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Hospitality Review - Dec 2016

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Hospitality Review - Dec 2016

HospitalityRe view The Official Journal of the Tasmanian Hospitality Association December 2016

IN THIS EDITION: * Steven Roy - CUB’s new Sales Manager, Tasmania * THA & Hospitality New Zealand working together * Own a smart phone? Smart decision * Tourism Tas - #Tassiestyle * Pierre’s - For Fantastic Functions

December 2016

Corporate Partners

• Premium Beverages • Tasmanian Hotel & Catering Supplies • Vanquad Vending • Beovista • Thirsty Camel • Wise Employment • Zoo Business Media • Hydrokleen •WT House Betta Home Living • JobNet • Lion Dairy & Drinks • Parr’s Heat Pump Centre • Hoshizaki Lancer • Collins SBA • Fun Box • Knight Frank • PPCA • Workskills • Samuel Smith & Son • Red Bull • Tas Water • Oakley Textiles • CRE Brokers • Aus Labour & Recruitment • APM • Commonwealth Bank • National Australia Bank • Westpac Bank • ERM • Entertainment Publications • Europcar • The Smiths Snackfood Co • Small Business Safety Systems • First Aid Training Tasmania • ANZ • Bendigo Bank • BUPA • Aurora • Qantas

December 2016

CONTENTS

Features:

Regulars: 2

Key Events in Tasmania

THA & Hospitality New Zealand working together

3 President’s Report 4 General Manager’s Report 6 Membership - The British Hotel, Deloraine 8 Industrial Relations 10 Industry Skills and Workforce Development 13 Premier’s Report 15 Opposition Report 17 [THAT] Foundation Report 23 Business Events Tasmania 25 Tasmania Police 28 Max Hitchins - Own a smart phone?

28 Tourism Tasmania - #Tassiestyle 31 Pierre’s - For Fantastic Functions 32 TasTAFE - Kimbra helping budding chefs begin their own kitchen adventures 35 Steven Roy - CUB’s new Sales Manager, Tasmania

Hello

CLUBS T A S M A N I A

Established 1839

December 2016

Key Events in Tasmania - December 2016 to February 2017 -

Dec 26 2

* Rolex Sydney to Hobart Yacht Race 26/12 - 1/1

* KFC T20 BBL Hbt Hurricanes vs Melb Stars

Blundstone Arena

28 * Taste of Tasmania

* Launceston to Hobart Yacht Race 27/12 - 30/12

* The Falls Festival 29/12 - 1/1 Marion Bay

28/12 - 3/1

Jan 2

Nov 4 22

* KFC T20 BBL Hbt Hurricanes vs Adelaide Strikers

* KFC T20 BBL Hbt Hurricanes vs Syd Thunder

* Hobart International

* Devonport Cup

8/1 - 14/1

Blundstone Arena

Spreyton

* Esk Beerfest

* KFC T20 BBL Hbt Hurricanes vs Perth Scorchers

* Mona Foma MOFO

* Peroni Barnbougle Polo

13/1 - 14/1 Launceston

18/1 - 22/1 Hobart

Blundstone Arena

Bridport

* Ricky’s Biggest Game of Cricket

* Hobart Beerfest

* Festival of King Island

27/1 - 28/1

27/1 - 29/1

Aurora Stadium

Feb 5

6 *

* Luxbet Hobart Cup

.... the place to be

Photos appear courtesy of Tourism Tasmania

Hospitality Review

PAUL JUBB State President President’s Report

The most recent THA Workforce Plan was finalised in June 2016. The plan has a 5 year horizon and that depends on continued State Government funding. The THA Manager for Industry Skills and Workforce Development (Stephen Long) report, further into the magazine, will demonstrate in more detail the great works that are happening in this space, but I want to focus on one of the key actions that have been identified and endorsed by the THA Board. It has to be recognised that we have a need to expand our horizons as an industry in finding new employees and it’s great to see Steve and his crew at THA leading the way by employing a young bloke who is classified as a disability employee. His name is Ross Kent and he is pictured below:

A National Disability Service JobsABILITY initiative was launched at Parliament House on Friday 18th November. The following is from the press announcement: “The launch attracted over 80 attendees from parliament, state government, the business community and the disability employment sector. Guest Speaker, Stephen Long, from the Tasmanian Hospitality Association (THA) spoke of their newest staff member; 22-year-old Ross Kent, their new Social Media Analyst, working primarily in the THA Great Customer Experience Program. Stephen explained that Ross has grown quickly in the role and is always punctual, very reliable and fitted easily into the workplace. Ross was born with cerebral palsy but that hasn’t stopped him from becoming a valued staff member of the THA. Among Ross’s duties, he analyses social media platforms

for customer engagement, and satisfaction, with Tasmanian Tourism and Hospitality venues. In particular, Ross focuses on customer interactions on TripAdvisor and Facebook. This information is valuable to businesses who undertake the Program to improve the customer experiences in their venues and build customer loyalty. Ross’s work enables Program presenters and venues to get a better picture of how venues are being experienced by customers and what facets of their social media engagement can be improved. This Social Media analysis is a key plank of the Program. The JobsABILITY initiative was officially launched by Minister Petrusma on behalf of Premier Will Hodgman. The launch establishes the importance of addressing workforce shortages by attracting all sectors of the labour market. National Disability Services (NDS) has developed the JobsABILITY initiative to support employers in addressing their labour supply challenge. JobsABILITY provides a pathway to securing work ready staff through their website and free 30 minute consultations. A number of Tasmanian industries have already put their support behind the JobsABILITY initiative including the Tasmanian Chamber of Commerce and Industry, the Tasmanian Hospitality Association, Tourism Industry Council Tasmania, TasICT and the Tasmanian Small Business Council. Tasmania has the highest rate of disability in the country at 25% yet only 46% of those of working age participate in the labour market. This means there is a pool of work ready people with a variety of skills and qualifications just like Ross. Loyalty, punctuality and a positive work ethic are some of the common attributes among people with disability.” As an industry we should all consider what opportunities we, as the third largest employing industry in the state, can provide. The THA Board endorses and supports this initiative, and we say to all employers, be they members or not: “take a chance – be surprised” Photo courtesy of the Mercury, Hobart

December 2016

General Manager’s Report

STEVE OLD General Manager

Union Right of Entry to your Workplace By Charles Lentini Principal Employment Relations Adviser, Queensland Hotels Association The Fair Work Act 2009 (Cth) (‘the FW Act’) gives union officials the right to enter premises to hold discussions with potential members and investigate suspected contraventions. In order to undertake this work the union official must have an entry permit issued by the Fair Work Commission (‘the FWC’). The entry permit is valid for 3 years from the date of issue unless revoked or the permit holder ceases to be a union official. A number of THA members have informed us that they have recently received Right of Entry notices. It is therefore timely to outline of the rights of union officials for member information. Suspected Contraventions under the FW Act or Fair Work Instrument and Discussion (a) Entry Notice Unless the FWC has issued an exemption certificate, a union official must give the affected employer or occupier of the premises (whichever is relevant) an entry notice during working hours at least 24 hours but not more than 14 days before the entry. (b) Investigation of Suspected Contraventions – FW Act or Fair Work Instrument Section 481 of the FW Act allows a union official to enter premises for the purpose of investigating a suspected contravention of the FW Act or a term of a fair work instrument such as a modern award or enterprise agreement. The contravention of the FW Act or term of the fair work instrument must relate to or affect a member of the union official’s union whose industrial interests the union is entitled to represent and performs work on the premises. Section 482 of the FW Act provides that while on the premises a union official may: Our colleagues at the AHA Queensland office have kindly provided the below content for this issue of the Hospitality Review which is timely given United Voice are out and about in our state:

• inspect any work, process or object relevant to the suspected contravention; interview any person about the suspected contravention who agrees to be interviewed and whose industrial interests the union official’s union is entitled to represent; require the occupier or an affected employer to allow the union official to inspect and make copies of any record or document (other than a non-member record or document) that is directly relevant to the suspected contravention and that is kept on the premises or is accessible from a computer that is kept on the premises. Please note there is an exclusion from this requirement if to do so would contravene a law of the Commonwealth or a law of a State or Territory. Section 483 of the FW Act allows a union official by written notice to require an affected employer to produce or provide access to a record or document (other than a non-member record or document) that is directly relevant to the suspected contravention on a later day or days specified in the notice. Please note there is an exclusion from this requirement if to do so would contravene a law of the Commonwealth or a law of a State or Territory. Section 483AA of the FW Act allows a union official to apply to the FWC in order to inspect or make copies of specified non-member records or documents. However, the FWC must be satisfied that the order is necessary to investigate the suspected contravention. (c) Entry to Hold Discussions Section 484 of the FW Act allows a union official to enter premises for the purpose of holding discussions with one or more employees: • who perform work on the premises; • whose industrial interests the union official’s union is entitled to represent; and • who wish to participate. (d) Exercise of Rights Section 490 of the FW Act provides that a union official may only investigate the suspected contraventions or hold discussions during working hours. However, in relation to holding discussions the union official may only do so during meal times or other breaks. Section 492 of the FW Act provides that interviews and discussions must be conducted in the rooms or areas of the • •

Hospitality Review

(b) Entry Notice In order to exercise this OHS right, section 495 of the FW Act requires a union official to give: • the occupier of the premises and any affected employer a written notice setting out his or her intention to exercise the right and the reasons for doing so; and (c) Exercise of Rights Section 489 of the FW Act provides that a union official may only exercise this OHS right during working hours. Conclusion Union officials who are permit holders under the FW Act have extensive rights to enter premises for the purpose of holding discussions with potential members and investigate suspected contraventions. Employers need to be aware of these rights in order to ensure compliance. Further Information Financial THA members seeking more information, or wishing to discuss a specific matter related to this topic, are encouraged to contact the Industrial Relations Department for a confidential discussion. Contact the Department on telephone 6220 7300 or via email [email protected] • the notice be given at least 24 hours before exercising the right.

premises agreed with the occupier of the premises. If the union official and the occupier cannot agree, the interview or discussions can take place in any room or area: • in which one or more of the persons who may be interviewed or participate in the discussions ordinarily take meal or other breaks; and that is provided by the occupier for the purpose of taking meal or other breaks. • Section 493 of the FW Act provides that a union official must not enter any premises that is mainly used for residential purposes. Exercise of State or Territory OHS Right (a) State or Territory Occupational Health and Safety Law Section 494 of the FW Act gives a union official the right to enter premises, inspect or otherwise access an employee record of an employee that is on the premises. However, that right must be conferred by a State or Territory occupational health and safety (’OHS’) law and the premises or right must essentially be associated with a constitutional corporation such as a company. The Work Health and Safety Act 2011 (Tas) is a recognised State occupational health and safety law and most employers or occupiers of premises would operate as a company (eg. ABC Hotel Pty Ltd). Therefore, there would also be coverage under section 494 of the FW Act.

December 2016

The British An old fashioned

Membership Report

ANTHONY MCCONNON

We live in a world which moves incredibly fast. What is new today is totally out dated tomorrow. Patrons demand to have everything at their fingertips and expect to have a perfect experience every time they enter a hospitality venue. With many venues pumping $$$$$ into their business to become the most up to date in their area, one venue in Tasmania is working hard to make sure that time stands still. The British Hotel in Deloraine is run by Stephen, Robyn and Tom Green and is a perfect example of what worked 50 years ago still has its place in today’s world. The 150 year old venue has recently had some “work done” but not to upgrade. The Greens have worked hard to make sure that the venue’s character has remained intact and have uncovered areas of the hotel which have not been utilised for many years. We recently caught up with Stephen and had a chat about the hotel, his family and what drew them to this part of the world. So Stephen when did you take over the British Hotel? We took over the hotel on the 8th May 2015. Can you give us a history lesson on the British Hotel? The earliest record we can find is a licence approved in 1859 to a Mr Bryan Coan. The Hotel has been trading under the same name ever since before this it traded as a General store. The current brick building dates to around 1900, the wooden part on the Parsonage St side predates this and has been used for various businesses over the years, such as a showroom for travelling traders and even as the town’s morgue. What drew you to this lovely hotel? Robyn and I had dinner here once while passing through Deloraine and it left an impression on us as there aren’t many real old fashion pubs left. It wasn’t until our son Tom came to work here that we learned it was on the market. He, like us, has a passion to keep the place as original as possible, focus and good quality traditional food and we pride ourselves on our beer always being in the best nick possible. The pub is also gambling free, which we love, a pub without pokies and TAB is pretty much non existent back home and it’s a real attribute. We get so many comments from tourists who love the fact that it makes the place feel like how pubs used to be. Somewhere for a cold beer and chat with the locals about the footy, farming, fishing or anything really. It’s just a great

place to be. You’re not from this part of the world. Where did you originate from and what is your background? Newcastle NSW where we ran a business renovating pubs and clubs. Robyn also spent years working in hospitals and schools as well as keeping the family business going and raising our two sons, while I worked all over the country building. We originally came to Tasmania to run a caravan park for a year but fell in love with the place and decided the lifestyle here suited us so we wanted to stay. Our youngest son Tom who works alongside us here, has worked in the industry for over fifteen years and all over the world in all sorts of capacities. From classy five star hotels to small family run businesses like ours to running his own in South Africa where he spent the last seven years before joining us here. How has it been working as a family in the Hotel? We all bring a different set of skills to the table. Robyn is meticulous with her book work and organising skills and looks after all the HR work. Tom has great experience in the industry, that has been invaluable to us, and my building background means that we can keep on top of the maintenance that comes hand in hand with such an old building as well as renovate and improve. After fixing and changing other people’s properties over the years, I’ve learnt what does and doesn’t work and/or add value to a venue. But we couldn’t do it all on our own and we consider our staff like family, Buffy (Darren Bussy) our Bar Manager is worth his weight in gold (and he is a big bloke!). He is a piece of British hotel furniture and his experience and local knowledge as well as his crazy sense of humour are all part of the character of the pub. Karen our chef is well known around town for her country style meals. You have “done some work” on the venue since you arrived, have there been any hiccups along the way? We learnt very early that Tasmanian Pub culture is pretty unique and the locals are quite happy with the place the way it is and so are we so we haven’t made any great changes to the way the pub runs publically. Behind the scenes we run things very differently to how it was previously but that is always going to happen when a business changes hands between two

Hospitality Review

Hotel - Deloraine pub that left an impression

different families. So our main hiccups in that respect have probably been getting the staff to fit in with how we operate. As far as changes to the building, we have completely renovated the lower part of the bar which was previously used for storage and some private meetings to be incorporated into extra dining room for the pub. Opening up a wall and decorating in sports theme with a big screen TV, which raised a few eyebrows from locals when we first started smashing down a wall but quickly has become one of the most popular parts of the building. We also ripped up the outdated carpet, revealing the original wooden floor which we have had sanded and polished it looks a million bucks. We also recently replaced the roof and repaired the tired paintwork on the exterior, due to the size of the building full scaffolding was required which did impact on trade for the three weeks it was up however the main work was finished before the busy season arrived which minimised this. What has been the most rewarding and frustrating thing about working on the venue? It’s great to look up at the pub and see just how amazing she looks with all the exterior repairs, a real testament to how well built the pub is. Just a new roof and a bit of paint and she looks brand new. It’s also great on a busy night seeing the renovated lower lounge full of people cheering on a footy match rather than just a dark old store room. It really was a waste of space. Being new to the state it’s been frustrating getting some subcontracted work done as we don’t have the contacts we do back in NSW but it all worked out in the end. It has also been a bit of a juggling act at times to keep our customers happy while still trying to move the business forward but remain essentially just a traditional old pub. There is so much history in the Hotel. Did you make a point of on maintaining and promoting that history within the venue? We make a point of maintaining the history by keeping things as traditional as possible, old style snap beer taps and 7 ounce glasses. The staff are encouraged to speak to customers and have a laugh. We also encourage patrons to sit at the bar to drink rather than the modern way of sitting away at tables to keep the bar clear for service. It promotes conversation and keeps the pub atmosphere that has sadly been lost from many venues. What has been the best thing about taking over the hotel We have met some really great people both locals and tourists. Tasmanians are really welcoming friendly people and it’s been fantastic for us to be made so welcome here. Other than that, the three of us are quite social people so the lifestyle is great.

continued on page 21

December 2016

Industrial Relations Report

Performance management, disciplinary action and the correct process

addressing the issue is by using an informal method. This could include informal discussions or counselling, providing further training and development or providing an employee with a position description and/or hotel policy that clearly outlines what is expected of them in regards to the behaviour that has raised the need for review. By undertaking such a process, the employee becomes aware that there is an issue and at the same time is provided with an opportunity to fix the problem before the formal disciplinary process is engaged. A written record of any informal process used should be kept on the employees personnel file. Formal disciplinary process The formal disciplinary process should commence when informal avenues have been exhausted or where the incident or performance issue is deemed to be of a serious nature. As mentioned earlier this should occur as soon as possible after the employer has been made aware of the issue, not doing so may be seen as condoning the behaviour and may limit the ability to effectively manage the problem. In accordance with the principles of procedural fairness as contained at s 387 of the Fair Work Act 2009 (Cth), the following steps should be taken: 1. The employee needs to be made aware of the issue or allegation as soon as possible after it has occurred and before a decision to terminate is made by the employer The employee should be notified that the employer has been made aware of the issue(s) or allegation(s) and a meeting will be held to discuss them. The employee should be given reasonable notice of the meeting (ie 24 hours). At this time the employee should be advised that depending on the outcome of the investigation and their responses, it may result in their employment being terminated or other disciplinary action being taken. If the issue or allegation is of a serious nature that may warrant dismissal, instant or otherwise, the employee should be suspended on full pay whilst an investigation into the incident is undertaken. 2. The employee is to be provided the opportunity to have a support person present at any formal disciplinary meetings. This may include a representative from United Voice, a family member, friend or any other person the employee may wish to have present. An employee should be advised of this right before the meeting is held, preferably at the time they are given details of the disciplinary meeting. 3. Management conducts an investigation into the alleged incident or issue. This may involve discussions with other employees and/ or managers, reviewing CCTV footage, till receipts, gaming logs and the like. The purpose of the investigation is to gather evidence in order for the employer to be certain

It is a well known fact that one of the key components to running a successful business is having the right employees. All employees should be provided with a clear understanding from the commencement of the employment relationship as to what is required from them, including the standard of performance and behaviours that will and will not be accepted by the business. Just about every employer faces a situation whereby an employee does not meet these levels of performance or behaves in an inappropriate manner. Understanding the process of performance management and disciplinary action is therefore of particular importance to employers. The focus of this article is to reinforce the importance of performance management and the disciplinary process, including the approach that should be taken by employers faced with these sorts of issues. Early intervention An employer should address any incident of poor performance or behaviour as soon as possible after they have become aware of the incident occurring. Doing so provides the employer with an opportunity to gain an understanding of why the incident has occurred and look at options for addressing the issue, such as training. Often poor performance occurs because the employee did not have an understanding of what is expected of them as their job role was not clearly defined from the outset. Alternatively the employee may not be suited to the workplace itself or the role they have been employed to undertake, or they may exhibit behaviour(s) or traits that are deemed unacceptable by the employer. It is important to address any issues early as failure to do so not only condones the behaviour but also means what may start off as a small, easily managed problem, grows into a large, complex and perhaps costly problem to resolve. In addition it reduces the likelihood of the performance or behavioural issue occurring again. Addressing the issues An employer has the right to discipline underperforming or poorly behaved employees. They also have a duty to ensure that employees know and understand what they have been employed to do and be provided with knowledge on how to complete their tasks. Many employers however are hesitant to address issues in fear that it may result in a claim for unfair dismissal, stress or workplace bullying to name a few. In order to ensure the employer has the best opportunity to defend a claim made by an employee who has been disciplined and/or terminated, a number of steps should be followed depending on the nature, length and severity of the performance, behaviour or incident. Informal disciplinary processes Depending on the nature of the issue or incident that has occurred, an employer may find the best avenue for

Hospitality Review

that the incident did in fact occur. 4. The employee is provided with an opportunity to respond to the allegation(s) At the formal meeting the employee should be advised of the precise nature of the issue(s), including the gap between the actual behaviour/performance and the required behaviour/performance. The employee must be provided with an opportunity to respond to these issues before a decision to terminate, discipline or not discpline has been made. 5. The employer considers the employees response and the level of action required. After the meeting the employer should assess the employees responses to the issues raised to determine whether or not they were adequate in the circumstances. Things that should be taken into account by the employer include whether the person has previously been warned about a similar issue and the seriousness of the current incident. There is no magic number when it comes to the number of formal warnings that an employee should have received prior to termination. Rather it is left to the employer to judge as to what is reasonable in the circumstances. However, any venue disciplinary policy should be referred too and followed. What is reasonable will depend on a number of factors including things such as whether a prior warning was for the same or different issues, the length of time between warnings and the length of service. Where the employees’ conduct is deemed to be of such a serious nature that it warrants instant dismissal, these factors do not need to be taken into account. Such conduct may include theft, fraud or assault.

6. The employee should be advised of the outcome As outlined the employee should not be advised of the outcome during the meeting, rather it should occur after the employer has had a reasonable opportunity to assess the employees responses. A further meeting should be held with the employee to advise them of the outcome whether it be termination, a formal warning or no further action. The employee should be provided with confirmation of this outcome in writing. Why is it important Following this process will not prevent an employee from lodging a claim for unfair dismissal. However, if the employer can prove that the correct process was followed, as per s 387 of the Fair Work Act 2009 (Cth), it will be of assistance during proceedings for such claim and may result in the employees claim being unsuccessful. Other things to take into account When determining the approach that will be taken towards and during any disciplinary process there are a number of factors that should be taken into consideration. If a Hotel Policy includes the steps that will be followed in the event of disciplinary action, such as the number and types of warnings that will be provided prior to termination, this should be followed in conjunction with the principles outlined above. In addition the termination clause in an employees’ Contract of Employment should be referred too. Members with any queries regarding performance management and/or disciplinary action should contact the THA.

Introducing....

Merv Saltmarsh

The THA would like to introduce to our members, and formally welcome to the team, Merv Saltmarsh who is taking up the recently vacated role of IR/HR Manager after Alan was sadly forced to resign due to ill health. Merv brings with him, extensive experience and knowledge in both IR and HR fields having worked for the likes of Cricket Tasmania, Asia Pacific Mancala Mining Services and Compass Group just to name a few and in roles such as IR and HR Manager, General Manager, Senior IR Advisor and Board Member. Merv has a proven track record of leadership, passion and drive and these traits and his experience, will be of great benefit to our members. An active sportsperson and a family man who loves to travel, Merv is keen to hit the ground running and will be in touch with all of our members in the coming weeks. Welcome to the THA Merv.

December 2016

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

Progress on THA Workforce Plan – as at November 2016 As Paul Jubb alluded to in his article, the THA Workforce Plan was presented in June 2016. The Workforce Plan is being implemented, some of the recommendations were in play well before the plan was finalised. The THA is monitoring progress, identifying planned work, noting barriers and presenting ideas for the future and other issues. The THA has highlighted the value of SBA’s in all forums particularly within schools through Beacon and our Ambassador Program. The THA has a partnership agreement with Dept of Education (DoE). SBA’s were not heavily supported six months ago – THA recognition of their importance and inclusion within Industry Groups and the Workforce Plan now sees them being heavily promoted. A number of SBA’s have already been developed and we continue to engage DoE and Government about this issue, our biggest task is to develop a process to manage and create success in regional and isolated areas. Issues and Barriers • Distance remains an issue – we must push Government to address • More information out there to parents, students and teachers required, particularly in non-Beacon schools Ambassador Fleet Through Industry Groups and other contacts, a group of 25 ambassadors have agreed to participate. These are all young, successful industry participants and we have been using them to cover school visits, competitions and promotions. This is a very successful initiative. We continue to promote the use of ambassadors and try to utilise all ambassadors as equally as possible in schools, with other groups who are interested in the program, like MONA, and with industry and Government etc. What is planned School Based Apprenticeships and Traineeships (SBA’s) as key industry resource feed

• Keep ambassadors enthused – a key issue is management so that all Ambassadors are utilised and enjoying the program • Regionality – important to be able to cover the whole state easily with minimal travel; issues Information to Industry Nine Industry Groups were developed around Tasmania with all regions represented. Membership is fluid and there is no sign up requirement. Many topics were covered and guest speakers heard. We are reviewing the success of these groups and how our engagement can develop this process and create aspiration for others to be involved. We will be developing a series of opportunities that will get group(s) together with key speakers and information sessions to develop their skills and abilities Issues and Barriers • Continuing difficulty in venue attendance in some areas for Industry Groups • Industry forum framework to be developed and funding found Great Customer Experience program (GCE) The Program has been redeveloped to meet emerging needs as required – there are now 3 options for delivery, with a 4th being developed. Our level of Social Media analysis has been refined and enlarged – focuses on customer and venue engagement. It’s a more detailed model with better information about venues. This is a Key Plank for venue analysis. 211 venues are in an engagement phase at different levels with over 2,000 venues in >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44

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