359916 Aust Hotels - Business Plan 2025-26

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Accommodation Australia (Victoria), the Accommodation Division of AHA (Vic), actively contributes to the development and growth of Victoria’s lucrative tourism industry while addressing its members’ specific needs and challenges

OVERARCHING STRATEGIC OBJECTIVES

Policy and Advocacy

Represent members in state and federal forums on key issues including tax, gaming, liquor licensing, workforce, and regulation.

Oppose harmful regulatory reform and advocate for a balanced, sustainable industry model

Influence government policy on skilled migration, industrial relations, tourism recovery, and regional investment.

Launch a new advocacy brand to elevate member stories and local industry value

Drive proactive media coverage around hospitality jobs, apprenticeships, and investment

| Australian hotels association (victoria)

hip beyond traditional segments utreach and support

segmentation to improve delivery ommunication.

nal forums, peer-to-peer ctical member workshops odation members with tailored ources, and recognition

Australia (Vic)

opportunities and programs to value for accommodation le value for partners through insights, digital engagement, and direct connections to members.

nerships

Expand partnership opportunities in growing segments

Enhance collaboration with key corporate partners

Events and Industry Recognition

Grow the scale and impact of flagship events including the State Awards for Excellence.

Elevate new member-driven events across regional Victoria

Showcase member innovation and leadership across hospitality, tourism and accommodation

Workplace Relation

Our strategic pillars provide the foundation for everything AHA (Vic) does as an organisation They filter our complex priorities into clear focus areas that guide decision making, align staff and resources, and communicate our purpose to members, partners, and Government

By organising our work around pillars, we ensure clarity, consistency, accountability and engagement For AHA (Vic), the three pillars of Advocacy, Membership, and Organisational Excellence provide a roadmap that balances external influence with internal strength They remind us that while issues may change, our core responsibilities remain constant: to represent and support our members, and to build an organisation that is fit for the future

Advocacy

We are the trusted voice of Victoria’s pubs and hotels AHA (Vic) works to influence government policy and regulatory frameworks so that the contribution of pubs and hotels to Victoria are recognised and valued Whether it is securing fair licensing laws, defending access to energy, or shaping workplace reforms, our advocacy ensures that members are represented where it matters most. We do not just react to policy change, we anticipate it and influence it to deliver outcomes that protect our members’ ability to thrive.

Membership

Support members to navigate awards, enterprise bargaining, and workplace compliance.

Expand mental health and wellbeing programs

Provide venue-specific training, digital resources, and crisis support

Our members are the lifeblood of the association Every decision our organisation makes is with member benefit in mind From small regional pubs to large, inner-city accommodation venues, we provide support, expert advice, advocacy, practical training and opportunities for growth Membership means access to workplace relations guidance, compliance updates, training resources, and a network of peers who share the same challenges and aspirations Through events, forums, and direct engagement, we create a platform for members to connect, learn, and prosper Every service is designed to make running a venue easier, more efficient, and more rewarding

We know that to serve me ourselves to the same sta expect of the industry Th people, strengthening gov continuous improvement transparency, accountabi efficiency so that every do every decision delivers va are building an organisati externally for its advocacy capability, and readiness never stands still.

Looking Ahead

Benchmark AHA (Vic) administration against leading association standards.

Streamline internal operations to enhance member responsiveness

Maximise hybrid events and member communications through tech formats g

Our strategic pillars are m page They are the frame decision we make, every conversation we lead on hotel industry

With clear direction and s continue to deliver results industry to thrive in the fu

12 | Australian hotels association (victoria)

LES IN 2025-26

POLICY AND ADVOCACY

re essential for ensuring that AHA untable, focused, and aligned across the industry association de clear performance indicators

gress, guide decision-making, and to members and stakeholders

Seek further commonsense reforms to reduce red tape and regulatory burdens on pubs and hotels

Continued engagement with PubTAB operators and Tabcorp to ensure a viable retail wagering network structure

Represent members in state and federal forums on key issues including tax, gaming, liquor licensing, workforce, and regulation

omes against defined standards, cy impact, service delivery, ent or operational efficiency, we mprove, allocate resources

ld confidence in the Association’s and organisational strength

s include:

nd canvassing of AHA (Vic) policy

Engagement with State Treasurer seeking financial and economic outcomes to advance pub and hotel interests

AHA (Vic) will maintain its presence across critical government advisory groups, parliamentary inquiries, and departmental consultations to ensure members’ commercial realities are understood and reflected in public policy. We will advocate for fair and practical policies, modern liquor licensing frameworks, a balanced gaming system, and solutions to workforce shortages. Our voice will remain strong in both state and national forums, including through direct engagement with Ministers, departmental leaders, and our National AHA network.

November 2026 state election

anded AHA (Vic) public advocacy

g key pillars such as a State of the

agement with key government and olders on gaming and liquor

s

In partnership with AA (Vic), we will advocate for targeted government investment in regional hospitality, major events, and tourism marketing to support longterm economic recovery across the state.

Enhancing the delivery of value adding workshops, networking opportunities and industry showcase events for members

Review services, opportunities and programs to ensure maximum value for accommodation members

Launch a new advocacy brand to elevate member stories and local industry value

Conduct a member survey to enhance targeted member resourcing, support and offering

Work closely with commercial partners to deliver increased value for AHA (Vic) members

Engage with the national AHA network on activities and submission to the Federal Government on alcohol excise review

Continuation of high-quality servicing of member priorities and operational demands

Oppose harmful regulatory reform and advocate for a balanced, sustainable industry model

AHA (Vic) will continue to push back on reforms that undermine venue viability, reduce consumer choice, or impose disproportionate compliance burdens on licensees. We will challenge regulation for regulation’s sake, and instead promote evidencebased policies that preserve the economic, employment, and cultural value of Victorian pubs. Our focus is a stable and modern regulatory framework that supports community standards while enabling industry growth.

Influence government policy on skilled migration, industrial relations, tourism, and regional investment

AHA (Vic) will continue to lead industry advocacy for hospitality workforce solutions, including increased access to skilled migration, apprenticeship incentives, and visa reform We will champion industrial relations settings that support flexibility, fairness and sustainability for employers and employees

esident David Canny addresses the members

hotels association (victoria)

04 | Australian hotels association (victoria)

In 2025–26, AHA (Vic) will launch a refreshed public affairs brand that communicates the human, economic and cultural impact of our sector This campaign will highlight the stories of real publicans, chefs, staff and suppliers across Victoria, linking hospitality venues with local communities, jobs and recovery The goal is to build greater political support and public pride in the role of pubs and hotels, particularly in regional Victoria and growth corridors

Drive proactive media coverage around hospitality jobs, apprenticeships, and investment

AHA (Vic) will increase media engagement across traditional and digital channels, with a focus on positive industry narratives We will position pubs as critical employers, training hubs and local economic anchors, especially in light of skills shortages and youth unemployment Our media strategy will elevate examples of member-led investment, innovation, and community support, while reinforcing our advocacy for government action on workforce and cost-ofdoing-business pressures

Expand membership beyond traditional segments through tailored outreach and support

ORGANISATIONAL EXCELLENCE

AHA (Vic) will continue to broaden its membership base by actively engaging with emerging hospitality operators, boutique venues, new licensees, and businesses in outer-suburban and regional growth areas. Through targeted outreach and sector-specific support, we will demonstrate the practical value of AHA (Vic) membership, including compliance tools, advocacy representation, and networking opportunities, to businesses that may not yet identify as part of the traditional pub or hotel model. Our goal is to ensure that all businesses operating under a general liquor licence in Victoria see AHA (Vic) as their first point of support

Benchmark AHA (Vic) administration against leading association standards

This will allow us to deliver more relevant updates, promote the most suitable events, and better understand the evolving needs of our diverse membership Enhanced segmentation will also strengthen partner engagement by allowing for more effective connections between suppliers and suitable venues

To ensure we remain a high-performing and futurefit organisation, AHA (Vic) will benchmark its administrative functions against peak industry association standards. We will review governance, member servicing, financial management, and reporting processes through structured internal reviews This will allow us to identify opportunities for improvement and ensure our back-office excellence matches our frontline advocacy

Deliver regional forums, peer-to-peer networks, and practical member workshops

Whether it’s resolving licen workplace advice, or fieldin goal is to make every intera seamless, helpful, and effic experience faster, more per supported by clear commun integrated support systems

Enhance member segmentation to improve delivery of services and communication

Streamline internal operations to enhance member responsiveness

AHA (Vic) will further refine its member database and profiling systems to allow for tailored, targeted communications and services based on venue type, size, location, regulatory exposure, and key business challenges

AHA (Vic) will deliver regional and issue-specific forums to foster frequent, localised member engagement These forums will provide members with opportunities to discuss policy issues, share operational insights, and connect with peers in similar business environments In addition, practical workshops on topics like managing compliance, recruitment, venue renovation, and digital marketing will offer real-world advice and immediate value to members at all stages of their business journey

AHA (Vic) will streamline workflows, clarify role responsibilities, and implement better crossdepartmental coordination to reduce response times and improve member outcomes

Maximise hybrid events communications throug

Building on the success of v during the pandemic, AHA its digital delivery of events

Hybrid forums, online webin briefings will increase mem regional areas, while reduc barriers

RELATIONS

ers to navigate awards and pliance

place Relations Team will continue uidance on the application of nd compliance obligations We will managing complex issues such as rates, leave entitlements, staff other Human Resources matters -date advice, practical tools, and one consultations, we will ensure e support they need to maintain ductive workplaces

health and wellbeing

igh-pressure nature of the y, AHA (Vic) continues to be ating members and assisting mental health issues, workplace erral partnerships We will wellbeing practices among staff Our focus will be on building -free workplace cultures that ealth as a foundation for retention

In addition, AHA (Vic) continues to address and educate members regarding workplace gendered violence and sexual harassment by continuing the programme developed jointly with WorkSafe Victoria Workshops will be held quarterly to continue to increase awareness and reduce the prevalence of Workplace Gendered Violence (WPGV) within the Hospitality Industry

Provide venue-specific training, digital resources, and crisis support

To meet the needs of members, AHA (Vic) will deliver tailored training, including online modules, inperson training sessions, compliance checklists, and refreshers on industrial relations obligations In times of dispute or crisis, members will have access to advisory support, ensuring they can act quickly and confidently to protect their business and staff

Grow the scale and impact of flagship events headlined by the State Awards for Excellence EVENTS AND INDUSTRY RECOGNITION

The State Awards for Excellence will continue to be the premier celebration of Victoria’s hospitality industry, with increased focus on professionalism and prestige In 2025–26, AHA (Vic) will grow the reach of the Awards through expanded categories, member engagement campaigns, and stronger digital coverage We will ensure the Awards reflect the full breadth of the industry, from regional and boutique pubs to large-scale hotels and accommodation providers, while giving members, staff and communities a reason to celebrate their achievements

COMMERCIAL PARTNERSHIPS

Elevate member-driven events across regional Victoria

Deliver measurable value for partners through insights, digital engagement, and direct connections to members

AHA (Vic) will continue to enhance its partnership offering by providing tangible, data-informed value to industry partners Through improved analytics, targeted digital campaigns, and access to segmented member engagement channels, we will help partners align their objectives with member needs Our goal is to move beyond logo placements and into strategic partnerships that drive measurable outcomes, such as increased brand visibility, product trials, and joint campaigns with high levels of member engagement

Showcase member inno leadership across hospi accommodation

Throughout 2025–26, AHA (V storytelling and public recogn are leading the way in innova community engagement, des excellence This includes exp Hotel Today, producing featu social media, and nominating broader industry and governm also create new content strea individuals behind great pubs chefs, accommodation mana suppliers, celebrating the dep industry

Deepen collaboration with key corporate partners

Recognising the unique needs and strengths of regional members, AHA (Vic) will launch localised events that are curated by and for members outside metropolitan Melbourne Designed to foster professional development, networking and advocacy in place, these events will bring value directly to where members live and trade, while spotlighting the vibrancy of Victoria’s regional hospitality sector

AHA (Vic) will work more closely with cornerstone partners to create deeper, more integrated campaigns that support members’ bottom lines and partner returns By facilitating joint research, venue-based pilots, exclusive offers, and educational content, we will help ensure that partners are not just sponsors but collaborators in industry growth Strategic account management and regular performance reviews will underpin these high-value relationships

Expand partnership opportunities in growing segments

AHA (Vic) will offer new structured partnership packages for emerging audiences and segments This will provide partners with more relevant, contemporary, and values-aligned platforms for brand exposure, and build clearer expectations around return on investment for partners and members

Grow the scale and impact of flagship events headlined by the State Awards for Excellence EVENTS

AND INDUSTRY RECOGNITION

The State Awards for Excellence will continue to be the premier celebration of Victoria’s hospitality industry, with increased focus on professionalism and prestige In 2025–26, AHA (Vic) will grow the reach of the Awards through expanded categories, member engagement campaigns, and stronger digital coverage We will ensure the Awards reflect the full breadth of the industry, from regional and boutique pubs to large-scale hotels and accommodation providers, while giving members, staff and communities a reason to celebrate their achievements

PARTNERSHIPS

Elevate member-driven events across regional Victoria

able value for partners s, digital engagement, and ons to members

tinue to enhance its partnership ng tangible, data-informed value to Through improved analytics, mpaigns, and access to segmented ent channels, we will help partners es with member needs Our goal is go placements and into strategic drive measurable outcomes, such d visibility, product trials, and joint gh levels of member engagement

Showcase member innovation and leadership across hospitality, tourism and accommodation

Throughout 2025–26, AHA (Vic) will prioritise storytelling and public recognition of members who are leading the way in innovation, sustainability, community engagement, design, and service excellence This includes expanding our coverage in Hotel Today, producing feature videos for digital and social media, and nominating member venues for broader industry and government awards We will also create new content streams that profile the individuals behind great pubs and hotels, licensees, chefs, accommodation managers, apprentices, and suppliers, celebrating the depth and talent within the industry

Deepen collaboration with key corporate partners

Recognising the unique needs and strengths of regional members, AHA (Vic) will launch localised events that are curated by and for members outside metropolitan Melbourne Designed to foster professional development, networking and advocacy in place, these events will bring value directly to where members live and trade, while spotlighting the vibrancy of Victoria’s regional hospitality sector

AHA (Vic) will work more closely with cornerstone partners to create deeper, more integrated campaigns that support members’ bottom lines and partner returns By facilitating joint research, venue-based pilots, exclusive offers, and educational content, we will help ensure that partners are not just sponsors but collaborators in industry growth Strategic account management and regular performance reviews will underpin these high-value relationships

ship opportunities in nts

new structured partnership ging audiences and segments

artners with more relevant, values-aligned platforms for nd build clearer expectations vestment for partners and

association (victoria)

WORKPLACE RELATIONS

Support members to navigate awards and workplace compliance

AHA (Vic)’s Workplace Relations Team will continue to deliver expert guidance on the application of industry awards and compliance obligations We will assist members in managing complex issues such as rostering, penalty rates, leave entitlements, staff classification and other Human Resources matters By providing up-to-date advice, practical tools, and access to one-on-one consultations, we will ensure members have the support they need to maintain compliant and productive workplaces

Expand mental health and wellbeing programs

Recognising the high-pressure nature of the hospitality industry, AHA (Vic) continues to be committed to educating members and assisting them to deal with mental health issues, workplace resources, and referral partnerships We will promote positive wellbeing practices among staff and management Our focus will be on building supportive, stigma-free workplace cultures that prioritise mental health as a foundation for retention and performance

In addition, AHA (Vic) continues to address and educate members regarding workplace gendered violence and sexual harassment by continuing the programme developed jointly with WorkSafe Victoria Workshops will be held quarterly to continue to increase awareness and reduce the prevalence of Workplace Gendered Violence (WPGV) within the Hospitality Industry

Provide venue-specific training, digital resources, and crisis support

To meet the needs of members, AHA (Vic) will deliver tailored training, including online modules, inperson training sessions, compliance checklists, and refreshers on industrial relations obligations In times of dispute or crisis, members will have access to advisory support, ensuring they can act quickly and confidently to protect their business and staff

rship beyond traditional

gh tailored outreach and

ORGANISATIONAL EXCELLENCE

nue to broaden its membership gaging with emerging hospitality e venues, new licensees, and r-suburban and regional growth geted outreach and sector-specific monstrate the practical value of ship, including compliance tools, tation, and networking sinesses that may not yet identify ional pub or hotel model. Our goal businesses operating under a ce in Victoria see AHA (Vic) as upport

Benchmark AHA (Vic) administration against leading association standards

This will allow us to deliver more relevant updates, promote the most suitable events, and better understand the evolving needs of our diverse membership Enhanced segmentation will also strengthen partner engagement by allowing for more effective connections between suppliers and suitable venues

To ensure we remain a high-performing and futurefit organisation, AHA (Vic) will benchmark its administrative functions against peak industry association standards. We will review governance, member servicing, financial management, and reporting processes through structured internal reviews This will allow us to identify opportunities for improvement and ensure our back-office excellence matches our frontline advocacy

Deliver regional forums, peer-to-peer networks, and practical member workshops

Whether it’s resolving licensing issues, delivering workplace advice, or fielding advocacy questions, our goal is to make every interaction with AHA (Vic) seamless, helpful, and efficient Members will experience faster, more personalised service, supported by clear communication channels and integrated support systems

er segmentation to improve ces and communication

Streamline internal operations to enhance member responsiveness

er refine its member database and o allow for tailored, targeted nd services based on venue type, latory exposure, and key business

AHA (Vic) will deliver regional and issue-specific forums to foster frequent, localised member engagement These forums will provide members with opportunities to discuss policy issues, share operational insights, and connect with peers in similar business environments In addition, practical workshops on topics like managing compliance, recruitment, venue renovation, and digital marketing will offer real-world advice and immediate value to members at all stages of their business journey

AHA (Vic) will streamline workflows, clarify role responsibilities, and implement better crossdepartmental coordination to reduce response times and improve member outcomes

Maximise hybrid events and member communications through tech formats

Building on the success of virtual engagement during the pandemic, AHA (Vic) will further enhance its digital delivery of events and communications

Hybrid forums, online webinars, and live-streamed briefings will increase member access, particularly in regional areas, while reducing time and travel barriers

KEY DELIVERABLES

IN 2025-26

POLICY AND ADVOCACY

Key deliverables are essential for ensuring that AHA (Vic) remains accountable, focused, and aligned with best practice across the industry association sector They provide clear performance indicators that help track progress, guide decision-making, and demonstrate value to members and stakeholders By measuring outcomes against defined standards, whether in advocacy impact, service delivery, member engagement or operational efficiency, we can continuously improve, allocate resources effectively, and build confidence in the Association’s strategic direction and organisational strength

Key deliverables include:

Seek further commonsense reforms to reduce red tape and regulatory burdens on pubs and hotels

Continued engagement with PubTAB operators and Tabcorp to ensure a viable retail wagering network structure

Represent members in state and federal forums on key issues including tax, gaming, liquor licensing, workforce, and regulation

Engagement with State Treasurer seeking financial and economic outcomes to advance pub and hotel interests

In partnership with AA (Vic), targeted government investm major events, and tourism m term economic recovery acro

Enhancing the delivery of value adding workshops, networking opportunities and industry showcase events for members

AHA (Vic) will maintain its presence across critical government advisory groups, parliamentary inquiries, and departmental consultations to ensure members’ commercial realities are understood and reflected in public policy. We will advocate for fair and practical policies, modern liquor licensing frameworks, a balanced gaming system, and solutions to workforce shortages. Our voice will remain strong in both state and national forums, including through direct engagement with Ministers, departmental leaders, and our National AHA network.

Development and canvassing of AHA (Vic) policy platform for the November 2026 state election

Delivery of expanded AHA (Vic) public advocacy brand, including key pillars such as a State of the Industry report

Continued engagement with key government and industry stakeholders on gaming and liquor reform agendas

Review services, opportunities and programs to ensure maximum value for accommodation members

Launch a new advocacy member stories and loca

Conduct a member survey to enhance targeted member resourcing, support and offering

Work closely with commercial partners to deliver increased value for AHA (Vic) members

Engage with the national AHA network on activities and submission to the Federal Government on alcohol excise review

Continuation of high-quality servicing of member priorities and operational demands

Oppose harmful regulatory reform and advocate for a balanced, sustainable industry model

AHA (Vic) will continue to push back on reforms that undermine venue viability, reduce consumer choice, or impose disproportionate compliance burdens on licensees. We will challenge regulation for regulation’s sake, and instead promote evidencebased policies that preserve the economic, employment, and cultural value of Victorian pubs. Our focus is a stable and modern regulatory framework that supports community standards while enabling industry growth.

Influence government policy on skilled migration, industrial relations, tourism, and regional investment

AHA (Vic) will continue to lead industry advocacy for hospitality workforce solutions, including increased access to skilled migration, apprenticeship incentives, and visa reform We will champion industrial relations settings that support flexibility, fairness and sustainability for employers and employees

In 2025–26, AHA (Vic) will la affairs brand that communica economic and cultural impac campaign will highlight the s chefs, staff and suppliers acr hospitality venues with local recovery The goal is to build and public pride in the role o particularly in regional Victor

Drive proactive media co hospitality jobs, apprent investment

AHA (Vic) will increase medi traditional and digital channe positive industry narratives W critical employers, training hu anchors, especially in light o youth unemployment Our m examples of member-led inv community support, while re for government action on wo doing-business pressures

Our strategic pillars provide the foundation for everything AHA (Vic) does as an organisation They filter our complex priorities into clear focus areas that guide decision making, align staff and resources, and communicate our purpose to members, partners, and Government

By organising our work around pillars, we ensure clarity, consistency, accountability and engagement For AHA (Vic), the three pillars of Advocacy, Membership, and Organisational Excellence provide a roadmap that balances external influence with internal strength They remind us that while issues may change, our core responsibilities remain constant: to represent and support our members, and to build an organisation that is fit for the future

Advocacy

We are the trusted voice of Victoria’s pubs and hotels AHA (Vic) works to influence government policy and regulatory frameworks so that the contribution of pubs and hotels to Victoria are recognised and valued Whether it is securing fair licensing laws, defending access to energy, or shaping workplace reforms, our advocacy ensures that members are represented where it matters most. We do not just react to policy change, we anticipate it and influence it to deliver outcomes that protect our members’ ability to thrive.

Membership

Organisational Excellence

We know that to serve members well, we must hold ourselves to the same standard of excellence we expect of the industry That means investing in our people, strengthening governance, and embracing continuous improvement AHA (Vic) is focused on transparency, accountability, and operational efficiency so that every dollar, every initiative, and every decision delivers value back to members. We are building an organisation that is not only respected externally for its advocacy but admired for its culture, capability, and readiness to support an industry that never stands still.

Looking Ahead

rs to navigate awards, enterprise workplace compliance. health and wellbeing programs

pecific training, digital resources, rt ation

Our members are the lifeblood of the association Every decision our organisation makes is with member benefit in mind From small regional pubs to large, inner-city accommodation venues, we provide support, expert advice, advocacy, practical training and opportunities for growth Membership means access to workplace relations guidance, compliance updates, training resources, and a network of peers who share the same challenges and aspirations Through events, forums, and direct engagement, we create a platform for members to connect, learn, and prosper Every service is designed to make running a venue easier, more efficient, and more rewarding

Benchmark AHA (Vic) administration against leading association standards. Streamline internal operations to enhance member responsiveness Maximise hybrid events and member communications through tech formats g

Our strategic pillars are more than just words on page They are the framework that drives every decision we make, every service we deliver and every conversation we lead on behalf of Victoria’s pub and hotel industry

With clear direction and shared purpose, we can continue to deliver results while preparing our industry to thrive in the future

otels association (victoria)

12 | Australian hotels association (victoria)

Accommodation Australia (Victoria), the Accommodation Division of AHA (Vic), actively contributes to the development and growth of Victoria’s lucrative tourism industry while addressing its members’ specific needs and challenges

OVERARCHING STRATEGIC OBJECTIVES

hip beyo utreach a segmen ommunic

nal forum ctical me odation m ources, a opportun value fo

nership

le value insights, digital engageme connections to members.

Expand partnership oppor segments

Enhance collaboration with

Events and Industry Re

Policy and Advocacy Austra

Represent members in state and federal forums on key issues including tax, gaming, liquor licensing, workforce, and regulation.

Oppose harmful regulatory reform and advocate for a balanced, sustainable industry model

Influence government policy on skilled migration, industrial relations, tourism recovery, and regional investment.

Launch a new advocacy brand to elevate member stories and local industry value

Drive proactive media coverage around hospitality jobs, apprenticeships, and investment

Grow the scale and impac including the State Awards

Elevate new member-drive

Victoria

Showcase member innova across hospitality, tourism