HSA April 2023

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

BROMPTON GOES 

LOCAL GASTROPUB 

+ New CEO: Anna Moeller 

+ Food Law Shock 

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Shortcut to Stories 

APRIL 2023 

Click here 

New CEO Announcement 

The AHA|SA executive council, 

with an external recruiter, has been 

involved in a search for our next CEO. 

Click here 

Regional Meetings 

The AHA|SA held two fantastic 

meetings in March, at the Berri Hotel 

and The Henty. 

Click here 

Brompton Hotel 

This month’s feature hotel - the 

local pub that’s a gastronomic hit. 

Click here 

Check-in with New SATC CEO 

New tourism boss searching for ties 

that bind SA. Emma Terry is penning 

the next chapter of her own story. 

Click here 

Award Winning Hotels 

We’ll take a closer look at the 

anatomy of a winning hotel. Key 

factors that impress industry judges. 

Click here 

Workplace Relations 

A new food safety standard in 

the Australia New Zealand Food 

Standards Code has been developed. 

I N T H I S I S S U E 

04 From the President 

08 From the General Manager 

10 Regional Meetings 

12 Brompton Hotel: The Local Pub 

That’s a Gastronomic Hit 

22 New Tourism Boss Searching 

for Ties That Bind SA 

24 The Anatomy of a Winning Hotel: 

Key Factors That Impress Industry 

Judges 

30 New Food Safety Standard – 

What Does it Mean for Hotels? 

33 Mentoring Opportunities 

35 AHA|SA Corporate Partner Directory 

36 AHA|SA Corporate Partners 

2022-2023 

37 Gaming Care 

38 Licensee Transfers 

New Members 

AHA|SA Office Holders & Publisher 

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

NEW CEO 

From the President 

DAVID BASHEER 

Throughout February and March, 

the AHA|SA executive council, in 

conjunction with external recruiter 

Sullivan Consulting, has been 

involved in a significant search 

for our next CEO. 

We received 84 quality applicants, 

not just from South Australia, 

but also interstate and overseas. 

Following an exhaustive process, 

it was the view of our executive, 

supported by the recruiter, that the 

best person for the job was sitting 

in the office next to Ian Horne. 

Anna Moeller was appointed after a 

three-step recruitment process and 

Incoming AHA|SA CEO, 

Anna Moeller 

her appointment was ratified by the 

AHA State Council on April 4. 

Anna is a qualified lawyer with an 

impressive track record in senior 

management roles, including over 

three years as the AHA|SA’s Deputy 

CEO, as well as leadership roles 

at Bendigo Bank, Motor Trade 

Association of SA/NT and in the 

local government sector. 

She has proven to be an 

outstanding and highly respected 

member of AHA|SA team, providing 

our membership with significant 

leadership across liquor, gaming 

and harm minimisation, as well as 

industrial and Government relations. 

After our 10-week search that saw 

applications from a wide variety of 

industries and skilled backgrounds, 

Anna emerged as the standout 

candidate. 

“...the first female 

CEO to undertake 

the role in the 

organisation’s 

153-year history, 

with women 

currently making 

up 62 per cent of 

the hotel industry 

workforce.” 

She will bring her unique leadership 

style to the role whilst preserving 

the values that have made the 

AHA|SA such a pivotal component 

of not just the tourism and 

hospitality sector in South Australia, 

but the business community in this 

State. 

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

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

Watch Video 

The AHA|SA commenced in 

1871, with Anna to become the 

first female CEO to undertake the 

role in the organisation’s 153-year 

history, with women currently 

making up 62 per cent of the 

hotel industry workforce. 

Having been heavily involved in all 

key industry discussions both here 

in South Australia and nationally, 

Anna will hit the ground running. 

She joined the Association only 

a few months prior to the 

COVID-19 outbreak. She steered 

our Association’s response with 

the police, health and government. 

As a result, Anna was able to quicky 

develop a rapport with many of our 

members and that has continued to 

grow over her period of time with us. 

In more recent months, she 

has spearheaded our strategies 

around liquor licensing and 

gaming, particularly in light of 

the issues being circulated in NSW 

and Tasmania. Indeed, Anna has 

spent considerable time with both 

the AHA in NSW and Tasmania 

assisting our colleagues there 

in their responses to proposed 

government intervention. Given 

we have the most stringent harm 

minimisation measures in the 

country, it is hardly surprising 

interstate looks to us for assistance 

in these regards! 

A hallmark of Anna’s style is her 

absolute passion for the industry 

and all who participate in it. As CEO, 

she will hit the ground running and 

has the opportunity to stamp her 

mark across all aspects of AHA life. 

We look forward to her growing the 

outstanding legacy that Ian Horne 

leaves. 

MORE RED TAPE 

Every new Government comes to 

power with the bold intention of 

reducing red tape. And every new 

Government then proceeds to 

increase the burden on our small 

and family businesses. 

Regulation - and the red tape 

that accompanies it - is strangling 

us. Releasing these shackles will 

improve confidence at zero cost 

to Government. 

The growth of regulation and 

compliance in our industry remains 

a constant and exhausting battle. 

Hotel operators are frustrated and 

overwhelmed by the uncoordinated 

approach taken by too many local, 

state and federal agencies, none 

of whom seem capable of even 

speaking to each other. 

Many policies have left us not only 

bewildered but resulted in us having 

to pay the cost of mopping up 

unintended consequences. 

The latest instalment in this saga 

came late last year when the 

Federal Government introduced new 

food safety regulations, under the 

seemingly innocuous name of ‘New 

Food Safety- Standard 3.2.2A (Food 

Safety Management Tools). The 

bureaucracy must love this stuff. 

Our members now have an 

added burden to already existing 

compliance obligations around 

the serving of food. This means 

we must ensure all relevant staff 

who handle food are provided 

with additional food handler 

safety training. 

All of our members are now 

required to have a food safety 

supervisor on duty. They must be 

certified with a qualification from 

a registered training organisation. 

This qualification must be updated 

every five years, and like the 

responsible person legislation, 

venues will require multiple trained 

staff members within their roster. 

Finally, venues must show food 

safety inspectors they have 

adequate provisions around 

their processes and procedures. 

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

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

Whilst this provision is more 

understandable, it requires more 

compliance and red tape, as we 

must maintain written records to 

be kept for three months that 

outline our activities. 

But where is the evidence that 

any of this is required? We have 

incredibly high standards of food 

safety in our pubs and hotels. 

There is a 12-month transitional 

period to allow venues to comply 

with the new burden. 

“All of our 

members are now 

required to have 

a food safety 

supervisor on 

duty. They must 

be certified with a 

qualification from a 

registered training 

organisation.” 

Already there is confusion in 

the marketplace. We all have 

experienced inconsistencies 

in the way local council food 

inspectors interpret regulations 

and requirements. Not just from 

council to council, but 

from inspector to inspector. 

Health inspectors from at least 

two councils we are aware of 

believe even a staff member cutting 

lemons behind the bar or making a 

toasted cheese sandwich would be 

captured by this onerous burden. 

Hopefully your venue doesn’t sell 

too many gin and tonics after 

midnight, because that means 

you will need to pay for a food 

safety supervisor after 1am to 

ensure the lemon safely makes 

it into the tumbler. 

SA Health have conceded these 

new rules will be costly for business 

operators. That’s comforting. 

The AHA|SA website already has a 

food handling package and we have 

engaged a consultant to ensure 

members have the most up to date 

and accurate information available. 

Red tape. It continues to swamp 

us. For some in Government the 

cost and burden it brings is of no 

consequence. We invite those in 

that privileged position to walk a 

mile in our shoes. 

PUBS WITH HEARTH 

Pubs with Heart, through IGC, 

has made two significant grants 

recently. 

• Breakthrough Foundation: 

We have allocated $100000 over 

two years to the Breakthrough 

Foundation to conduct mental 

health first aid training for Hotel 

and club employees throughout 

the State. We all understand the 

growing nature of this community 

David Basheer, 

AHA|SA President 

Will you need a food 

safety supervisor 

just to cut a lemon 

for a G&T? 

issue, but post COVID-19, it has 

become acute for our Industry. 

• There are short courses and a 

more extensive two day mental 

health first aid course available, 

and anyone interested in involving 

staff members are encouraged 

to contact Katherine Taylor in 

our office. 

• Autism SA: We have also invested 

heavily in a co-partnership with 

Autism SA to provide an Autism 

Officer to help assist and educate 

our venues in providing safe 

spaces for autistic members of 

the community and their families. 

This is a key focus of the current 

State Government and we are 

delighted to be involved. 

Part of the fees payable to IGC 

on gaming machines goes into 

this fund that has now donated 

almost $20million to charity, 

community and sporting 

organisations since 1994. 


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WHAT A 

BOUNCE BACK! 

From the General Manager 

IAN HORNE 

South Australia’s tourism sector has hit another 

record – not only returning to its pre-COVID-19 

pandemic value but exceeding it to reach the state’s 

highest-ever 12-month tourism spend. 

New data released by Tourism Research Australia 

shows visitor expenditure in South Australia in the 

12 months to December 2022 hit $8.3 billion – a 

new all-time record for the state. 

The new record high visitor spend means the value 

of tourism in South Australia has surpassed its pre- 

COVID-19 high of $8.1 billion – something not 

forecast to happen until December 2023. 

The milestone comes as tourism and hospitality 

operators across the state recover from the Easter 

long weekend holiday surge, with data from the 

South Australian Tourism Commission showing 

an estimated $173 million was spent by visitors 

over those next four days. New data shows: 

• In the last six months (July to December 2022), 

the value of tourism in South Australia has grown 

from $6.2 billion to $8.3 billion – the sharpest 

increase over any six month period on record. 

• With Australia’s borders open for 10 months of 

2022, international tourism has seen strong growth. 

International expenditure in the last quarter (October 

to December 2022) grew from $307 to $519 million, 

well above the recovery forecast of $314 million. 

• Interstate tourism reached a record high of $3.2 

billion spent in 2022. This is up $581 million on the 

previous record of $2.7 billion spent by interstate 

overnight visitors in 2019. 

• Intrastate tourism reached a record high $2.8 billion 

spent in 2022. This is up $250 million on the $2.6 

billion spent by interstate overnight visitors in 2019. 

Thanks to South Australia’s world-class offerings, our 

incredible city and diverse regions, our spectacular 

calendar of events, and the recovery of our airline and 

cruise sectors, South Australia is again a destination of 

choice for visitors – and our visitor economy is reaping 

the rewards. 

Of course, immediately post Easter long weekend is 

the inaugural AFL ‘Gather Round’ with nearly 200,000 

tickets sold of which more than 25% were purchased 

by interstate fans, followed by: 

• Australian premier of global sensation LIV Golf 

(21-23 April) 

• Tasting Australia (28 April-7 May) 

• Ampol State of Origin 2023 (31 May) 

• Australian-exclusive exhibition of Frida & Diego: 

Love & Revolution at the Art Gallery of South 

Australia. (24 June – 17 September) 

• Five games of the FIFA Women’s World Cup 

Australia & New Zealand 2023 at the redeveloped 

Hindmarsh Stadium (24 July - 8 August) 

• Illuminate Adelaide 

• VALO Adelaide 500 featuring Robbie Williams 

(23-26 November) 

Congratulations to the South Australian Government 

on their significant investment in a calendar of events 

not seen before. 


F R O M T H E G E N E R A L M A N A G E R 

“Congratulations to the South Australian 

Government on their significant investment 

in a calendar of events not seen before.” 

WELCOME TO NEW AHA|SA CEO 

As members are aware, the Association has appointed 

Anna Moeller as my replacement as CEO from 10 July 

this year. See President’s Column 

Anna was the star candidate following a rigorous 

process to identify the best person. 

That outcome would come as no surprise to people 

who know Anna, and are familiar with her background. 

Her resume is impressive, by any measure, her capacity 

and drive remarkable and her empathy with this 

industry and its operators genuine. 

Anna is no stranger to AHA|SA members with her 

presentation at member regional meetings, zoom 

briefings during COVID-19 and in the media. 

Members can feel very comfortable that in these 

increasingly turbulent times the appointment of 

Anna as CEO means we have secured a talented, 

experienced and dynamic leader for the future years. 

Watch Video 

wildturkeybourbon.com 

For more information contact info.australia@campari.com 

Ian Horne, 

AHA|SA General Manager 


REGIONAL MEETINGS 

The AHA|SA held two fantastic meetings in March. 

Thank you to Jeremy and the team at the Berri Hotel for a great meeting and lunch on the 21st March, and to 

the Kosch family and their wonderful team for hosting the South East regional at The Henty on the 28th March. 

We appreciate all the support from our members and our wonderful corporate partners. 


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



F E A T U R E H O T E L 

BROMPTON 

HOTEL 

The Local Pub That’s 

a Gastronomic Hit 

BY LUCY BREWER 

It can be difficult to marry tradition 

with modernity. To redefine boundaries 

when a legacy is strong. 

Yet that’s exactly what the heritagelisted 

Brompton Hotel has achieved. 

Tucked away in First Street, Brompton, 

the pub was acquired by the Duxton 

Pubs Group, and reopened in 

November 2022 after a year-long 

renovation. 

Food was a major focus, with a new 

menu developed by a Michelin-trained 

chef and gaming making way for more 

bar/meals space. 



‘“He had a really impressive 

CV,” said Joshua of Andrew, 

who previously worked 

at Michelin-awarded 

restaurants in London...’ 

“We wanted it to be a dining-led destination,” said 

Joshua Hillary, Director of Operations for the BSGM 

Group, the management arm of Duxton Pubs. 

Joshua’s has a rich background in restaurants and 

after connecting with Sydney chef, Andrew Wandless, 

ideas for the revamped Brompton Hotel flowed freely. 

Enticing him to Adelaide was a major coup. 

“He had a really impressive CV,” said Joshua of 

Andrew, who previously worked at Michelin-awarded 

restaurants in London, including The Ledbury and 

Hibiscus, and more recently, at Una Mas, a tapas bar 

in Coogee Pavilion. 

“We just kept chatting and conceptualising and this 

is the result.” 

Other members of the renovation team included 

Sarah Matthews, Creative Director of the BSGM 

Group, and interior designer, Georgie Fried. Joshua 

said it was a collaborative process, and the team 

worked closely with Andrew, who was instrumental 

in the design of his kitchen. 

“We took out the gaming machines that occupied a 

reasonable chunk of the footprint on the bar side of 

things,” said Joshua. 

“We felt that to be a good local, you need to have a 

more expansive bar space for people… we were really 

keen to reclaim and extend the bar. 

“It was about keeping the renovation modern but 

in a respectful way to the heritage of the building. 

“It’s a beautiful old bluestone building. 

“The bones of the building were there, it was just 

about highlighting them and freshening up.” 

The team put a pool table in the bar, which according 

to Joshua isn’t something hotels often do these days, 

as it takes up seating space. For the Brompton, the 

pool table is about encouraging people to stick around, 

have a chat and enjoy the space. 

When it first reopened, the Brompton made headlines 

as the pub without a schnitzel. It garnered good media 

and the pub was unapologetic about its stance, which 

has led to rave reviews about the menu and the quality 

of the food. 



“A hotel can be... 

stunning, you could 

spend millions on it 

but if the experience 

isn’t there, I guarantee 

the customers won’t 

continue to return.” 

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Joshua said the aim of the menu is to redefine the 

boundaries around what a hotel is, and the food it 

can offer. 

“We wanted to have the dining room deliver an 

experience that you wouldn’t traditionally find inside 

a hotel,” he said. 

The current restaurant menu includes dishes such as: 

• garlic butter chicken Kyiv with cabbage slaw 

and lyonnaise potatoes 

• gnocchi with basil and walnut pesto 

• seared ocean trout with confit fennel 

and mussel escabeche. 

The bar menu is where patrons can find more classic 

pub dishes, such as grilled squid, a beef burger, and 

fried chicken tenders, as well as the likes of Spencer 

Gulf king prawn rolls and blue swimmer crab linguine. 

WINE AND COCKTAILS 

Upon reopening six months ago, the Brompton 

had separate wine lists for the bar and restaurant, 

but after a few weeks, the lists were merged due 

to customer demand. 

The wine list was designed by the highly respected 

Pablo Theodoros, who manages wine procurement 

for the Duxton Pubs Group. 

“We binned the bar list and expanded the restaurant 

list across both spaces,” said Joshua. 

“We changed up the by the glass offering to be a 

little bit more substantial in the dining room, and 

then included a broad section of the classics.” 

Cocktails are also a focus at the Brompton—there’s 

a rotating list that speaks once again to pushing 

the boundaries of what to expect at a hotel. 



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“There’s no reason why you shouldn’t be able to get 

an amazing gin martini, as well as a really great pint 

of beer,” said Joshua. 

“There aren’t a lot of venues that get that balance 

right, so it was a priority for us to have that really 

rounded offering.” 

When it came to spirits, local was the focus, and the 

Brompton’s first pour range is from Adelaide Hills 

Distillery. The beer offering also celebrates local, 

particularly the breweries in the western suburbs. 

“The western suburbs have such a strong craft beer 

portfolio, and we wanted to give a nod to each of 

those breweries,” said Joshua. 

“Rather than having five IPAs from five different 

breweries, it was more about finding who did what 

best, and then letting that be a highlight on the list.” 

Patrons can find beers from the likes of Shapeshifter, 

Bowden Brewing, and Little Bang (which is in the east 

but was acquired by the Duxton Group last year). 

There are also pub favourites like Coopers, and other 

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The Brompton has always been popular with locals 

in the western suburbs, and Joshua said nothing 

has changed. 

“We were really passionate about making it a good 

local watering hole,” he said. 

“In our branding work, we went back to the history 

of the area, and there are a lot of nods to the brick 

making and the clay.” 

The suburb of Brompton is actually named after the 

143-year-old pub. 

Today, you will see a good mix of locals who head 

in three or four times a week, and the restaurant 

is drawing people from all over Adelaide for lunch 

and dinner. 

But the Brompton isn’t finished yet. 

“The event spaces that are upstairs are due to get 

a little bit of a refresh and bit of love,” said Joshua. 

“There’s also a large, vacuous foyer… we’ve got a 

plan to reactive that space as well. 

“We’re passionate about being led by the community 

and what they want to see, so we’ve been keeping close 

to our regulars and making sure we’re quick on our feet 

to adapt to what they’re wanting us to adapt to.” 



“We’re 

passionate 

about being 

led by the 

community 

and what they 

want to see...” 


I N T E R V I E W W I T H 

New Tourism Boss 

Searching for Ties 

That Bind SA 

BY DION HAYMAN 

New South Australian Tourism 

Commission CEO Emma Terry is 

penning the next chapter of her 

own story - as well as searching for 

the catchcry she says will sell her 

adopted state at home and abroad. 

It’s a unique banner that will 

be meticulously crafted after 

talking to a wide range of South 

Australians from all over the state 

including tourism and hospitality 

stakeholders. 

Born and bred in Hobart, Terry 

landed in the SATC hot seat after 

nearly six years as Chief Marketing 

Officer of Tourism Tasmania. 

She had just a few weeks to 

acclimatise to her new role before 

Mad March hit top gear. 

“I was very fortunate to arrive in 

January and get the chance to settle 

the family in over the summer break, 

before the South Australian events 

calendar really kicked in,” she said. 

“Since then, it’s been the Santos 

South Australian 

Tourism Commission 

CEO Emma Terry 

Tour Down Under, the Adelaide 

Fringe, the Adelaide Festival, 

WOMADelaide and plenty of 

planning for the rest of the year.” 

That planning included visits to 

the regions including her maiden 

trip to the flood-hit Riverland and 

Murray River, Lakes & Coorong 

regions in her first first four days 

of her new role. 

South Australians are being invited 

to “Rise up for our River” with the 

incentive of a voucher program and 

$4.6 million marketing campaign to 

help fast track its recovery. 

She’s spoken with a number of 

publicans and hoteliers not just 

affected by the floods but from 

right across the state, all hoping 

the recent upcurve in activity is 

maintained. 

“Most of the discussions have 

been around driving continued 

growth and looking at how we see 

the regions in terms of our ongoing 

strategy. Absolutely the regions 

have been playing a really important 

role in the South Australian visitor 

economy, and will continue to do 

so,” Terry said. 

“We’ve put focus on working to 

identify the collective themes 

across the state, and asking how 

do we continue to bring those 

regional experiences into the 

broader marketing program?” 

City operators have already 

benefitted from the busy start 

to the year with record high 

occupancies recorded. 

“It’s an incredible result that 

Adelaide hotels have scored a 

record ahead of Gather Round, 

with latest forward booking data 

showing there are more hotel rooms 

booked over the Friday and Saturday 

than any other weekend before. 

“Off the back of strong forward 

bookings, it is expected revenue 

over the Gather Round weekend 

will be at an all time high,” she said. 

Golf fans are salivating at the 

chance to see some of the world’s 

best in action when Grange hosts 

Australia’s first LIV Golf tournament 

the following week. 

Illuminate Adelaide will return in 

winter, having generated $44.8 

million in economic activity last year. 

Art lovers can look forward to the 

exclusive Frida & Diego: Love and 

Revolution at the Adelaide Art 

Gallery while Hindmarsh Stadium 

will host five matches of the FIFA 

Women’s World Cup between July 

24 and August 8. 

But Terry talks the big picture and 

is anything but short-sighted. 

“We want to look at ‘what does the 

event program look like beyond the 

next six months’. 

And selling South Australia is 

everyone’s job according to Terry 

who takes a holistic approach to 

the task. 


I N T E R V I E W W I T H 

“The positioning of South Australia 

domestically and internationally - 

what is our brand what do we 

stand for?,” she asks. 

It’s a question and undertaking that 

commenced prior to her arrival in 

Adelaide but one with which she 

is closely aligned and invested in, 

having developed and promoted 

a similar message for Tasmania. 

“It’s coming up with a brand 

platform, a legacy platform, 

a long-term platform to build 

the South Australian brand off. 

“It’s the story of our state. 

“When South Australians are at 

their best what does that look like? 

“It’s very much a story, it’s about 

the essence and psyche of this 

place and that’s what connects 

everything.” 

Terry has no pre-conceived ideas 

about how or where to find the 

common thread that binds South 

Australia and makes it unique. 

“From my experience in Tasmania, 

it worked successfully there. 

“What I’d like to see here in South 

Australia is a brand for all of the 

state, but not a brand in the way 

maybe people have been thinking of. 

“We’ve got nature, we’ve got 

wildlife, we’re a boutique city but 

it’s much more around the South 

Australian story and what connects 

everyone, whether you’re in Coober 

Pedy, Mount Gambier or down in 

Yorketown. 

“What is the story that forged South 

Australia and therefore how do 

we connect and how do all of our 

different experiences collectively 

make sense together and hold a 

particular position in people’s mind?” 

Rather than the state’s capital and 

regions all competing for the tourist 

dollar, Terry envisages them working 

together for the benefit of each other. 

“How do you get everyone singing 

from the same hymn sheet so you’ve 

got a much louder collective voice 

when you’re all in tune together? 

“That’s really important and I don’t 

think SA’s quite there yet from my 

observation so that’s a fantastic 

opportunity for everyone across 

the state, across tourism and 

hospitality.” 

Confused as to how that might 

equate to a few more pints or an 

extra room booked at the local hotel? 

Terry’s ability to unite tourism in 

the Apple Isle, a state notorious 

for its north-south rivalries, speaks 

volumes. 

“It’s what Tasmania did differently. 

There is a clear understanding from 

industry, driven from the hotel and 

hospitality industry as well, around 

what Tasmania stands for, what the 

Tasmania experience looks like and 

everyone’s role in delivering that. 

“The Tasmanian brand is the quiet 

pursuit of the extraordinary, it was 

off this platform that the destination 

brand Come Down for Air was built 

from. 

“The brand is based off the 

Tasmanian truth that for a long time 

we were told we couldn’t achieve 

things and we believed it – that is 

no longer the case. Tasmanians 

work hard, follow their obsession, 

support one another and protect 

what makes Tasmania special. 

“Tasmanians are not loud and 

flashy and instead they let the toil 

of their work speak for itself. Come 

Down for Air embodies this brand 

truth, translating it to the visitor 

experience.” 

Terry’s conviction in her plan comes 

from knowing she faces similar 

challenges in South Australia to 

those she encountered in Tasmania 

- both states well accustomed to 

their underdog status. 

“I think smaller states are challenger 

brands just by the nature that other 

states are bigger and have a natural 

advantage through their scale. 

“But I think that gives us licence 

to do our thing, follow our own 

pathway and find ways to punch 

above our weight.” 

When the state’s identity is defined, 

the rest she says will fall into place. 

All-important conventions and 

conferences, the lifeblood of so 

many CBD hotels, and the state’s 

strong record of hosting major 

events, are all key pillars for future 

growth. 

“Business events are important to 

our state, worth more than $2.5 

billion, and from what I’ve heard so 

far, 2023 could be a record year for 

the sector. 

“We know they are important 

for many reasons – in particular 

because business visitors spend 

on average over three times more 

than those travelling for leisure. 

“So more business events means 

a greater spend in our economy 

and more money in the back 

pockets of local businesses.” 

The SATC has secured the 

Australasian Hotel Industry 

Conference and Exhibition (AHICE) 

in May for a third year in a row, 

bringing more than 1200 delegates 

from over 40 countries. 

Ensuring South Australia remains 

a destination of choice, for 

major events, leisure travel and 

conferences, is the next challenge. 

“Once you have a really clear 

understanding of your position 

and who you are, those type of 

opportunities fall out more easily 

because they are grounded in the 

place and built from that truth.” 

So what might South Australia’s new 

brand platform look or sound like? 

Terry wouldn’t be drawn. 

“I’m keen to get out and talk to 

people in the community and 

across different industries around 

the state to unearth that story. 

“It will reveal itself.” 


A W A R D W I N N I N G H O T E L S 

THE ANATOMY OF A 

WINNING HOTEL: KEY 

FACTORS THAT IMPRESS 

INDUSTRY JUDGES 

As the hospitality industry continues to grow and 

evolve, it's becoming increasingly important for hotels 

to stand out from the competition. 

One way to achieve that is by winning – and then 

marketing – industry awards such as the AHA|SA 

Awards For Excellence. 

But what exactly makes a hotel a winner in the eyes of 

judges? What are the key factors that impress these 

industry experts? 

In this article, we'll take a closer look at the anatomy 

of a winning hotel, exploring the different elements 

that judges consider when selecting the best in the 

business. 

From exceptional customer service to innovative design 

and sustainability initiatives, we'll delve into the musthave 

components that set the best hotels apart from 

the rest. 



KEY FACTORS THAT INDUSTRY JUDGES LOOK 

FOR IN A WINNING HOTEL 

Standards 

Award-winning hotels set the highest standard in their 

category – it’s as simple (and difficult) as that. Judges 

in previous years of the AHA|SA Awards have repeatedly 

referred to “high standards” in food and beverage, 

service and experience. 

Leading edge 

Another key to being selected as the best of the best, is 

to demonstrate what you are doing differently that sets 

you apart as a leader. This is innovation. Make sure you 

provide clear examples of how you are innovating to 

achieve new levels of excellence. 

The Loxton Hotel 

While they are important, modernisation goes well 

beyond technology and connectivity. 

Design 

For a range of categories, design is a key consideration. 

A hotel's design must create a unique and memorable 

atmosphere that sets it apart from the competition. 

In addition to aesthetics, functionality is also a key 

consideration. Judges first look for hotels that cover 

the basics, offering comfortable spaces that cater 

to the needs of their patrons. Fail at this level and it’s 

hard to win. 

Service 

Exceptional customer service is a hallmark of a 

winning hotel. Judges look for hotels that go above 

and beyond to exceed their guests' expectations, 

providing personalised and attentive service that 

makes them feel valued and appreciated. 

To achieve this, winning hotels prioritise staff training 

and development, ensuring their employees are 

equipped with the skills and knowledge necessary to 

provide top-notch service. They also empower their 

staff to take initiative and make decisions that benefit 

the guest, rather than adhering 100% to a set of rigid 

rules and procedures. 

The Moseley Bar & Kitchen 

PRODUCT SUPPLIER WINNER 

RESTAURANT & CATERING 

AWARDS SA | 2016 | 2019 | 2022 

conceptcollections.com.au 

20230320-Hotel-SA-Half-Page-Ad.indd 1 

3/04/2023 12:20:22 PM 



Another key factor in providing exceptional customer 

service is anticipating the needs of guests before they 

even ask. This means providing amenities and services 

that cater to guests' preferences and needs. That might 

be offering a variety of pillow options for a five-star 

hotel, or free shuttle buses for country regions where 

taxis are few and far between. 

Sustainability 

Finally, winning hotels recognise the importance of 

sustainability and environmental responsibility. They 

prioritise eco-friendly practices and initiatives that 

reduce their environmental impact. They promote 

sustainability, such as using energy-efficient lighting 

and appliances, reducing water consumption, and 

implementing recycling programs. 

Eos by SkyCity 

TIPS FOR APPLYING FOR INDUSTRY AWARDS 

AND IMPRESSING JUDGES 

If you're a hotel owner or manager looking to win 

industry awards, there are several tips and strategies 

you can use to impress judges and stand out from the 

competition. 

Answer the criteria 

• Submissions must address the specific criteria as 

outlined for each category (i.e. a paragraph covering 

each section is ample). An example is available 

upon request. Make sure your answers are specific, 

relevant and powerful. 

• Stick to the rules and guidelines. In the case of 

the AHA|SA, submissions must be A4 format 

over multiple pages. It is suggested a 4-6 page 

submission is sufficient. You are encouraged to 

include documents and evidence to support your 

information included in your submission, e.g. 

photos, videos. 

Be as professional as possible 

If writing isn’t your strength, get someone to check your 

submission, or help you to put it together. For example, 

staff or family members that have a way with words. 

Premium Supplier to South Australia Venues for over 30 years 

MENU COVERS • CUSTOM 

PRINTING • LEATHER • TIMBER 

• HOTEL DIRECTORIES 

• DISPLAY STANDS 

fcmsales.com.au 1300 361 600 sales@fcmsales.com.au 



Focus on your unique selling points 

One of the key things that judges look for in a winning 

hotel is what sets it apart from the competition. Focus 

on your hotel's unique selling points, whether it's your 

exceptional service, innovative design, or eco-friendly 

practices, and highlight them in your award application. 

Provide evidence and examples 

Be sure to provide concrete evidence and examples of 

how your hotel has excelled in the key areas that judges 

are looking for. This could include statistics, guest 

reviews, testimonials, awards, and other accolades that 

demonstrate your hotel's excellence. 

Make sure your photos and videos are the best they 

can be 

Photos and videos have incredible power. Don’t try 

and use too many; limit yourself to the very best 

(ie quality). You will be able to reuse these photos 

for your marketing and social media. 

Showcase your staff 

Winning hotels know that exceptional customer service 

is a team effort. Be sure to showcase your team’s 

skills and accomplishments in your award application, 

highlighting their contributions to the guest experience. 

The Stirling Hotel 

Stay up-to-date on industry trends and best practices 

Finally, winning hotels stay up to date on the latest 

industry trends and best practices, constantly 

innovating and improving to stay ahead of the 

competition. Attend industry conferences, read 

industry publications, and network with other 

industry professionals to stay ahead. 

AHA|SA JUDGES 

State judging is conducted by a panel of industry 

peers appointed by the AHA|SA and comprises a 

cross-section of hospitality industry experts. 

Judges are selected for their knowledge, experience 

and dedication to the integrity of the awards process. 

The identity of these persons is kept anonymous. 

Pictured — The Rezz Hotel 

studionine.net.au 

Studio Nine Architects are proud 

to have been involved with the 

following 2022 Award winning 

hotels — The Loxton, The Rezz 

and The Marion Hotel 



Judges will be supplied with the award nominations, 

submissions and photographs for their specific judging 

category. They will visit each venue at least once and 

assess the entire category amongst its peers. 

TEAM SUCCESS 

Award-winning hoteliers understand that success is 

a team effort – and it includes suppliers. From linens 

and toiletries to food and beverages, hotels rely on 

a vast array of suppliers to meet their daily needs. 

Therefore, it is essential to choose the right suppliers 

who can deliver consistent quality and meet specific 

requirements. 

Without the best produce, of a consistent standard, 

a restaurant cannot reach award-winning heights. 

Architects and builders are essential to the success 

of a refurbishment project (just ask those who have 

suffered through a horror pub update project). 

This is true at every level. A pub that can’t find and 

retain good cleaners will struggle to win awards. 

As all three examples above show, there is a direct 

link between quality suppliers and the patron or 

guest experience. By partnering with reputable 

suppliers, hotels can differentiate themselves from 

their competitors by offering unique and high-quality 

products and services. This can help to attract new 

customers and retain existing ones, ultimately leading 

to increased revenue and profits. 

Look no further than the judges’ comments for 

The Loxton Hotel, which claimed the title of Best 

Overall Hotel – Country in recognition of its stunning 

renovations and the extremely high standards across 

“all facets” of the hotel. 

The Loxton Hotel 

TRAINING COUNTS 

Another common theme is training. The best hotels 

understand that the best surrounds, food and drink 

will all be for nothing if patrons and guests suffer 

poor service. 

The best venues have consistent training programs 

to ensure a consistently excellent standard of customer 

service. 

Providing exceptional customer service is essential 

for building a positive reputation and ensuring repeat 

business. Training equips staff with the skills and 

knowledge needed to deliver the entire offering 

you have put together. It not only enables them to 

provide accurate information to patrons, they can go 

on to make recommendations based on personal 

preferences. 

Eos by SkyCity was awarded the honour of Best Overall 

Hotel – Accommodation Division, providing guests with 

a true luxury experience and “outstanding customer 

service”. 

The Rezz 

CONGRATULATIONS TO THIS YEAR’S WINNERS 

Folland Panozzo Architects are proudly associated with 

the Stirling Hotel, Belair Hotel, Cremorne Hotel, 2KW Bar & 

Restaurant, Peninsula Hotel, Paloma Bar & Pantry, Crafers 

Hotel , Warradale Hotel and Feathers Hotel. 



INNOVATION 

Innovation is a crucial aspect of the hospitality 

industry, especially in the hotel and pub sector. 

With the ever-changing market, guest preferences, 

and technology advancements, innovation allows 

venues to stand out and stay competitive. By 

introducing new ideas, products, and services, 

hotels and pubs can attract and retain customers, 

thereby increasing their revenue and brand reputation. 

This becomes a positive, self-perpetuating cycle 

because success breeds success. 

The Stirling Hotel 

Innovation in the hotel sector can take many forms, 

from incorporating advanced technology to developing 

new menus, offering unique experiences, and providing 

personalised services. (And apart from awards, 

innovation can also help in reducing costs, improving 

operational efficiency, and enhancing sustainability.) 

Look no further than the judges’ comments for The 

Stirling Hotel (Best Overall Hotel – Metropolitan 

Division) last year. 

What a legacy the Stirling Hotel has, and it continues 

to evolve every year to be more exciting and allow new 

offerings and experiences for its guests. From its bars, 

dining, accommodation, gaming and retail, The Stirling 

Hotel keeps ahead of the game, constantly improving 

and changing to suits market and consumer trends. 

With excellent service, it is a leader in its class. 

LAST WORD 

“South Australia can rightly claim to have some of the 

best establishments in the nation, from city to country, 

from the local pub to the luxury 5-Star hotel, and despite 

a challenging few years, South Australian hotels are 

continuing to raise the bar in terms of innovation, 

presentation and service,” said AHA|SA General 

Manager Ian Horne. 

88 Exeter Terrace, 

Dudley Park 5008 

08 8234 9600 

www.jrcm.com.au 

Another Quality Joinery Fitout 

CLIENTS 

Peninsula Hotel 

Warradale Hotel 

Uraidla Hotel 

Arkaba Hotel 

Fleur Linke 

Interior design 

Peninsula Hotel 

0423 030 894 

@fleurlinke_surroundinteriors 

fleur@surroundinteriors.com.au 

New Studio Location 

510 Cross Rd, Glandore SA 5037 


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

New Food Safety Standard – 

What Does it Mean for Hotels? 

OWEN WEBB - AHA|SA WORKPLACE RELATIONS MANAGER 

A new food safety standard in 

the Australia New Zealand Food 

Standards Code has been developed 

and, in this article, we look in depth 

at the new standard and what hotels 

need to do to ensure they comply. 

STANDARD 3.2.2A – FOOD 

SAFETY MANAGEMENT TOOLS 

South Australian food businesses 

need to comply with the Food 

Act 2001 (SA) and the Australia 

New Zealand Food Standards 

Code. There are six national food 

safety standards under the Food 

Standards Code which includes a 

recently developed and approved 

code, Standard 3.2.2A – Food 

Safety Management Tools 

(Standards 3.2.2A). 

Standard 3.2.2A commenced on 8 

December 2022 and it places new 

obligations on food businesses in 

Australia that handle unpackaged, 

ready to eat, and potentially 

hazardous foods. 

Under the Standard, businesses 

will need to comply with either 

two or three new food safety 

management tools depending 

upon the level of risk to the 

business. The three management 

tools include: 

• Food handler training; 

• The appointment of a certified 

food safety supervisor; and 

• Substantiation of critical food 

safety controls (evidence). 

Category one businesses (e.g. 

hotels, restaurants, bakeries, fast 

food outlets) will need to comply 

with all three management tools, 

while category two businesses 

(e.g. supermarkets, service 

stations, delis) only need to comply 

with food handler training and 

the appointment of a food safety 

supervisor. 

There is a 12 month transitional 



period to ensure that businesses 

implement these new management 

tools before 8 December 2023. 

CATEGORY ONE BUSINESSES 

Category one businesses are 

considered higher risk under 

Standard 3.2.2A, because they 

deal with unpackaged potentially 

hazardous food that is made into 

ready-to-eat food which is served 

to customers. Hotels are included 

as category one businesses and 

therefore they need to ensure they 

have implemented all three food 

safety management tools by 8 

December 2023. 

FOOD HANDLER TRAINING 

Hotels need to ensure that all food 

handlers in their business who 

engage in a prescribed activity 

has, before engaging in that activity: 

(a) Completed a food safety training 

course; or 

(b) Have demonstrated skills and 

knowledge of food safety and 

hygiene matters commensurate 

with that prescribed activity. 

For the purposes of Standard 

3.2.2A a prescribed activity is the 

handling by the food business 

of any unpackaged potentially 

hazardous food that: 

(a) is used in the preparation of 

ready-to-eat food to be served 

to a consumer; or 

(b) is ready-to-eat food intended 

for retail sale by that business. 

In terms of food safety training 

courses, a food handling training 

course means training in food 

safety that includes training in 

each of the following: 

(a) safe handling of food; and 

(b) food contamination; and 

(c) cleaning and sanitising of food 

premises and equipment; and 

(d) personal hygiene. 

There is a free online food safety 

course that is supported by 

“Under the Standard, businesses will 

need to comply with either two or 

three new food safety management 

tools depending upon the level of risk 

to the business.” 

SA Health called DoFoodSafely 

(dofoodsafely.health.vic.gov.au ) 

that food handlers can undertake. 

In relation to demonstrated skills 

and knowledge of food safety 

and hygiene matters for a food 

handler, Hotels will be able to 

show demonstrated skills and 

knowledge where a food handler 

has undertaken prior learning from a 

previous food safety training course 

including food safety units from a 

certificate in commercial cookery 

for example. Hotels will also be able 

to recognise such demonstrated 

skills and knowledge where a food 

handler has prior experience in the 

food industry. 

It’s recommended that Hotels keep 

a record of any training that food 

handlers complete. 

FOOD SAFETY SUPERVISOR 

Hotels will also need to ensure 

that they: 

(a) appoint a food safety supervisor 

before engaging in a prescribed 

activity; and 

(b) ensure that the food safety 

supervisor is reasonably 

available to advise and supervise 

each food handler engaged in 

that prescribed activity. 

A food safety supervisor is defined 

under Standard 3.2.2A as a person 

who: 

(a) holds a food safety supervisor 

certificate that has been issued 

within the immediately preceding 

period of 5 years; and 

(b) has the authority and ability to 

manage and give direction on 

the safe handling of food. 

A food safety supervisor 

certificate means a certification 

as a food safety supervisor by a 

registered training organisation 

or an organisation recognised by 

the relevant authority under the 

applicable Act. 

The required national units of 

competency under the food safety 

supervisor course are – Use 

hygienic practices for food safety 

and participate in safe food handling 

practices. The food safety certificate 

is valid for 5 years and a refresher 

will need to be undertaken every 5 

years. 

It is recommended that hotels 

ensure that more than one 

employee is appointed as a food 

safety supervisor to ensure that 

appropriate supervision of food 

handling practices is always 

maintained when trading. 

SUBSTANTIATION OF CRITICAL 

FOOD SAFETY CONTROLS 

(EVIDENCE) 

Hotels will need to ensure that 

they maintain records or can 

demonstrate by other appropriate 

means that they are safely 

managing the risks associated 

with handling unpackaged 

potentially hazardous food. 

A Hotel will need to maintain 

evidence that they are safely 

receiving, storing, processing, 

displaying and transporting 

potentially hazardous food, and 

for cleaning and sanitising. Records 

can be kept in a variety of different 

forms including written or electronic 

templates, standard operating 

procedures, notes on invoices, 



photos and video footage. Records 

need to be maintained every day 

that the business is operating and 

need to include the date and time 

the record was made. Records 

need to be maintained for at least 

3 months and they need to be 

readily accessible so that they 

can be produced if inspected by 

the relevant health authorities. 

Examples of the type of records 

that would need to be maintained 

in a Hotel environment include; 

records of cool room and freezer 

temperatures, records of procedures 

for safe receipt of goods, cooking 

and reheating temperature logs, 

records of procedures for safe 

storage of foods, procedures for 

personal hygiene and handwashing 

for food handlers. 

OBLIGATIONS FOR BUSINESS 

Prior to 8 December 2023, hotels 

need to ensure that they are 

compliant with the new Food 

Safety Standard 3.2.2A and 

compliance will be achieved by: 

• Ensuring that all those who 

handle food have either 

completed a food safety training 

course or have records that can 

demonstrate that a food handler 

has the skills and knowledge of 

food safety and hygiene practices 

(e.g. copy of any certifications 

obtained, prior work experiences, 

previous in house training). 

• Ensuring that they appoint 

an appropriate number of 

food safety supervisors who 

in the preceding period of 5 

years have undertaken a food 

safety supervisor course or 

have documented evidence 

of having completed the units 

of competency required in the 

food safety supervisor course 

(e.g. Certificate 3 in Commercial 

Cookery). 

• Ensuring they can substantiate 

their food safety management 

practices by maintaining 

appropriate records (which 

are kept for at least 3 months) 

for safely receiving, storing, 

processing, displaying and 

transporting potentially 

hazardous food, and for cleaning 

and sanitising. 

The AHA|SA currently has a food 

safety fundamentals package 

in the members section of the 

AHA|SA website which contains a 

range of food safety information 

and templates that members can 

use. The website also contains 

information of the new Standard 

3.2.2A and website links for other 

resources and training providers. 


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featuring a recording studio, bar 

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while artists play from the stage 

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Fans and AHA|SA members are 

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For more information contact 

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Great news! There has never been a better time to train or retrain your 

staff with a range of Hospitality and Cookery courses now being offered 

tuition-fee as part of the Fee Free TAFE initiative*. 

COOKERY 

> Certificate II in Cookery (SIT20421) 

> Certificate III in Commercial Cookery (SIT30816) 

[*Apprenticeship & Traineeship only] 

> Certificate IV in Commercial Cookery (SIT40516) 

HOSPITALITY 

> Certificate II in Hospitality (SIT20322) 

> Certificate III in Hospitality (SIT30616) 

> Diploma of Hospitality Management (SIT50416) 

TAFE SA is also offering the following short course as part of Fee Free TAFE: 

> SSDIS01007 – Basic Skills for the Food Industry 

*These courses are tuition-free under the joint Australian and State Government Fee Free TAFE initiative. 

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Adelaide Institute of Hospitality 

Banktech 

Bentleys Accountants 

BK Electronics 

BOC Limited 

Bunzl 

Concept Collections 

Eckermann Lawyers 

Empire Liquor 

GBay/Aruze Gaming 

Independant Gaming Analysis 

Knight Frank Valuations & 

Advisory SA 

Mighty Craft 

Migration Solutions 

Mister Lincoln 

Next Payments 

Perks Accountants & Wealth 

Advisers 

SCS Group 

Studio Nine Architects 

Supagas 

The Banner Crew 

The Kingsmen 

Trans Tasman Energy Group 

Wallmans Lawyers 

Cashzone 

Langfords Hotel Brokers 

Solstice Media 

Winnall & Co 

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

Bupa 


GAMING CARE 

GAMING CARE works with all South Australian Hotels with gaming 

machines to reduce the harm caused by problem gambling. 

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

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

for problem gamblers and their families. 

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

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

patrons to minimise harm caused by gambling. 

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

venue staff through education and training regarding the recognition of problem 

gambling indicators and assisting in accurately documenting patron behaviour. 

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

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

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

options if required. 

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

information on how Gaming Care can assist your venue. 

T 08 8100 2499 F 08 8232 4979 

E info@gamingcare.org.au 

4th Floor AHA|SA House 

60 Hindmarsh Square, Adelaide SA 5000 

For any assistance or support 

please contact your local 

Gaming Care Officer, or our office 

for information on how Gaming 

Care can assist your venue. 


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

FEBRUARY-MARCH 2023 

HOTEL LOCATION EFFECTIVE DATE NEW LICENSEE 

Wakefield Hotel Adelaide 10.02.23 Wakey For One Pty Ltd 

Mungerannie Hotel Mungerannie 15.02.23 Mungerannie Holdings Pty Ltd 

Vibe Hotel Adelaide Adelaide 17.02.23 Medina Property Services Pty Ltd 

Crown Inn Old Reynella 23.02.23 Harvest Pub Operations 3 Ltd 

Swanport Hotel Murray Bridge 23.02.23 Duxton Woolshed Custodian Pty Ltd 

Royal Arms Hotel Port Adelaide 28.02.23 17 Sector Group Pty Ltd 

Richies Tavern Mount Barker 01.03.23 EDP Richies Pty Ltd 

Burra Hotel Burra 06.03.23 MJ Cox Enterprises Pty Ltd 

Cleve Hotel Cleve 09.03.23 Fourth St. Hospitality Pty Ltd 

Commercial Hotel Burra 20.03.23 Ian Winton Goldworthy & Julian Greenwood 

St Kilda Beach Hotel St Kilda 20.03.23 St Kilda Pub Pty Ltd 

Whitehorse Inn Hotel Bolivar 21.03.23 GM Hotels Whitehorse Pty Ltd 

Griffins Head Adelaide 27.03.23 Your Say Group Pty Ltd 

N E W A H A | S A M E M B E R S 

St Kilda Pub Pty Ltd 

CONTACT OFFICE HOLDERS 

OFFICE 

Level 4, 60 Hindmarsh 

Square, Adelaide SA 5000 

POSTAL 

PO Box 3092, 

Rundle Mall SA 5000 

P (08) 8232 4525 

P 1800 814 525 Toll Free 

F (08) 8232 4979 

E information@ahasa.asn.au 

W www.ahasa.asn.au 

EXEC. COUNCIL 

DAVID BASHEER 

President 

MATTHEW BINNS 

Vice President 

ANDREW BULLOCK 

Deputy Vice President 

SAM McINNES 

Secretary Treasurer 

LUKE DONALDSON 

Executive Council 

MATTHEW BRIEN 


MATT ROGERS 


COUNCIL 

BRAD BARREAU 

SIMONE DOUGLAS 

TREVOR EVANS 

JASON FAHEY 

TRENT FAHEY 

COREY FARMER 

ELISE FASSINA 

JAMES FRANZON 

TONY FRANZON 

JOHN GIANNITTO 

TOM HANNAH 

ANNA HURLEY 

PETER JOHNSON 

JASON KELLY 

ANDREW KEMP 

GUY MATTHEWS 

KAREN MILESI 

ANDREW PLUSH 

DARREN STEELE 

ADMINISTRATION 

IAN HORNE 

General Manager 

ANNA MOELLER 

Deputy General Manager 

ALISA WENZEL 

Financial Controller 

OWEN WEBB 

Workplace Relations 

GARY COPPOLA 

Legal and Advocacy 

SCOTT VAUGHAN 

Membership & Business 

Services 

KATHERINE TAYLOR 

Communications and 

TAA (SA) 

LUCY RANDALL 

Events & Partnerships 

DIDIER VOLLERIN 

Liquor & Gaming 

LIZ TURLEY 

Training Coordinator 

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

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

special offers or goods promoted therein. 

+ 

PUBLISHER 

+ 

3/288 Glen Osmond Road, Fullarton SA 5063 

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

TIM BOYLEN Managing Director 

tboylen@boylen.com.au 

JAMIE RICHARDSON Advertising 

sales@boylen.com.au 

MADELAINE RASCHELLA ELLIOTT 

Studio Manager/Graphic Designer 

Reach the decision makers in SA 

hotels by advertising in Hotel SA. 

boylen.com.au 

08 8233 9433

HSA April 2023

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