HOSPITALITY REVIEW The Official Journal of the Tasmanian Hospitality Association - December 2019
December 2019 www.tha.asn.au
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December 2019 www.tha.asn.au
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CONTENTS
3 - President and CEO Update 5 - Membership Report 6 - GCE Report 8 - IR Report FEATURES & ARTICLES
13 - Clubs Tasmania Report 15 - Premier, Will Hodgman 17 - Opposition Leader, Rebecca White 18 - Liquor and Gaming 19 - Drysdale Update 21 - Max Hitchins - An Aussie owns the #1 bar in the world
23 - Tasmania Police 25 - Tourism Tasmania
25/93 Salamanca Place, Hobart TAS 7000 PO BOX 191, Battery Point TAS 7004 Phone: 6220 7300 Email: enquiries@tha.asn.au Web: www.tha.asn.au
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Hospitality Review
President and CEO Update
December is a time when hospitality in Tasmania is thriving but it is also a time when we need to look at celebrating our successes throughout the year and spend valuable time with our families and friends. Reflecting on 2019 and what the association has delivered upon and dealt with on behalf of our members, it’s been a big year and it’s timely to remind and encourage everyone to get your membership renewals in as 2020 promises to be another big one. We have partnered with an amazing and varied group of corporate businesses delivering some very attractive savings for our members. We have had a record number of THA members this year which means that if the THA needs to lobby on behalf of the State’s industry, our voice will be that much stronger. This year saw us implement our strategic plan and Government funding initiatives. There will be a continuation of these projects plus the introduction of news ones so watch this space. What we can tell you however is the popular Industry Forums will be coming to a region near you in 2020 on the following dates:
• East Coast – March 18, 2020 • West Coast – March 24, 2020 • North West – March 25,2020 • South – March 31, 2020 • North – April 7, 2020
Exact location details and times will be communicated closer to the dates and we are excited to say that the format of the forums will change in 2020 so I encourage you to RSVP when you see the invitation hit your mailbox. Steve and Rone’s popular Podcast took a small hiatus coming into the busy period of the year but we are pleased to let you know that it will be back in 2020. On behalf of Steve and I, we would like to thank our members, our corporate partners and associates for your support this year. We would like to wish you all, along with your loved ones, a very happy Christmas and prosperous New Year and we look forward to working with you all in 2020.
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Energy R.O.I. Pty Ltd is a Tasmanian company focused on helping businesses maximise the return on their investment in gas and electricity. We are an energy consulting company who provide professional engineering advice and brokerage services, we do not sell products. Many Tasmanian businesses do not have energy managers on staff and Energy R.O.I. fill in this role on an on- demand basis. Duncan Livingston founded the company four years ago, since then Tom Mill (engineer) and Scott Plumer have joined the team. Before joining Energy R.O.I. Scott managed Federal Group’s energy procurement projects. We have been appointed by the Tasmanian government to the DPAC Energy Efficiency Expert panel and conduct audits for both government and private sector clients. We approached the THA suggesting we could negotiate better energy deals for their members using a group buying strategy. We ran bill error checking plus two rounds of group buying negotiations for THA members, one for large customers (>150,000kWh/p.a.) and one for small customers. LARGE USER GROUP The large energy users mostly had electricity contracts in place they had negotiated themselves and about 50% used ERM Power as their retailer, the rest were with Aurora Energy. By coming together and negotiating as if they were one large customer, with everyone agreeing to contract with the lowest bidding retailer when their existing contract expires, everybody has benefited. Even though electricity prices have risen dramatically in recent years, the twenty venues that participated are forecast to save a combined $250,000 over the next three years.
SMALL USER GROUP The smaller energy users also negotiated as a group. Many of these businesses had never used any retailer other than Aurora Energy and did not have full understanding of their electricity bills. Therefore, many of these businesses were not billed to their advantage. The results for these THA members are fantastic, the average saving for these members is $2,299/p.a. and a combined $100,000 over three years. BILL ERROR CHECKING Several members were surprised to find they had errors on their bills and were eligible for refunds. One happy THA member was given a refund of more than $9,000 in billing errors detected as part of our process. ENERGY AUDITS As accredited energy auditors, we have started undertaking energy audits for some THA members, utilising the DPAC Power$mart Business program, thanks to which accommodation businesses only need to pay 30% of the actual cost of an energy audit. Energy ROI can help by giving you a truly independent analysis. Contact us, for a small consulting fee, we may can save you thousands of dollars in capital and annual operating costs. www.energyroi.com.au http://www.dpac.tas.gov.au/divisions/climatechange/Climate_ Change_Priorities/reducing_emissions/power$mart_businesses
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Hospitality Review
ARTICLE Nick Roney
The last quarter of 2019 has seen the last of our regional forums being held in Hobart and Launceston. Both were attended well by members and corporate partners. The main part of the forums is to communicate the regional plans that have now been finalised under the guidance of all our members and non-members that took part in these sessions in the first half of the year. A big thanks to Drysdale for assisting in the Hobart forum and the networking night and in Launceston a huge thanks to Glenn Robertson and his team at The Hotel Grand Chancellor Launceston. After the Launceston Forumwe had our annual Race Night at Mowbray Racecourse, which saw more than 80 people attend. A lot of fun was had on the night with some tactical banter with the organisers of the $20 Punters Club. The Punters Club managed to get back in front after the second last race only to invest it all on the last (Thanks to Andrew Moore from Clubs Tasmania) which saw everyone halve their initial investment and get a $10 return. We must also thank everyone that participated in our one-off auction for a signed WINX silks and we managed to raise more than $1000 for THAT Foundation . We look forward to seeing you all again at this event next year. Electricity seemed to be the topic of the last quarter as we went to tender with one of our newest corporate partners in Energy ROI. Energy ROI ran bill error checking plus two rounds of group buying negotiations for THA members, one for large customers (>150,000kWh/p.a.) and one for small customers. You may have read about the great savings to be had by some of our members in a previous article in the magazine and if this is something you are interested in, our next Electricity Tender will be in March 2020 so if you would like to participate, please contact myself on 0439119343 or email nick@tha.asn.au as there are saving to be made. Speaking of our corporate partners, I would like to welcome a new corporate partner in Supagas who have come on-board with the THA recently. All of our corporate partners should be able to offer some value or benefits to your business. Please make a point in mentioning that you
are a THA member when contacting them. We would also like to hear your stories when you have dealt with our partners, so just shoot me a quick email when you do at nick@tha.asn.au
See our website for all of their contact details.
Membership renewals were sent out in the second week of November. If you haven’t received your statement, please contact me or if your details have changed, let me know. Lastly, I hope everyone has had a great 2019 and are ready to go for the next few months when the action heats up. Make sure you have all your contracts in place for casual staff and if you have any question or queries, no matter how big or small, please pick up the phone and call me or send me an email. Have a safe Christmas and a prosperous new year. Please contact myself directly if you need assistance in any way in regards to your membership on 0439 119 343.
Cheers Nick Roney
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Stephen Long ARTICLE
THAGreat Customer Experience Program (GCE)
The GCE continues to provide Hospitality and Tourism venues with a vehicle to upskill and engage their staff – valuable tools to enhance the visitor, and local, experience. Venues become better places to be, more profitable and show staff they are valued and that upskilling is a positive move that will enable them to develop and further their careers. There are now seven contractors out there all around Tasmania engaging with venues in a positive manner. Our contact numbers continue to accelerate as shown below
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Hospitality Review
And we are getting terrific numbers of staff and employers participating in the Awareness and Skills session. November has been our best month yet.
So we are out there and achieving great things for venues – some of our testimonials can be found at: https://www.google.com/maps/d/viewer?mid=1GUwIPtBOqVG3zyguUKGw3MQo002LuDNq&ll=-42.045101590712754%2C146.7153862&z=8 Employee relations: We also have a staff member in Jordan Lewtas circulating and discussing how venues are managing their Employee Relations responsibilities. More than a hundred venues have been contacted by Jordan and he has been able to assist with ER issues, provide some advice or referral to others to assist venues cope in this demanding part of their business. It’s working - want to be included? Stephen Long: Phone: 0439 100 290 or Email: stephen@tha.asn.au
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Merv Saltmarsh ARTICLE
Staff Turnover Impacts Bottom Line With the high-level activity and the tourism period upon us, more ships, more sunshine, more visitors and holiday season which is great the added challenge of attracting, training and retaining employees is paramount. According to recent data businesses in the hospitality industry in Australia typically lose over half (55.00%) of their employees every year. Benchmarking studies of turnover of general industries usually indicate an average staff turnover rate of around 15-18% per year, the hospitality industry result is about three times higher (and three times more costly) against other industries. In some cases, staff turnover of some properties is as high as 110% per annum. What is the cost of turnover? The cost to recruit? The recruitment impact on P&L? Some studies have it somewhere between 50%-100% or more of the departing employee’s annual salary. Don't believe it? Whilst the internal recruitment costs can be seen in the table following it is the hidden costs that contribute to bulk of the cost and often these are overlooked as they don't stand out on the bottom-line profit and loss When an employee has left a vacancy, be it a chef, manager or admin person the work that they would have been doing needs to be covered. Do you have to say no to bookings or business or stop generating business altogether? Are you paying overtime for someone to cover? Or are staff doing more paid or unpaid hours or working back to backs with no breaks? That spells burnout!! Ripple effect. Staff turnover has an impact on the team, including owners and management, which makes everyone less effective. Managers have to Tasmania’s Choice For Supported Employment sheet. They include: Risk and Exposure Coverage.
spend time recruiting, whilst at the same time trying to keep the team on track and the team has to work more hours or days to pick up the shortfall. At what point of increased workload/pressure burnout is a real issue does this result in more staff resigning? Employee Relations Fair Work Risk The high turnover and knock on pressure at times presents a decline in the ability to manage good bad or indifferent performances and also payment claims or applications by employee’s past and present to Fair Work. The time and effort of responding, appearing and or finalising adjustments or pay out claims is an impact on profit and loss not to mention Employer Brand. Don’t kid yourself in most cases high turnover when examined closer simply reflects the leadership and work environment. Customer Loss. (The reason your business exists) What happens to the level of customer experience when a business is short staffed or in a constant process of training new recruits? Gone are the days of 1 unhappy customer tells 10 others. With customer review sites and social networking, the negative customer experience is shared with a much larger audience. Like the above what effect does having to deal with increased customer complaints have on the existing team and management given it is so in your face? The biggest myth is that the good people will stay regardless of others leaving, well I am here to tell you that is not always the case as burnout and work pressures that impact on self and family usually mean more resignations. Employment Brand. Everyone in the industry could finger point at least 3 businesses that have the reputation as poor employers. Excessive turnover reduces your ability to attract the best talent and having your brand continually advertising will do nothing to generate interest from candidate’s long
term. Negative outgoing employees are also now able to air their grievances to the wider public through increased exposure on social networking sites on top of word of mouth. What effect does this have on your existing employees? Demoralised or disengaged staff consistently underperforms which further increases staff turnover as your high flyers can lose confidence in their managers and leave. This is potentially damaging in a smaller region or city as we are aware a Head Chef and or capable chefs good bad or indifferent can have Finding good people in our industry is no easy task. The table on the following page assumes an internal management cost of $50 per hour (conservative figure). The following costs as an example could be applied as a minimum to most recruitment scenarios although higher level recruitment could equate to at least double: an impact if negative views are shared. What does it cost to recruit internally?
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Hospitality Review
Indicative Costs
Position Profile
Time to determine the job specs
2 hours
$100.00
Advertising
Newspaper and or online advert
$500.00
Initial Screening
Assessment of 10-15 applications and initial phone screening (30 mins each
5 hours minimum application)
$250.00
Interviews Reference Checking Final Interviews Letters of Rejection
1 hour with 8 potential candidates
8 hours 2 Hours
$400.00 $100.00
Top 3 Candidates
Top 2 candidates re-interviewed by management/second person
2 hours
$100.00
Typed and emailed out
2 hours
$100.00
Replacement Costs
Statistically 1 in 3 employees resign or are not suitable inside the first 8 weeks, involving all costs again
Sum of Above
$1550.00
Total
$3100.00
Why do employees leave? General trends highlight the following key points as to why employees leave: • Employer didn’t have a credible recruitment process • No genuine reference checking “they said they can cook you said ok when can you start!! • Team fit work behaviours not suitable but you didn’t check genuine references • Resume said they walked on water your lack of due diligence came back to bite • They interviewed well don’t we all, you didn’t check genuine references • Over promoted set up to fail you made that call not the employee **** • Pay and working conditions not fully understood i.e.(communication/expectations/hours/inflexibility)
**** Over Promoted “ a great chef so I will not put them in charge!!!…… and the result lost the great chef and ended up with a less than ideal manager, a common issue and the knock-on effect is significant. The reality is this happens by default or design usually in high turnover organisations but in reality, you may have set them up to fail. What can you do? • Firstly, get your recruitment right, whilst it will not guarantee less turnover it will provide your business an improved ability to get the right fit but in addition you need to know the why! Remember this as Tasmania has small cities, regional areas and families generally preferring not to move away those that leave simply reduces the potential candidates in a high demand reducing supply market. This trend will continue and the view that if you look after good people they will look after your business generally rings true. • Unless you know this, it is difficult to address the factors contributing to turnover and build retention. A confidential exit interview should be conducted and wherever possible this is
• • •
Seek career opportunities elsewhere
Work Life Balance
Toxic Work Place ( Generally relates to poor leadership )
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best undertaken by someone other than the direct manager. The reason for this is that if it’s poor management or leadership that has prompted the move, it’s unlikely that you’re going to learn the truth if the line manager is asking the question. The age old saying “people don’t quit jobs they quit bosses. • But even if your staff structure doesn’t allow for this it is important to find out much as possible about people’s motives for leaving. With this insight you can put structure and processes in place from the point of hire forward to address. • If the reason is pay related do some comparisons against competitors. However, it's not always pay, sometimes the conditions are the true issue but pay is blamed. Staff will often stay where they are even if pay might be slightly higher elsewhere if they have conditions that others don't/can't provide. Whilst it would be nice to give all hospitality staff every weekend and night off it isn't a reality for most businesses in this industry. • What can you do? Those willing to compromise are often the ones with better retention. THA can assist with market insight on both pay and conditions. • If the reason is career progression , is this maybe because you couldn’t provide a similar opportunity or didn't know they wanted it? Sounds simple but this can be avoided by strong internal communication and awareness of internal succession planning opportunities if they exist. You won't be able to accommodate everyone's career aspirations but your staff’s awareness of the opportunities to progress will retain considerably more employees than if you don't create the awareness in the first place. • Communication is key ! Whether your business has 5 or 500 staff effective communication is critical. This starts with the on boarding of all new recruits, expectations, standard’s and remember no surprises!!Exit interviews if and when conducted when they leave you (hopefully though this doesn't happen as often). This communication needs be a two-way process, not only
do people need to know what’s going on they also wish to be heard. • It can be as simple as daily briefings, weekly one on ones with their supervisor/manager, regular full staff meetings or formal and informal performance reviews and planning sessions. • Encourage ideas! Create environments where your staff actively offer ideas or at least take involvement in the ideas to improve the customer experience, processes and the team environment. Whilst a negative staff member can be your greatest contributor to staff turnover a positive staff member can be the greatest contributor to your employment brand and attracting their friends/family to join your business. Good leadership: It’s the overriding key and whilst all of the above points contribute to good leadership, as a manager you are also required to provide an ongoing commitment as a leader in the following areas: • Look and listen • Build relationships with your people • Recognise and reward performance of individuals where possible • Celebrate and share business success and milestones Successful leaders or managers are those that Engage “If you cannot engage you cannot influence” Remember this; good recruitment, people management, coupled with the right work environment and culture and critically composed and competent leadership is the key to avoiding high level turnover, loss of revenue, customers, market brand damage and importantly mitigate employee claims and Fair Work hearings. We can help in assisting with reviewing your process of recruitment, team and structure reviews and business improvement and only a phone call away o
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COME ON, BE A PART OF
The Tasmanian Hospitality Association Together would like to thank every business and individual who have supported us in 2019. The recipients of our donations are so appreciative of the support that is not possible through any other means. These donations make a significant difference to children’s lives and in many cases allows them to have an improved quality of life not possible without our funding. In 2019 we have supported 15 children with over $11,000 and that would not be possible without the support that comes from the hospitality industry. Final Donation for 2019 We were able to donate some Cap Levi first walker shoes to 16 month old Enoch. Enoch has an extra x chromosome and is characterised by low muscle tone and developmental delays. These shoes will assist with his foot posture as well as progressing his gross motor skills and balance. We are always looking for more children/families in need of support and want to provide support to your community so if you know any children in need of support or would like to support one of our fundraising events please contact us at enquiries@ tha.asn.au
Chris Symons President Tasmanian Hospitality Association Together (THAT)
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Visible in the Community CLUBS T A S M A N I A
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Hospitality Review
Andrew Moore ARTICLE
PFD Partnership
Clubs Tasmania are committed to helping members increase revenue and northern Clubs Tasmania members were invited to attend an Expo at PFD Foods in Launceston on Tuesday December 3. In a partnership with PFD Foods, we are supporting members across the state to reduce the workload on volunteers and improve food security. Simply use PFD Foods to order your canteen and catering items, and PFD will give you fresh ideas to increase canteen revenue, a 28 day trading account, and best of all, a complimentary
pie warmer, pizza oven and Lavazza pod coffee machine. Want to find out more, then stay tuned for upcoming 2020 events in Hobart (February) and Devonport (March) or contact Project Manager Andrew Moore on andrew@tha.asn.au
Want help reducing your energy costs??
We all know that energy costs have risen significantly for all Tasmanians and the community clubs space is no different. Thanks to a partnership between the THA Clubs Tasmania and Energy R.O.I. Pty Ltd, we can help your venue and community club reduce costs, increase revenue and continue to ‘thrive and survive’. Energy R.O.I Pty Ltd are an energy consulting company who provide professional engineering advice and brokerage services. They do not sell products. The partnership will help hospitality businesses and community clubs maximise the return on their investment in gas and electricity – effectively cutting the costs of energy, meaning cheaper power bills. How it works: 1. Energy R.O.I. Pty Ltd will ensure you are getting billed on the best rates and where needed, will broker better rates on your behalf, arrange tariff changes and get multiple quotes for you to consider (yes there are now other retailers than just Aurora Energy). 2. The partnership will also help community clubs generate sponsorship from selected energy companies. Together, we have approached Aurora
Energy and the new retailer, ‘1st Energy’ about sponsorship of clubs. Under the “Community 1st Energy” banner they are offering to pay clubs $30 per new customer that switches their electricity retailer and $30 every year thereafter. Which means your members can sign up for cheaper power bills and your club benefits too. All customers signing up can also get a 5% discount on their electricity bill if they pay on or before the due date – If you could get 100 people in your community club to agree to save 5% on their power bill your community club will get $3,000/year in sponsorship. Everybody wins! Want to join the Clubs Tasmania network and start reducing your costs? Do you know a club that wants to reduce their costs and increase their revenue? Contact Clubs Tasmania Project Manager, Andrew Moore on andrew@tha.asn.au PHOTO: Scott Plummer and Duncan Livingston from ROI ENERGY, Mowbray Golf Club General Manager David Manktelow and Clubs Tasmania Project Manager Andrew Moore
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R E G I O N A L C L U B S F O R U M S
CLUBS TASMANIA ARE COMMITTED TO STRENGTHENING THE COMMUNITY CLUB INDUSTRY
WHAT ARE THE BARRIERS TO PARTICIPATION IN YOUR REGION? HOWCAN REGIONAL CLUBSWORK TOGETHER, SHARE RESOURCES TO INCREASE PARTICIPATION AND REDUCE VOLUNTEERWORKLOAD? HOWCAN CLUBS TASMANIA INCREASE REVENUE, REDUCE COSTS AND HELP COMMUNITY CLUBS "THRIVE AND SURVIVE?"
WHO SHOULD ATTEND: LOCAL GOVERNMENT AND COMMUNITY CLUBS
Glenorchy, Brighton, St Helens, Scottsdale , West Tamar Derwent Valley, Wynyard
FEB
MARCH
Ulverstone
APRIL
Latrobe, Sheffield, Smithton, Tasman
MAY
Huon Valley
JUNE
Port Sorell
OCTOBER
6 : 0 0 - 8 : 3 0 P M
2020
IF YOU HAVE ANY QUESTIONS, CONTACT ANDREWMOORE CLUBS TASMANIA PROJECT MANAGER ON: 1300 125 827 OR EMAIL: andrew@tha.asn.au
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Hospitality Review
Premier Of Tasmania, Will Hodgman ARTICLE
As 2019 wraps up, it's great to have this opportunity to be able to communicate with the membership and supporters of the THA which remains the cornerstone association of our all-important hospitality sector here in Tasmania. For those of you at the coalface, I'm sure you are seeing the continuing good fortune that Tasmania is expericenceing as our visitation numbers and spend remains very positive. I am confident this trend will continue following the combination of the efforts of our tourism and hospitality sectors, coupled with the new and highly regarded "Come Down for Air' tourism campaign which we recently successfully unveiled. While my Government has seen the benefits of our partnership with THA through funding and outcomes of programs such as the Great Customer Experience, I am very aware that there is much to be done in the area of training to meet your sector's needs and to meet the demand that is growing in line with our extraordinary economic growth and burgeoning visitation. I'm pleased to say that we are making some good progress on this front with THA's leadership being instrumental in defining the sector's needs and the required response.
This is an issue that obviously affects the entire tourism industry and it is critical that we put in place the required resources to deliver. We understand the criticality of employing, upskilling and retaining staff to the commercial success of individual businesses and we also recognise that Tasmania can play a role positioning itself as a premium training hub that will further enhance its reputation as a destination that offers unsurpassed experiences, backed by outstanding service and attention. There will be more news on that in the New Year. Finally, I want to thank you all on behalf of my Government for your outstanding efforts during the last year contributing to Tasmania's unparalleled economic health and its envied standing as one of the world's most attractive desitnations to visit and enjoy. I also want to wish you all the very best over the festive season and I look forward to continuing our fantastic partnership into 2020 and beyond.
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December 2019 www.tha.asn.au
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To all members of the Tasmanian Hospitality Association. In the last newsletter you would have read about the connection, relationship and support the THA has provided to the Rotary Fiji Schools Project. Rotary Fiji Schools Project An ongoing project since 2005
In 2020 the project is expanding on its facility at Drasa Charmer Hospitality School by constructing a house keeping training facility. It is now seven years since the hospitality school was established and there is a need for updating some equipment. We would be most grateful for the donation of any of the items listed below. We are happy to collect. All donations are acknowledged and included in any project publicity. Stainless steel benches electric hand beaters Stainless steel sink electric stick blenders Stainless steel sink taps baking dishes Chafing dishes/Bain marie pots/frypans electric food processor Crockery/cutlery kitchen/chef’s knives Chopping boards Washing machine
Project Number: 57/2009-10
Drasa teacher and hospitality students 2019
Volunteer Chef Andrew Watts training Drasa students
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HospitalityNT Quarter landscape.indd 1
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Hospitality Review
ARTICLE
Opposition Leader, Rebecca White
Tasmania’s hospitality industry is the heart of our visitor economy. Hospitality has helped showcase Tasmania to the world in a way the whole state can be proud of. Yet while unprecedented levels of industry acclaim and visitor demand are testament to the quality of service the sector is capable of, Labor has been working with industry representatives and knows that this industry faces challenges. The groundwork needed to deliver the quality hospitality experiences Tasmania is renowned for must be better supported if the industry is to continue to flourish. Labor is dedicated to working with educators, industry, local government and the community to develop a range of policies to support the advancement of the industry. I have written in this publication before about Labor’s Industry Advisory Councils (IACs) which give key industries like hospitality direct input into the development of policy and funding decisions. It has been a very productive year for our IACs. These meetings have been vital for creating a better understanding of the diverse needs of the hospitality industry. The consistent message we are hearing loud and clear is that skills and training are huge challenges for your industry. Specifically, a common complaint I hear from businesses is that our education and training system is not linked to the skills needs of industry. Labor has a clear vision to restore Drysdale as the centre of excellence for hospitality training in Tasmania. I believe passionately in the importance of public training providers like Drysdale and TasTafe to give our young people the skills they need to get secure, well-paid jobs. Sadly, Drysdale’s reputation has suffered as a result of underinvestment and a disconnect with the needs of industry. The longevity of a thriving tourism and hospitality industry relies upon skilled local workers and Drysdale should be over-flowing with
Tasmanian students being trained for careers in hospitality. Instead, we know that Tasmania needs up to 10,000 more tourism and hospitality workers to service the industries within the next decade alone, and a recently leaked report from consultancy firm KPMG casts doubt on the ability of Drysdale to deliver them. Of the 434 people who started a hospitality course at TasTAFE in 2018, just over 200 completed that course. The failure to invest in training the state's tourism and hospitality industry is hampering its growth – and while local jobseekers miss out on the work they deserve to be trained for, a shortage of trained staff is forcing businesses to look interstate. This is not good enough. That’s why earlier this year Tasmanian Labor announced free hospitality courses at TasTAFE to create jobs and give businesses a much needed boost. Another finding from the KPMG report suggested TasTAFE red tape was hindering Drysdale's ability to respond to the fast-changing industry. Tourism and hospitality bodies have been pushing for Drysdale to be separated from TasTAFE for several years. Labor supports the calls to establish a separate, public hospitality training organisation. Staff numbers and working conditions must be protected in any future move. As we approach the end of 2019 I want to wish you and your staff a happy and prosperous Christmas and New Year period. I know from my own family’s involvement in hospitality how hectic the busy summer period can get. I hope that in amongst the rush, you get to enjoy some time with family and friends and enjoy what makes Tasmania so special. Labor looks forward to continuing its work to grow jobs and support a hospitality sector that stands to benefit Tasmanian communities across the state in 2020 and beyond.
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December 2019 www.tha.asn.au
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With Christmas and the New Year just around the corner, I would like to advise that the opening hours for premises holding general, club and on licences have been extended for Christmas Eve and New Year’s Eve. Christmas Eve will see hours extended from midnight until 2 am on Christmas Day, and New Year’s Eve will see hours extended from midnight until 3 am on New Year’s Day. Although opening hours have been extended, liquor is not permitted to be removed from licensed premises during the extended hours and any conditions applying to existing outofhours permits also apply to these extended hours. While there is still time left, licensees should examine their trading needs for Christmas and New Year’s events and, if necessary, apply for an outofhours permit or an extension of their existing outofhours permit before 10 December 2019. Licensees and their staff are reminded to observe the principles of re- sponsible serving of alcohol and to be particularly vigilant during this busy trading period to ensure the safety of the community and avoid penalties from breaching the Act. While the Branch will be closing at 4 pm on 24 December 2019 and reopening on 2 January 2020, compli- ance inspectors from the Branch will continue to monitor activities at licensed premises around the State and will be attending major events during the holiday period. With a new year approaching, I would like to remind licensees that annual fee notices for liquor licences will be sent out in early January, Liquor and Gaming ARTICLE
with payment due by 31 March 2020. The notices now show the fee payable by the due date, as well as the fee payable if payment is made after 31 March 2020, reflecting a 10 per cent penalty. Non-payment of the licence fee may result in suspension or cancellation of the liquor licence. If you are no longer trading and do not wish to pay the annual fee, please surrender your liquor licence. Similarly, if you no longer intend to be the licensee, please apply to transfer the liquor licence to another person. The August edition of the Hospitality Review detailed the annual re- quirement for Tasmanian liquor wholesalers or producers to report wholesale liquor sales data, and there is still time to submit for 201819. Your wholesale data will assist in estimating the per capita consump- tion of alcohol to inform alcohol harm minimisation strategies, as well as health and police service delivery. If you need assistance with the new process, please contact the Liquor and Gaming Branch by email- ing licensing@treasury.tas.gov.au. Finally, the December 2019 Liquor and Gaming Newsletter will be shortly available on our website under ‘Recent News’ at https://www. treasury.tas.gov.au/liquor-and-gaming. On behalf of the Liquor and Gaming Branch, I wish all readers a happy and safe festive season.
Jonathon Root
BETTER WITHMUSIC “I came up in the music industry and gained my live experience from playing covers in bars and restaurants. Without this opportunity I wouldn’t have gained the knowledge I have today to perform in front of crowds. Music creates atmosphere and mood in all aspects of our lives and it’s so important to honour and support its creators.” CXLOE singer, songwriter and APRA AMCOS Ambassador.
onemusic.com.au hello@onemusic.com.au 1300 162 162
20 enquiries@tha.asn.au 03 6220 7300
Hospitality Review
Drysdale FEATURE
2020 Tourism and Hospitality Student Scholarship Program Drysdale Centre of Excellence
The Drysdale Centre of Excellence is offering up to 250 scholarships to support more Tasmanians to get qualifications in tourism, hospitality and cookery. Drysdale General Manager, Lisa Punshon, said the 2020 Tourism and Hospitality Student Scholarship Program was an initiative of the industry-led Drysdale Committee and is in direct response to the growing number of job opportunities in the Tasmanian tourism industry. “The scholarships will provide support for 250 scholarship places across Drysdale’s three campuses in Hobart, Launceston and Devonport for tourism and hospitality studies in 2020 “The Scholarship Program will offer qualifications in tourism, hospitality and cookery at a flat fee of $500, inclusive of all course fees, levies and equipment. “This is an incredible opportunity for anyone looking to enter Tasmania’s tourism and hospitality industry. The scholarship value ranges between a $1125 and a $173 reduction of a student’s full training costs, depending on the chosen area of study,” Ms Punshon said. There are three courses that Drysdale will offer in 2020 that are eligible for scholarship: • SIT30616 Certificate III in Hospitality • SIT30116 Certificate III in Tourism • SIT20416 Certificate II in Kitchen Operations Tasmania’s tourism and hospitality industry currently employs around 42,800 Tasmanians, or about 17 per cent of the state’s total employment, which is the highest level of any state in the nation. Recent, Deloitte Access forecasts indicate that visitor spending could
more than double to $5 billion a year and 5,000 to 10,000 more tourism jobs will be created by 2030. “Drysdale works closely with industry stakeholders and with the number of new hotels opening and expansion of tourism offerings, there is an increasing demand for skilled staff. Drysdale is Tasmania’s leading provider of tourism and hospitality training and is here to help grow the Tasmanian visitor economy.” Tasmanian Hospitality Association Chief Executive Officer, Steve Old, said the initiative was a great example of the hospitality industry, through the Drysdale Committee, being proactive and taking greater responsibility to entice more Tasmanians to gain skills in hospitality and cookery that allow them to take advantage of the significant jobs growth the sector was experiencing. “This scholarship program represents a significant reduction in fees for those who have a genuine interest in the industry and makes hospitality training one of the most attractive study pathways to become job-ready and embark on a hospitality career,” Mr Old said. Ms Punshon said, “There has never been a more exciting time to join the fastest growing industry in the State. With the scholarship program on offer, it makes training affordable for all who are seeking to enter the tourism and hospitality industry.” Anyone wanting to hear more about this opportunity should attend Drysdale’s Information Days that are being held state-wide, on Thursday 23 January 2020. For session times or to find out more about the scholarship program visit the TasTAFE website www.tastafe.tas.au for details or contact Drysdale at: DrysdaleCoE@tastafe.tas.edu.au Drysdale is the tourism and hospitality training division of TasTAFE.
December 2019 www.tha.asn.au
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North Melbourne Football Club 2020 Tassie Home Games and Community Camps
AFL – 2020 Blundstone Arena Matches Sun 19 April - North Melbourne v Fremantle - Blundstone Arena @ 1.10pm Sat 13 June - North Melbourne v Brisbane Lions - Blundstone Arena @ 1.45pm Sat 25 Jul - North Melbourne v Gold Coast Suns - Blundstone Arena @ 2.10pm Sat 22 Aug (TBC) - North Melbourne v Melbourne - Blundstone Arena - TBC AFLW Community Camp Fri 6 – 8 December AFLW North Melbourne Tasmanian Kangaroos
Sat 15 February - AFLW North Melbourne Tasmanian Kangaroos v GWS Giants - UTAS Stadium @ 3.10pm Sat 7 March - AFLW North Melbourne Tasmanian Kangaroos v Adelaide Crows - North Hobart Oval @ 3.10pm Marsh AFL Community Series Mon 9 March - North Melbourne v Sydney Swans - Kingston Twin Ovals @ 1.40pm 2020 AFL Community Camp 10/11 March
Contact Shayne Stevenson for any Tassie events & hospitality information on 0416 099 924
22 enquiries@tha.asn.au 03 6220 7300
Hospitality Review
ARTICLE Max Hitchins
An Aussie owns the #1 bar in the world
Did you know a group of Aussie mates own the bar rated as the #1 Best Bar in the world? And I proudly tell one is a good friend of mine. I am talking about my friend Chris Cheung. He owns and operates the multi award winning Coogee Bay Hotel in Sydney. He also has the equally lauded Cruise Bar at the Sydney’s Overseas Terminal at Circular Quay. Chris is a member of a NSW hoteliers club known known as the 15 Club. It is the oldest club, of its kind in Australia. I am the the Chairman of the 15 Club. I also proudly tell that THA President Paul Jubb, together with CEO Steve Old and the legendary Tasmanian and world champion axeman Dave Foster recently attended one of the monthly 15 Club luncheons. It was held at the Imperial Hotel in Erskinville, Sydney. This hotel is owned and operated by AHA’s National President - Scott Leach (also a 15 Club member) in partnership with the super successful hotelier Fraser Short. But the bar owned by Chris Cheung that was recently recognised as the #1 Bar in the world, is named Dante . It is located at 79-81 McDougal Street, Greenwich Village, NEW YORK.
Let me tell you why Dante has received this accolade. The measure of a bar is the experience of its customers in hospitality, drinks and food. Dante has these fundamentals down to a fine art, earning the deserved title of The World's Best Bar 2019, sponsored by Perrier. Weaving tradition with modernity, there’s something heart-warming about the story of Dante. When Chris Cheung, James Symonds (of Aussie Home Loans) and operating partners Linden Pride and Nathalie Hudson took over this Greenwich Village site 100 years after it first opened, they could see the things that made this fading Italian café once great could be relevant again. At the heart of their missionwas to renew the bar, while being authentic to its roots and appealing to the Greenwich Village community. So the classical décor was given a lift, and in came refined but wholesome Italian food, aperitivos and cocktails. There is a whole list of Negronis to make your way through, but that’s OK because Dante is an all-day restaurant-bar. The Garibaldi too is a must-order. Made with Campari and ‘fluffy’ orange juice, it has brought this once-dusty drink back to life. In 2nd position behind Dante was the Connaught Bar in London. 3rd was Floreria Atlántico, Buenos Aires, Argentina.
4th was The NoMac - New York. USA 5th was The American Bar - London UK 6th was The Clumsies - Athens - Greece 7th was Attaboy, New York, USA 8th was The Atlas - Singapore 9th was The Old Man - Hong Kong 10th was Licorerì Limantour - Mexico City.
To check out the full list of the 50 best bars in the world. See: https://www.theworlds50best.com/stories/News/the-worlds- 50-best-bars-2019-list-in-pictures.html. Or, simply search Google for “ The world’s 50 best bars 2019 ” ++++++ By line : Max Hitchins is an hotelier, author and professional speaker. He is known around the world as the Hospitality Doctor. He has twice presented at the world’s largest hospitality convention held annually in Chicago. More info: HospitalityDoctor.com.au
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The hospitality industry is renowned for its unforgiving nature, with gruelling, anti-social hours, fierce competition, and the pressure of maintaining impeccable customer service. Finding success in this unique world can be an intense experience, adding pressure personally and on our relationships. It’s no wonder then that the hospitality industry has one of the highest incidents of workplace mental health problems. Mindful of this significant issue in our industry, THA jumped at the chance to be involved with the inaugural ‘ The Mind Games Race for
Research ’, which was held on 18th October this year. The Mind Games Race for Research was a fun, action-packed event established with the aim of raising money for research into mental health in the workplace. Fifty corporate teams of five people per team were put through their paces in ten fun challenges, all set up in The Goods Shed at Macquarie Point. Teams had to solve the challenges or complete the task before they could move on to the next one. It was a test of general skills, creativity and above all, teamwork! Teams were faced with challenges as diverse as a Silent Disco, where members had to dance out the titles of songs for their team mates to guess, through to creating a Tassie Icon using only bread products. Tassie’s own icon – David Boon – was on hand to be the judge of the efforts in that stage (activity)! As well as being the major Networking sponsor for The Mind Games, THA also had a team competing in the day and whilst we did not take out a prize, we can report that we definitely had a heap of FUN and learned a lot about how each other thinks and works!
Success at work doesn’t depend on the amount of time you work; it depends upon the quality of your work. And the quality of our work is highly dependent on our well-being. More than $70,000 was raised through The Mind Games Race for Research, and this money was donated to The Menzies Institute for Medical Research, whom will use these funds to continue their incredible work researching ways to combat and solve workplace mental health issues, helping to improve the well-being of employers and employees throughout Australia. As a follow up from the Mind Game, staff at the THA are now working with Sherri Ring, CEO of the The Mind Games and director of Energy Health Concepts , a workplace health and wellbeing company to look after the health and wellbeing of
our people and in December, the THA board and some staff, participated in a two hour session with FIFTHQTR , a specialist consultancy that provides evidence-based training solutions to organisations with the skills and confidence to respond effectively to signs of mental health challenges in the workplace. At THA we walk the talk around our commitment to metal health in the workplace!
24 enquiries@tha.asn.au 03 6220 7300
Hospitality Review
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