The Official Journal of the Tasmanian Hospitality Association August 2018
Student Profile | Liquor and Gaming | Welcome Nick Roney
August 2018 www.tha.asn.au
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Corporate Partners
• Premium Beverages • Tasmanian Hotel & Catering Supplies • RAMS • Tourism Brochure Exchange • Wise Employment • Vanquad Vending • Moo Music • Steps • Silver Chef • 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 • Energy ROI • Qantas
August 2018 www.tha.asn.au
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28 - 29
REGULARS 2-3
2 - 3
President’s Report
4
Key Events
5
CEO Report
6-7 & 9
Membership & Corporate Report
10-11 & 13
Employment Relations Report
14-15
Workforce Development Report
17
Premier’s Report
19
Opposition Report
21
Tasmanian Police
23
Max Hitchins
25
John Fitzgerald
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August 2018 www.tha.asn.au
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PAUL JUBB State President President’s Report
Millions of guests, millions of hosts, billions of profits. Operates on trust. Is there a catch with Airbnb? Accommodation disruptor Airbnb has become a major player in the tourism and hospitality industry worldwide, catering to consumer appetite for speedy, streamlined digital interactions.
It only takes 10 minutes to sign up and list a rental property, hosts don’t have to use their real names or provide proof of identity. They don’t even have to own the property they’re listing. In fact, lack of external regulation is one of Airbnb’s hallmarks.
The sharing economy start-up has taken a substantial bite out of the traditional accommodation business, with people with all kinds of properties, from granny flats to houseboats, jumping on board. With 4 million listings worldwide – more than the major five hotel brands combined – in 191 countries, Airbnb is currently valued at $US31 billion.
Locally, the number of people using the platformhas increased 4000% in five years, according to The Australian, and a recent Deloitte report found Airbnb guests were contributing $1.6 billion to the Australian economy.
Hidden dangers? Because registering to offer ‘guests’ temporary lodgings is as easy as posting to any social media platform, many of these ‘hosts’ are unaware of a raft of issues they may face. These include: • Town planning limitations • Body corporate involvement • Lease agreements • Security concerns • Insurance cover
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Hospitality Review
Town planning limitations kick in when a property is offered for short-term accommodation for periods of time that could legally be considered to constitute a material change of use. Commentary suggests that if the property is in an area zoned ‘residential’ this requires development approval – a process that can take months and cost thousands of dollars, with no guarantee that the council concerned will approve the application. Penalties for making an unapproved material change of use of a property can run into hundreds of thousands of dollars. If the property is an apartment or townhouse on a community titles scheme, short-term letting will likely require permission from the body corporate, covering all facilities on common property, such as balconies and car parks. Under changing strata laws, body corporates may soon have powers to enact by-laws to prohibit lots within a scheme from offering short-term accommodation.
Sub-letting a leased property often requires consent from the landlord, who might well refuse. For the host - and their neighbours - allowing transitory visitors access to their property raises security concerns, as well as issues around damage and liability.
As for insurance, a host acquires commercial business status as soon as they enter into a rental agreement with a guest. According to Airbnb itself, 95% of Airbnb hosts carry either homeowner’s or renter’s insurance.
If damage occurs or the guest is injured (or is responsible for damage or injury to someone else on the property) during their stay, liability is normally specifically excluded by homeowners’ insurance policies, while landlord’s insurance generally applies to stays of longer than 90 days, according to CHOICE Australia.
In other words, Airbnb hosts who rely on their existing insurance policies could be in for a shock if they try to call on them in respect to their paying guests.
Who should bear liability? The reality is that Airbnb properties present an unappealing profile to insurers because the risk of damage to rental properties increases with high turnover of short-term tenants – the definitive characteristics of Airbnb letting. Other risk exposures include damage to property not belonging to the host and injury suffered by guests or caused to another party during the guests’ stay.
In contrast to the highly regulated hotel and accommodation industry, amateur hosting largely operates on a trust basis. In response to this need Airbnb has developed a number of measures in an attempt to address some of these issues. They include:
• A security deposit intended to cover accidents such as spills, breakages or a key not being returned • A host guarantee, which covers up to $1,000,000 for accidental damage but involves a number of exclusions such as cash, pets and common areas • Host protection insurance, which covers up to $1,000,000 in third-party claims for injury or property damage but doesn’t extend to every country where Airbnb operates and carries conditions, limitations and exclusions. Is this likely to be adequate? Potentially no. Without additional insurance there could be gaps in the Airbnb protection that won’t cover some kinds of damage – such as a wild party at the premises with more than 30 people, for example – and liability insurance won’t protect guests from their own negligence, or actions that amount to misadventure.
The Australian insurance industry is developing products to address the needs of short-term rental hosts but the hosts themselves have to be aware that they need it, and that failure to comply with regulatory requirements may void their policies.
The push back The Airbnb issue is topical to Tasmania, with the State Government under pressure to clamp down on Airbnb (and other short-stay accommodation services) to combat affordable housing issues. The most recent overview of housing data from the University of Tasmania highlighted that there were almost 2000 Airbnb listings for Greater Hobart in February 2018 – a 212% increase since July 2016. Meanwhile, the Australian Tax Office has also weighed in, initiating the process of comparing data from owners’ tax returns with records from the accommodation intermediaries. That could signal the agency invoking tax rules that apply to the “nature and purpose” of a property that generates income in order to impose capital gains tax on Airbnb hosts.
It may be quick and simple to become an Airbnb host, but it’s a lot harder to do it in a way that won’t rebound on the provider. Trust is only as reliable as the framework that supports it.
With thanks to THA’s endorsed insurance broker, Gallagher, for the insights in this article. If you need advice on insurance for your property or business, visit info.ajg.com.au/tasmania
August 2018 www.tha.asn.au
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Key Events in Tasmania
August 2018 To October 2018
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Aug 10
We Will Rock You
The Great Chef Series - Phil Wood
Theatre Royal * Finishes 25th August
20 THA & Drysdale
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13
Chocolate Winter Festival Latrobe
Tasmanian Whisky Week
Awards for Excellence
* Finishes 19 August
Sept 5
7
Sydney Comedy Festival 8
8 Grapest 5K Run
Great Eastern Wine Weekend
Junction Arts Festival
* Finishes 9th September
* Finishes 9th September
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Bloomin’ Tulips Festival Day 13
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Oct 1
Freycinet Challenge
Longford Jazz Festival
Devonport Food and Wine Festival
* Finishes 16th September
* Finishes 7th October
* Finishes 31st October
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20 Cherry Blossom Celebration
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Bruny Island Bird Festival
Royal Hobart Show
* Finishes 27th October
* Finishes 22nd October
....The Place to be
6 enquiries@tha.asn.au 03 6220 7300
Hospitality Review
CEO’s Report
STEVE OLD CEO
In June this year, the Tasmanian Government handed down the 2018 Tasmanian State budget.
Importantly, the Strategic Plan establishes the following key objectives: 1. Increased investment and jobs across the state; 2. Increasing the profitability of hospitality enterprises; 3. Developing a sustainable, well-trained workforce to meet the needs of the industry; 4. Maintaining a quality service and promoting excellence; 5. Providing safe and inviting venues and experiences for the enjoyment of all Tasmanians and our visitors; 6. Better recognition of the industry, its role in the community, and as a career choice; 7. Developing effective relationships with government, business and the community. A key focus of the Strategic Plan will be on industry development and the profitability of Tasmania’s hospitality businesses and enterprises. This is critical if the industry is to be sustainable into the future. The Great Customer Experience program, which began in 2016 has now seen over 600 venues across Tasmania having commenced or completed the program. The increase in funding provided by the Tasmanian government will enable the program to be expanded with the aim of having over 2000 hospitality business and enterprises across Tasmania participating in the program during the next four years. The THA is currently negotiating the details of the grant deed with the Tasmanian Government and once this is completed, the various programs and initiatives established under the Strategic Plan will be underway. I encourage all of our members to be actively involved as we progress the strategic plan, not only as this will help deliver on the key objectives but will also help ensure we maximise the benefits for all our members.
Importantly, the budget included $6.8 million over the next four (4) years to support the growth and development of Tasmania’s hospitality industry. This funding is in recognition of the importance of our industry to Tasmania’s economy, being Tasmania’s third largest employing industry. It is also in recognition of the critical role our industry plays in maintaining Tasmania’s reputation as a destination of first class service and quality produce. The $6.8 million builds on the previous funding that has been provided by Tasmanian governments since 2010 to support the hospitality industry strategic plan, including key initiatives in areas such as skills and workforce development, and important programs such as the Great Customer Experience (GCE) program. It is heartening to see that the hard work we have put in over the years is being recognised and the Tasmanian Government’s support provides an important opportunity to strengthen our industry for the future. The funding from the Tasmanian government has been allocated as follows: • $3.0 million over four years to support the delivery of the hospitality industry strategic plan and continued initiatives to support workforce development; • $2.8 million over four years to support the continuation and expansion of the Great Customer Experience (GCE) program; • $0.8 million over four years to support the work of Clubs Tasmania; and • $0.2 million over four years to support efforts to tackle the “coward’s punch” and other initiatives. These initiatives are focussed on the hospitality industry as a whole and are over and above the ongoing services the THA provides its members, through the generous support of its corporate partners and member contributions. The 2018-2022 Hospitality Industry Strategic Plan (Strategic Plan) will provide the basis for the programs delivered with the current funding from the Tasmanian government.
August 2018 www.tha.asn.au
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Membership & Corporate Report
GREG ASTELL Deputy CEO
Tasmanian Hospitality Association Accommodation Division Hotel Occupancy Report
Commencing back in 2003, the Tasmanian Hospitality Association [THA] commenced collecting data each month from some of its members operating in the hotel accommodation sector. This data included the star rating, if the property was star rated, the number of lettable accommodation rooms on the property, the available room nights and the room nights sold. Also collected was the average room rate inclusive of GST. The Accommodation Statistics Program is a significant source of information about the state of the Tasmanian hotel accommodation industry. The information gathered is released monthly to the participating hotels and is designed to: • Provide an aggregated state and regional picture of occupancy levels and room rates in the sector; • Allow individual properties to benchmark performance against industry averages; • Identify long-term trends and issues within the industry; and • Raise the profile of the role that the accommodation sector plays in the economy through a monthly public release of aggregated information.
The new look reports which will, in the very near future, be found on the THA website, consist of a graph of a rolling average over the past three years of occupancy levels, room rate and yield.
8 enquiries@tha.asn.au 03 6220 7300
Hospitality Review
Accompanying the graph is the data. This data consisting of occupancy, room rate and yield is broken down by region, the North West, North, and Southern Tasmania and looks at results over the last four years.
Ideally the completed report should be distributed by the thirdWednesday of each month. The report is not only distributed to the participating members, but is valuable information for Government, Tourism Tasmania and the media. There is an additional report which is more detailed including property by region and rate that is put together from the data collected but distribution is restricted to those participants who choose to share their data with other likeminded operators. The response to this report from those who receive it is very positive as it allows each operator to benchmark themselves with the other properties throughout the state included in the report Recently, THA staff have spent many hours reviewing the report including looking at the process of collecting the data, how the data is then inputted and also discussing the look of the finished report. It had been suggested the report, whilst a very useful one, could be the provider of more information to our members other than just historical hence we have decided to trial a refreshed report which will have the same data but include forecasting over the next three months and also include check boxes which will allow us to identify trends and reasons for the shift year on year in the data collected. Reasons could include Easter being earlier than last year, a large event in your area, a new hotel opening in close proximity or perhaps you may have closed part of your property for renovations. These are just some of the ideas bought forward for discussion. The report is under construction presently and we are hoping to have the first one ready for distribution in August with the July results. We will ensure the collection of data for the new report will not take you any more time than it took you to collect the data in the past. We are endeavouring to make this as easy as we can as we understand the demands of running a business. If you wish to take part or receive the Occupancy Statistic report, and for all other enquiries please contact me via greg@tha.asn.au or 6220 7300.
Time sheet books and crowd control registers are available at special prices to our members: Crowd Control Registers - $20 each Time Sheet Books - $15 each
August 2018 www.tha.asn.au Please call the office of the Tasmanian Hospitality Association on 6220 7300 or email Hayley on hayley@tha. sn.au to place your order.
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August 2018 www.tha.asn.au www.tasmanet.com.au 1300 792 711
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Welcome Nick Roney
In the immediate past I went back to my trade and worked as an electrical contractor for the 4 years as a sole trader, specialising in domestic and commercial installations new and existing. Also working in areas of hotel maintenance including renovations. Prior to that I was a District Sales Manager with Coca Cola where I managed a small team of 8 people. The sector I was involved in was licensed, on and off premise, small independents and grocery retailers. I may have come in contact with some of you before whilst working with Coca Cola I was an Account Manager with Aurora Energy where I was involved in part of the natural gas roll out to commercial premises and worked on the electricity contestability roll out to commercial premises. I also managed The Aurora Preferred Suppliers (Heating Specialists) program. My responsibilities as a member of the Tasmanian Hospitality Association (THA) team, are primarily to engage with our members and corporate partners by way first, meeting our members and corporate partners and supporting the retention and growth of these members and corporate partners via marketing, promoting, and ensuring engagement with all stakeholders. I will be directing the efforts of the marketing, communications and stakeholder services at strategic levels along with the other functions of the association. I shall endeavour to work with all corporate, industry members and key stakeholders within and across all regions of Tasmania. I have been married to Rachael for 21 years and we have 3 children – Olivia 16, Charlotte 14 and Max 12 who keep me happily busy when I am not at work. I also coach under 12 Football – North Launceston and in any spare time that I have I enjoy having a round of Golf.
August 2018 www.tha.asn.au
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Employment Relations Business Improvement Report
MERV SALTMARSH ER & Business Improvement Manager
Risk Management Dismissals The decision to dismiss an employee is an area of the employment relationship that requires an understanding of a wide range of legislative and other obligations of an employer. The decision is also a significant one in terms of the effect on the employee and the business. Not surprisingly, a significant amount of resources, time and effort needs to be devoted to the associated decisions and processes. Knowing the legal risks and obligations involved is essential. WHAT OBLIGATIONS ARISE? Unfair dismissal laws, which are set out in the Fair Work Act 2009 (Cth) (FW Act), apply to a large number of Australian employees and generally give those employees the broadest protection from having their employment terminated. Therefore, a good starting point is to consider whether or not an employee is covered by unfair dismissal laws. Who is covered by unfair dismissal laws? Employees who are earning up to $142,000 (not including superannuation) and incentive bonuses or payments (indexed for CPI each year) are covered by unfair dismissal laws. In addition, employees who are covered by awards or enterprise agreements made under the FW Act or its predecessor, irrespective of their earnings, will be covered by the unfair dismissal laws. This is the case except for: • Certain casual employees • Employees who were dismissed during their first six months of employment (or 12 months in the case of small employers) • Employees engaged on a specified term contract if the ending of the employment is due to the contract not renewed at expiry • Certain employees engaged under traineeships. If considering dismissing an employee, ask what obligations will impact upon the decision. • Comply with any unfair dismissal laws that apply and any workplace policies, industrial agreements or contractual provisions that may impact upon dismissal or discipline of employees. • Identify any payments the employee is entitled to on ending of the employment. Under unfair dismissal laws, an employer cannot dismiss an employee unless they have a valid reason connected with the employee’s conduct, capacity or because of a genuine redundancy. • In addition, if the dismissal is related to conduct or WHAT DO UNFAIR DISMISSAL LAWS REQUIRE? • KEY POINTS •
capacity, it may still be unfair if the employee is not notified of the reason for their dismissal, not given an adequate opportunity to respond to those reasons, not provided with a warning in certain circumstances, not allowed a support person to assist them in discussions about the hearing or if the dismissal was otherwise procedurally unfair. • A valid reason is one that is sound and defensible and related to the employment. Except for serious misconduct (e.g. theft), if dismissing an employee because of inadequate performance or misconduct, an employer may need to establish more than one incident of misconduct or poor performance to justify the dismissal. • In addition, the existence of prior warnings about the employee’s misconduct or poor performance will normally be necessary in the sense that the employee has been made aware that failure to improve their performance or conduct may jeopardise their ongoing employment. • In the case of the valid reason, employers need to establish the misconduct on the “balance of probabilities”. A rigorous investigation of the circumstances is often a key element of satisfying that burden of proof. • Employers need to ensure that they have sought and taken into account all relevant evidence and properly tested it and that, prior to any dismissal decision, they have given the employee an opportunity to respond to any allegations against them, including having given them sufficient detail of the matters that may form the basis for dismissal. A dismissal that is found to be unfair may lead to the employee being reinstated to the position that they were employed in prior to the dismissal or to another position on terms and conditions no less favourable than that position. • This may include an order that the employee be appointed to an associated entity of the employer • Where reinstatement is ordered, Fair Work Australia can make an order that continuity of service of employee is not broken by the dismissal and that they be compensated for any loss of pay suffered between time of dismissal and reinstatement. • If Fair Work Australia considers reinstatement is inappropriate, it may order payment of up to a maximum of six months’ pay • In determining the amount of compensation, Fair Work Australia must take all relevant circumstances into account, including the employee’s length of service, the remuneration that the person would have received had they not been dismissed. • Income reasonably likely to be earned by the person since the dismissal.
REMEDIES UNDER UNFAIR DISMISSAL LAWS •
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Hospitality Review
employer to show that the dismissal was not motivated by any of the claimed discriminatory reasons. The best way for an employer to do this is to demonstrate the valid reason that it was motivated by. Failing to do so may lead the court or tribunal to infer that the discriminatory attribute alleged by the employee was a reason for the dismissal. So even if a valid reason and procedural fairness is not technically required, they will often be very important to demonstrate in order to defend a discrimination or breach of workplace rights claim. Once a decision has been made to dismiss the employee, termination of the employment and the meeting leading up to it should be documented in writing. Unfair dismissal laws require that the employee be notified of the reasons for the dismissal. In any event, it is good practice to expressly state in writing the reasons for the dismissal, as well as the effective date of termination. • It is generally not good practice to be evasive or too general about the reasons for the dismissal (even if unfair dismissal laws do not apply) as it may raise questions about the reasons for dismissal, allowing courts or tribunals to draw an inference that discriminatory reasons outlined above may have been part of it. • Failure to comply with these may expose the employer to an unfair dismissal claim or breach of the workplace agreement. The employee will be entitled to at least the minimum period of notice or payment in lieu of notice stipulated in the FW Act. The notice period depends upon the employee’s length of service. Employers also need to check whether an employee may be entitled to a higher period of notice in accordance with their contract of employment. Where an employee’s employment comes to an end because their position is redundant, the employee may be entitled to redundancy or severance pay in addition to any notice of termination or payment in lieu of notice. This entitlement may arise under the National Employment Standards in the FW Act, under an applicable award (including a modern award), workplace agreement, workplace policy or from the employee’s contract IMPLEMENTING THE DISMISSAL • NOTICE • REDUNDANCY •
DISCRIMINATION AND GENERAL PROTECTIONS When dismissing an employee, employers also need to ensure that a reason for the dismissal (even if not the only reason) did not include certain protected attributes of that employee, set out under state and federal discrimination laws or under the general protections available under the FW Act, including: • Race, ethnicity, colour, natural extraction or social origin or religion • Age • Physical features or characteristics • Disability or impairment • Temporary absence due to illness or injury • Sex or sexual preference • Pregnancy, carer or family responsibilities, or parental or carer status • Marital status • Having a role as a union delegate or Safety representative • Political opinion • Union membership or being involved in industrial activities • Making a complaint about occupational health and safety matters or conditions of employment. A temporary absence; is where the absence is not more than three consecutive months or three months in a 12-month period and where the employee is not on paid sick leave for the duration of the absence. An employer may have a defence to dismissing an employee for some of the above reasons if it was an integral requirement of the job or the employee could not perform the inherent requirements of the position due to the attribute (usually this will only apply to a dismissal due to a disability or impairment). Some categories of employees have additional protections, such as employees who have been injured at work, as they have additional protections under workers’ compensation legislation. It is also unlawful to terminate an employee’s employment because they have exercised, or wish to exercise, what is known as a workplace right. An employer is prevented from dismissing employees because the employee: • Is able to or has participated in workplace processes or proceedings • Has the benefit of, or a responsibility under a workplace instrument or law? • Is able to make, or has made, a complaint or inquiry to a body or person seeking compliance with a workplace law or instrument. If a court or tribunal finds that a reason for an employee’s dismissal is related to one of the above reasons, the dismissal is unlawful. Reinstatement is a possibility, as well as compensation of up to six months’ pay which is half of the high-income threshold amount) and a penalty of up to $33,000 imposed on the employer. Where a discrimination claim is made in a state or federal discrimination tribunal, compensation is not usually capped and while a penalty cannot be ordered, compensation can be ordered for pain and suffering or general damages as well as economic loss. With discrimination or unlawful termination claims, an employee usually has to establish that they have been dismissed and that they have the protected attribute they allege was a reason to dismiss them. However, in practice, the burden of proof then falls on the
(Continued on page 13)
August 2018 www.tha.asn.au
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August 2018 www.tha.asn.au
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CHECKLIST FOR MANAGING DISMISSALS The checklist provides a simple risk management process, however should members require assistance and or support feel free to contact the THA by phone or send an email to Merv Saltmarsh ER Business Improvement at merv@tha.asn.au or mobile direct on 0407869924.Members can also have access to all of our services and much more, including the member’s area of this website
August 2018 www.tha.asn.au
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Workforce Development Report
STEPHEN LONG Industry Skills andWorkforce Development Manager
THA Hospitality Awareness Program for schools
Through the Strategic Plan funding provided by Government, the THA has over the last 4 years been able to engage in programs in schools to try and build a new workforce for coming years. In a recent review we identified that over an 18 month period, we covered 29,000 kilometres, engaging 380 schools and 8,000 students in different programs about the “reality reality”, not TV reality of the industry, its careers and opportunities. We have analysed our interactions with schools and we know we need to be promoting the industry in the best possible light by sending young, vibrant, successful hospitality professionals that can engage generationally with the students and bring relevant, firsthand accounts of what it takes to work in our industry. We must engage students with a program that focuses entirely on all aspects of the hospitality industry, what type of person you have to be and what skills and attitude are required?
A core fundamental: this is about “reality reality”, not TV reality.
The THA’s own Hospitality Awareness Program has been designed to be an engaging, informative and interactive way for us to approach grade 8 through to 12 students in Government and non-Government schools. The Hospitality Awareness Program will raise awareness of the opportunities that are available for students within the Hospitality Industry, and inform them of the variety of career opportunities within the industry including some discussion about Australian School Based Apprenticeships. Students can attend a free all day Hospitality Awareness Day Program, where a young energetic and experienced hospitality professional ambassador will engage with the students to promote the industry and all its concepts, careers and options, with a raw and realistic insight as to what it really takes to work in the fast paced, energetic world of hospitality. • Where do I start? • What do I need to know about the industry before I figure out what role I should be looking for? • What training do I need? • Where can I work once I am experienced enough? It looks like this: Morning Session Ambassadors will inform and inspire students with short video presentations and interactive discussion about real life experiences from industry to support the message of the diversity of roles and career opportunities that are available here in Tasmania and around the world. Hospitality venue tour Students will be given the opportunity to see and hear firsthand, a working hospitality venue and the varied roles that they can undertake. They can talk with hospitality staff at a venue and ask questions about their roles. “It’s not all about the chefs and wait persons” Afternoon Session - Lunch Students will sit down to a restaurant quality lunch and experience some of the required skills of front of house staff, see their customer service skills, plate carrying capacities, how to pour drinks etc. Venue operator/staff member will chat to students about industry standards and what they look for in their staff How can you get involved? This could be your venues opportunity to host one of our Hospitality Awareness Days at your venue and have first pick of the best of the students that attend. If your venue would like to host one of our Hospitality Awareness Days for schools in your region or you feel that you would like to give back to the industry by being one of our Hospitality Industry Ambassadors, please contact: Peter Handy Phone: 0404 031 004 Email: peter@tha.asn.au
16 enquiries@tha.asn.au 03 6220 7300
Hospitality Review
THA Great Customer Experience program (GCE)
The Government has funded the GCE program for another four years and given us the task of getting 2,000 venues through the program in that time – a challenge we relish!! The program is funded by Government – it’s no cost to venues and we do it at the venue and when you want it! It’s gone well so far, but now we are ramping things up – • We currently do a Business Survey to give us information about where we can assist venues, now we will be doing an Employment Relations Survey as well – we want to be able to assist venues in this complex area by creating an environment where we can get advice on the things venues are not aware of, or sure about – better we do some work up front than Fair Work come in behind. • We will be providing some materials for venues so they know where to go for assistance with issues (employees or patrons) like sexual assault, mental health, equal opportunity, disability, drugs in the workplace, training and others – look out for this, the pack will be important for venues to have easy access to. There are 5 Contractors running around the state and their role is to contact and support venues through the process, and to get training outcomes into venues. • The training is not accredited – it is short and sharp, video supported hands on information that will help employees to be able to know what they need to do the job they are required to do on that day – strategies for dealing with unhappy customers,
service issues, social media management, coffee making – anything we can do to assist. If you haven’t been contacted, and about 500 venues have so far then let me know: Stephen Long Phone: 0439 100 290 Email: Stephen@tha.asn.au
August 2018 www.tha.asn.au
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FACEBOOK? @tashospitality Have you liked us on
August 2018 www.tha.asn.au
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Premiers Report
Will Hodgman Premier of Tasmania
My Government knows that a strong and stable visitor economy is important to you and your business.
The latest visitor survey results show positive progress. While overall visitor numbers grew at a steady 2 per cent, total visitor expenditure increased by 7 per cent, and the average per night spend of visitors also increased by 7 per cent. In addition to this, we are working hard to ensure we have the right infrastructure, services and development in place to protect our enviable way of life.
There’s no question that growth should be sustainable, which is why – in partnership with industry – we have set clear targets for our tourism and hospitality industry, which will create more jobs, opportunities and investment.
In the past year Tasmania has seen steady and manageable growth in overall visitor numbers.
We are committed to getting the balance right.
This has been underpinned by significant growth in international visitor numbers, which saw a 20 per cent increase in the year ending March 2018, to 300,400. The United States of America and China are our two biggest source markets, and New Zealand was our largest growth market, with a 60 per cent increase in visitors. While we are certainly starting to see the benefits of a strong visitor economy, it is incorrect to suggest there is an issue with over- tourism. Now is not the time to take our foot off the pedal or to risk turning visitors away by pulling in the welcome mat. In fact, there are many places across Tasmania that have seen relatively limited growth in tourist numbers and we must work harder to ensure that even more people can benefit from our strong visitor economy. That’s why I have tasked the Premier’s Visitor Economy Advisory Council to develop a Yield and Dispersal Action Plan, which will encourage visitors to spend more time in regional areas. My Government, is focused not simply on growing the number of tourists coming to Tasmania, but also on increasing the amount they spend and their overall length of stay.
We know that hospitality businesses will play an important role in encouraging visitors to spend more time in regional areas.
In many smaller towns the local pub or café is the hub of a community and they provide highly valued products and experiences to both locals and visitors.
We certainly recognise the passion and commitment that you put into these businesses.
Whether it’s locally sourced produce or a good yarn, it’s these sorts of truly unique Tasmanian experiences that visitors enjoy most.
My Government is unashamedly proud of the support we provide to the hospitality industry and to the THA.
The funding we provide means business like yours have opportunity to tap into practical support and services, like the Great Customer Experience program. We will continue to work hard to champion Tasmania’s hospitality industry and to provide the right social and economic environment for your business to thrive.
Will Hodgman
August 2018 www.tha.asn.au
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THA
20 enquiries@tha.asn.au 03 6220 7300
Hospitality Review
Opposition Report
MICHELLE O’BYRNE Deputy Labor Leader
Real solutions needed to tackle trade waste
The proposed memorandum of understanding between the State Government and TasWater does nothing to solve trade waste issues faced by Tasmanian small business. All the MOU really achieves is a taxpayer funded face saving exercise for the Treasurer. Around 1500 businesses are facing upfront costs of between $2000 and $30,000 to comply with environmental regulations for trade waste. All the Liberals have done to address the problem is point the finger at TasWater and going forward, their MOU doesn’t go near solving the problems. Labor’s focused on solutions.
The grants would also be available to address disability access and building code regulations.
Small businesses around Tasmania are being slugged with trade waste compliance bills that they can’t ignore.
It’s a significant financial burden for businesses trying to make a profit.
There is no solution to the major water and sewerage issues facing Tasmania in the TasWater MOU – no plan to move the sewerage treatment plant at Macquarie Point, no plan to accelerate solving Launceston’s stormwater and sewerage issues and nothing to fix the Cameron Bay treatment plant, which stands in the way of Mona Stage 2. Labor will continue to work constructively with business to deliver real solutions on issues such as trade waste and to advance key water and sewerage projects.
We has been consulting heavily with small businesses about their trade waste headaches.
That’s why during the election Labor pledged to help small businesses with $5 million to solve trade waste issues.
This was money put the table for competitive grants to fix trade waste challenges.
WYNNS 2018 COLLECTION – LIMITED RELEASE –
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WYNNSDAY
TAKE YOURS HOME TODAY
August 2018 www.tha.asn.au
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At RAMS Tasmania our team has more than 100 years combined home lending experience. As business owners, we too understand exactly what it’s like to run your own business, and that’s one of the reasons RAMS was awarded Best Self-Employed Lender two years running. We are locals helping locals, dedicated to helping locals with their home ownership goals.
RAMS Home Loan Centre Tasmania Tony Leggett Colin Kelly 0439 600 905 0418 468 542 Andrew Leggett Jennifer Cole 0419 401 143 0410 612 805 New Town 106 New Town Road
22 enquiries@tha.asn.au 03 6220 7300 More Information: Credit criteria apply. RAMS Home Loan Centre Tasmania is owned and operated by New Town Financial 106 Pty Ltd ABN 95 160 448 653. Credit provider and issue of RAMS deposit products:Westpac Banking Corporation ABN 33 007 457 141 AFSL and credit licence 233714. 18507/0718 Hospitality Review
INSPECTOR RUTH ORR Northern Districts Support Services Tasmania Police Report
I would like to take this opportunity to introduce myself as the new Inspector in charge of Northern District Support Services. This division encompasses a number of areas including Road Safety & Public Order Services, with responsibility for Licensing for the Northern District covered within that section. I took up my new position in May 2018, and have spent the first few weeks in the role getting to know my personnel, their areas of concern and meeting other stakeholders. Fostering sustainable working relationships is a key aspect to my role and something I thoroughly enjoy. The importance of engagement, relationship building and sharing of information amongst stakeholders cannot be under estimated. In terms of licensing issues, after discussing current topics and trends with my members, the same general concerns seem to arise. The main area of concern is responsible service of alcohol (RSA) compliance. I would also like to inform licensees that over the next few months and, especially during the upcoming summer period, members of Northern Licensing will be conducting impromptu audits across all licensed premises in the North. All licensees should be mindful of their obligations under the Liquor Licensing Act 1990, having particular regard for Sections 46 and 46A, which stipulate the obligations of licensees and permit holders, in terms of the responsible service and sale of liquor. Section 46 & 46A of the Liquor Licensing Act 1990. 46. Licensees and permit holders to retain control on sale and consumption of liquor A licensee or permit holder must ensure that the business carried on the licensed premises, or permit premises, is carried on in such a way that the licensee or permit holder can exercise effective control over the sale and any consumption of liquor on the premises. Penalty: Fine not exceeding 50 penalty units. 46A. Licensees and permit holders to ensure responsible sale and service of liquor (1) A licensee must not allow a person to sell or serve liquor on the licensed premises unless the person: (a) has successfully completed an approved course; or (b) has been an employee of the licensee for, in aggregate, less than 3 months and is (i) undertaking an approved course; or (ii) formally enrolled in an approved course that is scheduled to start
within 3 months from the day on which the person is permitted to serve the liquor. Penalty: Fine not exceeding 20 penalty units. (1A) An applicant for a liquor permit or a permit holder must successfully complete an approved course, if the Commissioner so directs. Penalty: Fine not exceeding 20 penalty units. (2) To demonstrate compliance with subsection (1) or (1A) , a licensee or permit holder must (a) keep such records on the licensed premises or permit premises as the Commissioner, by written notice served on the licensee or permit holder, may from time to time require; and (b) produce all or any those records to the Commissioner or an authorised officer on demand. (3) The Commissioner may exempt the holder of a special licence from the requirements of this section if satisfied that it is not against the public interest to do so. (4) In this section Approved course means a course of instruction or training in the service of liquor, approved by the Commissioner; Employee includes a person engaged under a contract for services. Legislation in respect to liquor regulates the sale, supply, promotion and consumption of alcohol, with a strong harm minimisation focus. Alcohol, even in small amounts, impacts upon a person’s ability to think and function. Subsequently, a person’s judgement and decision making skills are affected which can lead to risk taking behaviour. The consumption of alcohol exposes a person to the risk of harm and injury. This may be as a result of not paying enough attention to vehicles or other moving objects around them, becoming involved in verbal or physical altercations or driving a car. To ensure that the best interests of the individual and the community generally are maintained, it is vital that the liquor and hospitality industries facilitate and comply with the responsible service of alcohol.
August 2018 www.tha.asn.au
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GIVE DAD SOMETHING SPECIAL THIS FATHER’S DAY
Limited stock available from August 1. Contact your Coopers or Premium Beverages Representative to secure your order.
24 enquiries@tha.asn.au 03 6220 7300
Hospitality Review
Five ‘Smart Phone’ Secrets
MAX HITCHINS
Things I learned from Donald Trump
May I begin by telling I am not a Donald Trump fan or supporter. But, love him or hate him you have to accept that this entrepreneur is a phenomenon. “How do you define a phenomenon?”The dictionary says “A phenomenon a fact or situation that is observed to exist or happen, especially one whose cause or explanation is in question.” As all of us in small businesses must necessarily be entrepreneurs, I think it is worthwhile analysing what Donald Trump does, how he does it, what works and what doesn’t.
1. What he does: He won the election in 2017 by being ‘different. ’All of the people who ran against Donald Trump were selling the same product. He told he wasn’t a professional politician. He was a successful businessman. But I thought the most successful ploy was pitching at the American ego with his “Let’s make America great again.” He is a polished showman. This comes from his fourteen season stint as the host on the Television program ‘The Apprentice.’ He understands what works particularly with Television audiences.
2. How he does it: He understands, better than any President before him, how to attract, garner and manipulate the media. He has made an art form of getting the media ‘off side’. He realises getting the media ‘off side’ generates much more media attention than being liked. A Harvard University report in May 2017 told of a study that analyzed The New York Times, The Wall Street Journal,
The Washington Post and the main newscasts on CBS, CNN, Fox and NBC during Mr. Trump’s first 100 days. 80% was negative and 20% was positive.
3.
What works: Trump is is a 72 year old man who recognises the benefits of Social Media...especially Twitter. According to Bustle.com the very first tweet sent by Donald Trump was in May 2009. That was nine years ago. Since then, he has posted a total of 37,600 tweets, according to his Twitter profile. That works out to about 4,178 per year and 11 to 12 per day. He has 52.3 million Twitter followers and it is claimed he writes all his own Tweets. This has been disputed as it has been claimed that Dan Scavino, the White House Director of Social Media, may be responsible for many of the Tweets. If Scavino does write many of the Tweets the learning curve for us is to ‘find someone to do our Tweets.’
4. What doesn’t work: When reading from the invisible teleprompter Trump destroys and demolishes the great work done by his speech writers. He loses credibility when he mangles the words and get the pausing wrong. (You realise it’s not him speaking). This is particularly evident when he goes ‘off script’ and stops reading from the teleprompter. His vocabulary is very limited and when ‘off script’ he falls back on his favourite words: stupid; weak; loser; moron; amazing; terrific and tremendous…and I seriously question the benefits of his often repeated boast “I am worth a tremendous amount of money.”
Whilst upsetting the media seems to have worked for Donald Trump, up until this time, I think it’s a bit like taking on the Ocean. It’s too big, too deep, too strong and will drown you in the end. But the ‘take away points’ for us mere mortal entrepreneurs are (a) Be different from your competitors (b) Get good at appearing in the media and (2) Get good at using Social Media.
By line: At HospitalityDoctor.com.au you will find tips, tricks and tonics to help you become a super Hospitality Industry professional. You will also find details of a series of eBooks titled “How To Develop A Memory Like An Elephant.”
August 2018 www.tha.asn.au
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