Dec 2017 Hospitality Review - Dig

HospitalityRe view The Official Journal of the Tasmanian Hospitality Association December 2017

IN THIS EDITION: * Hospitality New Zealand - ‘Good as Gold’ * Managing Christmas and New Year holidays * High school students get a taste of hospitality careers * TasTAFE Drysdale South restaurants hosts The Captain’s Ride celebration dinner

December 2017


Corporate Partners

• Jura Australia • QikID • Premium Beverages • Tasmanian Hotel & Catering Supplies • OnRoad OffRoad • RAMS • Tourism Brochure Exchange • Thirsty Camel • Wise Employment • Vanquad Vending • Moo Music • Steps • Silver Chef •WT House Betta Home Living • JobNet • Grinders • Lion Dairy & Drinks • Parr’s Heat Pump Centre • Hoshizaki Lancer • Collins SBA • Knight Frank • PPCA • Workskills • Samuel Smith & Son • Red Bull • Tas Water • Oakley Textiles • CRE Brokers • APM

• Commonwealth Bank • National Australia Bank • Westpac Bank • Entertainment Publications • Europcar • The Smiths Snackfood Co • ERM • First Aid Training Tasmania • ANZ • Bendigo Bank • Energy ROI • Qantas

December 2017



Regulars: 2 President’s Report 4

Key Events in Tasmania

5 CEO’s Report 6 Membership Update 8 Employment Relations - Business Improvement Update 10 Industry Skills and Workforce Development Update 13 The Premier’s Report 15 The Opposition Report 17 [THAT] Foundation Report 23 Tourism Tasmania Report 31 Tasmania Police Report 32 Max Hitchins - Memory - a great marketing tool 35 Business Events Tasmania Update

Features: 18

Hospitality New Zealand - ‘Good as Gold’

20 High school students get a taste of hospitality careers 21

TasTAFE - Drysdale South restaurants host The Captain’s Ride celebration dinner

24 Martin Grunstein - The curse of the eroding margins and what to do about it 28 Managing Christmas and New Year holidays


Established 1839

December 2017


Key Events in Tasmania

Dec 2017 to Feb 2018

Dec 20








* KFC BBL Hbt Hurricanes vs Melb Renegades Blundstone Arena



* Christmas Concert - Argyle Orchestra & Choir Hobart




12 *




* Rolex Sydney to Hobart Yacht Race

* Taste of Tasmania 28/12 - 3/1/18 Hobart







* Falls Festival

* NYE @ the Taste



* KFC BBL Hbt Hurricanes vs Syd Thunder UTAS Stadium

* SEAFM & City of Devonport Skyfire NYE Celebrations Devonport

29/12 - 1/1/18 Marion Bay


Jan 4 7





* Hobart International

* KFC BBL Hbt Hurricanes vs Syd Sixers Blundstone Arena

* KFC BBL Hbt Hurricanes vs Ade Strikers Blundstone Arena


* Cygnet Folk Festival

* KFC BBL Hbt Hurricanes vs Bris Heat Blundstone Arena

7/1 - 13/1

12/1 - 14/1







* Furneaux Islands Festival 19/1 - 21/1 Flinders Island

* Festival of King Island

* Barnbougle Polo


26/1 - 28/1 King Island

Feb 2 25

Dec 9 *

* Smartfibre Launceston International 3/2 - 11/2 Launceston 3

* Festivale

.... the place to be

2/2 - 4/2 Launceston

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Photos appear courtesy of Tourism Tasmania

PAUL JUBB State President President’s Report

As we enter the busy month of December where we all look to celebrate another year and enjoy time with our families and friends, it is an opportune time to look back on 2017 and what we as an association have achieved and dealt with on behalf of our members. As we also look towards 2018, we must all remember that with a state election due in the first quarter of the year, the start to 2018 is going to be busy in more ways than one. I strongly encourage everyone to get their memberships locked in for what is going to be an important 2018 for the hospitality industry. I would also like to say a big thanks to Steve and the team at the THA for another wonderful year representing our members and industry and also wish all our members and corporate partners a happy and safe Christmas and a prosperous 2018. Looking back on the year just gone, some of the standout issues and outcomes for the THA were: - • Lobbying Government at all levels on issues such as energy costs, TasWater and trade waste, training and many other issues. • In alignment with the AHA as the national representative and governing body, the THA was pleased to announce the resigning of the Memorandum of Understanding (MoU) with the Fair Work Ombudsman for three more years. This MoU is significant for all our members as a strong and transparent working relationship wiht the industrial regulators. • The THA State President was offered a seat on the Premier’s Visitor Economy Advisory Council, along with the THA CEO on the steering committee as part of the T21. • The Great Customer Experience - This program has been able to provide real and verifiable information about the industry to support Government and industry policy. • Hospitality Awareness Program - A pilot school based version of the Hospitality Awareness Program was launched at Mountain Heights District School in Queenstown. An agreement was then struck with TasTAFE to deliver the program to the wider community. The success of the launch and the pilot has meant that the THA has been able to promote this program to companies like Murray Goulburn and Cadbury who have retrenched workers. • School Based Apprenticeships - The work completed by the Workforce Development team in conjunction with the Department of Education and Beacon Foundation, saw participant numbers increase significantly in the past year. • Ambassador Program - The THA Ambassador Program has enable the industry to reach out and promote hospitality and

its career options to 67 schools and up to 4,000 students over the last 15 months. • Corporate Partners - In the last 12 months, the THA have recruited fifteen new corporate partners who are now able to provide benefits to THA members. • THA & TasTAFE Awards for Excellence - the annual gala night took place in August at Wrest Point Hotel and was attended by more than 520 guests. This year’s event saw 111 Tasmanian venues across the hospitality sector nominate a total of 343 times with 52 presentations made throughout the evening. 2017 also saw three state winners go on to win at the AHA awards nights and be recognised at a national level. • Hospitality Review - Since going digital with the THA’s bi- monthly magazine in October 2016, the distribution and readership has continued to grow. The data obtained confirms the readership increasE but has also provided valuable information across other areas. This information greatly assists with future planning. On this platform, the industry magazine can now be read on any mobile device so members can keep up to date with news where ever you are. • Social Media - In the last 6 months the THA have revitalised their online presence with a new website and consistent, high production value content on social media. On Facebook, they have almost doubled their page likes, and have increased engagement with content such as videos spotlighting members & events as well as insightful articles from their staff. • Employment Relations & Business Improvement - The THA has been able to actively track and measure specific pinch points or trends in the level of support provided, to assist with future planning and support as determined by our members ER related activities measured in the past twelve months, indicate more than 50 member contacts per month including advice and support and pleasingly has shown a reducing trend with regards to non-compliance.

December 2017


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While 2017 has been a very busy year at a state level, our national branch has also been extremely busy dealing with national issues on behalf of our members. Stephen Ferguson and the team in Canberra have been working with politicians from all sides of politics to get outcomes that assist our hospitality venues around the country to operate effectively with as little impediment from government as possible. At a national level, the National Office is responsible for issues including: - • Industrial relations (IR) • Alcohol and health • Alcohol taxation • Wagering and Gaming • Music and Pay TV Broadcast Licensing • Accommodation and tourism • Workforce development • Immigration and visas • Taxation • Building Code of Australia • Superannuation for hospitality employees • National commercial issues (e.g music licensing, pay TV, wagering, Sky) • Day to day issues management Some of the key Federal Government priorities for our members in 2018 and beyond are: - • Recognition and understanding by government of the role our members play in the community and economy; • Fair and equitable workplace relations system; • Maintenance of the existing system of alcohol taxation, including the current rate of excise for draught beer;

• • Strong government support for the growth of tourism; Evidence based policy development of public health b strategies especially as they relate to areas such as alcohol. Tourism Accommodation Australia (TAA) operates as a division of the AHA also and is set-up to look after the interests of our accommodation members around the country. With the Hon Martin Ferguson AM as the Chair of TAA and Carol Giuseppi as the CEO along with a small team, they fight hard at a national level on issues such as: - • Increasing regulation of unregulated accommodation and the sharing economy; • Minimising anti-competitive behaviour of on-line Travel agents; • Hotel Development Regulations in Australia; • Minimising impact of disability premise standards; • Assisting with ensuring a favourable Workplace Relations system; • Enabling a favourable visa scheme so as to increase labour supply to meet visitor demand; • Encouraging government to invest in Australians to upgrade their skills and qualifications to meet tourism and hospitality needs. This is a snap shot of the huge amount of work the association does for its members, not only in Tasmania but around the country. As a member of the THA, your membership goes a long way to helping you run and grow your business. Make sure you get on board in 2018 as we move to a state election that will have a huge impact on you and your business. Have a wonderful, safe Christmas and New Year and I look forward to representing you all again in 2018.

Reduce red tape;

December 2017


Membership Report ANTHONY MCCONNON Membership and Corporate Relations Manager

2017 has definitely been a whirlwind and with an election just around the corner, things aren’t going to slow down any time soon. You will no doubt be visited by representatives from all political parties in the coming months and now is your best chance to make them understand just how important our industry is to the state’s economy. The following are stats you can quote when you come into contact with politicians who are campaigning for your vote: The Hospitality Industry and it’s contribution to Tasmania’s Economy • 22,300 people employed by the industry • 9% of the Tasmanian workforce • 3rd largest employing industry • 1945 businesses operate in Tasmania • $405 million in wages • $1.444 billion in sales and service income • $90 million in profit • $672 million gross value add Tasmanian commercial occupancy figures in the state during 2017 have remained roughly on a par to 2016. For the 12 month period from November 2016 to October 2017 the state’s average occupancy was 75.24% compared to 75.39% for the previous 12 months November 2015 to October 2016. Average room rates for the same 12 month periods were similar with October 2016 / 2017 having an average room rate of $173.64 compared to $171.75 during October 2015 / 2016. Average yield again had a very small increase from $130.87 in October 2015 / 2016 to $132.16 for the period October 2016 to 2017. The North West had its best average October occupancy since the THA started surveying the industry in 2001, recording an average of 67.45% which was an increase of 7.60% compared to October 2016 (59.85%). The region’s annual October occupancy 2016 to 2017 was 58.59% compared to 58.10% (increase of 0.49%) for the previous 12 month period October 2015 / 2016. The North of the state had a small decline in occupancy with an average annual occupancy of 74.78% (Nov 2016 to Oct 2017) compared to 76.71% (-1.93%) for the period Nov 2015 to Oct 2016. The South experienced a decline in average monthly occupancy of 3.35% for October 2017 compared to October 2016 (84.62% from 87.97%) but still managed to stay slightly ahead on average annual occupancy (82.87% Nov 2016 to 2017 compared to 82.74% Nov 2015 to Oct 2016). Although experiencing a decline in occupancy for the month of October 2017, the South still recorded an increase of $14.95 in average monthly room rate ($201.33 in October 2017 from $195.37 in October 2016).

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We can see from the previous graph (Tasmanian Average Occupancy Levels) that from October 2014 to October 2017, the trends are very similar each year however for the last 12 months, we are seeing a widening in the peaks and a less aggressive decline compared to previous years. To view the full report please go to the THA website. As always, if you would like to take part in out monthly survey, please contact me remembering all information is kept confidential if you so choose. The 3rd of December marked a special date for Dawn and Jimmy Piscioneri who are the owners of the Ophir Hotel in Beaconsfield. The couple took over the hotel in 1984 and recently clocked up 33 years in the venue. The couple have witnessed the boom and the bust in the town which previously boasted three hotels. The Ophir is now the only hotel still trading in Beaconsfield since the closure of both the Club and Exchange Hotels. After originally buying the venue which they intended to stay at for no more than six years, the couple still find themselves pulling beers. With their farm beckoning, the venue is on the market and as the only Hotel operating now in the

Our THA Southern Race Day was again held at Luxbet Park on Caulfield Cup day with more than 230 members and corporate partners attending the event. Once again the phrase “couldn’t win a kind smile in a brothel” was used frequently throughout the day by yours truly. The event continues to be extremely popular with racegoers in the south of the state and we look forward to the 13th of December when we will hold our Launceston Race Night at the Tas Turf Club. Once again many thanks to Tony Scott for his assistance with the organisation and running of the Southern Race Day. Many of you will be holding staff Christmas functions in the next fortnight so it’s important to be aware of your responsibilities. Conduct - Ensure that your staff have proper training in policy around harassment and workplace behaviour. This includes avoiding derogatory comments, or behaviour that can put staff members at risk of injury, so no singing on the tables. This extends to social media, so a clear policy about what is ok and what isn’t is advised. Leading up to the party send an email reminding them how the rules apply in context of the upcoming event. It is best practice to designate a responsible person, who doesn’t drink, and can

town, is an attractive option. Well done to both Dawn and Jimmy for their contribution to the industry. Since our last edition, we held our state conference at Wrest Point Hotel on the 9th and 10th of October. To say that our keynote speakers Ben Roberts –Smith and Alla Wolf -Tasker stole the show, would be an understatement. Both Alla and Ben inspired the delegates with their individual stories and left all who were present wanting more. Hotel legend Arthur Laundy gave a no nonsense account of his journey through hospitality and entertained the audience

represent the company on the day and make any required decisions. If you feel it’s necessary, host a meeting, introduce your responsible person and go through some scenarios, fielding any questions to make sure everyone understands the rules. Workplace functions, even if off- premises, become a ‘workplace’ for the purpose of the Anti-discrimination and OHS legislation. Firstly it is important to ensure you are hosting a party at a safe location, so inspect the venue prior to the event. Look

with a special story which involved his now famous son Stu and Bachelorette star Sophie Monk. We all now know the story had a happy ending and thank Arthur for keeping a lid on the result. As well as impressing delegates with his own story, Weston Farm / Pigeon Hole Café owner Richard Weston also impressed key note speaker Alla Wolf- Tasker who at the end of his panel session immediately

out for tripping hazards and make sure fire exits, toilets, non-smoking areas and venue policies are well displayed. On arrival take attendees through this key information and reiterate the code of conduct. Keeping a lid on it - While most people love a bit of Christmas cheer, the way you handle alcohol at the party can significantly reduce the chance of there being an incident. Firstly it is important that the person serving alcohol has their Responsible Service of Alcohol license, and the venue has a license for alcohol consumption. Secondly, designating specific drinking areas, and even hiring a security guard to keep your staff safe and informed can really help head off any issues. Provide ample food, and non-alcoholic beverages, alongside activities people can participate in that don’t centre on alcohol to maintain a safe party atmosphere. You can even try creative events that don’t have alcohol at all, like dance classes, ice-skating or an amazing race around the city!

offered Richard a job at her famous / award winning “Lake House” in the Daylesford hills in Victoria. Night one saw THA CEO Steve Old take out the PFD Burger Competition which was made easier when his two competitors “The Tasmanian Mayor” Darren Alexander (burnt the lot) and HostPlus legend Mike Glidden (totally raw burger) folded under the pressure. You’d think that with a room full of industry people, the CUB beer pouring competition would be a doddle of one of the many publicans who took part in the event but in the end the final was taken out by Bendigo Bank Telco BDM Sarah Veale who insisted she’d never poured a beer before. We thank all our exhibitors who took part in the two day trade show and thank Selina Spowart and the Wrest Point Events team for their fabulous assistance leading up to and during the conference. A special thank you must also go to Tony Scott who gave up his time to assist the THA team with the organisation and the running of the event.

Getting home safe - While it’s not a requirement to provide transport at a party, you can rest easy if you know your staff have a safe route home. Informing attendees of their options around public transport, pre-booking taxis and facilitating things like designated drivers and carpooling can ensure that when the fun starts to wind down, everyone ends up safe in bed. Have a very safe and happy Christmas and many thanks again for your support during 2017. We look forward to seeing you all again during 2018.

December 2017


Employment Relations Business Improvement Report MERV SALTMARSH ER & Business Improvement Manager 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 but 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 sheet. They include: Coverage 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 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 employees 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 underperform 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 an impact if negative views are shared. What does it cost to recruit internally? Finding good people in our industry is no easy task. The table below 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: Why do employees leave? General trends highlight the following key points as to why employees leave:

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Position Profile

Time to determine the job specs

2 hours



Newspaper and/or online advert


Initial Screening

Assessment of 10-15 applications and initial phone screening (30 min each application) 1 hour with 8 potential candidates

5 hours minimum $250.00


8 hours


Reference Checking

Top 3 Candidates

2 hours


Final Interviews

Top 2 candidates re-interviewed by management/second person

2 hours


Letters of Rejection

Typed and emailed out

2 hours


Replacement Costs

Statistically, 1 in 3 employees resign or are not suitable inside the first 8 weeks - involving all costs again

Sum of all above




• 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) • Seek career opportunities elsewhere • Work life family balance i.e hours of work burn out • Toxic work place ( Generally relates to leadership or management style or lack of experience ) **** 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 to not 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 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

continued on p27

December 2017


Industry Skills and Workforce Development STEPHEN LONG Industry Skills and Workforce Development Manager

As we move into the end of 2017 let’s take a look at some of the Programs we have been working on.

THA Great Customer Experience Program The Program has been running on a full time basis now for almost 12 months and we have been able to move 616 venues into program status. That looks like a pretty good figure but what sits behind it and where do we want the Program to go. Program Realities Venue Engagement The information provided for venues has 3 main sources – social media, a diagnostic analysis and a presentation to managers and staff. All this information informs the final outcomes for each venue – training and information generally. Not all venues participate fully or even in part: • It is a voluntary intervention. • Venues are difficult to pin down due to pressures of business, location, staffing levels and interest. • Venues don’t undertake the 3 streams of analysis – some simply don’t need a presentation, some don’t want one.

The following table shows the status of all venues in the Program. In short terms we have: Venues being prepared for entry into Program - 204 Venues awaiting contact from Contractors - 70 Venues who are waiting on Diagnostics - 29 Venues waiting on presentations - 67 Venues waiting on finalisation action - 26 Venues being finalised - 106 Venues finalised - 116 Total - 616

The Seal of Approval and Training Outcomes The presentation of a Seal of Approval (SoA) was originally based around a full program participation and consideration of the full scope of findings from social media, the diagnostic and presentation results – as it turns out an ambitious process that few venues have managed through. Consideration is given for every venue once we have established where they will fit into the program, or not. For instance, venues like The Henry Jones Art Hotel, Saffire, Islington Hotel, The Glass House and Zero Davey Boutique Apartments all rate very highly in social media analysis and are very well known – they don’t really need help as they have process, reputation and practices in hand. Why should they not get the SoA? The customers have spoken and it’s about the customer after all. For some others, we have awarded the SoA with social media and diagnostic as the guide, some we have given SoA only if they agree to participate in training – it’s horses for courses. Program Development, Outcome Enhancement The Program continues to develop and is linked with other THA Workforce Plan Outcomes, the logical next step is the introduction of an Employee Relations linkage.

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ER practitioners in the THA continue to put in place proactive management support of the employment cycle from entry to exit, and address any identified gaps that can reduce potential mitigation exposure including adverse action. It is understood that to grow the industry brand, there needs to be continued and increased focus on high-end work to support management layers in the industry and there will be a requirement for additional resource to manage this. This results in: • As part of the GCE process we are proposing that venues will address workplace relations where, subject to genuine gap analysis that includes ER Audit compliance checks, gaps are identified for training and support as a structured process for industry members who need it. With a major ingredient for apprentice and trainee success being better skilled and competent leadership of venues within the industry this is a critical area of focus. Want to be in it – contact

Building new Employment Sources I spoke in the last two magazines about one of the major outcomes for the THA Workforce Plan being the re-engagement of the industry with employment services – these employment services have a huge client list and should be a major source of employees for the hospitality industry. An untapped and unused workforce with employment agencies that must be made available and attractive to venues for employment – the industry needs to be demystified and the industry needs to accept a new employment dynamic using employment type agencies. We have done the initial work to get people enthused and informed – now for the difficult bits, training options and placement. We receive great feedback from participants and have detailed info about training needs - TasTAFE have been tasked with identifying the training options available and we are nearly there. Following the training, THA will advertise the availability of trained staff to members first.


December 2017


IRON JACK is a mid-strength, contemporary Australian lager brewed with our hot, rugged climate in mind. Give it a whiff and you’ll pick up a hint of hop aroma – give it a gulp and you’ll see the bitterness has been kept low so you get maximum refreshment, to crush your thirst.


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Hospitality Review

Premier’s Report THE HON. WILL HODGMAN MP Premier and Minister for Tourism, Hospitality and Events

While most Tasmanians are preparing for a break over summer, our hospitality industry is gearing up for a summer time boom. There has never been greater demand for what Tasmania has to offer. A record number of visitors are heading to our state, and that is a massive testament to our hospitality industry and your hard work. You all work tirelessly to ensure locals and visitors alike have a memorable experience and every reason to return. There is no doubt, Tasmania’s hospitality industry is the backbone of our visitor economy. In fact, hospitality and tourism are two powerhouses of the Tasmanian economy, and that’s why I have, for nearly four years, had the great honour to be the Minister for Hospitality. And we have achieved a lot since signing our ground breaking MoU with the THA back in 2014.

The MoU acknowledged the importance of the industry but also set down clear objectives for us to work on to ensure the industry continues to grow. It has, for example, provided the strategic framework that has delivered the Great Customer Experience to about 600 venues or the more than 4,000 students who have been engaged through the Industry Skills and Workforce Development. There’s still a lot more work to be done, and I look forward to continuing to work with the THA on new ideas and opportunities to take our hospitality industry to the next level. My vision is for Tasmania to be the most hospitable place on the planet, and with our great industry, it’s certainly not beyond us.

Best wishes to you all for a very happy, and prosperous Christmas and New Year.


 

 

December 2017



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SCOTT BACON Opposition Spokesman for Tourism and Hospitality Opposition Report

It’s hard to believe that Parliament won’t sit again before the next election. The last four years have flown by and under the leadership of Rebecca White the Labor team is excited about contesting the election in March. I’ve been proud of the way we have responded to the bruising defeat in 2014. We’ve learnt from our mistakes, worked hard as a team and we now can offer Tasmanians a strong choice come March. If we are fortunate enough to return to government, we are determined to get on and do things. We have recently announced a $30 million commitment to building the cableway at Cradle Mountain which is a key part of the Cradle Coast Authority’s Masterplan. We understand it’s a big public commitment but we strongly believe it’s exactly the sort of project that governments should be investing in. Cradle Mountain is an icon but it needs to be looked after. A cable car would have multiple benefits in terms of improving access to Dove Lake and addressing congestion problems currently experienced in the carparks. And the Masterplan is predicted to increase visitation to Cradle Mountain by as much as 60,000 people each year. That would obviously have an enormous positive effect on the economy of the North West in general.

The flow on effects for the hospitality sector would be significant, which is one of the reasons why Labor is determined to get on with the job and make it a reality. The Cradle Mountain Masterplan is terrific but progress has been too slow. We need combined support from both the state and federal governments to make it a reality. We can’t still be talking about its potential in 10 years’ time. On another topic, I would like to extend my appreciation to the THA members who have given up their time to consult with Labor about the future of electronic gaming in Tasmania. This is a very important issue and Labor has been determined to genuinely consult with the people who will be affected by the end of the current arrangement in 2023. Being able to meet with THA members and their representatives face to face has been extremely important and on behalf of Rebecca White and the rest of the Labor team, I would like to thank you for your willingness to engage. And finally I’d just like to wish THA members and their families and very merry Christmas and a happy new year. It really is a brilliant time to live in Tasmania and while I know that many of you will be working harder than ever over the Christmas period, I hope you find time to spend with the people you love. I look forward to hearing from you in 2018.

Does your accommodation need a refresh? The Tasmanian Government is offering low interest loans to eligible Tasmanian tourist accommodation operators. The Tourist Accommodation Refurbishment Loan Scheme (TARLS) aims to improve and upgrade existing tourist accommodation facilities and increase the standard of accommodation so that they can offer a product and service that meets growing visitor expectations. TARLS provides loans of $50 000 to $1.5 million repayable over five years at a variable standard concessional loan rate in the order of 3.15 per cent per annum as at November 2017. For more information visit or contact Christine Lane at the Office of the Coordinator-General on 6777 2808 or email

Department of State Growth

December 2017


Host One To


December 2017



from the chair

WOW what a year for the Tasmanian Hospitality Association Foundation. 2017 has seen the foundation donated $24,000 to children and families in need taking our overall donations to $70,000. In 2017 we have made donations to 28 individual children as well as three donations that will have a positive impact on a large number of children. This level of support would not have been possible without the support and commitment of our hospitality sector. I would like to take this opportunity to thank all the wonderful businesses that have made donations to support our events in particular the Kalis Group who again arranged the corporate dinner which is our major fundraiser. In addition I would like to thank the board and THA staff, with special mention to Leanne Blackwell, for their work that has allowed this work to make such a difference. Finally I would like to thank all the venues who have gone out of their way to support our donation handovers. If you have not visited our Facebook page please do so and share with as many people as possible. THAT Donations Below are some of the donations we have made during August and September. Donation 1.

Crystal Smith is a 9 year old who has been diagnosed with ASD and ADHD. Crystal loves writing stories and using descriptive language and required a laptop to support her schoolwork and literacy development. A big thanks to the Grand Hotel in Huonville for supporting this handover.

Donation 2. Jacob is a three year old boy with a chromosomal deletion and associated significant developmental delays. Jacob needed an I-pad to support his communication. Thanks to Early Childhood Intervention Service for supporting this handover.

Donation 3. Chelsea is 7 years old and was born limp and spent two weeks in the Neonatal Intensive Care Unit. Despite numerous invasive tests, Chelsea’s condition was undiagnosed and still to date Chelsea is unable to walk, talk, feed or toilet herself. She requires around the clock care. Doctors have confirmed that Chelsea has scoliosis and severe developmental delay. Chelsea requires assistance with every aspect of her life; from feeding to dressing and bathing. Chelsea has regular seizures and has been hospitalised over 30 times in her short life, including having a VP shunt inserted to drain excess fluid from her brain. Chelsea requires a full splint body suit (second skin) for support and to stop her back from curving any further. Sadly there is no government funding to support this and the family have to self-fund weekly

physiotherapy, occupational and speech therapy. As Chelsea grows she requires upgrades to her wheelchair, second skin and numerous other necessities. These all have to be paid for by the family so we were more than happy to be able to support in a small way. If you know of any children requiring assistance and/or would like to make a positive difference in a child’s life through joining the board, support with donations and/or would like to support our events please do not hesitate to contact me (0408 075 734 or ) or contact the THA directly.

December 2017


HOSPITALITY “For the love of strangers”

The day was amped up significantly by Murray Thom with his theme “turning small ideas into healthy revenue streams” Murray Thom left school at 15 with no qualifications and by the age of 23, was managing director of CBS Records New Zealand, the youngest managing director in the group in the world at that time. Murray moved into his own business and amongst the many achievements included The Great New Zealand Cook Book which won global awards as well as releasing The Great Australian Cook book. The three inspiring future leaders and young speakers included Leon Hudson - Scholarship recipient, Ella Blake - Rising star Nominee and Sam Heaven - 2017 Pastry Chef of the year at NZ Chefs Hospitality championships who shared their stories and journey within the industry and the audience from all parts of New Zealand, North and South Island. Truly inspirational listening. The Annual Conference titled “Good as Gold”, showcased the Best of Kiwi Hospitality 2017 - certainly lived up to that title, again featuring some amazing diverse and wide ranging speakers that captured the obvious passion and success of the industry and the 3000 member services within and across the country. CEO Hospitality NZ Vicki Lee, addressed the respective forums with inspiring and positive openings for and on behalf of near 3000 members. A feature of the conference was the presence and introduction by Vicki of all board members who presented up on stage and provided a brief work life background. The board members gave an insight and how they represented all members for and on behalf of the industry which was widely applauded by all present. After the third and final day we attended the annual NZ Hospitality Awards night. What a great way to finish off three days of inspiration! The room was full of passion, and the applause towards the winners was just amazing. We cannot thank New Zealand enough for their amazing hospitality!

Following last year’s successful THA study tour of New Zealand in 2016 by THA’s Leadership team led by CEO Steve Old, where the continuation of a closer alignment established between our own Tasmanian Hospitality Association and Hospitality New Zealand continued in October this year. This year we (Madi Clark and Merv Saltmarsh) were fortunate enough to lead a team to Wellington, New Zealand to experience some true “Kiwi” hospitality. Together we and our Tasmanian award winners including Steve Irvine - Country Club Launceston (Employee of the year) and Sunita Kafle - Mures Upper Deck (Rising Star) went to the following: 1. Future leaders Day 2. 2017 Hospitality New Zealand Annual Conference 3. Industry Awards night These events were held at the magnificent Museum of New Zealand, Te Papa Tongarewa, an amazing building and history of this region. The Future Leaders Day featured the following inspirational entrepreneurs, leaders and the heads of the industry: • Valentine Dias: A former lawyer and investment banker who worked in London and is now the successful owner of Roxy. • Ray Letoa: Award winning bartender - Coco at Roxy • James Bennie (Hospotrain): Managing Director at NZQA - an accredited training company. Key messages for emerging leaders at this forum included learn, spread your wings, maintain your passion, get a mentor and make sure you always provide the client a positive experience. For member organisations - a similar theme and included, established shared values and standards for your business, always engage with your team, keep excitement going, benchmark against the best and most of all, give the customers the experience they tell everyone else about.

December 2017


Sunita Kafle - (Rising star) It was such a great opportunity to be able to attend the Hospitality New Zealand conference 2017. I would like to thank THA and Mures for providing this opportunity. The Future Leader’s Day was one of the best days of the whole NZ hospitality conference. It was very inspiring to hear those speakers talk about their experience and their success story mainly within the hospitality field. They were very passionate about the job they do, inspiring, knowledgeable and confident. * Aim high * Learn, absorb all you can * Find your fit * It won’t happen over night * Don’t get disheartened * Don’t jump around for money * Do your time * Roll your sleeves up * Get stuck in * Be flexible * Use initiative * Be yourself, be authentic * Just ask * See what others do * Implement ideas * Research * Learn about the trends (local, overseas, technology) * Keep up! * Networking * Let others know you * Travel

Steve Irvine - (Employee of the year) I’d like to first thank Merv & Madi for their fantastic hospitality, ensuring both Sunita and I were well looked after with help and assistance from checking in for all flights to clearing customs, always making sure we knew where to be and at what time. They generally made us feel very comfortable in our new surroundings. Well done guys! The Future Leaders Forum on Tuesday was excellent, was well organised and a great initiative of Hospitality NZ. It was good to hear the future rising star’s stories of how they started their careers in hospitality and why they were chosen. Wednesday and Thursday’s conference was well executed with a great line up of guest speakers. I personally enjoyed listening to the CEO of Hospitality NZ, Vicki Lee. She is an amazing woman and although only new to the industry, she has a lot to offer the industry. The Awards Gala Dinner was excellent, again, Vicki was sensational ensuring everyone was enjoying themselves. After a warm welcoming to NZ, Merv, Madi, Sunita and I were invited to the front of the stage for a group photo with Vicki which was a lovely experience.

December 2017


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