Springs, and felt it was a great fit for the design-loving community of Lane Cove.

“We both agreed on a direction that it should be something that was fun, light and not a typical pub interior. Something that would match the residents that didn’t live in a typical suburb,” states Kelly.

As the base of the look, a terrazzo floor tile was used throughout the entire venue, including The Villa. The internal bar has gone for very classic finishes: solid timber, brass footrails, and a back bar with a mirror display that really showcases the products, including the focus on craft beer within the hotel.

The other spaces of the hotel use colourful and durable wallpaper, and a lot of custom-designed furniture pieces made in Melbourne and Sydney, wicker pieces and custom carpets. Every detail has been thought through, to create a unique and high-end space.

“Some of the light fittings and pendants are classic pendants in the dining room made from spun marble lights.

It’s a complete spin-out to hang a piece of marble above your head with a light hanging out.”

And while the aesthetic is a very distinct one, both Kelly and Campion have made sure that the foundations are classic enough that it would only take a very superficial change in the long-term to make sure that the look doesn’t date.

Besides the cosmetic works, the renovation also improved

September 2020 | 23

DESIGN & BUILD

some operational facets of the venue, including upgrading the electrical system, air conditioning, sound system and beer lines. Two news bars were added to the venue, the bathrooms were redone, and the façade was also attended to.

Reaching potential The majority of the Longueville Hotel’s renovation was completed one week before Christmas 2019, and with trade petering off industry-wide in February, the month of January seemed to serve as

team waits to be able to build activations around

a soft launch of the venue, which was well received.

attracting more people to the venue.

“We did trade quite well, it was quite a novelty,

In the meantime, the hotel is doing well with two

the new kid on the block. We had a lot of people

time slots for dining, as well as space for walk-ins.

coming to have a look, to have lunch or dinner, and

It generally operates at capacity from Thursday to

it was well received by locals,” stated Campion.

Sunday, and has repeat bookings from groups that

Then of course, the 23 March shutdown happened. And while the hotel recommenced

make an effort to dine at the pub once a week.

The hotel staff has also packed up some of the

in trading in early June, Campion says the new

new furniture to create more space between groups.

iteration of the pub, has yet to reach its full potential.

While COVID-19 has meant that the hotel isn’t

While part of the transformation of the balcony

bustling the way Campion first expected it would be

space almost doubled its capacity, The Villa has

when undertaking the renovation, he’s assured by

yet to be able to get anywhere near those numbers.

the way people have reacted to the revamp under

In accordance with the 4sqm rule, the entire hotel

the current circumstances.

currently has a maximum capacity of 175 people, when it would normally be closer to 500.

Social media and other marketing campaigns for

ABOVE: Longueville Hotel’s facade was also refreshed, while retaining its heritage status

“We’re lucky in that regard, we’ve still got foot traffic, whether it’s walk-ins or bookings. We’re all in it together, so I can’t complain under the

both The Villa and Longueville Hotel are currently

circumstances, but it’s yet to realise it’s full potential.

in a bit of a holding pattern, as Campion and his

But we’re doing it to the best of our ability.”

A picture is worth a thousand words There’s nothing like word of mouth to get people into your venue, and good social media images from your patrons is the best free marketing you can ask for. As such, this was considered when adding the last final touches to the new look of the venue.

“We always had the idea of how Instagrammable it would be,” states Campion.

Kelly says all those little details were an extra layer of the design thought out to make it a really comprehensive concept.

“This project has a further layer [of design] which is all the styling, art work, all the plants and knick knacks, and all the branding and uniforms. Eveyything has been choreographed by us for this project.

“For people who want to spend a lot of time in the venue, there’s a lot of things to see. Every time you go you’ll see something different.”

24 | Australian Hotelier

61 2 9660 8299 paulkellydesign.com.au

Longueville Hotel

TALES FROM THE TOP

Cleaning more crucial than ever As venues manage the safe return of staff and patrons into their spaces, health authorities are stressing the importance of cleaning and hygiene to prevent the resurgence of coronavirus.

WITH STAFF and patrons

that should underpin a

coming in and out of a

COVID-Safe cleaning

pub, and having so many

program:

communal touchpoints,

1. Set protocols for

many operators are now

cleaning high touchpoints

wondering which surfaces to

A high touchpoint (HTP) is

3. Ensure sufficient quantities of cleaning tools Using reusable cleaning tools on multiple touch points carries a significant risk of cross-contamination. In a hospital setting, disposable wipes are commonly

clean, and how often; which

a surface that is frequently

used with one wipe per surface. However

disinfectant methods are

touched by many hands,

single-use wipes are usually too expensive

and at higher risk of

for a community setting.

the most effective and safe to use; and how to convey

Bridget Gardner, director, HPC Solutions

contaminating hands. HTP

“Non-healthcare facilities should

to both staff and patrons that the venue is

protocols need to identify three key aspects:

implement a colour-coded system for

safe to enter.

the HTPs, the cleaning methodology, and

each area of the facility, calculate the

the frequency of cleaning.

quantity of cloths according to the

Bridget Gardner, cleaning specialist and director of HPC Solutions, has created the

“Spend time observing how people use

number of high touch points, and develop

Guide to Cleaning for COVID-19, which

your building. For example, people do not

procedures for carrying, storing and

turns government and health authority

always use the push plate of a bathroom

laundering your cloths on-site.”

guidelines into actionable advice. With so

door and instead push above or below it.

4. Validate the cleanliness of HTPs

many new products and information being

Also keep in mind that not every touched

Gardner suggests that the two most

released on how best to curtail the spread

surface is called a high-touch surface.

relevant methods of validating the results of

of the coronavirus, it can be hard to know

Identify the critical points which are those

preventative cleaning are UV Fluorescence

what to implement in your venue.

at most risk of spreading contamination.”

and Adenosine Triphosphate (ATP) testing.

“A plan to clean surfaces must form part of every building’s COVID-Safe Plan, however there is a lot of conflicting

2. Check disinfection methods are evidence-based and compliant According to Gardner, disinfectants

“This is not the time to rely on subjective, visual assessment. Both UV fluorescence and ATP testing need to be

information about how best to do that.

for touch points must be antiviral and,

conducted using auditing protocols by

There’s no point throwing money at

if possible, ARTG-registered as effective

trained personnel to ensure accurate and

increased hours and sanitisers if you have

against COVID-19.

reliable results,” said Ms Gardner.

no idea whether they are successfully removing the risk of infection.”

Developing a preventative cleaning program Gardner has outlined four key strategies

26 | Australian Hotelier

“Disinfection is a process, not just

“The cleaning of high touch points is a

a product. The process needs to be

critically important component to keep

considered in its entirety: cleaning the

a venue COVID safe, but it is equally

surface first, the method of application,

imperative that both cleaning and testing

the tools used, and the time the

are carried out correctly otherwise it could

disinfectant stays wet on a surface.”

be creating a false sense of security.”

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