15.06.2021 Views

HSA June 21

Create successful ePaper yourself

Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.

THE OFFICIAL PUBLICATION OF THE AUSTRALIAN HOTELS ASSOCIATION (SA BRANCH) JUNE 20<strong>21</strong><br />

COMBAT THE<br />

SKILLS CRISIS<br />

Years Serving the<br />

SA Hotel Industry<br />

WWW.BOYLEN.COM.AU<br />

WWW.AHASA.ASN.AU


We’re Here for You<br />

Our industry faces an unprecedented challenge<br />

in COVID-19. We’ve developed a central Resource<br />

Hub to help our communities navigate the sea of<br />

information and find the critical resources that can<br />

help them to weather this storm. The Hub is for<br />

everyone – it’s free and you don’t need to sign up<br />

for anything to access it.<br />

perks.com.au/covid19<br />

(08) 8273 9300<br />

2 | Hotel SA | W W W . A H A S A . A S N . A U Back to Contents


C O N T E N T S<br />

JUNE 20<strong>21</strong><br />

19<br />

Hotel Manager Q&A<br />

Kingsley Smith of the Yankalilla Hotel.<br />

14<br />

Skills Crisis: 36 Ideas to Help Find Staff<br />

Staff shortages are a major problem for many hotels in both the metro and<br />

regional areas of South Australia. For many owners and managers, it’s their<br />

number one problem. There are many accounts of venues receiving little or<br />

no interest in job ads, while those that do apply lack the required skills.<br />

20<br />

Don’t Get Caught Out –<br />

Getting it Right With Salary<br />

Arrangements<br />

There are many benefits associated<br />

with an employee and employer<br />

entering into a salary arrangement.<br />

I N T H I S I S S U E<br />

04 From the President<br />

06 From the General Manager<br />

08 One for the Road with Vaughany<br />

10 Regional Meetings<br />

12 Why One Bookkeeper Could Cost<br />

You More Than a Team<br />

14 Skills Crisis: 36 Ideas to Help<br />

Find Staff<br />

19 Hotel Manager Q&A: Kingsley Smith<br />

20 Don’t Get Caught Out – Getting it<br />

Right With Salary Arrangements<br />

24 Funding for Electric Vehicle Chargers<br />

26 AHA|SA Partner News<br />

27 Hotels Praised for Embracing FRT<br />

28 AHA|SA Corporate Partner Directory<br />

29 AHA|SA Corporate Partners 2020-20<strong>21</strong><br />

30 AHA|SA Office Holders and Publishing<br />

31 Gaming Care<br />

27<br />

Hotels Praised for<br />

Embracing FRT<br />

The State Government has praised<br />

hotels for the take up of Facial<br />

Recognition Technology.<br />

W W W . A H A S A . A S N . A U | Hotel SA | 3


Years Serving the<br />

SA Hotel Industry<br />

From the President<br />

DAVID BASHEER – AHA|SA PRESIDENT<br />

Moving Forward, Not Backwards<br />

The AHA|SA has launched an extensive campaign<br />

urging all South Australians to continue to scan into<br />

venues.<br />

Looking at what unfolded in Victoria simply reinforces<br />

our continual vulnerability.<br />

QR scanning is critical to allow contract tracers to<br />

quickly track any outbreak, keep South Australians<br />

healthy and, in turn, it helps keep our businesses open<br />

and our jobs in place.<br />

It has been 12 months since our tentative reopening.<br />

Can you remember when we celebrated being allowed<br />

10 people in our pubs?!<br />

We still ride the roller-coaster, as the following facts<br />

starkly illustrate:<br />

1. We were told in late April last year that downloading<br />

the COVID-SAfe app was our ticket to normality.<br />

2. Then it was adhering to the various restrictions.<br />

Some of those restrictions we understood, others<br />

made little sense. Many seemed too onerous.<br />

Yet we did what we had to for the good of all<br />

South Australians.<br />

3. In August we had COVID-SAfe marshals imposed<br />

upon our business. We were assured that was our<br />

ticket to freedom.<br />

4. Before the November lockdown, that changed, and<br />

it became QR codes.<br />

5. Now we have learnt our return to normal trading will<br />

be governed by how many people get vaccinated.<br />

SAPOL has been consistent in its view it is QR codes<br />

that are the most important weapon to allow business<br />

to return to normal. We will continue to back SAPOL’s<br />

initiative. It is a simple obligation that has very real<br />

benefits.<br />

Please encourage your staff and patrons to stay<br />

vigilant on this.<br />

Additionally, in March and again late last month the<br />

national AHA wrote to the Prime Minister and national<br />

cabinet seeking a targeted, coordinated assistance for<br />

businesses and employees forced to close due to any<br />

snap lockdowns, such as we saw in SA in November.<br />

We cannot be caught in a stand-off between a State<br />

and Federal Government, as has occurred most recently<br />

in Victoria.<br />

A more liberal definition of a hot spot needs to be<br />

agreed upon. Clearly, the best result is for whole<br />

cities and states not to be locked down in the first<br />

place. Keeping the doors open is the best support for<br />

businesses such as ours.<br />

4 | Hotel SA | W W W . A H A S A . A S N . A U Back to Contents


Click here to<br />

watch video<br />

SKILLS SHORTAGE<br />

The skills shortage is fast becoming a major handbrake<br />

on our businesses and the problem is escalating.<br />

It was a problem pre-COVID-19, but when we were<br />

forced to shut down, employees moved into other<br />

sectors that weren’t shut down and many have not<br />

returned. Our people have disappeared.<br />

The issue right now is getting both quantity and quality<br />

of staff. As the feature on page 14 reports, we are<br />

suffering because of the lack of overseas students and<br />

backpackers. We have also seen a change in our pool of<br />

staff that are undertaking tertiary staff. They can now<br />

watch lectures online at a time of their choosing, which<br />

means the necessity to ‘study during the day/work at a<br />

pub during the night’ is no longer required.<br />

The feature gives some fresh ideas on how to attract<br />

the staff you need.<br />

In addition, I would urge you to speak with your local<br />

member at every opportunity so that they understand<br />

the severity of the problem and the need<br />

for government action.<br />

GAMING MACHINES: TIME TO CHANGE<br />

Way back in 2005 the then Rann Government<br />

compulsory lowered the number of gaming machines<br />

from pubs as a harm minimisation measure. Clubs<br />

were exempt.<br />

History proved it was a measure that wasn’t grounded<br />

in solid facts; it was just an action that would gain an<br />

easy headline.<br />

That was the birth of the trading round system that<br />

allows venues to buy and sell gaming entitlements.<br />

By any measure, it has been a total flop.<br />

It is time to remove the bureaucracy and let private<br />

enterprise take over. We can already buy a hotel<br />

- complete with the liquor license and gaming<br />

entitlements - privately.<br />

The time is overdue to allow venues that hold a<br />

gaming licence to trade entitlements between each<br />

other, with the role of the bureaucracy restricted to<br />

approving the process just as it does with other license<br />

transfers. This would suit business and trigger activity<br />

to allow the remodel of the remaining (approx) 700<br />

gaming machines and put a stop to that flawed policy<br />

of removing 3000 machines from the hotel sector.<br />

David Basheer, AHA|SA President<br />

Back to Contents W W W . A H A S A . A S N . A U | Hotel SA | 5


Years Serving the<br />

SA Hotel Industry<br />

From the General Manager<br />

IAN HORNE – AHA|SA GENERAL MANAGER<br />

Show Us Your Tick – AHA|SA Launches<br />

QR Check In Campaign<br />

As the President has highlighted in his column, the<br />

AHA|SA has recently launched a campaign to increase<br />

community support and cooperation around QR check<br />

in at hospitality businesses.<br />

Show Us Your Tick is an education campaign aimed at<br />

hospitality businesses and their patrons, highlighting<br />

the importance of checking in whenever visiting<br />

hospitality venues.<br />

Customer QR check in is the single most important<br />

thing that people can do to assist South Australians to<br />

enjoy a restriction free lifestyle. Why?<br />

Checking in to a venue provides SA Health with the<br />

assurance that contact tracers can quickly identify<br />

close contacts in the event of an outbreak, keeping<br />

South Australian’s safe, and businesses open.<br />

The clear message to consumers is when visiting a<br />

local hotel, don’t be offended if staff ask you to show<br />

them your tick. It is our way of ensuring that we are<br />

working together to protect South Australians’ health,<br />

jobs, and businesses.<br />

There is no doubt that South Australia has done<br />

incredibly well in our response to the pandemic, and<br />

the community has always done its best to comply<br />

with government restrictions so let’s encourage our<br />

customers to keep up the good work and make sure<br />

all patrons check in when we are out supporting their<br />

favourite venues, and let’s see the industry return to<br />

restriction free trading as soon as possible.<br />

“Customer QR check in is<br />

the single most important<br />

thing that people can do...”<br />

This campaign is about satisfying SAPOL that<br />

QR Scanning is strongly supported by hospitality<br />

customers, and therefore providing them with the<br />

comfort to continue to allow us to trade at 75% capacity<br />

and move to 100% capacity in the foreseeable future.<br />

The recent interstate experience in Victoria as a result<br />

of their sudden 7-day lockdown has found that many<br />

hotels and hospitality venues were sadly lacking in their<br />

QR check in compliance, and therefore compromising<br />

the efforts in that State to trace the close contacts of<br />

those tested positive within the community. Of course,<br />

the Victorian Government also shares in the blame for<br />

failing to implement a single regulated QR scan system<br />

until last week.<br />

Courtesy of the SA Centre for Economic Studies, we<br />

in SA know the consequences of lockdowns - the<br />

November 2020 three-day event cost the SA Hotel<br />

6 | Hotel SA | W W W . A H A S A . A S N . A U Back to Contents


Click here to<br />

watch video<br />

sector in excess of $100 million. It is estimated that<br />

the cost to the Victorian economy of their latest<br />

closure will exceed $1 Billion.<br />

So please take the time to share campaign<br />

information with your staff and encourage them to<br />

ask patrons in a polite and positive manner if they<br />

have checked in – this approach is now the ‘norm’ in<br />

NSW and Queensland and compulsory in Victoria.<br />

What you can do to make it absolutely easy is ensure<br />

that your venues QR code is displayed in multiple<br />

places in addition to entrances. Why not place them<br />

on every table, on bars, on the back of toilet doors, on<br />

rest room mirrors.<br />

We can only expect to retain and improve trading<br />

conditions if we demonstrate a commitment to<br />

making QR scanning work. We really need members<br />

support to protect SA businesses and SA jobs. The<br />

Show Us Your Tick resources can be found on the<br />

AHA|SA website. The AHA|SA has distributed Show<br />

Us Your Tick posters to member hotels to display in<br />

their venues.<br />

Ian Horne, AHA|SA General Manager<br />

SA hotels are working hard to comply with QR check in requirements.<br />

Show us your tick to help us protect South<br />

Australians’ health, jobs and businesses.<br />

Back to Contents W W W . A H A S A . A S N . A U | Hotel SA | 7


O N E F O R T H E R O A D W I T H V A U G H A N Y<br />

Scott’s Spot<br />

Hello all and welcome to the <strong>June</strong> edition of Scott’s<br />

Spot. This month’s edition will cover the usual short<br />

stories and photos that have occurred over the last<br />

month.<br />

REGIONAL MEETINGS<br />

There were two bumper Regional meetings held<br />

throughout May, with attendances for both the South<br />

Coast Hills and Gawler & Barossa nudging 70, which<br />

must be extremely close to a world record for both of<br />

these areas. A massive thanks to the Murray Bridge<br />

Hotel and the Vine Inn Barossa for hosting the<br />

events, along with all the members and corporate<br />

partners who attended. Based on attendance levels,<br />

there is an appetite to socialise and the chatter and<br />

noise during both lunches was just a beautiful thing!<br />

AHA|SA OFFICE NEWS<br />

Stories on the office front have been on the quiet side<br />

this month, however a disturbing note was dropped on<br />

my desk this morning regarding Owen Webb’s sense of<br />

direction.<br />

It you are driving out of Murray Bridge back to Adelaide<br />

it is nearly impossible to get lost, or so you would think.<br />

Either take Adelaide or Swanport Road which leads to<br />

the freeway, load up the travelling music on Spotify and<br />

hit cruise control.<br />

Well not so on the day of the Regional at the Murray<br />

Bridge Hotel for Owen. All started well as he headed out<br />

on Swanport Road, however he missed the right-hand<br />

turnoff under the bridge. Seeing the Swanport Hotel<br />

to his right, Owen recognised his error - which is fair<br />

– however, he then drove back under the bridge after<br />

negotiating a U-turn, missing the freeway turn-off now<br />

on his left for the second time. By the way, the signage<br />

there is not too bad.<br />

By all accounts, Owen who is known for his patience,<br />

was starting to crumble as anger kicked in. By chance<br />

only, he had made his way on to Old Swanport Road<br />

which leads into Adelaide Road and guessed left which<br />

got him directly onto the freeway. I can’t recall anyone<br />

ever getting lost coming out of The Bridge. Love your<br />

work, Owen! As luck would have it, someone who<br />

recognised Owen took a snap while he was negotiating<br />

the map of Murray Bridge.<br />

After the amazing feedback regarding the video<br />

interview with Lynton Cram, I have added a few more to<br />

the portfolio which I will call, “Interview with the AHA|SA”<br />

For this month, see interviews with Andy at the Cudlee<br />

Creek Tavern along with Angie at the Mount Torrens<br />

Hotel . I will be featuring 2 each month so let me<br />

know if you would like to be involved.<br />

<br />

<br />

Following are a few quick snaps over the last few<br />

weeks. I was lucky enough to enjoy a couple of walkthroughs<br />

with the nearly completed Bridgeport Hotel<br />

in Murray Bridge, and the Rezz Hotel in Newton.<br />

At time of writing, both are just weeks away from<br />

completion. I took a couple of snaps, which don’t do<br />

each venue enough justice at all, however I am hanging<br />

for the result with both sure to feature in Hotel SA over<br />

the coming months.<br />

8 | Hotel SA | W W W . A H A S A . A S N . A U Back to Contents


on the road<br />

A quick snap taken by Richard Hamood, Licensee the Rezz from left,<br />

David Johncock Construction Manager, Didier Vollerin, Fred Hamood<br />

and yours truly. Only a few weeks from opening and will be spectacular.<br />

The classic Kentish Hotel on a beautiful late Autumn afternoon.<br />

Thanks to Bridgeport hotel GM, Mary Lou for taking Steve Markham and<br />

myself on guided tour of the unrecognisable Bridgeport Hotel. Spectacular<br />

views, rooms and facilities set to open early <strong>June</strong>.<br />

Looking in from the deck at the Mosaic Hotel .<br />

The classic Kingsford Hotel , Gawler.<br />

Thomas Zinn GM at the truly wonderful Indigo Hotel taken on the<br />

rooftop bar and level 1. Urge all to have a look.<br />

Early evening at the British Hotel , North Adelaide.<br />

Hotel Indigo.<br />

To finish off, I would like to congratulate the Victory<br />

Hotel being named in the top 10 pubs by the sea as<br />

featured in Sunday Mail Escape section back in April.<br />

A fantastic venue with world class views and sunsets.<br />

To Doug, Matt and the team, we raise our glasses!<br />

Bye for now.<br />

Back to Contents W W W . A H A S A . A S N . A U | Hotel SA | 9


R E G I O N A L M E E T I N G S<br />

Thank you to our terrific members for hosting<br />

exceptional regional meetings through May and<br />

early <strong>June</strong>. Thanks to Karen, Nick and the team at the<br />

Murray Bridge Hotel for hosting a superb event on<br />

11 May, to Chris and the wonderful team at the Vine Inn<br />

for a fabulous German style lunch on 25 May, and to<br />

Josh, Megan and their wonderful team at the Marion<br />

Bay Tavern for hosting the Yorke Peninsula AHA|SA<br />

regional meeting on 8 <strong>June</strong>. These meetings were<br />

well attended by members and Corporate Partners<br />

and are a great way for those in the industry to learn,<br />

connect and network.<br />

10 | Hotel SA | W W W . A H A S A . A S N . A U Back to Contents


Regional<br />

Back to Contents W W W . A H A S A . A S N . A U | Hotel SA | 11


Why One Bookkeeper Could Cost<br />

You More Than a Team<br />

Off the back of our article Maximising your Tax<br />

Advantage last month, we’ve had a number of<br />

Publicans enquire about our closing comment on<br />

keeping strong bookkeeping practices in check and<br />

whether this is best done building talent in-house or<br />

out-of-house, especially when faced with the ongoing<br />

challenge of their operation’s needs outpacing their<br />

internal resourcing.<br />

For many organisations, their bookkeeper acts as<br />

a central point for their financial operations ,<br />

regardless of whether they work inside the business,<br />

or are an outsourced supplier. This can take the<br />

form of the business’ bookkeeper having combined<br />

responsibility for specific bookkeeping tasks, and also<br />

crossing over to operation duties.<br />

Whilst this is a convenient way to operate, it can<br />

increase risk as there is a lack of segregation of<br />

duties, plus it often causes inefficiencies. Inefficiencies<br />

can take place where the bookkeeper takes on<br />

responsibilities that should sit with other roles within<br />

the organisation, causing duplications and a lack of<br />

understanding. Segregation of duties can be difficult to<br />

achieve for many operators, so outsourcing is a way of<br />

achieving some segregation and therefore reducing the<br />

opportunity of fraud and increasing the ability to prevent<br />

costly errors. Below are some examples of key financial<br />

areas in a business that should be managed separately:<br />

• Processing invoices and authorising payments<br />

• Ordering, invoice checking and processing<br />

• Credit card access and reconciliation<br />

IS IT TIME TO REVIEW YOUR OPERATION’S<br />

BOOKKEEPING?<br />

Elizabeth Elliot , our Director of Bookkeeping <br />

at Perks shares with us some insight into how to go<br />

about assessing this.<br />

“Before setting down the path of selecting a bookkeeper<br />

for your business, all operators should ask themselves<br />

the following questions:<br />

• When your current bookkeeper is sick or on holidays,<br />

what is the impact on your business?<br />

• If your current bookkeeper were to leave your<br />

business, what would the impact be?<br />

• How many “backups” do you have trained that can<br />

step into the shoes of your bookkeeper for any given<br />

duration of time?<br />

• How many of the following areas below are managed<br />

by the same person/manager?<br />

- Purchases/Accounts payable<br />

- Sales/Accounts receivable<br />

- Payroll<br />

- Bank accounts and reconciliations”<br />

If, like many operators, you find that it is difficult to<br />

succinctly answer any one of the above questions,<br />

chances are that your organisation has a highly<br />

centralised practice of bookkeeping. Whilst at the best<br />

of times this may provide a sense of control, it can<br />

easily derail if the person in question is absent from the<br />

business for any length of time.<br />

HERE ARE SOME OF THE KEY WAYS AN<br />

OUTSOURCED BOOKKEEPER CAN HELP<br />

YOUR BUSINESS<br />

1. Agility for your business<br />

By having well-maintained books and processes,<br />

you will gain a clearer picture on your financial and<br />

operating position.<br />

In addition, by having the added benefit of centralising<br />

your information into a cloud-based system means that<br />

you can access information on your business in realtime,<br />

enabling you to make well-informed decision or<br />

pivot where necessary.<br />

Relationships are also critical to good business<br />

practices. Having an outsourced bookkeeping team<br />

can enable you to streamline your accounts payable<br />

and receivable processes, minimising delays and<br />

keeping you in good standing with your customers and<br />

suppliers.<br />

2. Peace of mind<br />

A robust, well-resourced bookkeeping team should be<br />

able to deliver 365-day year-round coverage to ensure<br />

that your business’ needs are always met. This means<br />

that your business should not be subject to staffing<br />

ebbs and flows, such as annual leave, sick leave and<br />

staffing changes.<br />

3. Fixed costs<br />

With a seasoned bookkeeping team, you should<br />

benefit from being able to negotiate the scope of work<br />

and subsequent fees upfront. In a well-resourced<br />

bookkeeping partner, this means that your supplier<br />

can work on a fixed fee model that suits your business<br />

requirements. Your supplier should also be able to<br />

provide experienced and qualified staff in whom they<br />

12 | Hotel SA | W W W . A H A S A . A S N . A U Back to Contents


invest training and ongoing development at their own<br />

expense. This means that you should no longer have to<br />

worry about bearing the ongoing internal costs of hiring,<br />

training and managing (and paying) bookkeeping staff<br />

because your provider will have it covered.<br />

4. Scalability<br />

An experienced bookkeeping supplier should be<br />

equipped to work with you in any number of ways -<br />

whether it be the full outsourcing of your accounts<br />

and bookkeeping functions, or taking care of a single<br />

component of the bookkeeping function; whatever<br />

suits your overall needs. And if your needs change, your<br />

bookkeeping partner should have the ability to scale<br />

accordingly and in a timely fashion.<br />

5. Easier collaboration<br />

The strength of your team working towards the<br />

common goal of your business is key. Regardless of<br />

whether you use outsourcing to complement your<br />

internal team, a well-established external bookkeeping<br />

team should act as an extension of your team. They<br />

should be able to provide tangible examples and<br />

referees that can attest to how they have helped<br />

alleviate time, divided focus and reduced burden from<br />

the internal staff of other organisations.<br />

It is also critical that your operational bookkeeping<br />

translates seamlessly into the information that your<br />

Accounting Partner requires to meet your business’<br />

compliance and reporting needs. Regardless of<br />

whether your accounting partner sits on the other<br />

side of the country, or next door to your bookkeeping<br />

partner, having your processes and information welldocumented<br />

and organised into an accessible, multiuser,<br />

cloud-based environment means less time spent<br />

(and billed) sorting through the information.<br />

6. More security<br />

The nightmare of all operators is the impact of a<br />

fatal hardware/software/server crash. With so many<br />

businesses storing key information on spreadsheets<br />

and on desktops, the vulnerability to an unforeseen<br />

computer crash is fodder for business nightmares.<br />

Informed, modern, outsourced bookkeeping teams help<br />

to alleviate these fears. Supported through a cloudbased<br />

environment, your day-to-day financial operations<br />

are run and backed up in the cloud. Goodbye local<br />

hardware, software (or personnel) crashes!<br />

Check that the credentials and listed partners of your<br />

bookkeeping team match your expectations of a<br />

supplier that is constantly evolving, staying on top of<br />

the changing technology and qualified to assist your<br />

business get the most out of the available tech and<br />

software. Is your provider a Xero Platinum Partner?<br />

Are they well-versed with MYOB, Quickbooks and<br />

other legacy systems? Without proven experience<br />

with a variety of systems, it might be questionable as<br />

to whether they will be equipped to ensure that your<br />

everyday bookkeeping information is accessible at the<br />

touch of a button.<br />

7. Specialised expertise<br />

If you are going to outsource a function of your<br />

business, you will want to ensure that you have<br />

access to a talent pool of highly skilled bookkeeping<br />

professionals whose key focus is delivering accurate<br />

and timely results for your business. The following<br />

should be queried when looking into a supplier:<br />

• How often their Team Members actively participate<br />

in ongoing professional up-skilling.<br />

• How the organisation ensures that their knowledge<br />

base is up-to-the-minute.<br />

• What are the rigorous standards that they adhere to.<br />

• Who oversees that their standards are assessed and<br />

met, ongoing?<br />

8. Free up your headspace<br />

Finally, no plan for success is complete without a<br />

roadmap to get there. Ensuring that your bookkeeping<br />

processes match your businesses’ needs are critical<br />

in enabling your operation to run as efficiently and<br />

effectively as possible. Experienced bookkeeping<br />

providers should be able to articulate how they<br />

would go about assessing, discussing, designing,<br />

and onboarding processes to (better) support your<br />

business, if needed.<br />

A great bookkeeping team will ensure adherence to<br />

your approved processes, making sure that the right<br />

people are responsible for the right approvals and that<br />

the information they provide gets to the bookkeeping<br />

team in a fast and accurate manner. And the all-critical<br />

on-boarding process should allow for minimal to no<br />

downtime, so that your day-to-day operations are<br />

uninterrupted, and efficiencies felt from day one.<br />

Pat Hodby<br />

Pat Hodby and Tom Paine are Directors at Perks , South Australia’s leading<br />

privately-owned accounting and private wealth firm. They are the driving force behind<br />

the Perks Hospitality specialisation team and have both provided key advisory and<br />

operational support to a number of owner-operators in the sector, ranging from the<br />

structuring of their business, to back-of-house bookkeeping, to the streamlining<br />

and digitization of their support systems. Pat is also an active industry advocate for<br />

publicans and the hospitality industry and owns a successful pub in the Adelaide Hills.<br />

Tom Paine<br />

Back to Contents W W W . A H A S A . A S N . A U | Hotel SA | 13


SKILLS<br />

CRISIS<br />

36 Ideas to<br />

Help Find Staff<br />

Staff shortages are a major problem for many hotels in<br />

both the metro and regional areas of South Australia.<br />

For many owners and managers, it’s their number one<br />

problem. There are many accounts of venues receiving<br />

little or no interest in job ads, while those that do apply<br />

lack the required skills.<br />

COVID-19 has delivered a triple-whammy:<br />

1. During lockdowns, staff that were stood down<br />

found work in other sectors and have not returned<br />

to hospitality. Many have moved into the booming<br />

mining sector.<br />

2. The closure of Australia’s borders virtually closed<br />

the pipeline of staff who are overseas students or<br />

on working holiday visas.<br />

3. A strong rebound after lockdown has led, in some<br />

areas, to record consumer demand that requires<br />

more staff than ever before. For example, a backlog<br />

of weddings and delayed birthday celebrations<br />

added to the pent-up demand of people that had<br />

been confined to home for an extended period.<br />

Better-than-expected economic figures has seen a<br />

fall in unemployment figures for South Australia.<br />

This strength in jobs is the case nationwide, so it is<br />

no surprise to find that staff shortages in hospitality<br />

is an Australia-wide problem.<br />

In fact, staff shortages in hospitality is a global problem.<br />

As one person put it: “Everybody in the world is hiring<br />

at the same time.” Competition for staff is fierce and<br />

not confined to hotels and hospitality. Other sectors,<br />

such as construction, are reporting a similar problem,<br />

where it has been claimed that “for every five skilled<br />

trade workers who leave the industry, only one new hire<br />

replaces them.”<br />

STAFFING HEADACHE<br />

Staff shortages creates many problems for hotels,<br />

including:<br />

1. Paying overtime hurts margins. So does increasing<br />

incentives to attract new staff. (In the UK, restaurant<br />

group Hawksmoor is promoting bonuses scaling up<br />

to £2,000 to their who recommend friends for jobs.)<br />

2. Increased demand on reduced staff numbers<br />

means you run the risk of burn out for existing staff<br />

3. Customer service can suffer, leading to reputation<br />

damage.<br />

4. Hours are being wasted on job search activities,<br />

often with limited return. The ABC quoted one<br />

owner as saying: “"I used to have a lot of people<br />

just walk in looking for a job … at the moment I<br />

have to say, I have zero resumes.”<br />

5. There are reports of hotels and restaurants<br />

imposing caps on numbers because they can’t<br />

get the staff, or closing on certain days.<br />

14 | Hotel SA | W W W . A H A S A . A S N . A U Back to Contents


GOVERNMENT RESPONSE<br />

When you take 115,000 people on working visas out<br />

of the system, there is a clear need for governments<br />

to help solve the problem. Staff shortages don’t just<br />

constrain individual businesses, it is also puts a brake<br />

on economic recovery.<br />

Compounding the problem are reports of a lack of<br />

affordable housing in some country areas, effectively<br />

blocking new employees from relocating.<br />

46,000 hospitality jobs are currently advertised online<br />

but industry leaders say the real shortage may be<br />

much higher. Restaurant and Catering Australia<br />

estimates the number of positions is closer to<br />

100,000.<br />

"We are sick of hearing it's a nice problem to have,<br />

it's actually a bad problem," Hospitality NT CEO Alex<br />

Bruce told the ABC recently.<br />

The Federal Government has temporarily lifted the<br />

fortnightly limit of 40 hours of work for international<br />

student visa holders who have jobs in hospitality<br />

It has also added hospitality to the list of “critical<br />

sectors” for a COVID-19 Pandemic Event Visa.<br />

Temporary visa holders will be able to access the<br />

408 COVID-19 Pandemic Event Visa for a period<br />

of 12 months if they work in the tourism and<br />

hospitality sector.<br />

Some are calling for the government to allow<br />

vaccinated workers to return to Australia, but this is<br />

usually for highly skilled workers, not people who will<br />

cook, serve or clean.<br />

In the USA, where the situation is equally dire,<br />

legislation has been proposed for incentive payments<br />

for people who return to work.<br />

Ideas to Find<br />

č New Staff<br />

Recruitment has become a top priority and hotel<br />

owners and managers have to compete harder for a<br />

reduced pool of staff. Here are some ideas to help:<br />

1. First, stop the drain. Understand why staff are<br />

leaving and be prepared make changes to hold<br />

onto your staff. What are you doing today to make<br />

your venue a great working environment? What is<br />

the biggest complaint from staff that walk out the<br />

door?<br />

2. Know staff shift preferences (e.g. what days and<br />

hours suit them best) and try to deliver on this.<br />

This is often impossible but you can give priority<br />

to your best staff.<br />

3. Pump up your staff social club. Get happy staff to<br />

spread the word.<br />

4. Look beyond your traditional channels to find staff.<br />

5. Hire under-skilled staff and upskill them.<br />

6. Get ideas from others. Hilton DoubleTree in Alice<br />

Springs is flying in staff from interstate.<br />

7. One restaurant has called on extended family to<br />

help out. People in suits during the day are helping<br />

in kitchens when they finish their day job.<br />

8. Country pubs could consider helping with relocation<br />

costs. Or finding accommodation. Offering better<br />

discounts for meals.<br />

9. Country pubs could also look at providing<br />

accommodation. The snowfields fit four or five<br />

workers into a room during the snow season.<br />

10. Make it a topic of conversation with everyone you<br />

meet. ”Turn over more rocks” in your quest to find<br />

your next great employee.<br />

11. Another chain offers $100 gift cards to anyone<br />

who refers an applicant who is employed and is<br />

still employed after 45 days. And yet another venue<br />

provides $150 bonuses with a 90 days caveat.<br />

12. Remember the example of Hawksmoor earlier in<br />

this article? Staff referrals earn a bonus - $365 for<br />

the first, $550 for the next one, and up to $3,650<br />

for five friends.<br />

13. You don’t just have to restrict these types of<br />

schemes to staff. You can make a similar offer to<br />

customers via your email database. It could be a<br />

free meal, gift vouchers etc.<br />

14. Hire a staffing agency. See page 28 for AHA|SA<br />

Corporate Partner Directory.<br />

15. Look at where tasks can be replaced by automation,<br />

freeing up staff to work in other areas. For example,<br />

your online reservation system? Inventory software?<br />

Can you outsource laundry? Rostering?<br />

Back to Contents W W W . A H A S A . A S N . A U | Hotel SA | 15


16. Use social media – both your own posts and paid<br />

advertising. Instagram, Facebook, Twitter and<br />

LinkedIn. Online advertising is quite cheap and you<br />

can set a daily limit. Consider putting a set amount<br />

to this as a trial.<br />

17. For higher tier roles, consider advertising LinkedIn<br />

because of its job seeker reputation. Check out<br />

LinkedIn’s recruiter tool. It uses insights from its<br />

network to provide you with candidates.<br />

20. What’s the most visited page on your website.<br />

Probably your home page. So, put a “We’re Hiring”<br />

feature block on this page.<br />

<strong>21</strong>. What’s the next most popular page? Your menu<br />

pages? Find a way to put a “We’re Hiring” message<br />

on these pages too.<br />

22. Spread the word among local schools and tertiary<br />

education providers.<br />

18. Still on social media, younger staff are guaranteed<br />

to check out your hotel via social media. If you don’t<br />

project the right image, there’s a good chance they<br />

will pass you by and take a job at a more suitable<br />

company.<br />

23. You may be able to persuade an older, experienced<br />

person to come out of retirement for a while. Think<br />

of former employees. You will never know unless<br />

you ask them.<br />

24. Promote from within. Good staff appreciate the<br />

status of a promotion and the opportunity to learn<br />

new skills.<br />

25. Don’t obsess trying to find the perfect candidate.<br />

Get a person with a good attitude and train them.<br />

26. Look outside your traditional pools. For instance,<br />

you could approach a local association for people<br />

from other countries. Many have difficulty finding<br />

work because they lack local networks.<br />

19. Put your best face forward. Include a page on your<br />

website that talks up the benefits of working for<br />

your hotel. Consider setting up a separate website.<br />

Include testimonials (now known as social proofing)<br />

from happy staff. Promote the social life, the great<br />

management, the flexibility etc.<br />

27. How are your job ads looking? Do they have the<br />

right “vibe”? For example, if you are seeking bright<br />

enthusiastic people to work in hospo, make sure<br />

your ads don’t sound like a bank or accountancy<br />

firm.<br />

28. Make sure your job ads “sell” your establishment<br />

and your team. View these ads as “bait” that you are<br />

using to attract good people. Ask your marketing<br />

person to help.<br />

16 | | Hotel SA | W| W W W . A. AH HA AS SA A . A. AS SN N . A. AU U Back to Contents


29. If you have a good candidate in an interview, make<br />

sure you sell the benefits of working for you. Turn<br />

the interview around from getting them to sell their<br />

suitability, to you selling yourself.<br />

“46,000 hospitality jobs<br />

are currently advertised<br />

online but industry leaders<br />

say the real shortage may<br />

be much higher.”<br />

straight away. If you aren’t fast, you risk losing<br />

out to a swifter business facing the same staff<br />

shortage as you.<br />

33. Resist the urge to employ the wrong person, no<br />

matter how desperate you are. The wrong person<br />

will provide a poor customer experience and drive<br />

other staff out the door.<br />

34. How’s your induction? Do you lose newcomers after<br />

they have their first day or night on the job? Do they<br />

feel overwhelmed, unsupported or did you tell them<br />

you were a fun employer but the person doing the<br />

induction comes across as a tyrant?<br />

30. Advertise on an A-frame outside your venue.<br />

31. If you promote that you are a flexible employer,<br />

demonstrate that you are flexible from the outset.<br />

Don’t insist on a set interview period (e.g.. three<br />

candidates on Monday afternoon from 2pm to<br />

3.30pm).<br />

32. If you find a good person, make them an offer<br />

35. This is worth repeating: tap into ALL of your<br />

networks. Social, school, special interest groups …<br />

put the word out and keep asking if people know of<br />

anyone good looking for a job.<br />

36. Your hotel supports many community<br />

organisations, such as the local football and netball<br />

club during winter. Ask them to spread the word, put<br />

up “Work Available” posters etc.<br />

Back to Contents W W W . A H A S A . A S N . A U | Hotel SA | 17


WHEN QUALITY<br />

MATTERS<br />

Contact your local representative<br />

sales.adl@thomasfoods.com<br />

08 8162 8400<br />

thomasfoods.com.au<br />

18 | Hotel SA | W W W . A H A S A . A S N . A U Back to Contents


H O T E L M A N A G E R Q & A<br />

industry insight<br />

Kingsley Smith<br />

YANKALILLA HOTEL<br />

WHAT IS THE TITLE OF YOUR POSITION?<br />

My title is Venue Manager.<br />

WHAT HOTEL/S DO YOU MANAGE?<br />

I manage the Yankalilla Hotel and previously the<br />

Colonnades Tavern for the RD Jones Group.<br />

HOW DID YOU ENTER THE HOTEL INDUSTRY<br />

AND WHAT HAS BEEN YOUR CAREER PATH?<br />

I entered the industry via the Hotel Adelaide as a<br />

maintenance lad changing light bulbs, pool cleaner<br />

and general yard duties. My career path started when<br />

I met the late Mr Richard Jones at the Hotel Adelaide<br />

when he was involved with the venue in the late 80’s/<br />

early 90’s. I was promoted to store person/purchasing<br />

officer for the Hotel Adelaide and then was given a<br />

full time position closer to home (Morphett Vale) at<br />

the Colonnades Tavern in the bottle shop. From there<br />

I worked my way up to become Venue Manager in<br />

2006 and then transferred to the Yankalilla Hotel in<br />

<strong>June</strong> 2012.<br />

DO YOU HAVE ANY FAMILY CONNECTIONS IN<br />

THE HOTEL TRADE?<br />

My aunty and uncle – Judy and Colin Rowe - had the<br />

Lobethal Hotel and then the Duke of Brunswick in<br />

Gilbert street.<br />

WHAT DOES YOUR POSITION ENTAIL?<br />

My position entails managing every aspect of the<br />

hotel, growing the Hotel, managing staff and keeping<br />

the hotel in tip top shape.<br />

WHAT ASPECT OF THIS POSITION IS YOUR<br />

FAVOURITE?<br />

I love being involved in the community and love<br />

the locals.<br />

WHAT IS YOUR LEAST FAVOURITE PART/S OF<br />

THIS ROLE?<br />

Least favourite is the COVID-19 issue, a bad time for all,<br />

people getting angry about being asked to scan the QR<br />

Code or write in a register. Some people just don’t get it<br />

and can be a bit silly.<br />

APPROXIMATELY HOW MANY STAFF DO YOU<br />

MANAGE?<br />

We have 23 staff.<br />

WHO HAVE YOUR MENTORS BEEN OVER<br />

THE YEARS?<br />

My mentor – the late Mr Richard Jones.<br />

WHAT ADVICE WOULD YOU GIVE TO THOSE<br />

LOOKING TO WORK THEIR WAY UP THE HOTEL<br />

BUSINESS LADDER?<br />

My advice is to never knock back extra shifts when<br />

offered, stay committed and show that you want to<br />

learn and are interested in various roles within the<br />

business.<br />

WHAT DOES YOUR FUTURE LOOK LIKE? WHERE<br />

DO YOU SEE YOURSELF IN FIVE YEARS?<br />

The future looks pretty good. The industry is flying<br />

with the travel restrictions keeping everyone at home<br />

for the next few years, I see myself at the Yankalilla<br />

Hotel in the future.<br />

WHAT MAKES YOUR HOSPITALITY OFFERING<br />

DIFFERENT FROM OTHER VENUES?<br />

Our difference is that we are in the beautiful Fleurieu<br />

Peninsula and offer warm and friendly hospitality<br />

within a historic country hotel.<br />

DO YOU HAVE RENOVATION PLANS FOR THE<br />

HOTEL/S IN YOUR GROUP?<br />

Yes, the Group is currently working on plans for the<br />

hotel which will involve a few areas.<br />

Back to Contents W W W . A H A S A . A S N . A U | Hotel SA | 19


AHA|SA MEMBER INFORMATION<br />

Don’t Get Caught Out – Getting it Right<br />

With Salary Arrangements<br />

OWEN WEBB - AHA|SA WORKPLACE RELATIONS MANAGER<br />

There are many benefits associated with an employee<br />

and employer entering into a salary arrangement,<br />

however it is important to ensure that employees enter<br />

into the correct salary arrangement and that they are<br />

classified and remunerated appropriately.<br />

In this article we examine the salary arrangements<br />

under the Hospitality Industry (General) Award 2020<br />

(‘HIGA’), including how to calculate the appropriate<br />

salary level and how to determine which positions<br />

fall under which arrangement to avoid any potential<br />

backpay or underpayment claim.<br />

ANNUALISED SALARY ARRANGEMENTS<br />

(CLAUSE 24)<br />

Coverage<br />

The HIGA contains annualised salary provisions under<br />

Clause 24. Clause 24 applies to all employees other<br />

than casual employees and employees within the<br />

Managerial Staff (Hotels) classification level.<br />

An individual employee and their employer may agree<br />

on the payment of an annualised salary pursuant to<br />

Clause 24, however such an arrangement needs to<br />

be mutually agreed between the employer and the<br />

employee, it cannot be forced upon the employee.<br />

Annualised salary arrangements are suitable for any<br />

positions that fall within the classification levels 1 to 6<br />

in Schedule A – Classification Structure and Definitions<br />

of the HIGA. For example, the annualised salary<br />

arrangement would be suitable for a Food and Beverage<br />

Attendant Grade 3 (wage level 3) position.<br />

Salary<br />

When determining the appropriate salary to pay an<br />

employee under an annualised salary arrangement, the<br />

first consideration for the employer is to ensure that the<br />

employee is paid at least 125% of the minimum weekly<br />

rate that would otherwise be applicable under Table<br />

3-Minimum rates in the HIGA over the year. For example,<br />

the minimum weekly rate for a full-time employee at<br />

the level 3 Food and Beverage Attendant classification<br />

(as at 1 <strong>June</strong> 20<strong>21</strong>) is $832.80. If we add an additional<br />

25%, the minimum salary that would be payable for the<br />

level 3 classification would be $54,132 gross per annum<br />

($832.80 x 52 weeks + 25%).<br />

The annualised salary satisfies the requirements of the<br />

HIGA under clause 28-Overtime and Clause 29-Penalty<br />

rates. However, the second consideration for the<br />

employer is to ensure that the annualised salary does<br />

not result in an employee being paid less over a year (or,<br />

if the employee’s employment is terminated before a<br />

year is completed, over the period of that employment)<br />

than would have been the case if an annualised salary<br />

had not been agreed and the employee had instead<br />

been paid their weekly rate and any other amounts<br />

satisfied by the annualised salary.<br />

So for an employer it is one thing to pay 125% of the<br />

minimum weekly rate, but that does not mean the<br />

employer can simply roster the employee for as many<br />

hours as they like, because the employer still has to<br />

ensure that the employee is no worse off under their<br />

salary arrangement than what they would otherwise<br />

be as a full-time or part-time employee under an hourly<br />

20 | Hotel SA | W W W . A H A S A . A S N . A U Back to Contents


Annual Leave Loading<br />

Employees employed in accordance with the<br />

Annualised Salary provisions under Clause 24 are<br />

entitled to leave loading of 17.5% which applies for<br />

any leave taken and on any unused leave paid out on<br />

termination.<br />

Salary Increases<br />

It is important for employer’s to remember that if they<br />

are paying an employee exactly 125% of the minimum<br />

weekly rate, then the salary will need to be adjusted<br />

each year in line with any applicable wage increase<br />

handed down by the Fair Work Commission (‘FWC’) in<br />

the annual wage review.<br />

rate and in receipt of all award entitlements such as<br />

overtime and penalty rates.<br />

One of the most effective means of ensuring that the<br />

annualised salary paid to the employee is sufficient, is<br />

to cost out an indicative roster for a week to determine<br />

what the employee would be entitled to under an hourly<br />

rate with all of the applicable award entitlements such<br />

as penalty rates and overtime applied.<br />

If the costing out process results in the employee<br />

needing to be paid more than 125% of the minimum<br />

weekly rate then the annualised salary will need to be<br />

adjusted accordingly.<br />

Days off and Public Holidays<br />

Under the annualised salary arrangement under Clause<br />

24, the employee is entitled to 8 days off per 4-week<br />

period.<br />

If the employee under an annualised salary works on a<br />

public holiday, they are entitled to paid time off that is<br />

of equal length to the time worked on the public holiday<br />

or the equal length of time added to their annual leave<br />

entitlement.<br />

Where an employee under an annualised salary<br />

arrangement has a day off that coincides with a public<br />

holiday, they are entitled to one of the following under<br />

clause 35.3 of the HIGA:<br />

• An extra day’s pay; or<br />

• An alternative day off within 28 days; or<br />

• An additional day’s annual leave.<br />

MANAGERIAL SALARY ARRANGEMENT<br />

Coverage<br />

The HIGA also contains a Managerial staff (Hotels)<br />

classification under Schedule A.2.9. The managerial<br />

classification only applies to employees who perform<br />

work in one of the following establishments:<br />

“… Hotels, resorts, casinos, taverns, wine saloons,<br />

wine and spirit merchants retailing to the general<br />

public and other retail licensed establishments in or in<br />

connection with accommodation, with the selling of<br />

drinks, preparing and serving food and drinks, cleaning<br />

and attending to the premises and all other associated<br />

services”<br />

It is important to remember that not all employees can<br />

enter into a salaried arrangement under the Managerial<br />

classification. An employee under the managerial<br />

provisions pursuant to Schedule A.2.9 means a<br />

manager who:<br />

• Under the direction of senior management is required<br />

to manage and co-ordinate the activities of a relevant<br />

area or areas of the hotel; and<br />

• Directs staff to ensure they carry out their duties in<br />

the relevant area or areas of the hotel; and<br />

• Implements policies, procedures and operating<br />

systems for the hotel, and<br />

• Has completed an appropriate level of training in<br />

business management or has relevant industry<br />

experience, including in supervising employees in one<br />

or more areas of a hotel.<br />

An example of a position that would fall within the<br />

classification of the Managerial provisions would<br />

include the Head Chef or a Duty Manager.<br />

Back to Contents W W W . A H A S A . A S N . A U | Hotel SA | <strong>21</strong>


Salary<br />

For the Managerial salary provisions the base salary is<br />

listed under Clause 18.2 of the HIGA, which is currently<br />

$49,883 gross per annum (as at 1 <strong>June</strong> 20<strong>21</strong>). However,<br />

that is a base salary and therefore on top of that the<br />

employer would be required to pay any penalties for<br />

work performed on weekends or after 7pm and also for<br />

any overtime after 38 hours.<br />

As an alternative option the employer can pay a salary<br />

in accordance with clause 25 of the HIGA – Salaries<br />

absorption (Managerial Staff (Hotels)). That requires<br />

the employer to pay a salary of 125% of the minimum<br />

annual salary in clause 18.2 and that salary is (as at 1<br />

<strong>June</strong> 20<strong>21</strong>) $62,345 gross per annum. The payment of<br />

that salary or above relieves the employer from their<br />

obligations with respect to a number of clauses of the<br />

HIGA including:<br />

Clause 15 – Ordinary hours of work and rostering<br />

arrangements<br />

Clause 16 – Breaks<br />

Clause 26 – Allowances<br />

Clause 28 – Overtime<br />

Clause 29 – Penalty rates<br />

Clause 30.3 – Payment for annual leave loading<br />

Clause 35.3 - Additional entitlement for full-timers<br />

where their RDO coincides with a public holiday.<br />

Clause 37 – Deductions for provision of employee<br />

accommodation and meals<br />

THE NEW<br />

& IMPROVED<br />

SERIES<br />

LAUNCHING JULY 20<strong>21</strong><br />

22 | Hotel SA | W W W . A H A S A . A S N . A U Back to Contents


Days off and Public Holidays<br />

Under the Managerial salary absorption provisions, the<br />

employee must have at least 8 days off in a 4 week<br />

period, so they could for example work a 7 day week<br />

and have more days off in a later week of that 4 week<br />

period.<br />

If the managerial salary absorption provision employee<br />

works on a public holiday they are entitled to paid time<br />

off equivalent to the time worked on the public holiday.<br />

In terms of where an RDO coincides with a Public<br />

holiday, under the managerial salary absorption<br />

provisions the employee is not entitled to any benefits.<br />

Annual Leave Loading<br />

Employees employed in accordance with the<br />

Managerial Salary Absorption provisions under Clause<br />

25 are not entitled to be paid annual leave loading.<br />

Salary Increases<br />

As the managerial salary absorption amount is aligned<br />

to any award increases, if the FWC increases the award<br />

wages then the salary absorption minimum will go up in<br />

line with the increase.<br />

AWARD FREE EMPLOYEES<br />

Schedule D.2.9 specifically excludes certain positions<br />

from the HIGA. This includes an employee who<br />

is employed to undertake the duties of senior<br />

management or is responsible for a significant area of<br />

the operations of one or more hotels.<br />

Indicative positions include:<br />

• Financial Controller,<br />

• Human Resources Manager<br />

• Venue Manager<br />

• General/Hotel Manager<br />

• Executive Assistant Manager<br />

• Regional Manager<br />

For these particular positions they are award free and<br />

therefore the minimum standards under the National<br />

Employment Standards apply to their position, however<br />

their salary is negotiated according to market rates.<br />

website under the Workplace Relations tab.<br />

RECORD KEEPING OF HOURS WORKED –<br />

SALARY ARRANGEMENTS<br />

It is a requirement under Section 535(1) of the Fair Work<br />

Act 2009 (Cth) that an employer maintains appropriate<br />

time and wage records for all employees for a period of<br />

at least 7 years.<br />

Despite the fact that salaried employees are on a fixed<br />

wage each week, it’s still very important that appropriate<br />

records are maintained in relation to their hours of work,<br />

including when they started and finished for the day and<br />

any breaks they had during their shift.<br />

Having appropriate time and wage records is critical in<br />

ensuring the employer has an appropriate defence as to<br />

the hours the employee worked, should the employee<br />

ever decide to take action against the employer for an<br />

underpayment of wages claim or claim that they didn’t<br />

have appropriate breaks.<br />

MEMBER ENQUIRIES<br />

AHA|SA Members that have any enquiries in relation<br />

to salaries and in particular the salary arrangements<br />

under the HIGA should contact the AHA|SA workplace<br />

relations team.<br />

THE<br />

TASTE OF<br />

REDEMPTION<br />

CONTRACTS OF EMPLOYMENT – SALARY<br />

ARRANGEMENTS<br />

With written contracts of employment whilst they are<br />

not a legal requirement under the Fair Work Act or<br />

the Award or the Fair Work regulations, we strongly<br />

recommend that all employees before they start<br />

their first shift, have a signed contract of employment<br />

in place.<br />

Template contracts of employment for the salaried<br />

arrangements referred to in this article are available<br />

for Members in the Members only portal of the AHA|SA<br />

Back to Contents W W W . A H A S A . A S N . A U | Hotel SA | 23


Funding<br />

for Electric<br />

Vehicle<br />

Chargers<br />

Is your hotel one of the 600 businesses across the<br />

State that has registered to host electric vehicle<br />

charging stations as part of the Government’s $13.4m<br />

Electric Vehicle Fast Charging Network?<br />

Property owners and businesses can still register their<br />

interest to become site hosts through the Department<br />

for Energy and Mining’s website – electricvehicles.<br />

sa.gov.au <br />

Guidelines on how charge point operators can access<br />

funding and connect with potential site hosts were<br />

expected to become available by early <strong>June</strong>.<br />

Minister for Energy and Mining Dan van Holst Pellekaan<br />

said the investment aims to end “range anxiety” with the<br />

installation of 530 fast charging stations across<br />

the state.<br />

“Following consultation, we’re now able to extend<br />

the network further across regional and remote South<br />

Australia, including getting more charging stations in<br />

key tourist areas in the Adelaide Hills, Mid North, Far<br />

North, Eyre Peninsula and Limestone Coast,”<br />

said Minister Dan van Holst Pellekaan.<br />

“Electric vehicles will lower motoring costs, air, noise<br />

and carbon pollution and help reduce the price of<br />

electricity for all South Australians by better using<br />

the grid.<br />

“Fast charging, particularly in regional and remote areas,<br />

will remove a big barrier to electric vehicles – fear of<br />

running out of power, or range anxiety.”<br />

The Minister said the government’s aim was for electric<br />

cars to be the preferred choice for households and<br />

businesses by 2030, and the default choice by 2035.<br />

“We want to make sure motorists know they can buy an<br />

electric car, and still enjoy the pleasure of travelling our<br />

highways and byways without fear of being stranded,”<br />

he said.<br />

“As South Australians increasingly turn to electric<br />

vehicles, we will increase the use of renewable energy<br />

generated here to power our vehicles whilst reducing<br />

our reliance on imported oil.<br />

“The installation of 120 fast chargers in the CBD and<br />

many more throughout the suburbs will support the<br />

needs of Adelaide’s motorists.<br />

“The South Australian Governments is already<br />

incorporating 70 plug-in vehicles into its fleet with<br />

additional orders soon to be made as part of the<br />

new procurement policy which will see the whole<br />

fleet transition in coming years.”<br />

Transport in South Australia contributes to 30 per<br />

cent of our total greenhouse gas emissions. This<br />

shift to electric vehicles will lower transport costs,<br />

cut emissions and reduce pollution, bringing forward<br />

public health, environmental and economic benefits.<br />

we<br />

business<br />

BankSA<br />

© BankSA 20<strong>21</strong> – A Division of Westpac Banking Corporation ABN 33 007 457 141. BSA08419 05<strong>21</strong><br />

24535532-1_WBCBSA08419_05<strong>21</strong>_D1.indd 535532-1_WBCBSA08419_05<strong>21</strong>.indd | Hotel | W W W . A H1<br />

A1<br />

S A . A S N . A U Back to Contents<br />

31/5/<strong>21</strong> 2:02 pm


THE<br />

FUTURE<br />

OF FOOD<br />

IS NOW ON THE MENU<br />

CLICK HERE<br />

to get a FREE SAMPLE of plant-based<br />

v2mince & v2burgers.<br />

NOW AVAILABLE AT<br />

@v2foodofficial<br />

Back to Contents W W W . A H A S A . A S N . A U | Hotel SA | 25


AHA|SA Partner News<br />

COCA-COCA AMATIL<br />

ACQUIRED BY COCA-<br />

COLA EUROPEAN<br />

PARTNERS<br />

Coca-Cola Europacific Partners will be the world’s<br />

largest Coca-Cola bottler and one of the leading FMCG<br />

companies in the world. The company will employ over<br />

33,000 people, serving 2 million outlets in 26 countries.<br />

Coca-Cola Europacific Partners brings together two<br />

highly respected and successful businesses, with<br />

tremendous people and strong alignment in terms of<br />

culture, commitment to customers, sustainability and<br />

the creation of value for all stakeholders. Consistent<br />

across all operating regions will be our commitment<br />

to partner with our stakeholders to deliver mutual<br />

success by going further together, driving growth<br />

and scaling faster.<br />

Against this background, I want to assure you that<br />

we remain firmly committed to our South Australian<br />

operations and working closely with you and other<br />

essential stakeholders as we pursue our bold<br />

commercial and sustainability ambitions. For now it is<br />

business as usual and we will continue to partner with<br />

our customers and partners to the highest standards.<br />

Tanya O’Connor, State Manager SA/NT – Licensed<br />

Coca-Cola Europacific Partners Australia<br />

Our future goal is to develop a strong trust with our<br />

customers, and offer the best possible Sales and<br />

Service solutions, so our customers can have peace of<br />

mind for their cash management functions.<br />

If you have any questions, require a quote, advice on<br />

note clearances, or even an ongoing breakdown that<br />

has been a nuisance for some time, all are welcome<br />

and I will do my best to resolve your enquiry.<br />

Beau Kelly, Director<br />

0431 509 409 | bkelly@bkelectronics.com.au <br />

NEW BRONZE PARTNER – OATLEY<br />

FINE WINE MERCHANTS<br />

Oatley Fine Wine Merchants is focused on becoming a<br />

leading independent premium wine merchant. We are<br />

committed to offering the flexibility of representation<br />

that meets your venue’s specific needs.<br />

All of our producers are family owned, heritage and<br />

authenticity are key. The wineries we represent deliver<br />

wines of the highest quality and standards.<br />

John Kammerman, State Sales Manager SA/NT<br />

Oatley Fine Wine Merchants | 0488 497 616<br />

NEW BRONZE PARTNER -<br />

BK ELECTRONICS<br />

ENERGY ACTION -<br />

TAKE ADVANTAGE OF<br />

THE LOWEST ENERGY<br />

PRICES IN 15 YEARS.<br />

BK Electronics have specialised in Sales and Service of<br />

Cash Handling Equipment, Systems and Consumables<br />

in South Australia since 2014. We believe in honesty,<br />

trust and supplying quality equipment to our customers,<br />

with an experienced service second to none. BK<br />

Electronics particularly specialise in resolving any<br />

issue that is brought to us for cash management,<br />

with a service that is tailored to our customers<br />

specific requirements. We’re excited to show how our<br />

equipment can help our customers, whether it be Note<br />

Counting equipment, Tito Tickets or Tiny Tellers, and<br />

take great joy, in seeing a positive result at the end<br />

of any solution we recommend. We strongly believe<br />

that as a service technician, our responsibility is to<br />

provide the solutions that best suit the customer, too<br />

recommend or repair any make or model of equipment<br />

they may have.<br />

This is largely due to lack of demand and increased<br />

renewable supply. Protect your business against future<br />

price rises for energy. Energy Action’s unique reverse<br />

auction platform drives competitive pricing between<br />

retailers ensuring the best possible outcome for your<br />

business. Now is the time to forward contract. As a<br />

silver corporate member, Energy Action are a preferred<br />

partner of AHA/SA.<br />

Special Offer for AHA Members:<br />

Auction Registration Fee, normally $495 ex gst,<br />

waived for AHA Members.<br />

Contact us for a comparison and indicative savings of<br />

your current versus new energy rates.<br />

Tim Fraser | 0474 000 067<br />

tim.fraser@energyaction.com.au <br />

26 | Hotel SA | W W W . A H A S A . A S N . A U Back to Contents


Hotels Praised for Embracing FRT<br />

The State Government has praised hotels for the take<br />

up of Facial Recognition Technology, as part of the<br />

industry’s ongoing efforts to minimise gambling-related<br />

harm in South Australia.<br />

More than 230 gambling venues in South Australia<br />

have installed the technology following on from the<br />

commencement of sweeping gambling reforms in<br />

December last year.<br />

“It’s also pleasing to note that venues that are not<br />

required to install facial recognition technology are<br />

also taking up this initiative,” said Attorney-General<br />

Vickie Chapman.<br />

“More than 50 million<br />

faces have been scanned<br />

using facial recognition<br />

technology in South<br />

Australia, with more<br />

than 1,700 detections of<br />

potentially barred patrons.”<br />

“Previously, venue staff would have to remember the<br />

faces of all barred patrons and be required to identify<br />

them sometimes during peak activity times,” she said.<br />

“By automating a large amount of this work through<br />

facial recognition, staff receive an alert and are able to<br />

take appropriate action in response by intervening and<br />

ensure that a barred person is not allowed to gamble.”<br />

Liquor and Gambling Commissioner Dini Soulio said he<br />

was continuing to work with venues to ensure they took<br />

appropriate action if a potentially barred patron was<br />

identified.<br />

“Inspectors are regularly checking venues to ensure<br />

that camera placement is optimal and detections are<br />

occurring and that staff are intervening appropriately<br />

and preventing a barred patron from gambling any<br />

further,” he said.<br />

To date, Consumer and Business Services has<br />

approved six system providers, while a further three<br />

applications are still pending.<br />

The initiative is aimed at better supporting both venues<br />

and people at risk of gambling related harm.<br />

“Under the reforms, hotels and clubs with more than<br />

30 poker machines where any of those machines are<br />

able to accept bank notes, must use facial recognition<br />

technology to help detect people who have barred<br />

themselves or have been barred due to issues<br />

associated with gambling-related harm,” Attorney-<br />

General Chapman said.<br />

“Facial recognition technology must also be operated at<br />

the Adelaide Casino.<br />

“Since early December, when these reforms came into<br />

effect, more than 50 million faces have been scanned<br />

using facial recognition technology in South Australia,<br />

with more than 1,700 detections of potentially barred<br />

patrons.”<br />

Back to Contents W W W . A H A S A . A S N . A U | Hotel SA | 27


ACCOUNTANCY SERVICES<br />

Bentleys SA 8372 7900<br />

LK Accounting Services 08 8395 4870<br />

Perks Accountants & Wealth Advisors<br />

08 8273 9300<br />

Winnall & Co. 8379 3159<br />

ATMS<br />

Banktech/Maxetag 1800 08 09 10<br />

Cardtronics 03 9574 4878<br />

Next Payments 1300 659 918<br />

ARCHITECTS & INTERIOR DESIGNERS<br />

Studio Nine Architects 8132 3999<br />

ARTIFICIAL INTELLIGENCE<br />

TECHNOLOGY<br />

Book Me Bob 0408 677 463<br />

AUDIO VISUAL<br />

Big Screen Video 1300 244 727<br />

Novatech Creative Event Technology<br />

8352 0300<br />

BACKGROUND MUSIC<br />

Foxtel Music 1300 148 729<br />

Moov Music 1300 139 913<br />

Zoo Business Media 07 5587 7222<br />

BANKING & FINANCE<br />

Bank SA 8424 5536<br />

Perks Accountants & Wealth Advisors<br />

08 8273 9300<br />

BEER DISPENSE EQUIPMENT<br />

Andale Hotel Services 8234 0388<br />

BEVERAGE GASES<br />

BOC Limited 0424 647 568<br />

Supagas 8252 7472<br />

BEVERAGES<br />

Accolade Wines 8392 2238<br />

CUB Premium Beverages 8276 4888<br />

Australian Liquor Marketers 8405 7744<br />

Carlton & United Breweries 8416 7819<br />

Coca-Cola Amatil 8416 9547<br />

Coopers Brewery 8440 1800<br />

Diageo Australia 8245 9300<br />

Empire Liquor 8371 0088<br />

Lion 8354 8888<br />

Liquor Marketing Group 8416 7575<br />

Oatley Fine Wine Merchants 1800 628 539<br />

Options Craft Liquor Merchants 8346 9111<br />

Pernod Ricard Australia 8208 2400<br />

Samuel Smith & Son 8112 4200<br />

Treasury Wine Estates 8301 5400<br />

BOOKKEEPING<br />

Liquor Legends 0429 825 072<br />

LK Accounting Services 08 8395 4870<br />

Perks Accountants & Wealth Advisors<br />

08 8273 9300<br />

Winnall & Co. 8379 3159<br />

BUILDING EQUIPMENT/SUPPLIES/<br />

HARDWARE<br />

Bunnings Group 0435 630 660<br />

CASH & COIN EQUIPMENT<br />

Banktech/Maxetag 1800 08 09 10<br />

BK Electronics 0431 509 409<br />

Cardtronics 03 9574 4878<br />

Next Payments 1300 659 918<br />

CLEANING SERVICES<br />

Agile Group 1300 964 007<br />

Smart Cleaning Services 1300664647<br />

ENERGY<br />

Class A Energy Solutions 8391 4853<br />

Energy Action 1300 553 551<br />

Power Maintenance 1300 700 500<br />

Trans Tasman Energy Group 1300118 834<br />

FACIAL RECOGNITION TECHNOLOGY<br />

COMS System Ltd 04 <strong>21</strong> 341 261<br />

Vix Vision 0400 310 326<br />

FINANCIAL PLANNING<br />

Perks Accountants & Wealth Advisors<br />

08 8273 9300<br />

Winnall & Co. 8379 3159<br />

FIRST-AID<br />

St John 1300 360 455<br />

FOOD SERVICES<br />

Bidfood 0427 099 558<br />

Galipo Foods 8168 2000<br />

International Oyster & Seafoods 8231 6441<br />

PFD Foodservice 8114 2300<br />

Thomas Foods 8162 8400<br />

Wills and Daniel 08 8260 7776<br />

FURNISHINGS<br />

Concept Collections 1300 269 800<br />

GAMING ANALYSIS<br />

Independant Gaming Analysis 8376 6966<br />

LK Accounting Services 08 8395 4870<br />

Winnall & Co 8379 3159<br />

GAMING LOYALTY<br />

Banktech/Maxetag 1800 08 09 10<br />

Bluize 1300 557 587<br />

Qantum 0416 317 205<br />

GAMING MACHINE SERVICES<br />

Ainsworth Game Technology 0409 171 616<br />

Aristocrat Technologies Australia 8273 9900<br />

GBay / Aruze 0409 673 778<br />

GFR PRO 0408 186 540<br />

IGT 8231 8430<br />

Independant Gaming Analysis 8376 6966<br />

Konami Australia Pty Ltd 0409 047 899<br />

Scientific Games 8340 1322<br />

Statewide Gaming 0448 076 144<br />

MAX 8275 9700<br />

GAMBLING SERVICES<br />

The Lott 132 315<br />

UBET 8354 7300<br />

GIFT CARDS<br />

The Pub & Bar Card 1300 375 346<br />

HOTEL BROKERS<br />

Langfords Hotel Brokers 0410 605 224<br />

McGees Property Hotel Brokers 8414 7800<br />

HOTEL MANAGEMENT<br />

Liquor Legends 0429 825 072<br />

H&L Australia Pty Ltd 8291 9555<br />

INFORMATION SYSTEMS/SITE PREP<br />

Max Systems 8275 9700<br />

INSURANCE<br />

Aon Risk Solutions 8301 1111<br />

I.T. PRODUCTS & SERVICES<br />

Boylen 8233 9433<br />

Cloud Apps Technology 8463 1000<br />

KITCHEN & BAR EQUIPMENT<br />

Andale Hotel Services 8234 0388<br />

Bunnings Group 0435 630 660<br />

Stoddart Manufacturing & Food Service<br />

Equipment 0427 106 103<br />

LEGAL SERVICES<br />

Duncan Basheer Hannon 8<strong>21</strong>6 3389<br />

Ryan & Durey Solicitors 6166 9000<br />

Wallmans Lawyers 8235 3000<br />

LOYALTY & REWARD SYSTEMS<br />

Liquor Legends 0429 825 072<br />

MARKETING & COMMUNICATIONS<br />

Social Media AOK 0413 469 938<br />

MEDIA<br />

Boylen 8233 9433<br />

FIVEaa 8419 1395<br />

Foxtel 1300 138 898<br />

InDaily 8224 1600<br />

MUSIC LICENSING<br />

OneMusic 8331 5800<br />

OFFICE EQUIPMENT<br />

Datacord SA 8362 3535<br />

ONHOLD/MESSAGING<br />

Adelaide's 1800 ON HOLD 8125 9370<br />

PAYROLL & HR RESOURCES<br />

Liquor Legends 0429 825072<br />

LK Accounting Services 08 8395 4870<br />

Winnall & Co. 8379 3159<br />

POS SYSTEMS<br />

Bepoz 0426 227 409<br />

Bluize 1300 557 587<br />

Cloud Apps Technology 8463 1000<br />

Liquor Legends 0429 825 072<br />

H&L Australia 1800 778 340<br />

PROMOTIONAL PRODUCTS<br />

The Banner Crew 8240 0242<br />

PROPERTY SALES & VALUATIONS<br />

Jones Lang LaSalle 02 9220 8449<br />

Knight Frank Valuations & Advisory SA<br />

8233 5222<br />

RETAIL LIQUOR MARKETING<br />

Liquor Legends 0429 825 072<br />

Liquor Marketing Group 8416 7575<br />

Urban Cellars 0429 825 072<br />

SECURITY SERVICES & PRODUCTS<br />

Agile Group 1300 964 007<br />

DNA Security Solutions 1300 667 688<br />

SPORTS & ENTERTAINMENT MEDIA<br />

Foxtel 1300 138 898<br />

STAFF TRAINING & RECRUITMENT<br />

Career Employment Group 8338 1492<br />

Maxima 8340 7766<br />

Migration Solutions 8<strong>21</strong>0 9800<br />

Perks Accountants & Wealth Advisors<br />

08 8273 9300<br />

St John 1300 360 455<br />

SUPERANNUATION<br />

Host Plus 8205 4965<br />

WEBSITES<br />

Boylen 8233 9433<br />

WORKERS COMPENSATION<br />

SERVICES<br />

EML 1800 469 931<br />

28 | Hotel SA | W W W . A H A S A . A S N . A U Back to Contents


Corporate Partners 2020/<strong>21</strong><br />

D I A M O N D<br />

P L A T I N U M<br />

G O L D<br />

S I L V E R<br />

131 733<br />

Ainsworth Game Technology<br />

Australian Liquor Marketers<br />

BankSA<br />

Big Screen Video<br />

Bluize<br />

Boylen<br />

Bunnings Group<br />

COMS System Ltd<br />

DBH<br />

Energy Action<br />

Foxtel<br />

GFR PRO<br />

H&L Australia<br />

IGT<br />

Independant Gaming Analysis<br />

Konami Australia Pty Ltd<br />

pfdfoods.com.au<br />

Liquor Marketing Group<br />

Novatech Creative Event<br />

Technology<br />

PFD063 Hotel SA Advert (1/4 Page).indd 1<br />

Oatley Fine Wine Merchants<br />

OneMusic<br />

Options Wine Merchants<br />

Qantum<br />

For full product range and details<br />

of your nearest branch<br />

Samuel Smith & Son<br />

18/05/09 11:47 AM<br />

Scientific Games<br />

Smart Cleaning Solutions<br />

Social Media AOK<br />

St John<br />

Stoddart Food Equipment<br />

Winnall & Co<br />

B R O N Z E<br />

Adelaide's 1800 ON HOLD<br />

Agile Group<br />

Andale Hotel Services<br />

Banktech<br />

Bentleys Accountants<br />

Bepoz<br />

BK Electronics<br />

BOC Limited<br />

Book Me Bob<br />

Cardtronics<br />

Career Employment Group<br />

Class A Energy Solutions<br />

Cloud Apps Technology<br />

Concept Collections<br />

Datacord SA<br />

DNA Security Solutions<br />

EML<br />

Empire Liquor<br />

GBay/Aruze Gaming<br />

InDaily<br />

International Oyster & Seafoods<br />

Jones Lang LaSalle<br />

Knight Frank Valuations &<br />

Advisory SA<br />

Langfords Hotel Brokers<br />

Liquor Legends<br />

LK Accounting Services<br />

Maxima Training Group<br />

McGees Property Hotel Brokers<br />

Migration Solutions<br />

Next Payments<br />

Perks Accountants & Wealth<br />

Advisers<br />

Power Maintenance Group<br />

Ryan & Durey Solicitors<br />

Statewide Gaming<br />

Studio Nine Architects<br />

Supagas<br />

The Banner Crew<br />

The Pub & Bar Card<br />

Trans Tasman Energy Group<br />

Vix Vision<br />

Wallmans Lawyers<br />

Wills and Daniel<br />

Back to Contents W W W . A H A S A . A S N . A U | Hotel SA | 29


L I C E N S E E T R A N S F E R S<br />

MAY 20<strong>21</strong><br />

HOTEL LOCATION DATE GRANTED NEW LICENSEE<br />

North Laura Hotel North Laura 6/5/<strong>21</strong> Neon Rock Pty Ltd<br />

Salisbury Hotel Salisbury 10/5/<strong>21</strong> Salisbury Hotel Trading Pty Ltd<br />

Royal Hotel Kent Town 10/5/<strong>21</strong> Flagship Capital Holdings Pty Ltd<br />

Royal Hotel Moonta 31/5/<strong>21</strong> Authentic Pub Group Pty Ltd<br />

Regency Tavern Regency Park 30/5/<strong>21</strong> EDP Regency Tavern Pty Ltd<br />

Citi Zen Restaurant Adelaide 24/5/<strong>21</strong> Cuisine Art Enterprise Pty Ltd<br />

NEW MEMBERS<br />

Islanders Tavern<br />

Quality Apartments Adelaide Central<br />

Rydges on the Wharf Port Adelaide<br />

Rydges South Park Adelaide<br />

Islanders Tavern.<br />

Quality Apartments Adelaide Central.<br />

O F F I C E H O L D E R S<br />

CONTACT<br />

Level 4, 60 Hindmarsh Square, Adelaide SA 5000<br />

POSTAL PO Box 3092, Rundle Mall SA 5000<br />

PHONE (08) 8232 4525<br />

TOLL FREE 1800 814 525<br />

FAX (08) 8232 4979<br />

EMAIL information@ahasa.asn.au<br />

WEB www.ahasa.asn.au<br />

Views expressed in Hotel SA are not necessarily those of the AHA|SA or the publisher and<br />

neither can accept, and therefore disclaims any liability, to any party for loss or damage<br />

caused by errors or omissions resulting from negligence, accident or any other cause.<br />

We do not endorse any advertising materials, services offered within advertisements or<br />

products, special offers or goods promoted therein.<br />

Your Vision. YourVenue<br />

ADMINISTRATION<br />

IAN HORNE<br />

OWEN WEBB<br />

General Manager<br />

Workplace Relations<br />

Solutions for your venue<br />

GARY COPPOLA<br />

Legal and Advocacy<br />

SCOTT VAUGHAN<br />

Membership & Business Services<br />

KATHERINE TAYLOR Communications and TAA (SA)<br />

LUCY RANDALL<br />

Events & Partnerships<br />

BRONTE MCCARTHY Finance & Administration<br />

DIDIER VOLLERIN Liquor & Gaming<br />

LIZ TURLEY Training Coordinator<br />

ANNA MOELLER Executive Director Gaming Care<br />

EXECUTIVE COUNCIL<br />

DAVID BASHEER AHA|SA President<br />

MATTHEW BINNS AHA|SA Vice President<br />

+<br />

Digital<br />

Gaming<br />

Node<br />

• Live Digital Heat Map<br />

• Advanced Automated Promotions<br />

• Integrated VoiceOver with simple scheduling<br />

• Member Engagement with Tiering Options<br />

• Single or Multi Venue Global Solution<br />

ANDREW BULLOCK<br />

AHA|SA Deputy Vice President<br />

Matthew Brien, Matt Rogers, Sam McInnes<br />

COUNCIL<br />

Andrew Kemp<br />

Andrew Gunn<br />

Andrew Plush<br />

Anna Hurley<br />

Brad Barreau<br />

Darren Steele<br />

Elise Fassina<br />

Guy Matthews<br />

P U B L I S H E R<br />

James Franzon<br />

Jason Fahey<br />

Jason Kelly<br />

Jeff Ellis<br />

John Giannitto<br />

Karen Milesi<br />

Luke Donaldson<br />

Tom Hannah<br />

Tony Franzon<br />

Trent Fahey<br />

Trevor Evans<br />

+<br />

YourPointsBonus YourApp YourDashboard YourRaffleDraw<br />

Solutions to streamline your venue<br />

Call 1300 557 587 today<br />

P (08) 8233 9433 W www.boylen.com.au<br />

TIM BOYLEN<br />

Managing Director<br />

tboylen@boylen.com.au<br />

JAMIE RICHARDSON<br />

Advertising<br />

sales@boylen.com.au<br />

MADELAINE<br />

RASCHELLA ELLIOTT<br />

Studio Manager<br />

Graphic Designer<br />

HelpDesk<br />

24 Hour HelpDesk<br />

Ph: 1300 557 587<br />

Email: helpdesk@bluize.com.au<br />

South Australian Office<br />

33A Oaklands Road<br />

Somerton Park 5044<br />

Victorian Office<br />

Building 1/160 South<br />

Gippsland HWY<br />

Dandenong South 3175<br />

30 | Hotel SA | W W W . A H A S A . A S N . A U Back to Contents


Our Purpose - To provide the hotel industry the capacity to respond<br />

to community concerns related to the harm associated with gambling<br />

by contributing to early intervention and support for problem gamblers<br />

and their families.<br />

Our Goal - A compliant and proactive hotel industry that works with<br />

regulators, gambling help services, and players to limit the harm<br />

caused by gambling.<br />

Gaming Care is the hotels responsible gambling early intervention<br />

agency, and is an initiative of the AHA|SA. Gaming Care’s role to<br />

assist venues to minimise the harm caused by problematic gambling<br />

behaviour in all South Australian hotels with gaming machines by<br />

working directly with venue staff, Gambling Help Services, other<br />

relevant organisations and stakeholders.<br />

SOME OF OUR DUTIES INCLUDE:<br />

For any assistance or<br />

support please contact<br />

your local Gaming Care<br />

Officer, or our office<br />

for information on how<br />

Gaming Care can assist<br />

your venue.<br />

<br />

<br />

Assisting hotel staff in the early identification and support of<br />

patrons and staff who may be experiencing difficulty with their<br />

gaming behaviour.<br />

Developing and promoting initiatives, programs and policies<br />

designed to facilitate the early identification of problematic<br />

gambling behaviour.<br />

<br />

Assisting hotel staff in providing responsible gambling service,<br />

on or with the capacity to influence the service, by training<br />

in responsible service of gambling. This helps reduce harm<br />

through the creation of a responsible gambling culture within<br />

the venue.<br />

Gaming Care has developed a Responsible Gambling Document for<br />

venues which details the ways in which staff training and measures for<br />

intervention with problem gamblers are implemented, and the roles of<br />

staff in the implementation of the code.<br />

T: 08 8100 2499 F: 08 8232 4979<br />

E: INFO@GAMINGCARE.ORG.AU<br />

4TH FLOOR AHA|SA HOUSE<br />

60 HINDMARSH SQUARE, ADELAIDE SA 5000<br />

Back to Contents W W W . A H A S A . A S N . A U | Hotel SA | 31

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!