Hotel SA October 2023

THE OFFICIAL PUBLICATION OF THE AUSTRALIAN HOTELS ASSOCIATION (SA BRANCH) OCTOBER 2023 

SALT AT 

PORT ELLIOT 

WWW.BOYLEN.COM.AU 

WWW.AHASA.ASN.AU

THE DRAGON’S BACK WITH 

ULTRA ENTERTAINMENT!

Shortcut to Stories 

OCTOBER 2023 

Click here 

From the President 

Click here 

AHA|SA Selected To Deliver 

Key Government Initiative 

Click here 

Publican Profile: 

Loretta Wilmshurst Tribute 

Click here 

Regional Meetings 

Photos from AHA|SA 

Regional Meetings 

Click here 

Hotel feature 

‘Salt’ adds to iconic main stretch 

in Port Elliot 

Click here 

Workplace Relations 

Analysis of the Closing 

Loopholes Bill. 

I N T H I S I S S U E 

04 From the President 

08 From the CEO 

11 AHA|SA Selected To Deliver Key 

Government Initiative 

12 Publican Profile: 

Loretta Wilmshurst Tribute 

14 Regionl Meetings 

17 ‘Salt’ adds to iconic 

main stretch in Port Elliot 

25 Workplace relations: 

Government Tables further IR 

Reforms: Closing Loopholes Bill 2023 

29 Member Advice 

31 Corporate Partners 

32 AHA|SA Office Holders & Publisher 

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

Red Tape... 

We’re Strangled 

By It! 

From the President 

DAVID BASHEER 

Every incoming Government - State 

or Federal - comes in with a mantra 

of reducing red tape for business. 

And then they all proceed to 

increase it. 

The growth of regulation and 

compliance in our industry remains 

a constant and exhausting battle. 

Hotel operators are frustrated and 

overwhelmed by the uncoordinated 

approach taken by too many local, 

state and federal agencies, none 

of whom seem capable of even 

speaking to each other. 

Many new obligations have left us 

not only bewildered but result in us 

having to pay the cost of mopping 

up unintended consequences. So 

often, our smallest family operators 

have been asked to have a back 

office rivalling the size of BHP 

or Santos. 

The realities of running a small 

business mean you are knee deep 

in operations all day. Once the 

kids have been put to bed, and 

tomorrow’s school lunches made, 

you do your payroll, pay your 

accounts, and familiarise yourself 

with the latest round of regulations. 

In isolation, the Federal 

Government’s new Food safety 

standards (3.3.2A for those who 

enjoy bureaucratic speak) seems a 

reasonable impost. But we already 

have heavy compliance obligations 

with local and state governments. 

With this new layer of obligation, 

what is being removed? Were these 

new training obligations crafted 

in full knowledge of what hotels 

already are required to do? 

Last month, Fair Work officials from 

Victoria came to Adelaide for three 

days and raided (and I use that 

term accurately) a series of western 

suburbs hotels and restaurants. 

Bemused owners, managers and 

staff were left wondering what they 

had done wrong, not realising the 

raids were merely random. Really? 

That is the most effective manner 

for all to go about running our 

businesses? 

The Malinauskas State Labor 

Government came to office with a 

mantra of being business-friendly. 

Their two budgets to date have 

supported that mantra, with no 

new taxes, a focus on the labour 

shortage and a strong appetite 

for events. 

But what is very business unfriendly 

is the ever-changing landscape 

around our compliance obligations 

in liquor and gaming. These are 

two heavily regulated products, and 

we totally accept a need for strong 

compliance. However, the goalposts 

keep moving and our members 

- especially our smaller members - 

are struggling to keep up. 

“The growth of 

regulation and 

compliance in our 

industry remains 

a constant and 

exhausting 

battle.” 

For example, the onerous 

obligations recently added around 

loyalty customers does very little to 

support the mantra of a businessfriendly 

Government. 

During Covid, we become 

accustomed to Government’s 

controlling our businesses. 

As challenging as it was back 

then , we accepted we were 

living in unparalleled times and 

banded together to protect our 

communities. 

Rather than have a peaceful reset 

after Covid, Governments are now 

forming an appetite to unreasonably 

remain in our businesses. 

That appetite does nothing for 

productivity or business confidence. 

It simply sends a message that 

doing business is getting harder 

and harder. 

4 | Hotel SA | www.ahasa.asn.au Back to Contents

F R O M T H E P R E S I D E N T 

Watch Video 

AIRBNB AND THE LABOUR 

SHORTAGE. 

Over the top red tape and regulation 

always places an unfair and costly 

burden on our small and family 

operations. But one area seemingly 

devoid of those problems remains 

Airbnb. Airbnb in Australia avoids 

the regulations applied in most 

other parts of the world. 

The housing crisis is both a 

social and economic issue in this 

country, and it is a major barrier for 

recruiting staff from interstate or 

overseas. 

Airbnb is not just Mum & Dad 

operators renting out the teenager’s 

room for a few days, or a house 

whilst the owners are enjoying a 

month of sun in their caravan in 

July. In South Australia, more than 

1,700 full homes are listed for shortterm 

rental; that is 1700 homes not 

offering a roof over a family’s heads. 

According to Air DNA Data: 

• 63% of all Air B&B listings are 

entire homes or apartments 

• half of those available for periods 

greater than 90 days. 

That is a significant amount of stock 

taken out of the housing market. 

Houses that can accommodate the 

chef in Port Lincoln, the front office 

manager in Whyalla or the assistant 

manager in the city. 

In Australia, over 18 months, Airbnb 

listing have increased by 25%! 

With 166,000 listings, Australia 

ranks as 10th largest globally. 

Before the pandemic, the listings in 

Australia topped over 300,000, only 

one-quarter of which were “hosted” 

accommodation where the owner 

was on site. 

The decisions being taken by 

apartment and house owners to 

offer their properties for shortterm 

rather than long-term rental 

are having a concerning impact 

on housing availability, both in 

the cities and regions. Not unlike 

many other digital-platform-driven 

markets, unfettered growth has led 

to consequences far exceeding the 

initial intent. In the case of Airbnb, 

Stayz and other similar listings, 

the original concept of letting out 

a spare room or couch in a hosted 

environment has been overwhelmed 

by property owners who are seeking 

a higher rental income. These 

people are choosing to list their 

vacant houses and apartments on 

digital platforms, rather than making 

the properties available for longterm 

rental. 

Even the chief executive and 

founder of Airbnb Brian Chesky was 

recently quoted as saying “it wasn’t 

about empty homes, it was about 

people staying with each other… 

the values got ‘watered down’ ... if I 

could do it over again, I would hold 

to those values.” 

Commercial accommodation 

providers operate in a highly 

regulated business environment, 

with a raft of related compliance 

costs – increased land tax, 

commercial Council rates, 

payroll tax, Workcover levies and 

insurances, staff wages, food safety, 

fire safety and building compliance 

– for example, disability access 

and egress. 

By contrast, short-term rental 

accommodation in Australia 

has very little regulation in most 

jurisdictions and generally owners 

Back to Contents www.ahasa.asn.au | Hotel SA | 5

X 

When you need hotel 

insurance, contact 

an expert 

As the endorsed insurance broker to the AHA SA since 1986, Aon 

understands your business. 

Contact one of our dedicated client managers today for an obligation 

free alternative: 

Sean McCormack 

t 08 8301 1123 

e sean.mccormack@aon.com 

aon.com.au/hotels 

Phil Bowden 

t 08 8301 1134 

e phil.bowden@aon.com 

© Aon Risk Services Australia Limited ABN 17 000 434 720 AFSL 241141 

The information contained in this communication is for general information only; it is not intended to be construed as legal or financial advice in whole or in part. Please seek independent 

professional advice if needed. This communication is current as at the date of publication and subject to any qualifications expressed. While care has been taken in the production of this 

communication and the information contained in it has been obtained from sources that both parties reasonably believe to be reliable, we make no representation as to the accuracy 

of information received from third parties or in respect of any views expressed by us which relate to decisions of third parties (such as insurers). Please contact Aon if you would like any 

further information. 

COM20210922

F R O M T H E P R E S I D E N T 

“Many restrict 

Airbnb properties 

to a maximum of 

90 days a year.” 

only pay residential-level council 

rates. A home or apartment can 

be transformed into a tourist 

accommodation “overnight”. 

For many properties in tourist 

areas, occupancy needs only to 

be as low as 35% for there to be 

a greater financial incentive for 

landlords to choose short-term 

over long-term rental. This is a 

gross under-utilisation of the 

accommodation amenity from a 

community perspective, and at a 

time of high housing rental costs 

and low availability, it is adding to 

the difficulties. 

In addition, as short-term 

accommodation is often 

concentrated in higher tourist areas, 

the reduction in rental stock has 

exacerbated the difficulties for staff 

working in tourism areas being able 

to find rental accommodation. More 

broadly, the lack of rental properties 

across most regions of Australia is 

limiting the attractiveness of people 

migrating to take up important 

skilled positions or for people 

wishing to relocate to take up work. 

GLOBAL SOLUTION 

So what do London, Amsterdam, 

Paris, San Francisco, Barcelona, 

Berlin, Hong Kong, New York have 

in common? They have regulatory 

structures to manage Airbnb in 

these international cities. 

Many restrict Airbnb properties to a 

maximum of 90 days a year. 

A report by the Australian Housing 

and Research Institute supports 

this regulated level, stating “it 

represents a period of time thought 

to be the maximum period long 

term occupants could vacate 

their property without having 

to seek alternative long-term 

accommodation themselves”. 

53% of Airbnb owners or property 

managers operate more than one 

property. A staggering 29.5 % 

operate more than 10. 

Airbnb owns no hotels, builds no 

hotels, employs no one, trains no 

one! The largest Airbnb ‘host’ lists 

77 entire houses and apartments 

in SA and generates earnings over 

$1.5m million per annum. It’s time 

they started contributing to South 

Australia like the rest of us. 

It’s time to seek a nationwide cap 

of 90 - 120 days for unhosted 

accommodation, with State and 

Territory Governments either 

imposing themselves, or enabling 

local governments to impose, 

caps below 120 at a level that 

reflects local tourism and rental 

circumstances 

Property owners who seek to 

exceed the cap should apply for 

DA approval and be subject to 

commercial regulation, as hotels are 

required to do. 

Restricting Airbnb to its core 

values would be a great boost to 

our housing crisis and the labour 

shortage in this State. 

David Basheer, 

AHA|SA President 


Closing Loopholes – 

A step forward to 

take two back 

From the CEO 

ANNA MOELLER 

Closing Loopholes is literally the name of the Bill 

containing the latest suite of industrial reforms to be 

proposed by the Federal Government. 

Unfortunately the casual employment ‘loophole’ 

being targeted will almost certainly have a number 

of unintended consequences for both venues and 

the vast number of casual employees working within 

our industry. 

The first part of the Bill proposes to introduce a 

new definition of casual employment and additional 

pathways to permanent employment. The apparent 

aim of this is to close the loophole of permanent casual 

employment and create a new pathway for workers to 

seek permanency. 

“Closing the loophole will 

see the closure of a lot of 

things. It will close off the 

opportunity for workers to 

choose to work particular 

days out of either certainty 

or necessity.” 

Only problem is many of those working in pubs actually 

want to be a ‘permanent casual’. 

The proposed definition of casual employment will see 

the end of the current quite valid participation of casual 

workers in our hotels. It ignores the fact that many 

workers actually seek out a regular pattern of work, but 

at the same time want to retain the flexibility to reject 

shifts or accept more. It ignores the fact that many 

workers enjoy the benefits of being paid casual wage 

loadings. It ignores the fact that the current legitimate 

system is currently working – for everyone. 

Unfortunately it also ignores the fact that in ensuring 

under the new criteria that a worker is indeed a casual, 

existing casual employees will have less employment 

security and less entitlements than they currently 

have. It will also take off the table casual conversion – 

ironically the main pathway to permanent employment 

for those that want it! 

Closing the loophole will see the closure of a lot of 

things. It will close off the opportunity for workers to 

choose to work particular days out of either certainty 

or necessity. Employees that wish to be casual will lose 

the ability to plan their week as they arguably cannot 

be placed on a weekly roster. We will have created 

a one day at a time employment relationship that 

detrimentally impacts longer term casuals that remain 

casual by choice - not to mention the difficulties it 

creates if you are trying to effectively run a pub. 


F R O M T H E C E O 

Watch Video 

“The proposed prohibition on a regular pattern of hours 

will mean there can be no ‘regular casual employee’ as 

currently defined in the legislation as employers will be 

prevented from employing a casual employee on 

a regular and systematic basis.” 

The proposed prohibition on a regular pattern of hours 

will mean there can be no ‘regular casual employee’ 

as currently defined in the legislation as employers 

will be prevented from employing a casual employee 

on a regular and systematic basis. This will close off 

the casual employee’s access to entitlements under 

the National Employment Standards where there is 

the requirement for the casual employee to have been 

employed on a regular and systematic basis to be able 

to access things like unpaid parental leave, flexible 

working arrangements and a potential ineligibility 

for casual conversion to permanency at the 

12 month mark. 

Improved pathways to permanent employment is a 

good thing. In fact any pathway to any employment 

is a step in the right direction. It’s just that such a 

significant change to the definition of casual is not 

only not necessary to close this loophole it has 

detrimental unintended consequences for both 

employees and employer. It will have far reaching 

consequences for casual employees even where they 

didn’t want a permanent job. It removes choice for both 

the employer and employee in relation to work and 

what it looks like. 

Reform can be a positive thing. But at the same 

time there needs to be an acknowledgment that we 

currently have a majority of casual workers in our 

industry that elect to remain casual but also wish to 

retain their existing flexibility, certainty, higher rates of 

pay and conditions of employment. Otherwise it really 

will be one step forward and two, maybe more, back. 

Anna Moeller, 

AHA|SA CEO 


S P O N S O R E D I T O R I A L 

Hostplus – 

Fund of the Year 

Hostplus has been named SuperRatings Fund of 

the Year for 2023. What does it take to win? Strong 

performance, competitive fees and an ongoing focus 

on members. That’s a plus. 

To learn more visit hostplus.com.au 


S M A L L B U S I N E S S P R O G R A M 

AHA|SA Selected To Deliver 

Key Government Initiative 

The State Government 

has appointed the 

AHA|SA to a panel of 

providers to provide 

business skills 

workshops. 

The Small Business 

Fundamentals Program 

will build participants 

fundamental knowledge 

and capability in areas 

critical to long term business sustainability and growth, 

and will be delivered across three streams: 

• Financial Management, Cash Flow and Budgeting 

• Leadership and Management 

• Marketing and Sales. 

“This is a great opportunity to access low-cost 

programs that have been subsidised by the 

government,” said AHA|SA CEO, Anna Moeller. 

“Expected outcomes include improved profitability and 

competitiveness, more South Australians employed in 

small and family businesses, and greater diversity in 

the state’s business sector 

The program is part of SA’s $14.25 million Small 

Business Strategy. 

It outlines the policies and programs to support small 

businesses until 2030, informed by one of the largest 

engagement exercises ever undertaken by government 

with the business community. 

The AHA|SA is part of a statewide network of partner 

organisations who are offering mentoring and 

business coaching as well as training in legal and 

financial management, human resources, workforce 

development and planning, transition or succession 

planning, digital literacy, strategic planning, marketing 

and becoming an employer of choice. 

Delivery areas are: 

• Adelaide CBD 

• Greater metropolitan Adelaide 

• Mount Gambier 

• Barossa Valley 

• Berri 

• McLaren Vale 

• Adelaide Hills 

Delivery partners will prioritise support for regional 

businesses and underrepresented cohorts including 

First Nations people, women, business owners living 

with disability, and culturally and linguistically diverse 

business owners. 

“During our engagement process last year, the small 

business community told us their biggest challenges 

are a lack of time and resources to focus on strategy 

or growth as well as cashflow and lack of access to 

capital, attracting and retaining staff, digital literacy and 

other foundational skills,” said Andrea Michaels, Minister 

for Small and Family Business (pictured top left). 

“The Small Business Fundamentals Program responds 

directly to these challenges, providing the tools and 

tailored support for small and family businesses to 

build their business know-how and capability in areas 

critical to long-term sustainability and growth. 

“Our delivery partners have been selected to ensure 

a balance of support for small businesses, across 

industry sectors and throughout metropolitan and 

regional South Australia.” 


P U B L I C A N P R O F I L E 

Loretta Wilmshurst 

Tribute 

The following tribute was made at 

the AHA|SA Women In Hotels Hall 

Of Fame dinner, to acknowledge 

the incredible contribution made by 

Loretta Wilmshurst. 

Today we celebrate the incredible 

journey of Loretta Wilmshurst, a 

trailblazer in the South Australian 

hotel industry. Her story is one 

of courage, determination, and a 

steadfast commitment to building 

not just businesses, but vibrant 

communities. 

Loretta’s hotel journey commenced 

in January 1980, when she and her 

husband Rodney took a bold step 

and acquired the Moonta Hotel. 

Loretta, at 31 years old, found 

herself embarking on a journey that 

would test her resilience. Amidst 

challenges like a mice plague, 

lively discos, and rooms filled with 

cigarette smoke, Loretta embraced 

the bustling energy of those 

early days. 

As she vividly recalls, back then, 

calculations were done mentally 

and drinks were tallied in one’s head. 

Those were the times of social club 

picnics, where camaraderie was 

fostered, and the drinks flowed 

generously, leaving unforgettable 

memories. 

Sundays were a day of rest, and the 

12 o’clock closing created a rhythm 

of life that Loretta navigated with 

her trademark tenacity. Saturday 

night closing meant the entire 

team rolling up their sleeves to 

clean the pub, followed by a welldeserved 

knock-off drink. It was 

a time of community, of shared 

responsibilities, and of building 

connections that would withstand 

the test of time. 

Loretta’s journey continued, marked 

by transitions that showcased her 

unyielding spirit. From acquiring the 

Commonwealth Hotel in Pt Augusta, 

to transforming Spuds Roadhouse 

in Pimba near Woomera, she 

embraced challenges head-on. Who 

can forget the transformation of 

Spuds, where 4,000 tons of filling 

were brought in to combat boggy 

roads and where electrical work 

turned the yard into an amazing 

winter display of lights? 

In each chapter, Loretta’s 

perseverance remained a constant. 

Through motel rooms, workshop 

services, RAA assistance, and 

more, she nurtured an environment 

of service and community. The 

joy of a Sunday night schnitzel 

drew crowds, uniting people from 

stations, Woomera, and Roxby. 

Through fires, hold-ups, and the 

recent challenges brought by the 

pandemic, Loretta’s true spirit shone 

brightly. She fostered loyalty among 

her staff, creating a family that 

stood together through thick and 

thin. With a steadfast approach, she 

expanded her hotel group, including 

the Commercial Hotel in Two Wells. 

Along the way, there may have even 

been a ghost or two! 

So we celebrate Loretta’s 

remarkable journey, a journey that 

has left an indelible mark on our 

industry. 

Her dedication to the South 

Australian hotel industry is truly 

awe-inspiring, and we are thrilled to 

induct her into the Women in Hotels 

Hall of Fame. 


LORETTA WILMSHURST – 

AN AMAZING JOURNEY 

BY LUCY BREWER 

In Loretta Wilmshurst’s forty odd 

years as a prolific country publican, 

there have been hold ups and a 

mice plague, a brandy-loving ghost 

named George, discos, renovations, 

grandchildren, great staff, and a lot 

of hard work. 

Loretta and her husband, Rodney, 

started their journey as publicans 

at a barbeque. They spoke to an expublican, 

and while the two were on 

their way home, Rodney suggested 

they buy a pub. 

“We put our house on the market, 

and I think we sold it in three weeks,” 

said Loretta. “We hopped in the car, 

and away we went with the kids in 

the back, to look for a pub.” 

It was 1980. Loretta was 31, Rodney 

was 35, and the pub they found was 

the Moonta Hotel. It was for sale, 

and after running into the publican, 

the couple purchased it. 

“It was by the seaside, which was 

lovely,” said Loretta. “The kids used 

to wake up and go squidding on 

the jetty … it was very busy in the 

Summer season.” 

To begin with, the family lived in 

the hotel and then found a house 

nearby. There were many discos, 

many meals, and then a mice 

plague. 

“You had them running around and 

up in the ceilings … dying in the 

floorboards … they’d be crawling 

all over you, so you’d be putting 

your head under the blanket,” said 

Loretta.” “It was terrible … everybody 

had them … it was a very difficult 

time to go through.” 

Eventually, Rodney’s mum became 

unwell, and the family relocated 

to Port Augusta, where they used 

to live. They acquired the Hotel 

Commonwealth, bought a house, 

and according to Loretta, “had a bit 

more of a home life.” 

But Loretta’s journey as a publican 

was far from over. From Port 

Augusta, the family went to Pimba, 

and transformed Spud’s Roadhouse. 

“We did everything up,” Loretta said. 

“We had accommodation for staff 

and workers … we got a new house.” 

Loretta’s children had grown up 

and started to have children of 

their own. 

“Our family grew, so that was lovely,” 

she said. “And then we came back 

to Two Wells, and that’s where the 

ghost story was.” 

The Two-Wells Tavern-Motel, an 

iconic regional pub acquired by 

Loretta and Rodney in 1999, came 

with a ghost. 

“The cleaner would come in, and 

next minute, the brandy would glug, 

and the door would swing, and it 

was George,” said Loretta. 

There are ample stories of George 

the Two Wells ghost. He’s been 

seen on beds and in windows by 

guests, was fond of glugging brandy 

from the bottle, swinging doors 

(particularly in the kitchen), rattling 

tills, and according to Loretta’s 

youngest granddaughter, lived in the 

key room of the pub. 

“One day I was coming up the stairs 

and heard a bang, and there were 

toys being thrown around the room,” 

said Loretta. “That was George.” 

Beyond ghost stories, through 

Loretta’s many years as a publican, 

there have been challenges aplenty. 

Robberies, fires, unpredictability, 

and the many day to day issues that 

come with managing hotels. Yet, her 

passion remains. 

“Be prepared to work,” she said, 

when asked about the advice she’d 

give. “We worked hard and then you 

had a lot of fun going along the way 

… you do get challenges, but you 

cope with them at the time.” 

While Loretta feels the industry may 

be more serious than it once was, 

she remains a believer that there is 

a lot of enjoyment and satisfaction 

that comes from being a publican, 

particularly when you surround 

yourself with a supportive team.” 

“You cannot manage a hotel without 

the support of good staff and loyal 

staff, that stick by you no matter 

what,” she said. 


X 

REGIONAL MEETINGS 

The AHA|SA held two fantastic regional meetings throughout the month of September. 

It was a great turnout at the Victoria Hotel in Port MacDonnell. A massive thanks to Anne-Maree , Steve and 

Rachel Johnstone along with their wonderful team for hosting this event on a beautiful September day. 

It was also a great afternoon for the Gawler Barossa Regional meeting at the Exchange Hotel Gawler on 

26 September. Amazing hospitality was provided by Damien, Kurt and the team. 

A huge thanks to all members and partners who supported these days. 


R E G I O N A L M E E T I N G S 


Recycled through BlockTexx 



CLEAN 

LOOK, 

EASY 

EFFORT. 

CHEF JACKETS 

PANTS 

APRONS 

The Alsco Uniforms premium chef uniform rental service is tailored to elevate your cafe or 

restaurant. When you choose Alsco Uniforms, you're not just getting top-quality, comfortable, and 

clean chef uniforms delivered regularly; you're also embracing sustainability. 

We proudly partner with BlockTexx to ensure our garments have a second life. By recycling our 

uniforms, we reduce waste and minimise our environmental footprint. So, when you rent chef 

uniforms from Alsco Uniforms, you're not only ensuring your staff looks sharp and professional but 

also contributing to a greener future. Join us in our commitment to sustainability while enjoying 

the comfort, style, and durability of Alsco uniforms – your recipe for success. 

LET US QUOTE YOU TODAY! 

call 1800 659 892 or visit alsco.com.au 

© 2023 AlscoPty Ltd. All rights reserved. All trademarks are the property of their respective owners.

H O T E L E L L I O T 

‘Salt’ adds to iconic 

main stretch 

in Port Elliot 

BY TYLER MAUND 



“Entering the building will 

take you into the wine bar, 

which is presented in a 

clean and modern style 

that encapsulates 

a coastal feel.” 

When tourists converge on the Fleurieu Peninsula to 

enjoy the summer sun, ready and waiting will be the 

Hotel Elliot , along with its new expansion ‘Salt at 

the Elliot’. 

Salt at the Elliot offers patrons an entirely different Hotel 

Elliot experience, with a wine bar perfect for a sit down 

eat and drink, and an events space that can cater for all 

the needs of the perfect wedding. 

It’s the latest addition to Port Elliot’s iconic main stretch, 

The Strand, and one that is set to continue the Hotel 

Elliot’s reign as a coastal favourite. 

“It’s a brand new layout and it has a very coasty, vibey 

feel,” said Hotel Owner Matt Kelly. 

Specialising in premium quality, 

custom built projects. 

Luxury new homes 

Renovations 

Commercial builds 



“We do a lot of cocktails in there, it’s just another 

offering for the establishment, the beer garden has 

been extended so it links between the two venues out 

the back.” 

Introduced to locals and tourists in December last year, 

Salt at the Elliot is the product of a long-anticipated 

plan to provide the Hotel Elliot with a versatile function 

space. 

“The one thing that the hotel didn’t have is a good 

dedicated events space,” said Matt. 

The opportunity arose in January 2020 through a block 

of land directly next door, and it was an easy decision 

for Matt and his business partner, Barry Rowett, to 

pounce on the opportunity. 

“It was a block of land with an old house, it was used for 

pinball parlour,” he said. 

“It was 1000 square metres and available to buy, so 

when that land became available it was a no-brainer. 

“We snapped it up on the same day it became available 

and then bulldozed the old home.” 

Nearing twelve months on from its initial opening, Matt 

is excited to see Salt at the Elliot begin to blossom, with 

its own kitchen now fully complete and the early battles 

of Covid in the rear-view mirror. 



“Tourism in Port Elliot is thriving, I’m a little bit biased 

but it is the jewel in the crown.” 

“The timing during Covid wasn’t great, but now with 

people travelling again it’s gone back to those precovid 

times,” he said. 

“The kitchen wasn’t fully completed going into 

summer last year, but we managed through as we 

have three kitchens at the venue. 

“The biggest task now is to get our event space 

out there to the public, we are going through the 

necessary channels.” 

As visitors walk in to Salt at the Elliot they are greeted 

by a red brick in tandem with an off-white rendered 

exterior, which compliments the existing build of the 

Hotel Elliot. 

“I thought that when we did Salt we could culminate 

the two together on the facade area,” said Matt. 

“I think we’ve accomplished that.” 

Entering the building will take you into the wine bar, 

which is presented in a clean and modern style that 

encapsulates a coastal feel. 

“We went through Mosmo Living, they did our interior 

designing, Sandy Wilkinson did our facade,” said Matt. 

The Wine Bar is open daily for lunch and dinner, along 

with a breakfast menu that is available on weekends. 

It suits anything from the casual drop-in along the bifold 

window seating, to a booked gathering of up to 12 

people, there is even the option to enjoy a night cap by 

the fireplace courtesy of a cosy lounge area. 

Venturing off the floorboards of the wine bar takes you 

onto a polished concrete walkway that leads through to 

the event space, which has a capacity of 120 people. 



It is a premium offering that continues the modern 

coastal style presented in the wine bar, with white 

tablecloths and oak-coloured furnishings. 

“It looks pretty snazzy with the lights and what not, I’m 

very happy with it,” said Matt. 

The event space is perfect for large celebrations 

including wedding and engagement parties, whilst 

it also offers a great environment for professional 

events such as conferences and corporate dinners. 

The venue also hosts trivia nights, alongside other 

events that are scheduled leading into Christmas. 

Salt at the Elliot has a dedicated kitchen, and its 

versatility enables for both the wine bar and event 

space to operate separately, or both can be booked 

out together. 

The two areas also have a dedicated bar each, adding 

to the two bars that already existed in the Hotel Elliot. 

“Four bars keeps us busy, but it gives us the 

opportunity to maximise trade in the peak times,” he 

said. 

Salt at the Elliot’s kitchen also offers a clearly different 

menu to its neighbour the Hotel Elliot, offering more 

refined food that gives customers another alternative. 

“It’s just maximising for when we do have people 

down, we have those extra areas,” he said. 

Hotel Elliot, SA 

Experience 

the big screen 

feeling. 

1300 244 727 

tadams@bigscreenvideo.com.au 

bigscreenvideo.com.au 

Back to Contents www.ahasa.asn.au | Hotel SA | 21 

AHA SA 2023 QTR3.indd 1 

5/10/2023 10:01:52 AM




“Port Elliot is a popular 

destination for retirees, 

and whilst tourists arrive in 

numbers during the summer 

months, a focus on the 

locals in the area is just 

as important.” 

“If people want to have an engagement party we can 

do that now, where we wouldn’t have been able to in the 

existing building.” 

The addition of the new spaces have also seen an 

increase in jobs, with almost double the amount 

of employees working over the holiday season in 

comparison to previous years. 

“Through the summer months we had 35-40 staff on 

the payroll, that has now increased to 65-70,” he said. 

With Port Elliot continuing to be a tourist hotspot in 

warmer weather, Matt is optimistic for the impact Salt 

at the Elliot can have this summer. 

“Most importantly it is an offer for tourism which is first 

and foremost on my mind at that time of year,” he said. 

“Tourism in Port Elliot is thriving, I’m a little bit bias but it 

is the jewel in the crown. 

“I’m looking forward to the Tour Down Under in January, 

we will get a bit of traction there. 

The Hotel Elliot is located only 350m from Horseshoe 

Bay and is situated next to the railway track that sees 

the Cockle train steam through in summer, providing 

a great opportunity for tourists to stop by the Hotel or 

Salt at the Elliot. 



Entering his 11th summer at the Hotel Elliot, Matt 

believes that it gets busier and busier each year. 

“It’s just about working out ways to do it more efficiently, 

that’s my biggest challenge going forward,” he said. 

Another challenge that Matt and many coastal pub 

owners encounter is the difficulties of navigating winter, 

where revenues drop substantially. 

“I’ve always said if I can break even in winter, or make 

a little bit of money in winter, then I’ve made it as a 

businessman,” he said. 

“It is always something that is first and foremost on 

my radar. 

“Going in to May there’s a bit of a shock to the system 

how quickly it drops, it’s just one of those things we’ve 

just got to learn to accept.” 

Taking on extra business outside of the pub is one way 

Matt navigates the winter hurdles, such as catering at 

the Victor Harbor Football Club. 

“To give my chefs a bit of work I’ve taken on the catering 

at the Victor Harbor footy club this year so that brings in 

a little more income on the food side of things,” he said. 

Port Elliot is a popular destination for retirees, and 

whilst tourists arrive in numbers during the summer 

months, a focus on the locals in the area is just as 

important. 

“We look after our seniors with lunches in the Elliot and 

Salt Monday to Friday,” said Matt. 

“My locals are very important to me. 

“I was down there the other week and there was quite a 

few in which was lovely, it makes me really happy. 

“You go in and people know each other, and I see that in 

the summer months. 

“There is a network of people that stay very close and 

they are there that time of year.” 

With 35 years of experience in the industry, Matt is 

always looking for ways to improve. 

“Most importantly it is an 

offer for tourism which is 

first and foremost on my 

mind at that time of year.” 

“As with any business, it’s all about the service,” he said. 

“That two week period after Christmas, I wake up in the 

middle of the night thinking about it and how we can do 

it better. 

“I just want people to be happy, that’s the most 

important thing for me.” 

With Salt at the Elliot now ready for summer, an update 

to the outdoor area of the Hotel Elliot may be next 

agenda. 

“I’m extremely excited moving forward, we are really 

happy that there are a lot more offerings that we can 

provide,” he said. 

“The outdoor area is one area I might look at sharpening 

up, we need to put some more heat out there in the 

winter months. 

“Along with restoring the original brick at the Hotel 

Elliot.” 

Matt also holds an interest in The British and 

The Kentish in North Adelaide, and The Republic in 

Norwood. 


W O R K P L A C E R E L A T I O N S 

Government Tables further IR Reforms: 

Closing Loopholes Bill 2023 

OWEN WEBB - AHA|SA WORKPLACE RELATIONS MANAGER 

On 7 September 2023 the Federal Government tabled 

their 3rd tranche of industrial relations reforms through 

the introduction of the Fair Work Legislation Amendment 

(Closing Loopholes) Bill 2023 (Closing Loopholes 

Bill). The Closing Loopholes Bill has been referred to 

the Senate Education and Employment Legislation 

Committee (Committee) for inquiry and report by 

1 February 2024. 

The Australian Hotels Association has provided a 

submission to the Committee Inquiry and will be 

making further representations to the Committee and 

Government on the Closing Loopholes Bill. 

The Bill proposes amendments across four broad areas: 

• Employee and ‘employee-like’ pay and conditions 

• Employee entitlements 

• Work health and safety reforms 

• Changes to existing enterprise agreement 

arrangements 

In this article we look at some of the proposed 

amendments that would have the most significant 

impact across the hotel industry if the legislation was 

passed, with a particular emphasis on the changes being 

proposed to casual employment. 



CASUAL EMPLOYMENT 

Casual Definition 

Undoubtedly one of the most significant amendments 

being proposed in the Closing Loopholes Bill for the 

hotel industry are the changes to the definition of 

casual employment. The Federal Government is seeking 

to amend the definition of a casual employee in section 

15A of the Fair Work Act 2009 (the Act). 

The current definition of a casual employee in section 

15A defines a casual according to the terms of the 

initial offer of employment on the basis that there is no 

firm advance commitment to continuing and indefinite 

work. In determining whether there is no firm advance 

commitment to continuing and indefinite work, a range 

of factors are taken into consideration, including: 

• Whether the employer can elect to offer work and 

whether the person can elect to accept or reject 

work 

• Whether the person will work as required according 

to the needs of the employer 

• Whether the employment is described as casual 

employment 

• Whether the person will be entitled to a casual 

loading or a specific rate of pay for casual 

employees under the terms of the offer or a fair work 

instrument. 

Under the proposed amendment to the casual 

definition in section 15A the Government is seeking to 

retain the principle that the employment relationship 

is characterised by an absence of a firm advance 

commitment to continuing and indefinite work. 

However in determining whether the commitment 

exists, the proposed definition will not only take into 

consideration what terms were agreed to as part of the 

initial offer of employment but also focus on ‘the basis 

of the real substance, practical reality and true nature 

of the employment relationship’. The absence of a firm 

advance commitment to continuing and indefinite work 

will also be determined having regard to: 

• the offering of work by the employer and acceptance 

or rejection of work for the employee; 

• the likelihood of future availability of continuing work 

in that enterprise of the kind usually performed by the 

employee; 

• whether there are full time or part time employees 

performing the same kind of work as the employee; 

• whether there is a regular pattern of work for the 

employee. 

Despite the terms of the contract of employment 

agreed to between the employee and employer, the 

definition allows for the fact that a firm advance 

commitment can be inferred simply because of a 

mutual understanding or expectation between the 

employer and employee. 

In respect to a regular pattern of work, the pattern of 

work can still be considered regular even if it is not 

absolutely uniform and includes some fluctuation or 

variation over time. 



The impact of the proposed change to the casual 

definition is that the determination of whether an 

employee is categorised as a casual or not, will 

no longer come down to what has been agreed to 

between the employer and employee in the initial offer 

of employment. The determination will be assessed 

based on the contractual arrangements and the postemployment 

behaviour of the employee and employer 

taking into consideration hours of work, roster patterns 

and availability of work. 

MISREPRESENTATION OF CASUAL 

EMPLOYMENT 

The Closing Loopholes Bill proposes a new section 

359A of the Act regarding the misrepresentation of 

casual employment. Under the proposal an employer 

“… that employs, or proposes to employ, an individual 

must not represent to the individual that the contract 

of employment under which the individual is, or would 

be, employed by the employer is a contract for casual 

employment under which the individual performs, or 

would perform, work other than as a casual employee”. 

The proposed new section 359A would be a civil 

remedy provision and therefore penalties could 

exist against an employer who is found to be 

misrepresenting casual employment. 

Misrepresentation will not occur under the proposed 

amendments if the employer proves that, when the 

representation was made, the employer reasonably 

believed that the contract was a contract for 

employment as a casual employee. 

There are currently no provisions in the proposed new 

section which refer to misrepresentation brought on 

by an honest mistake or as a result of an unintentional 

error. The new provisions also don’t make it clear as to 

whether or not there is the potential for an employee to 

make a claim for backpay of wages and entitlements in 

the event of misrepresentation. 

EMPLOYEE CHOICE ABOUT CASUAL 

EMPLOYMENT 

The Closing Loopholes Bill proposes a new section 

that deals with “employee choice” regarding casual 

employment. 

Under the proposed amendments a casual employee 

who has been employed for a period of at least 6 

months (or 12 months for a small business) would 

be able to give a written notification to their employer, 

that based on their working arrangements they believe 

that they no longer meet the definition of casual 

employment. 

The employer would be required to respond to the 

employee’s notification within 21 days after the 

notification, providing a statement about either 

accepting the notification or not accepting the 

notification. If the employer accepts the notification, 

they will need to provide the employee with information 

regarding changing to full-time or part-time 

employment, the change to their hours of work and the 

day the change would take effect from. 

The employer would only be able to decline the 

notification on any of the following grounds: 

• The employee still meets the definition of casual 

employment under the Act; 

• Accepting the notification would be impractical 

because substantial changes would be necessary to 

the employee’s terms and conditions of employment 

to ensure that a fair work instrument (i.e. Award, 

Enterprise Agreement) is not contravened; 

• Accepting the notification would result in the 

employer not complying with a recruitment or 

selection process required by or under a law of the 

Commonwealth or a State or a Territory. 

If there are disputes in relation to the non-acceptance 

of the notification or the notification process under the 

new section and it cannot be resolved at the workplace 

then the matter can be referred to the Fair Work 

Commission (FWC). 

These proposed ‘employee choice’ amendments would 

operate in unison with the existing casual conversion 

provisions. 

WAGE THEFT 

The Closing Loopholes Bill is seeking to introduce a 

new criminal offence ‘wage theft’ for instances where 

an employer deliberately underpays an employee(s) 

wage(s) and or entitlements. 

The new provisions would not apply to superannuation 

payments or contractual entitlements. They apply to 

amounts payable under the Act, a Fair Work Instrument 

(i.e. Award, Enterprise Agreement) or Transitional 

Instrument. 

Under the proposed amendments employers who 

are found guilty of the offence can be subject to a 

maximum penalty of 10 years imprisonment and or a 

maximum fine of the greater of 3 times the amount of 

the underpayment or for an individual $1,565,000 or for 

a body corporate $7,825,000. 

The amendments propose avenues that an employer 

could enter into to avoid prosecution if they selfdisclosed 

their conduct, this includes an option for 



any of the following matters: payment terms, deductions, 

working time, record keeping, insurance, consultation, 

representation, delegates’ rights and cost recovery. 

A minimum standards order cannot include terms about 

any of the following matters: overtime rates, rostering 

arrangements, a term that would change the form of 

the engagement or status of workers, WHS matters 

dealt with by a law of the Commonwealth, a State or 

a Territory. 

MEANING OF ‘EMPLOYEE’ AND ‘EMPLOYER’ 

an employer or person to enter into a ‘cooperation 

agreement’ with the Fair Work Ombudsman (FWO). 

Under such an agreement the FWO would not refer the 

employer to the Director of Public Prosecutions or the 

Australian Federal Police for action in relation to 

a possible offence. 

‘EMPLOYEE-LIKE” WORKERS 

The Closing Loopholes Bill proposes amendments 

to implement new provisions in the Act to enable the 

FWC to set minimum standards orders and minimum 

standard guidelines for workers in ‘employee-like’ forms 

of work, such as those in the gig economy. 

An employee-like worker under the proposed 

amendments would be a person who is working under 

a services contract, the work that the person performs 

under the services contract is digital platform work, they 

are not an employee under the services contract and 

they satisfy one or more of the following: 

• the person has low bargaining power in negotiations 

in relation to the services contract under which the 

work is performed; 

• the person receives remuneration at or below the 

rate of an employee performing comparable work; 

• the person has a low degree of authority over the 

performance of the work; 

• the person has such other characteristics as are 

prescribed by the regulations. 

An application for a minimum standards order can 

be made by a digital labour platform, a registered 

organisation representing digital labour platform 

workers or businesses or the Minister for Employment 

and Workplace Relations. The FWC can also set 

minimum standards of their own motion. 

A minimum standards order may include terms about 

In response to the High Court decisions in CFMMEU 

v Personnel Contracting Pty Ltd [2022] HCA 1 and ZG 

Operations Australia Pty Ltd v Jamsek [2022] HCA 2, the 

government in their Closing Loopholes Bill are proposing 

to amend the Act by determining an ‘employee’ and 

‘employer’ based on the “real substance, practical reality 

and true nature of the relationship between the individual 

and the person”. 

The High Court decisions referred to above confirmed 

that the interpretation of an independent contractor/ 

principal relationship versus employee/employer 

relationship can be determined based on the contractual 

arrangements entered into by the parties. 

The Government’s proposed amendments in the Bill 

seek to go beyond the terms governing the relationship 

by looking at the totality of the relationship between 

the individual and the person and how the contract is 

performed in practice. 

LABOUR HIRE 

The Closing Loopholes Bill proposes to make 

amendments to the Act to enable employees, unions 

and host employers to apply to the FWC to make a 

‘regulated labour hire arrangement order’. Such an order 

would provide for labour hire employees to be paid at 

least the same amount that an employee would receive 

performing the same work under a host employer’s 

enterprise agreement. 

The FWC must only make a regulated labour hire 

arrangement order where it is fair and reasonable in all 

of the circumstances to do so. 

An order would not apply in the case of an employee 

working for a host employer under a training 

arrangement (i.e. apprenticeship, traineeship). 

Members who would like any further information in 

relation to the Closing Loopholes Bill can contact the 

AHA|SA Workplace Relations team. 


M E M B E R A D V I C E 

ACCOUNTANCY SERVICES 

Bentleys SA 8372 7900 

Perks Accountants & Wealth Advisers 

08 8273 9300 

Winnall & Co. 8379 3159 

ARCHITECTS & INTERIOR 

DESIGNERS 

Mister Lincoln 0402 777 326 

Studio Nine Architects 8132 3999 

ART & FRAMING 

Art Images Gallery 8363 0806 

ATMS 

Banktech 0408 462 321 

Cashzone 1300 305 600 

Next Payments 1300 659 918 

AUDIO VISUAL 

Big Screen Video 1300 244 727 

Novatech Creative Event Technology 

8352 0300 

BACKGROUND MUSIC 

Foxtel Music 1300 148 729 

Moov Music 1300 139 913 

Zoo Business Media 07 5587 7222 

BANKING & FINANCE 

Bank SA 0403 603 018 


08 8273 9300 

BEVERAGE GASES 

BOC Limited 0424 647 568 

Supagas 8252 7472 

BEVERAGES 

Accolade Wines 8392 2238 

Australian Liquor Marketers 8405 7744 

Big Shed Brewing Concern 8240 5037 

Campari Group 02 9478 2727 

Carlton & United Breweries 13 BEER (13 2337) 

Coca-Cola Europacific Partners 8416 9547 

Coopers Brewery 8440 1800 

CUB Premium Beverages 8416 7819 

Diageo Australia 0401 120 872 

Empire Liquor 8371 0088 

Lion 8354 8888 

Liquor Marketing Group 8416 7575 

Oatley Fine Wine Merchants 1800 628 539 

Options Craft Liquor Merchants 8346 9111 

Pernod Ricard Australia 8208 2400 

Samuel Smith & Son 8112 4200 

Treasury Wine Estates 8301 5400 

BOOKKEEPING 


08 8273 9300 

Winnall & Co. 8379 3159 

CASH HANDLING / TERMINALS 

Banktech 0408 462 321 

BK Electronics 0431 509 409 

Cardtronics 03 9574 4878 

Coms Systems 0408 462 321 

GBay/Aruze Gaming 0424 700 888 

Next Payments 1300 659 918 

CLEANING & HYGIENE SUPPLIES 

Bunnings Group 0435 630 660 

Bunzl 08 8245 6222 

CLEANING COMPANIES 

A Cleaner World 0426 887 364 

Alsco 8346 1391 

SCS Group 1300 664 647 

COFFEE SUPPLIERS 

Grinders Coffee 1300 476 377 

COMPUTER & IT SERVICES 

Boylen 8233 9433 

Compnow 8133 8000 

DEFIBRILLATORS 

AED Authority 03 8710 8666 

Alsco 8346 1391 

St John 1300 78 5646 

ENERGY & SOLAR SOLUTIONS 

Class A Energy Solutions 8391 4853 

PowerMaintenance 1300 700 500 

Trans Tasman Energy 1300 118 834 

EQUIPMENT/SUPPLIES/HARDWARE 


Bunzl 08 8245 6222 

FACIAL RECOGNITION TECHNOLOGY 

COMS Systems 1800 324 918 

Vix Vision 0400 310 326 

FINANCIAL PLANNING 


08 8273 9300 

Winnall & Co. 8379 3159 

FIRST AID 

Alsco 8346 1391 

St John 1300 360 455 

FOOD SERVICES 

Bidfood 0427 099 558 

Galipo Foods 8168 2000 

PFD Foodservice 8114 2300 

Thomas Foods 8162 8400 

FURNISHINGS 

Concept Collections 1300 269 800 

Mister Lincoln 0402 777 326 

GAMBLING SERVICES 

The Lott 132 315 

UBET 8354 7300 

GAMING ANALYSIS 

Independant Gaming Analysis 8376 6966 

Winnall & Co 8379 3159 

GAMING FLOAT RECONCILIATION 


GAMING LOYALTY 

Bluize 1300 557 587 

GAMING MACHINE SERVICES 

Ainsworth Game Technology 0409 171 616 

Aristocrat Technologies Australia 8273 9900 

Coms Systems 0409 283 066 

GIFT CARDS 

The Card Network 1300 375 346 


IGT 8231 8430 

Independant Gaming Analysis 8376 6966 

Konami Australia Pty Ltd 0409 047 899 

MAX 8275 9700 

Scientific Games to Light & Wonder 

0400 002 229 

Statewide Gaming 0448 076 144 

HEALTH INSURANCE 

Bupa 1300 662 074 (#2146982) 

HOTEL BROKERS 

Langfords Hotel Brokers 0410 605 224 

McGees Property Hotel Brokers 8414 7800 

HOTEL MANAGEMENT 

H&L Australia Pty Ltd 1800 778 340 

HOTEL MARKETING 

Digital Marketing AOK 1300 658 543 

INFORMATION SYSTEMS/SITE PREP 

Max Systems 8275 9700 

INSURANCE 

Aon Risk Solutions 8301 1111 

KITCHEN & BAR EQUIPMENT 


Bunzl 08 8245 6222 

Stoddart Food Service Equipment 

0468 923 320 

LEGAL SERVICES 

Eckermann Lawyers 8235 3990 

Piper Alderman Lawyers 8205 3318 

Ryan & Co Solicitors 0421 595 815 

Wallmans Lawyers 8235 3018 

LINEN SERVICES 

Alsco 8346 1391 

MEDIA 

FIVEaa 8419 1395 

Foxtel 1300 138 898 

Solstice Media 8224 1600 

MIGRATION 

Migration Solutions 8210 9800 

ONHOLD/MESSAGING 

1800 ON HOLD 8125 9370 

PAYROLL & HR RESOURCES 


08 8273 9300 

Tanda 1300 859 117 

Winnall & Co. 8379 3159 

POS SYSTEMS 

Bepoz 1300 023 769 

Bluize 1300 557 587 

H&L Australia Pty Ltd 1800 778 340 

PROPERTY VALUATIONS 

Knight Frank Valuations & Advisory 

8233 5222 

RETAIL LIQUOR MARKETING 

Liquor Marketing Group 8416 7575 

SIGNAGE & PROMOTIONAL ITEMS 

The Banner Crew 8240 0242 

SPORTS & ENTERTAINMENT MEDIA 

Foxtel 1300 790 182 

STAFF TRAINING & RECRUITMENT 

Adelaide Institute of Hospitality 8338 1492 

The Kingsmen 0410 416 655 

Maxima 8340 7766 


08 8273 9300 

St John 1300 360 455 

SUPERANNUATION 

HostPlus 0418 327 607 

WEBSITES 

Boylen 8233 9433 


Adelaide’s Best Hotel 

Website Design Company 

boylen.com.au 

T 08 8100 2499 F 08 8232 4979 

E info@gamingcare.org.au 

4th Floor AHA|SA House 

60 Hindmarsh Square, Adelaide SA 5000 

Adelaide Web Designer 

08 8233 9433

CORPORATE PARTNERS 2023/24 

GAMING CARE 

D I A M O N D 

P L A T I N U M 

G O L D 

S I L V E R 

131 733 

AED Authority 

Ainsworth Game Technology 

Boylen 

Campari Group 

Konami 

pfdfoods.com.au 

Australia Pty Ltd 

For full product range and details 

of your nearest branch 

Light & Wonder 

Options Craft Liquor Merchants 

Ryan & Co. Solicitors 

Australian Liquor Marketers 

Digital Marketing AOK 

Liquor Marketing Group 

PFD063 Hotel SA Advert (1/4 Page).indd 1 

18/05/09 11:47 AM 

Samuel Smith & Son 

BankSA 

Big Screen Video 

Bluize 

Empire Liquor 

Foxtel 

IGT 

Novatech Creative Event 

Technology 

Oatley Fine Wine Merchants 

Stoddart Food Equipment 

Tanda 

B R O N Z E 

1800 ON HOLD 

Bunzl 

Advisory SA 

Statewide Gaming 

A Cleaner World (ACW) 

Cashzone 

Langfords Hotel Brokers 

St John 

Adelaide Institute of Hospitality 

Class A Energy Solutions 

McGees Property Hotel Brokers 

Studio Nine Architects 

Alsco 

Banktech 

Bentleys Accountants 

Big Shed Brewing Concern 

Compnow 

COMS Systems 

Concept Collections 

Eckermann Lawyers 

Next Payments 

Perks Accountants & Wealth 

Advisers 

Piper Alderman Lawyers 

Supagas 

The Banner Crew 

The Kingsmen 

Trans Tasman Energy Group 

BK Electronics 

GBay/Aruze Gaming 

PowerMaintenance 

Vix Vision 

BOC Limited 

Independant Gaming Analysis 

SCS Group 

Wallmans Lawyers 

Bunnings Group 

Knight Frank Valuations & 

Solstice Media 

Winnall & Co 

H O T E L I N D U S T R Y S U P P O R T E R 

Art Images Gallery 

Maxim 

Bupa 

Migration Solutions 

The Card Network 


L I C E N S E E T R A N S F E R S 

OCTOBER 2023 

HOTEL LOCATION EFFECTIVE DATE NEW LICENSEE 

Rising Sun Hotel Lobethal 15.09.23 Gregory Mark Ingham and Verity Mary Ingham 

The Halfway House Hotel Bellum 19.09.23 Damien Bernard Williss & Megan Black 

Woolshed On Hindley Adelaide 20.09.23 David John O’Connell 

Black Bull Hotel Adelaide 20.09.23 David John O’Connell 

OFFICE HOLDERS 

CONTACT 

OFFICE 

Level 4, 60 Hindmarsh 

Square, Adelaide SA 5000 

POSTAL 

PO Box 3092, 

Rundle Mall SA 5000 

P (08) 8232 4525 

P 1800 814 525 Toll Free 

F (08) 8232 4979 

E information@ahasa.asn.au 

W www.ahasa.asn.au 

EXECUTIVE COUNCIL 

DAVID BASHEER 

President 

MATTHEW BINNS 

Vice President 

LUKE DONALDSON 

Deputy Vice President 

COUNCIL 

BRAD BARREAU 

ANDREW BULLOCK 

SIMONE DOUGLAS 

TREVOR EVANS 

JASON FAHEY 

TRENT FAHEY 

SAM McINNES 

Secretary Treasurer 

MATTHEW BRIEN 

Executive Council 

ANNA HURLEY 


COREY FARMER 

ELISE FASSINA 

JAMES FRANZON 

TONY FRANZON 

JOHN GIANNITTO 

TOM HANNAH 

ANDREW KEMP 


MATT ROGERS 


PETER JOHNSON 

JASON KELLY 

GUY MATTHEWS 

KAREN MILESI 

ANDREW PLUSH 

DARREN STEELE 

ADMINISTRATION 

ANNA MOELLER 

CEO 

NATARSHA STEVENSON 

Chief of Staff 

ALISA WENZEL 

Financial Controller 

OWEN WEBB 

Workplace Relations, Liquor 

Licensing & Gaming 

GARY COPPOLA 

Legal and Advocacy 

SCOTT VAUGHAN 

Membership & Business 

Services 

KATHERINE TAYLOR 

Accommodation 

Australia (SA) and 

Tourism 

Communications 

LUCY RANDALL 

Events & Partnerships 

DIDIER VOLLERIN + 

Liquor & Gaming 

LIZ TURLEY 

Training Coordinator 

BELINDA RICHARD 

Executive Assistant 

Views expressed in Hotel SA are not necessarily those of the AHA|SA or the publisher and neither can accept, and therefore disclaims any liability, to any party for loss or damage 

caused by errors or omissions resulting from negligence, accident or any other cause. We do not endorse any advertising materials, services offered within advertisements or products, 

special offers or goods promoted therein. 

PUBLISHER 

+ 

3/288 Glen Osmond Road, Fullarton SA 5063 

P (08) 8233 9433 W www.boylen.com.au 

TIM BOYLEN Managing Director 

tboylen@boylen.com.au 

JAMIE RICHARDSON Advertising 

sales@boylen.com.au 

PATRYCJA WHIPP 

Studio Manager/Graphic Designer 

Did you know that there are 1000s of 

international students in Adelaide – and 

they arrive all year round? And that many are 

looking for part-time work, many in the hotel 

industry and hospitality industry? 

Want to know how to reach this potential 

talent pool? 

Then you need to know about JOB SHOP! 

Job Shop is a free service connecting Adelaide 

companies with international students looking 

for part-time and casual roles. 

Designed as a one-stop shop for international 

students, Job Shop is a portal on the website 

of StudyAdelaide, the state government’s 

marketing and support agency for 

international students. 

Even better, Job Shop is a free and easy way 

for employers to advertise their vacancies. 

To find out more, visit 

www.studyadelaide.com/jobshop 

or contact Laurice Lima on 

lauricelima@studyadelaide.com 


GAMING CARE 

GAMING CARE works with all South Australian Hotels with gaming 

machines to reduce the harm caused by problem gambling. 

Providing the hotel industry with the capacity to respond to community concerns related 

to the harm associated with gambling by contributing to early intervention and support 

for problem gamblers and their families. 

Minimising the harm caused by problem gambling behaviour by fostering a compliant 

and proactive industry that works with regulators, gambling help services and gaming 

patrons to minimise harm caused by gambling. 

Assisting licensees and hotel staff with their compliance obligations, and supporting 

venue staff through education and training regarding the recognition of problem 

gambling indicators and assisting in accurately documenting patron behaviour. 

Providing licensees and hotel staff with the confidence and skills required to engage 

directly with patrons who are showing indicators of potential problem gambling, enabling 

them to intervene early and refer the patron to a gambling help service, or other support 

options if required. 

Contact your local Gaming Care Officer, or our Office, for 

information on how Gaming Care can assist your venue. 

For any assistance or support 

please contact your local 

Gaming Care Officer, or our office 

for information on how Gaming 

Care can assist your venue.

Hotel SA October 2023

Create successful ePaper yourself

Delete template?

Save as template?