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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 />
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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 />
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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 />
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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 />
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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 />
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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 />
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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 />
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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 />
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WHEN QUALITY<br />
MATTERS<br />
Contact your local representative<br />
sales.adl@thomasfoods.com<br />
08 8162 8400<br />
thomasfoods.com.au<br />
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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 />
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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 />
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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 />
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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 />
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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 />
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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 />
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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