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estaurant News R January 2014 Vol. 28 No. 12
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C O V E R A G E
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F O C U S
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Photo by Rick O’Brien.
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Domenic Primucci
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Canada Post Publications Mail Agreement No. 40010152
President, Pizza Nova
Kevin Collins
Executive director, Friends of We Care
Restaurateur of the Year
Newsmaker of the Year
The Restaurateur of the Year award recognizes an operator who has brought significant positive change to the restaurant scene in Ontario.
The Newsmaker of the Year award recognizes special achievements that have positive effects on the hospitality and foodservice industries.
“You need to keep evolving, keep changing. If you stop, you become stagnant and people pass you by,” says Domenic Primucci. “If there’s a burnt pizza, I’m upset, because I don’t want a customer to get a burnt pizza. I understand things happen. I understand we can’t be perfect, but we can be excellent.”
“Because of my drive and desire to succeed, I was given the opportunity to do so,” says Kevin Collins. “If I can give one kid the same opportunities I was given as a child, my ultimate dream keeps going forward. That’s what drives me every day I wake up, because I know those opportunities are there.”
Story on page 6
Ontario Restaurant News recognizes excellence in the foodservice industry.
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BUYING INTO BREAKFAST:
FROM A POST OFFICE TO RESTAURANT IN CAMBRIDGE
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BACK TO THE WINE BAR FOR JAMIE KENNEDY
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From hand-held sandwiches to local flavours, operators are looking at the best of the breakfast market.
Story on page 7
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By Kristen Smith, assistant editor, digital content TORONTO—When Sang Kim was approached to open a restaurant at the corner of College and Borden streets, he was only interested if the space would also act as an alternative venue and a space for running the programs that are his passion. The restaurateur and writer wanted Windup Bird Café to be a place to celebrate literary and culinary arts, social and environmental justice and food literacy. Along with co-owners Claudio Gaudio (a fellow novelist) and designer and head chef Yumiko Kobayashi, Kim opened the eatery, named for Japanese author Haruki Murakami’s Wind-Up Bird Chronicle, on Dec. 5. While some events have started, Kim said by the end of the summer, the restaurant will be running about 20 monthly programs, including a reading series for youth and children under 16 teaching peers to create simple nutritious meals. There is also programming for adults, including Comfort Food For the Broken Hearted, which Kim said is designed to give those recently divorced or single “a meaningful connection to food and culture.” A connection to food is also the impetus behind a community children’s learning garden, which will cover about 40 per cent of the patio this spring, allowing children to see the “whole cycle of food” from growth to preparation, said Kim. “If I could, I would raise cows out there,” he added. The 1,900-square-foot restaurant seats 30, and Kim has applied to double that capacity. Kobayashi, a specialist in pastry arts and former sous chef at Kim’s Yakitori Bar, created the vegetable-focused, seasonal menu. A five-ounce, grass-fed Ontario beef tenderloin is prepared sous-vide and finished on the grill, and served with eight ounces of seasonal vegetables. Kim said many items offer a play-
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ful twist on traditional fare, for example, the pot au feu includes lotus root and purple daikon radish. Also on the menu are a number of baked goods such as cake salé, cobblers and pie. Average check is about $7 for breakfast, $14 for lunch and $26 for dinner. A three-minute walk from Kensington Market, the kitchen was built with location in mind—without a walk-in fridge or freezer. “The freezer’s and fridge are small because our fridge is actually the market,” said Kim. The bar menu features a number of local and craft beers, a small selection of Kim’s favourite sakes, four red and four white wines and a handful of signature cocktails, including
one named Beet It, containing juiced Ontario beets, lemon juice, scotch and ginger liqueur. A former textile artist, Kobayashi took on the task of designing the restaurant. “The aesthetic is very whimsical and playful [with] a lot of colour,” said Kim. Two diners ordering the same dish might get it served on different plates, one art deco and another Victorian in style. Décor includes mismatched chairs and tabletops printed with blown up images from children’s books. 382 College St., Toronto. (647) 349-6373, windupbird.ca, @WindupBirdCafe.
Cambridge post office to become restaurant CAMBRIDGE, ON—A historic Cambridge building is getting an $11-million makeover. Council approved funding in early December to turn the former post office
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into a restaurant and satellite library, including a 6,000-square-foot addition. The three-story building was built in downtown Galt in 1885 and was last used as a post office in 1936. It also served as the Galt Customs House. Since then, it has housed various government departments and restaurants, including its last tenant Fiddler’s Green restaurant, which closed in 2007. On Dec. 17, the city issued a tender for a heritage consultant. The building is designated by the Ontario Heritage Act and on the Historic Sites and Monuments directory through Parks Canada. Cambridge Mayor Doug Craig called the building, which was designed by chief Dominion of Canada
architect Thomas Fuller during the days of Sir John A. MacDonald, “an architectural gem.” The city bought the building in 2012 for $950,000 from the Ancaster, ON-based Landmark Group, which operates the Ancaster Mill, Cambridge Mill and Spencer’s at the Waterfront in Burlington, ON. Construction is expected to begin in 2015. “This will be a signature piece that builds on the waterfront amenities, has far-reaching impacts on the downtown area and offers a bold departure from a traditional library setting,” Greg Hayton, chief executive officer for Cambridge Libraries and Galleries, said in a release. “Imagine taking your kids to a library program and combining it with a dining experience—it’s a winning combination for citizens in Cambridge.” A view of the former Galt post office from the Grand River.
Beyond room service: Alternative hotel foodservice options.
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Editorial Director Leslie Wu ext. 227 lwu@canadianrestaurantnews.com Senior Contributing Editor Colleen Isherwood ext. 231 cisherwood@canadianrestaurantnews.com Assistant Editor Jonathan Zettel ext. 226 jzettel@canadianrestaurantnews.com Assistant Editor, Digital Content Kristen Smith ext. 238 ksmith@canadianrestaurantnews.com Senior Account Manager Debbie McGilvray ext. 233 dmcgilvray@canadianrestaurantnews.com Account Manager Kim Kerr ext. 229 kkerr@canadianrestaurantnews.com Production Stephanie Giammarco ext. 0 sgiammarco@canadianrestaurantnews.com Circulation Manager Don Trimm ext. 228 dtrimm@canadianrestaurantnews.com Controller Tammy Turgeon ext. 237 tammy@canadianrestaurantnews.com How to reach us: Tel (905) 206-0150
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n a world where water can rival wine when it comes to price tags and bread baskets often command a hefty fee, it used to be a given that smiles came free in the hospitality industry. A café in France, however, is taking that idea a step further by charging customers who forget the principles of common courtesy when placing an order. A sliding scale of prices range from just over a euro when a customer starts a sentence with a greeting and ends with a “please” to seven euros for a basic order of “coffee”. The idea started as a joke, the café owners told The Local, but customer/front counter relations have improved immeasurably since the new pricing took effect. Many front-of-house staff can share horror stories of rude customers: for every patient patron there’s one who snaps his fingers to summon staff, makes unreasonable demands, or confuse server with servant. And on those occasions when the customer
Mickey Cherevaty Consultant, Moyer Diebel Limited Marvin Greenberg Consultant Jack Battersby President, Summit Food Service Distributors Inc. Barney Strassburger Jr. President, TwinCorp Paul LeClerc Partner, Serve-Canada Food Equipment Ltd. Paul Mancini Director of Retail, Inventory and Wholesale, LCBO Ralph Claussen Director Food and Beverage Operations Woodbine Entertainment Group Adam Colquhoun President, Oyster Boy John Crawford Director of Sales-Canada, Lamb Weston Tina Chiu Chief Operating Officer, Mandarin Restaurant Franchise Corporation Martin Kouprie Chef/Owner, Pangaea Restaurant Joel Sisson Founder and president of Crush Strategy Inc. Leslie Wilson Vice-president of Business Excellence Compass Group Canada Chris Jeens Partner W. D. Colledge Co. Ltd.
Volume 28 No. 12 Ontario Restaurant News is published 12 times a year by Ishcom Publications Ltd., which also publishes: Pacific/Prairie Restaurant News, Atlantic Restaurant News, Canadian Lodging News, Ontario Chains and the ORN Buyers’ Directory. 2065 Dundas Street East, Suite 201 Mississauga, Ontario L4X 2W1 Tel: (905) 206-0150 Fax: (905) 206-9972 In Canada 1 800 201-8596 Subscriptions: Canada: $52.33/year or $78.57/2 years, $102.67/ 3 years; U.S.A.: $58.85/year or $84.85/2 years, $108.70/ 3 years. Single copy: $5.95 (Plus taxes where applicable) Return undeliverable Canadian addresses to circulation department, 2065 Dundas Street East, Suite 201, Mississauga, Ontario L4X 2W1 Publication Mail Agreement No. 40010152 ISSN 0834-0404 GST number R102533890
is most definitely not right, it can be a challenge to respond with the hospitality that is the backbone of our industry while still keeping your head high. As the tipping war wages on, and Twitter shaming, Yelp complaints and TripAdvisor tantrums become the norm, customers are clearly paying attention to how they feel they are being treated by front of house staff, whether their perceptions are true or not. In addition, as the front and back of house lines blur, the staff members that are interacting with your guests may no longer be the ones that you’ve spent time training to do so. Informal, smaller restaurants have moved the industry in a direction where kitchen staff may be the ones managing your customers, through open kitchens and the rise in bar seating allowing cooks to talk about menus and food with the diner. Technology will further distance your customer from the front of house. Recently, Apple filed a patent for a potential game-changing
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Publisher Steven Isherwood ext. 236 sisherwood@canadianrestaurantnews.com
Editorial advisory CounCil
O N TA R I O R E S TAU R A N T N E W S
Red Lobster may find itself on Darden’s chopping block ORLANDO, FL—Darden Restaurants Inc. has announced a comprehensive plan that could see Red Lobster restaurants across the U.S. and Canada transformed into a separate business, rebranded or sold off. While Darden is open to offers of sale for Red Lobster, it is expected the seafood chain will become a separate company within the year. “As a stand-alone company, we will be free to focus in a more single-minded manner on the many current and prospective guests who find what Red Lobster brings to the marketplace highly relevant,” Kim Lopdrup, Darden’s president of specialty restaurant group and new business, said in a release. Lopdrup—who served as president of Red Lobster from 2004 to 2011—will become its chief executive officer following the separation. The 705 Red Lobster restaurants across Canada and the U.S. saw annual sales of approximately $2.6 billion in 2013. The plan will also reduce expansion plans for Olive Garden and LongHorn Steakhouse.
Tim Hortons gets smart OAKVILLE, ON—Tim Hortons unveiled new mobile payments options, which use near field communication (NFC) tap-to-pay and barcode scan-to-pay technologies. Customers with BlackBerry 10 smartphones will be able to register a Tim Card on the TimmyMe mobile app and use the NFC technology to make purchases. Customers using iOS smartphones can use scan-to-pay technology, although the service is only offered in the Niagara region, and some U.S. cities. “These new innovations offer secure, quick and easy payment alternatives,” Tim Hortons chief operating officer David Clanachan said in a Dec. 12 release. The mobile app also allows customers to find nutritional information, locations in the
program to challenge OpenTable in the online reservation market and the acceptance of tablet ordering at large-scale chains such as Appleby’s allows customers to bypass the service staff completely and place orders for drink refills and desserts. With these changes, the role of the front of house may evolve into new areas as ambassadors of your restaurant’s philosophy. This month, as the post-holiday rush slows and thoughts turn to training and other future planning, perhaps consider how your restaurant staff interacts with your customers. As more people are eating meals in their cars or on the run, the ones that enter your restaurant are there because they want a human connection, and they’re paying for the experience as much as for the food … a fact that should put a (free) smile on any operator’s face. Leslie Wu, Editorial director
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area and organize coffee runs with friends or co-workers. There are plans to expand mobile payment services to Android devices. Tim Hortons has more than 4,300 restaurants worldwide, including 3,500 in Canada.
More food TV comes to Canada OTTAWA—Gusto TV, a new Canadian food and lifestyle specialty channel, launched nationally on Dec. 11. The channel—distributed by Bell TV— will feature cooking shows with international hosts, Martha Stewart’s Cooking School, and The Edible Roadshow, a look at food across Canada. The network will also broadcast home, fashion, health and wellness shows and produce original content starting in March.
Savour Stratford moves to midsummer for its seventh season STRATFORD, ON—The seventh annual Savour Stratford Culinary Festival—traditionally held in September—will be held July 18 to 20 this year. The event has become one of the province’s largest food festivals—attracting between 25,000 and 30,000 guests, according to organizers—showcasing Ontario’s producers and local chefs. Organizers said the festival’s new time slot takes into account summer vacation plans and the summer harvest season, according to a release.
Duke’s Refresher opens TORONTO—SIR Corp has added Duke’s Refresher alongside Reds Midtown and the soonto-open Scaddabush in the new Aura condos at Yonge and Gerrard streets. The restaurants make a trio of SIR Corp restaurants looking to attract customers in a casual atmosphere outfitted with an assortment of vintage ornaments including road signs and a display of antique Zippo lighters. Duke’s, a Muskoka-area concept, will have 40 beers on tap, including 17 craft brews. The 158-seat restaurant also includes a party zone
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called the Nosebleed Lounge and 24-ounce personalized beer steins for members of the Einstein Club (customers can join for $20). The menu includes bar snacks, sandwiches and jumbo beef brisket burgers cooked on a flattop. Restaurants also under the SIR Corp umbrella include Jack Astor’s, Alice Fazoolis, Far Niente and Canyon Creek.
Chef Marc Lepine has six-seat restaurant in the works OTTAWA—After five years operating Atelier at 540 Rochester St. in Ottawa, chef Marc Lepine announced he will be opening a new six-seat restaurant called Thru. In a Nov. 12 open letter to Ottawa residents and the restaurant community, he said: “I am often asked the question ‘what will you do next?’ To which I usually reply, ‘well, what’s wrong with what I’m doing now?’ But I have a new answer to that question, starting today.” Lepine said that details on the concept will follow over the next few months “as things begin to come together.” Lepine told Ron Eade of Omnivore’s Ottawa, Thru will not be a replica of 22-seat Atelier and added the new restaurant “will be quite different to Canada.”
Swiss Chalet sauce named Greatest Canadian Symbol TORONTO—Swiss Chalet’s iconic rotisserie sauce won the contest hosted by This Hour has 22 Minutes to find Canada’s greatest symbol. The dipping sauce beat out its competitors, which included bacon poutine, hockey fights, toques and Peter Mansbridge’s head to win the top prize. In keeping with the levity of the contest, Swiss Chalet—a Cara-owned restaurant—issued an apology. “We apologize to our competitors for winning,” vice-president of marketing Dave Colebrook said in a release. “We just can’t help it that Canadians find our sauce to be a symbol of national pride.”
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RESTAURATEUR OF THE YEAR:
Pizza Nova’s Domenic Primucci 3.
1. From left: Domenic Primucci with his father Sam. 2. Celebrating 50 years. 3. The art of pizza. Photos by Rick O’Brien.
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By Kristen Smith
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omenic Primucci, president of Pizza Nova, grew up in the pizza business. “The company is older than I am,” Primucci tells ORN with a laugh. “I’ve been involved basically all of my life.” Pizza Nova, which celebrated 50 years in May, has grown from a single store, family-run operation in Scarborough to a franchise of 130 locations in Ontario. When the company was a Canadian National Exhibition partner at the annual summer-ending event in Toronto, Primucci worked there every summer during his teens. “From washing dishes to rolling dough to slicing the cheese and slicing the peppers; whatever needed to be done,” he says. While still in school, Primucci worked his way up through every store-level position at Pizza Nova, starting as dishwasher. Although there wasn’t any pressure to become involved in the company his father and uncles started in 1963, he developed a passion for the business. “It becomes who you are,” he says. Domenic took on the role of president about four years ago, after working at head office for almost
two decades in marketing and with the warehouse and call centre. Before that, he ran the corporate store. “I think it’s a great training ground to go through the different areas,” he notes. When making decisions that will affect day-to-day operations, Primucci puts himself in the franchisee’s shoes. “I’m working on a Friday night at 6 p.m. in the store. This new idea, will it work at the busiest time of the operation?” he asks. Domenic’s father, chief executive officer Sam Primucci, is pleased his son showed an interest in the family business, which he feels is going through a transition in leadership. “It’s not easy when you do things for 50 years and all of a sudden you’re stepping back and I think that there are some things you have to accept,” he says. He says that, often, parents want their children do things exactly the same way they would have done them, but “a different way may be just as good or better.” Consensus is important not only when it comes to he and Domenic, but also the rest of the staff, he notes. Every Tuesday morning, the Pizza Nova staff meet for a brainstorming session. Before a new product is tested at the Jane and Wilson corporate store, it is brought to head office
and call centre staff for an honest opinion. Sam opened the first location with his three brothers Mike, Vince and Joe while they were all in their 20s at Kennedy Road and Lawrence Avenue in 1963. His family is from Busilicata, a region in southern Italy. “At that time, we served all of Scarborough all the way to West Hill, Don Mills,” says Sam. “We delivered all over.” Over the years, the brothers moved on to other ventures or retired, and operations fell to Sam. The company will be become part of the foodservice operations at the Rogers Centre in Toronto, after being awarded an eight-unit deal in December as the sole pizza operator in the stadium. The brand’s growth has been at a slow and steady rate. Domenic says the company isn’t focused on simply opening locations and letting the product suffer. He says Pizza Nova focuses on franchisee success, which is what ultimately leads to brand success. While the company isn’t actively looking outside of the province, Domenic’s take on expansion is to never say never. “I think if the right opportunity arises with the right partner then I think we would definitely take a look at it,” he says. Seven years ago, Pizza Nova tackled a rebranding: a new look, logo and atmosphere. The idea, says Domenic, was to bring the new brand into alignment with the quality of product. The yellow signs were replaced with green and red and the logo redesigned to look more elegant. “Yellow, over the years, had almost become a color that people associated with discount,” says Domenic. “We really wanted to change that look and change that perception.” He calls the move both difficult and bold. “I’m sure it was very hard
for my father, after building the brand for 43 years,” says Domenic. “The base of the product hasn’t changed much: the dough, sauce and cheese,” he says. They have brought in more toppings, and made gluten free and whole wheat crust available, which was first introduced in the ‘70s but cancelled due to lack of traction at that time. Sam explains that Pizza Nova uses centre-cut bacon, not bacon ends, Spanish instead of cooking onions, bell peppers, fried hot peppers, vine-ripened tomatoes packed six hours from picking and real, extra virgin olive oil. “The brand, the store, the atmosphere; everything has to gel together, it’s a whole package,” says Sam. “We had the quality; we didn’t have the whole package.”
Often people are afraid of change, but those who don’t change get left behind. You need to continue to evolve with the times. Domenic Primucci He says it was hard to change, and “in time, I’m sure it’s going to change again.” Domenic says the quality his father speaks of is the brand’s differentiator. “I like to say sometimes that we like to consider ourselves the Starbucks of pizza.” Sam has been through two recessionary periods while heading up the pizza franchise. “We have a niche market that we cater to; it’s the niche market that saved us though the recession,” he says. “The same way we have been loyal to our suppliers, our customers
have been very loyal to us.” He says their niche market is growing and will continue to grow. “In the last 20 years, I think that the consumer has educated themselves a lot more about the quality of food,” says Sam. “[Following] a recessionary time, we’re still growing, we’re not backtracking,” says Domenic. The private company saw system-wide sales of $96 million in 2013. For more than a dozen years, Pizza Nova has held an annual fundraiser on the second Tuesday in May for Variety – The Children’s Charity, through which the company has raised more than $1 million. The company also provides donations in kind, support to the United Way and Villa Charities, an umbrella organization supporting the elderly and people with disabilities. “The children are our future and the elderly paved the path for us,” Domenic says. “The customers have given us so much over the years; it’s only right to give back in whatever capacity we can.” Domenic doesn’t know what the next change will look like next, but intends to continue evolving the Pizza Nova brand. “You have to be open to change; as you’re open to change, you continue to move on,” says Domenic. “Often people are afraid of change, but those who don’t change get left behind. You need to continue to evolve with the times.” He says Pizza Nova is constantly looking for ways to improve and testing new products. “You need to keep evolving, keep changing. If you stop, you become stagnant and people pass you by,” says Domenic. “If there’s a burnt pizza, I’m upset, because I don’t want a customer to get a burnt pizza. I understand things happen. I understand we can’t be perfect, but we can be excellent,” he says.
NEWSMAKER OF THE YEAR:
Friends of We Care’s Kevin Collins 1.
1. Kevin Collins, 12, with Canadian wrestler Whipper Billy Watson. 2. Kevin Collins at head office . 3. Throughout the years, Friends of We Care has raised nearly $17 million for children with disabilities.
By Leslie Wu
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riends of We Care Foundation, Inc. executive director Kevin Collins has known with absolute certainty what he’s wanted to do with his life since he was 12 years old. As an ambassador of the Easter Seal Society speaking about cerebral palsy, Collins remembers waiting backstage to address 1,200 people at a Conn Smythe dinner in 1976 and the nervousness he felt waiting to be piped into the room on the shoulders of Canadian wrestler Whipper Billy Watson. “I recall, like it was yesterday, being hoisted up on Whipper’s shoulders and being absolutely frightened because he was a giant of a man. But when he put his arms around my legs, I knew that it was such a secure feeling, that I wasn’t going anywhere,” Collins told ORN. “It was an incredible moment for me.” As Collins finished his speech and the applause rang out across the room, he remembers that sense of purpose he hoped would stay with him throughout his career. “I knew that I wanted to do this—to connect to people—and I knew that I wanted to do it forever,” he said. From receiving the Queen’s Jubilee Medal twice in the last decade to rappelling down the side of the 32-storey RioCan Yonge-Eglinton Centre, this year’s Newsmaker of the Year has spent his life embodying the principle that he cites as the foundation of Friends of We Care and Easter Seals: anybody, given the chance, will succeed. “On a personal level, not only does this role encompass my hospitality background, but also my being born with a disability and being part of the Easter Seals program, which in my heart I truly believe in and will support forever,” says Collins. “It’s kind of a nice full circle for me.” Collins’ career began when he
graduated in 1985 from Georgian College’s School of Hospitality and Management and was hired by Howard Johnson Hotels on the premise of being a shopper for their properties for the first year. “I travelled across Canada, shopped their hotels and ate in their restaurants and slept in their beds. What was interesting was that they wanted to get the perspective of a person with a disability and get an understanding of the demographics of the older clientele that were big stayers at the hotels and chains,” said Collins. “It was a very big and unique opportunity for me and a great learning one.” Collins then went into the chain’s management training program and stayed with them for seven years, becoming a rooms division manager of a 292-room property in Scarborough before leaving for an opportunity with Easter Seals. While volunteering with the organization at an event in 1991, the executive director and the director of development approached him. “They said, ‘Why don’t you come and work for us? It would be perfect.’ And at the time, I was just like, ‘What do I know about special events, truly?’” he laughs.
As the industry goes through its roller coaster, so does Friends of We Care. But the one thing this industry has not done is let us down—they continue to support us as best as they can.
Kevin Collins After working his way up to manager of corporate and special events at Easter Seals, acting as a liaison between the Ontario branch and Friends of We Care, Collins was ap-
proached by the Friends of We Care board in 1999. “They said, ‘We’d like to take our organization to the next level and we feel that you’d be the person,’ and 15 years later, here we are,” he says. With a three-person office staff (whom Collins thanks before he leaves each and every day), Friends of We Care relies on its 1,000 to 1,200 volunteers across Canada to put on annual events such as karaoke, golf tournaments and galas to raise money for Easter Seals to send children to summer camp. Bowling events, such as a superhero-themed fundraiser in November in Toronto, raised $188,000 for the cause. “To be able to watch the success of the bowling event over the years has been absolutely incredible,” says Collins, who is hoping to bring the event to every province across Canada. All money raised at each event goes towards the camp, and member fees cover administration costs throughout the year. Friends of We Care celebrated its 30th anniversary in 2013, having raised close to $17 million since inception, sending more than 38,000 children to enjoy the experience at camp. The organization, which includes 85 members from the foodservice industry, gives $1 million each year to completely fund 500 kids (5,000 camp days every summer), and is currently in the midst of a five-year strategic plan with a goal to double revenue within that time frame. Over the years, recessions and cutbacks have changed how companies approach charitable donations throughout many different markets. “As the industry goes through its roller coaster, so does Friends of We Care. But the one thing this industry has not done is let us down—they continue to support us as best as they can,” he says. “We’ve had continual growth over the last five years, which is unbelievable when you
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3. consider all the different challenges this industry has gone through and continues to face. They still find the time to give back when they can and make a difference for the kids.” As companies amalgamate and budgets shift, the organization also had to re-examine its recruiting strategies to spread the same amount of volunteer hours across more people. “Where you would have had three companies potentially supporting you, now you’re down to one. Every time that happens, you have to re-evaluate, you have to make sure you get to the right people and maintain those relationships,” says Collins. “Companies are working smarter with smaller resources, and we need to be respectful of the time that volunteers can give so they don’t walk away feeling drained.” In addition to a fluctuating economic playing field, a shifting landscape of legislation and perceptions of people with disabilities have made an impact on Friends of We Care’s outlook through the years. “There are more opportunities these days because we’re reducing the number of barriers and restrictions that kids when I was 12 might have faced,” says Collins. “The industry is becoming more responsive and respectful of it. I would like to think
that foodservice companies will be able to use the services of some of these campers coming into our industry—whether it be chefs or general managers or other roles—in the future.” It’s this opportunity to change a child’s life that is one of the central tenets of the Friends of We Care philosophy. One of Collins’ favourite tasks is conducting the interviews with potential attendees of the camp (whose alumni include Paralympians and Juilliard graduates) and witnessing the change that come over the children through their participation in the program. “The first interview, the child hardly says a word, but by the end of their two-year term, they could be prime minister,” he says, smiling. “Their confidence level and their abilities just shoot through the moon.” Collins views his own career path as the perfect example of the possibilities inherent in Easter Seals and Friends of We Care. “Because of my drive and desire to succeed, I was given the opportunity to do so,” he says. “If I can give one kid the same opportunities I was given as a child, my ultimate dream keeps going forward. That’s what drives me every day I wake up, because I know those opportunities are there.”
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What’s cooking in 2014 Five predictions from Baum + Whiteman BROOKLYN, NY—Baum + Whiteman has been an international food and restaurant consultant firm since 1970. They have created a list of trends to watch for in 2014, with the common themes of locally-sourced, artisan and house-made offerings continuing in popularity with operators. 1. Restaurants in retail stores. Look for the return of restaurants to popular retail outlets. The idea driving the trend is to keep customers on the premise longer so that they buy more. 2. Upscale chicken. No longer will chicken be seen a humble food. Chefs will use it to produce upscale poultry-focused entrees, such as combining it with chanterelle
mushrooms, figs, and foie gras. 3. Introducing the food hall. So goodbye to cookie-cutter food courts and say hello to upscale food halls offering artisanal food produced by local restaurants. 4. Bubbling beverages. Restaurants looking to make a splash in 2014 can serve up house-made sodas, pressed juices and sour tasting beer. Bartenders are also revisiting vermouth-based cocktails. 5. Buzzwords. Fluke will be the fish of the year, followed by trout. Octopus will also be popular. Kale will remain a popular vegetable, although watch for cauliflower. More restaurants are introducing housemade fruit vinegars and gin will be 2014’s liquor of choice.
IBISWorld report: QSRs outperform FSRs in Canada LOS ANGELES, CA— Although full service restaurants have been recovering from the recession with slow and consistent growth, industry growth has been subdued because people want more for their money, according to an IBISWorld report on Canadian restaurants. “Quick service restaurants have outperformed full service
restaurants due to their more affordable prices and superior product development,” IBISWorld industry analyst Andy Brennan said in a release. According to the report, rising food costs, which are cutting into bottom line margins, have also put pressure on restaurant operators. Industry revenue is expected to advance half a percentage point per year over the next five years, performing marginally better as the Canadian economy continues to improve. “Consumer spending is likely to grow at a much faster rate over the next five years, driven by lower unemployment and disposable income growth,” Brennan said.
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NPD predicts 2014 success in quick service burgers, snacks TORONTO—Canadians spent more at restaurants this past year than in 2012—a three per cent increase surpassing $49 billion in sales—despite consumer traffic remaining flat, according to the NPD Group. With 2013 coming to a close, the NPD Group reviewed what Canadians have been eating for the last year and where those meals have been coming from. Recent studies from NPD looked at dining habits compared to previous years and what those trends likely mean for the foodservice industry in 2014. The number of restaurants across the country also increased, adding another 1,000 units to the foodservice landscape, with well-known chains outpacing smaller independent establishments. “Independent operators that are not prepared to steal share from their more popular counterparts will fold under the pressure of a highly competitive marketplace,” Robert Carter, executive director of foodservice at the NPD Group, said in a Dec. 2 release. “The fight for dollars was very aggressive [last] year and, out of necessity, the same competitive attitude is expected to uphold through 2014.” Operators who increased sales by more than three per cent in 2013 grew at a faster rate than the overall market. The NPD Group predicts that it will be challenging to convince Canadians to dine out more often. Despite flat traffic, NPD expects customer traffic to grow for some segments of the restaurant industry.
According to the research firm, Canadians are still motivated by the menu innovation at burger operations, so this quick service segment is expected to continue doing well. In the past five years, players in this category have successfully expanded menus beyond core burger offerings, with key growth (nine per cent since 2008) taking place during the end-of-day snacking period. In addition, snacking increased steadily during the same timeframe and has attracted more consumers to quick service coffee stores. “The snacking trend shows no sign of slowing down and while this is promising for quick service restaurants, it’s taking its toll on the full service sector,” said Carter. “Visitation for this group has been on the decline for the past several years and much of this is due to Canadians’ increased need for food on the go.” According to NPD research, traffic in the full-service segment is down 89 million visits per year from 2008, and the per-capita use of these restaurants has decreased from 55 visits per year in 2008 to 48 visits in 2013. Though limited overall market growth is anticipated in 2014, spending is still expected to increase in the full-service segment. “The battle for share in the full service segment led to a series of brand and chain consolidations in 2013,” said Carter. “Given the continuing struggle for growth in this segment, I would expect more consolidations in 2014.”
National Restaurant Association tracks the trends WASHINGTON, DC—The National Restaurant Association asked professional chefs and members of the American Culinary Federation, about trends that will be found on restaurant menus this year. Modifiers like locally-sourced, environmentally sustainable, gluten-free and organic will continue to see success in 2014. New trends to hit the market include quinoa noodles, ethnic-inspired breakfasts and hybrid desserts like the cronut, townie and ice cream cupcake.
COMING EVENTS • Jan. 28-30: Hotel, Motel & Restaurant Supply Show, Myrtle Beach Convention Center, Myrtle Beach, SC. www.hmrsss. com. • Feb. 5: FCPC Foodservice Interchange Conference, Mississauga Convention Centre, Mississauga, ON. www.fcpc.ca. • Feb. 10: Canadian Association of Food-
Also look for Peruvian cuisine to make waves and for chefs to find ways to cook noseto-tail and root-to-stalk recipes to reduce food waste.
Top 10 food trends 1. 2. 3. 4. 5. 6.
Locally sourced meats and seafood. Locally grown produce. Environmental sustainability. Healthy kids’ meals. Gluten-free cuisine. Hyper-local sourcing.
service Professionals Top Management Night, International Centre, Mississauga. www.cafp.com. • Feb. 12-13: Canadian Tourism & Marketing Summit, Eaton Chelsea Toronto Hotel, Toronto. www.cdntourismmarketing. ca. • Feb. 22-25: Canadian Society of Club Managers National F&B Conference, Delta Bessborough Hotel, Saskatoon. www.cscm.org.
7. Children’s nutrition. 8. Non-wheat noodles (e.g. rice, buckwheat, quinoa). 9. Sustainable seafood. 10. Farm/estate branded items.
Top 10 alcohol trends 1. 2. 3. 4.
Micro-distilled/artisan spirits. Locally produced beer/wine/spirits. Onsite barrel-aged drinks. Culinary cocktails (e.g. savoury, fresh ingredients).
• Mar. 2-4: CRFA Show. Direct Energy Centre, Exhibition Place, Toronto. www. crfa.ca. • Mar. 14: The Digital Restaurant Project. Ryerson University, Toronto. www.digitalrestaurantproject.com. • Mar. 16-18: International Boston Seafood Show, Boston, MA. www.seafoodexpo.com. • Mar. 24-27: International Pizza Expo, Las Vegas Convention Center, Las Vegas, NV.
5. Regional signature cocktails. 6. “New make” (unaged) whiskey. 7. Gluten-free beer. 8. Edible cocktails. 9. Food-liquor/ cocktail pairings. 10. Food-beer pairings.
www.pizzaexpo.com. • Mar. 26: Gordon Food Service 2014 Spring Food, Tabletop & Supplies Show. Toronto Congress Centre, Toronto. gfscanada.com. • Apr. 2-4: SIAL Canada Show, Palais des Congres of Montreal, Monteal. www.sialcanada.com. • Apr. 7-9: Online Revealed Conference, Hilton Toronto Airport Hotel & Suites, Toronto. www.onlinerevealed.com.
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Wellington’s kitchen brewery stocks up on in-house ales OTTAWA—Inside the kitchen at Wellington’s Gastropub, three employees are brewing up beer in stockpots. After testing their skills by homebrewing, Adam Newlands, Nathan Corey and Edwin McKinley founded Stock Pot Ales and set up shop inside the kitchen on most Sundays while Wellington’s is closed. “We thought we could probably brew on a small scale at the gastropub, so we pitched the idea of getting a brewpub licence,” Newlands told ORN. The brewers filled out the appropriate paper work—a process that requires both provincial and federal approval—to receive the licence. Newlands added that it is fairly easy for restaurants to be approved, but there are restrictions: beer produced under a brewpub licence can only be served on premise and cannot exceed 6.5 per cent alcohol content.
Nathan Corey of Stock Pot Ales, brewing in the kitchen of Wellington’s Gastropub.
Newlands said that, due to those restrictions, they also applied for a manufacturer’s licence, which involved sending samples to the LCBO quality assurance lab for testing. The team of brewers make between 100 and 140 litres of beer at a time. It is fermented inside food-safe pails and kept in a refurbished refrigerator in the basement. When the beer is ready, it is transferred to Cornelius-style kegs (corny kegs) for distribution in the pub. According to Newlands, the kegs are perfect because the lids pop off easily for cleaning. Newlands said that the beer lines are identical to what would typically be inside any restaurant selling draft beer, only the coupling is different, to fit the corny keg. According to Newlands, the idea was inspired by the operators at Motorburger in Windsor, who also brews beer in its kitchen. Newlands said that although the Ottawa craft beer community is small, it is a very supportive group. He said that they’ve learned a lot from brewers at Beyond the Pale Brewery and Beau’s All Natural Brewing. To date, Stock Pot Ales have featured four beers: Big PAPA, a peach and apricot pale ale; Fat Lip, a Cascadian dark ale; Bad Moon Rye’s In, a stout; and its flagship beer, Eddie Da Veto, a malty American-style pale ale. “We don’t want to get ahead of ourselves, but I think we will definitely look at ways to grow,” Newlands said.
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Trump deal INKed with O&B
STOCK Restaurant in Toronto’s Trump International Hotel and Tower.
TORONTO—Oliver & Bonacini Restaurants (O&B) and INK Entertainment announced in December that they have taken over management of the foodservice and entertainment operations at the Trump International Hotel and Tower in downtown Toronto. The two companies will share management responsibilities of the restaurant, bar and lounges, event spaces and in-room dining. O&B president Andrew Oliver said his company is thrilled by the opportunity to work with INK Entertainment to “make it one of the best spots in the city.” According to Oliver, the first step for O&B will be listening to the people already in place. “The idea to go in there and say that we know how to do everything perfectly just isn’t right,” Oliver told ORN. “At the end of the day, every situation, every venue, every operation is unique and there are various reasons why things work well and why things don’t work.” “Our collaboration ensures that the property will be Toronto’s most sensational hotel experience, with cutting-edge entertainment and nightlife options,” Charles Khabouth,
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chief executive officer of INK Entertainment, said in a release. Talon International Inc., developer of the Trump Hotel in Toronto, added it is pleased by the agreement. “Oliver & Bonacini Restaurants and INK Entertainment bring robust experience in restaurant and entertainment management and strengthen our property’s comprehensive offerings,” Neil Labette, president and CEO of Talon International Development and Talon Luxury Collection, said in a release. Trump International Hotel and Tower features 118 condominium residences, 261 luxurious hotel rooms, STOCK Restaurant Bar & Lounge, SUITS Lobby Bar and the Quartz Crystal Spa. The 135-seat STOCK restaurant—which opened in February of 2012—is housed on the 31st floor and includes a patio space along the southern side. O&B and INK also announced this fall that they are teaming up for a joint food, lounge and event venue project in Calgary that is scheduled to open in 2014.
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O p e r a t o r s d i s h o u t t h e i r t i p s f o r s t ay i n g o n t o p o f a co m p e t i t i v e b r e a k f a s t m a r ke t
By Jonathan Zettel, assistant editor
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ustomers have always wanted a high-quality product for as low a cost as possible; a message that rings especially true within the breakfast segment. Not only are hungry masses looking for fast and cheap, they are also looking for quality; a factor that has some restaurateurs purchasing specialty coffee machines, heading out to local farms and dusting off grandma’s old recipes. An increasing number of customers are concerned about farming practices and health issues, and want a meal that costs as little as possible. What’s more, they want it now.
Photos: Sunny side up egg by Mariola Streim. Eggs Benedict photo courtesy of Egg Farmers of Ontario. Pancake breakfast by D. Sharon Pruitt. Cereal and fruit by Andrés Virviescas. Tomato salad, eggs, and cheese toast breakfast by Michael Alaev. Eggs in green bowl by Teresa Howes. Coffee with biscuit by Dominic Morel. Hen with chick by Dominic Morel. Basket full of eggs by Andrea Kratzenberg.
RE A DY T O O R D E R Tucked along the shore of Georgian Bay, Marydale’s Family Restaurant in the town of Lion’s Head has been serving breakfast exactly how a customer would expect it from any number of similar family restaurants that dot rural Ontario. It’s simple: shell-fresh eggs with bacon or sausage, fried potatoes with toast and a bottomless cup of coffee. The familiar menu might not win any culinary beauty contests, but it is consistent and easy to execute. “We don’t go into a lot of fancy fruit trays or eggs benedict because typically things like that just slow us down,” owner Marydale Ashcroft tells ORN. Ashcroft—who has been running her restaurant for 13 years—firmly believes in the philosophy that less is more. “Not everybody likes garlic or onions. We just do a basic potato that makes the masses happy,” she says. A three-hour drive south, in the heart of downtown Toronto, McDonald’s Canada is also serving a simple breakfast of eggs, sausage or bacon, bread and coffee inside its recently opened flagship store. The massive 9,000-square-foot space is a far cry from Marydale’s 52-seat restaurant but the breakfast, at the core, is similar: serving up something simple, fast and at a
low cost. The easy-does-it model is the bread and butter of any restaurant breakfast service and has been keeping family restaurants booming with breakfast business for years. The difference here is that McDonald’s has taken the time-tested formula and wrapped it up to go. According to David Ford, spokesperson for McDonald’s Canada, the store—opened at the end of November—was designed, at least in part, to get as many of those simple breakfasts as possible out the door. “Our restaurant designs are evolving to allow quick and easy access to our McCafé beverages and menu items,” says Ford, adding that coffee sales for the quick-service giant have more than doubled in recent years. The new restaurant features a dedicated McCafé counter—completely separate from the main counter—which allows customers to pop into the store, order their coffee and breakfast sandwich and sit down among the flat-screen TVs, unlimited WiFi and fireplace or take it to go. The bells and whistles of the space, coupled with the easy flow of specialty coffees and portable sandwiches points to the new landscape of the breakfast market. Serving a simple, fast breakfast at a low price isn’t the endgame; it’s only the beginning.
S CR A M B L IN G T O G O According to Mary Chapman, director of product innovation at the research firm Technomic, QSRs that offer coffee and portable sandwiches are driving the breakfast market away from full-service restaurants. However, she points out that creating a cheap, portable sandwich isn’t necessarily a gateway into the market. “Convenience and portability and menu variety are very important to consumers but so is food quality and the quality of the experience,” Chapman says. “So, slapping on a breakfast menu is not going to work.” Technomic released a report midDecember on Canadian breakfast trends and while some chains can boast an increase in business, Chapman says breakfast sales overall are
not necessarily on the rise. “The good news is that most consumers eat breakfast and the bad news is that most consumers eat breakfast at home,” says Chapman. When consumers were asked if they were eating away from home more often than a year ago, most said no, citing cost as the primary reason. Chapman also warns that even with the right menu, chock-full of quality ingredients and a great location; the cards may still be stacked against restaurants trying to make waves in the breakfast market. “Wow, it’s such a tough decision,” she says. “In the U.S., we watched Wendy’s do test after test of breakfast and some things worked and some things just didn’t. And you think about Wendy’s position and its location and you know there’s no reason why it shouldn’t have succeeded.” All day breakfast photo courtesy of Egg Farmers of Ontario.
hoto mers ario.
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B R A N D IN G B RE A K FA S T Denny’s is one of those fortunate brands that can boast significant growth when it comes to full-service breakfast despite QSR success. According to Rajeev Nanda, director of operations, Denny’s breakfast has grown by two per cent more than any other daypart over the past year. Nanda says Denny’s has never considered opening a take-out counter that could cater to on-the-go millennials and provide portable, readymade sandwiches. “It’s a branding thing: we want it to be items that are served fresh, made fresh and are of the best value available.” On average, the morning shift at a typical Denny’s sees about 600 customers. The variety on the menu is notable and includes everything from pancakes to a skillet of veggies with eggs and sausages. When a customer
asks if they can modify the menu the answer is always yes. It’s this sort of variety and flexibility coupled with freshly prepared meals that Nanda says allows Denny’s to compete with the QSR model. “People have to compare value,” says Nanda. “You cannot compare food from a takeout counter to a fullservice restaurant.” Denny’s is not the only company careful not to overextend its brand. “I don’t know if people would think of Oliver & Bonacini as a place for breakfast. I don’t think a full-service breakfast is synonymous with the brand that we’ve built,” says Jarrett Young, vice-president of operations at O&B. Yet, the restaurant group is not totally out of the breakfast game: graband-go breakfast options aside a variety of specialty coffees and weekend brunch are available at Bannock and Canteen. Breakfast can also be served for business meetings at any of O&B’s
private dining rooms. “We have definitely made a conscious decision not to serve full-service breakfast in those two locations (Bannock and Canteen) but try more to capitalize on the coffee shop-type offerings from the period of 8 a.m. to 11 a.m.,” says Young. Not only do Canteen and Bannock capitalize on breakfast trends by offering portable sandwiches backed by a specialty coffee selection, they also connect with customers through their artisan bakery which provides all of the breads and pastries for O&B restaurants. But don’t look for O&B to expand to a weekday full-service breakfast anytime soon. “Adding a meal period onto an already seven-day-a-week operation for lunch and dinner incurs a whole bunch of costs, particularly from a labour standpoint,” says Young, who is quick to point out that the average guest check is considerably lower than it would be for lunch or dinner.
A G RE E N - PL AT E SPE CIA L All of the tables inside the Lazy Daisy Café were made from wood sourced from owner Dawn Chapman’s family farm. She grew up watching her grandfather and uncle produce natural food on their Midhurst, ON farm and when it came time for her to open her café, she wanted to draw on that tradition as much as possible. Chapman says she was also tired of going to the grocery store and trying to decipher long ingredient lists.“This is not what I want to eat myself,” says Chapman, adding she felt others would not want additiveheavy foods for themselves or their children. And so, the Lazy Daisy Café was born. Everything served in the 35-seat space located in Toronto’s Little India along Gerrard St. E., is naturallyraised and hormone free. The directtrade, locally-roasted Pilot coffee is brewed fresh with specialty coffee options available.
Chapman had a familiar inspiration for designing the breakfast menu. “My dad was a Tim Hortons guy,” she says. “Everyone loves the breakfast sandwich, everyone wants a breakfast sandwich. So what can we do to make this breakfast sandwich just amazing and not only taste amazing but stand by all those philosophies?” Daisy’s serves up a free-run egg with lightly smoked bacon and old cheddar on a house-made, buttery homestead biscuit. For Chapman, it’s important to provide a good variety of healthy foods (she also carries gluten-free products) that are portable and inexpensive. Where some restaurants might sacrifice quality for value, Chapman asks: “Why can’t we have both?” Ultimately balancing the breakfast equation between quality and value, not to mention consistency and innovation, bring new challenges to those restaurateurs in the breakfast daypart. Operators that can beat the odds will find that breakfast profits can add real value to the bottom line.
Breakfast bites
Industry experts look at what’s on our plates for the morning daypart. HOME AWAY FROM HOME: According to Julie Unsworth, director of food marketing at Tim Hortons, QSR breakfasts have become a more important away-from-home eating occasion for Ontarians over the last five years. In 2008, 15.5 per cent of all meals away from home were for breakfast. This has grown to nearly 18 per cent in 2013. She adds that Tim Hortons captures two-thirds of all QSR breakfast visits in Ontario.
Chris and Laura Mullet Koop, professional egg farmers in Jordan, ON.
LOOKING AT LOCAL: Clare Jones, food consultant for the Egg Farmers of Ontario, works with more than 1,000 restaurants annually, and says locally-sourced food is still a major trend. Bill Mitchell, director of public affairs for the Egg Farmers of Ontario adds nationwide egg sales over the past year are up by 3 per cent. According to Mary Chapman of Technomic research, up to 25 per cent of those surveyed said they would pay more for locally sourced food, while only 18 per cent said the same for organic. The highest modifier score came from made-from-scratch or made-in-house at 32 per cent.
BRINGING HOME THE BACON: Darren Vanstone of the World Society for the Protection of Animals says there is currently a lot of interest among restaurateurs for more humanely raised pork. He says more than 100 restaurants across Canada have signed on to serve only gestation crate-free pork and the list is growing. CONSIDER THE CUSTOMER: Peter Daly, director of sales at The Elite Meat Company suggests restaurateurs should consider running limited-time offers to keep their menus fresh. Daly adds that customers are informed and intuitive so it is important for restaurants to purchase quality products. GOOD TO THE LAST DROP: Sandy McAlpine, president of the Coffee Association of Canada says that coffee is the number one menu item in the restaurant business and adds that 70 per cent of consumption occurs before noon. McAlpine says restaurants that have not updated their coffee offering over the last decade have had business stolen from those who have paid attention to trends. He recommends restaurants invest in coffee machines that can produce specialty drinks.
Professional egg farmer Glynis Veldman of Embro, ON.
Chicken or the egg? “At the end of the day,” muses Errol Roulstone, senior director of foodservice sales at Burnbrae Farms, “I don’t think there’s anything healthier for you than an egg, for the price.” Burnbrae Farms is one of Canada’s largest egg producers and distributors. Every egg cracked in a Canadian McDonald’s—and there were more than 76 million of them in 2012—comes from Burnbrae Farms. “The biggest thing right now is specialty eggs,” says Roulstone pointing to a small but growing demand for free-run, free-range, omega-3 and organic eggs. Free-run hens are housed in a large room and allowed to roam about, and it’s a similar setup with free-range hens except that they have access to the outdoors, although the Canadian climate may not be ideal
for avian adventures. Currently nearly 95 per cent of eggs in Canada come from caged hens, and as Roulstone points out, this number is even higher in the foodservice industry, topping at 98 per cent. According to Technomic, only 16 per cent of those who eat breakfast at restaurants would be willing to pay extra for a free-run egg. The number willing to pay more rises to 25 per cent when considering locally-sourced eggs. Roulstone says that when restaurants are deciding on whether to move to free-run eggs they ask if it’s a better egg. “I could not tell you are eating a better egg,” says Roulstone adding the difference is really animal welfare. “There are pros and cons to both systems: there’s a higher mortality rate in free-run systems than in conventional cages,” he says, adding that the pecking order of a roost can be vicious.
Nonetheless, Roulstone predicts, “more of your largest organizations will move eventually to free-run for the social responsibility.”
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The French connection Why Ontario restaurateurs should consider expansion into the Quebec market By James Fok
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s we head into 2014, operators on the lookout for new markets may be looking outside the province’s borders. A quick review of foodservice performance in 2013 underscores a year of struggle for restaurant operators across the country. According to NPD Crest data, customer traffic at restaurants during 2013 remained flat, meaning that Canadians, on average, ate at restaurants the same number of times they did in 2012. Despite a sluggish restaurant market in 2013, there were areas of the country that outperformed the overall market. Regions such as Manitoba, Saskatchewan and Alberta led the country in restaurant growth. British Columbia continues to struggle as do the Atlantic provinces. Market performance in Ontario is reflective of the overall industry while the Quebec market remains stable with restaurant traffic increasing by one per cent. Looking forward to 2014, what area of the country presents the best opportunity to expand beyond Ontario borders? Despite strong growth in the Prairie provinces and Alberta, Ontario restaurants looking to expand outside of Ontario may want to consider the Quebec market. NPD’s Crest data shows that Quebec represents 18 per cent of Canada’s commercial foodservice traffic and 19 per cent of total foodservice dollars, making Quebec the second largest regional market in Canada next to Ontario. Despite the close proximity to Ontario, perceived cultural differences and language laws
in Quebec may intimidate Ontario restaurant operators from expanding into the province. But the reality is that the dynamics of the Quebec restaurant market and Ontario restaurant market have many similarities. In fact, the Quebec market is even more similar to the B.C. market, which also presents a great opportunity for West Coast restaurant brands expanding across the country to continue into the Quebec market. Both B.C. and Quebec also have successful chain concepts and innovative operators. In addition, the Ontario restaurant market is highly developed for chain concepts while both B.C. and Quebec have a high proportion of independent restaurant operators. Today, independents represent 34 per cent of overall traffic in Quebec compared to 25 per cent in the rest of Canada. Chain concepts looking to expand into Quebec may find competition less extreme compared to other regions of Canada, an idea that is especially true for full service dining restaurants. In Quebec, the share of traffic to full service restaurants is significantly higher at 35 per cent compared to the rest of the country at 22 per cent. While full service experienced either decline or slow growth in other regions over the past two years, it continues to grow in Quebec with dollar and traffic gains in 2013. According to NPD’s Eating Patterns in Canada, the majority of those in Quebec think it’s important to eat full and regular meals each day. As a result, supper traffic over-indexes considerably in Quebec compared to the rest
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of Canada. Lunch traffic is also higher. Afternoon and evening snack occasions are also making strong gains at QSRs and grocery/ convenience stores in Quebec. This may be a result of Quebec consumers citing an increase in treat-based occasions. Despite some cultural differences, Quebec
represents a great opportunity for Ontariobased restaurant chains to expand into a market that embraces an environment of dynamic and exciting restaurant concepts. James Fok is a client development manager, foodservice with the NPD Group.
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BeverageNews A MONTHLY REPORT ON THE BEVERAGE INDUSTRY
which will support winery and vineyard investments and create a Wine Secretariat to provide a point-of-contact between the province and the industry. Premier Kathleen Wynne and MPP Jim Bradley will lead the Wine Secretariat. “With this renewed strategy, we are helping the province’s wine and grape industry to grow, strengthening our economy and building Ontario’s reputation for quality wines,” Bradley said in a release. Premier Wynne called on consumers to purchase Ontario wines. “They’re local, they’re good for our economy and they support good jobs,” Wynne said. The Winery and Grower Alliance of Ontario (WGAO) called the investment “significant”
Province announces $75M and new rules for wine
TORONTO—The province is investing $75 million over five years into the Ontario winemaking industry and is loosening the rules around where wine can be sold. The renewed Wine and Grape Strategy— which was launched in 2009—will allow Vintners Quality Alliance (VQA) Ontario wines to be sold at farmers’ markets and expand the LCBO’s selection of VQA wines. The strategy will also establish a fund
William St. Beer Co. to launch in Cobourg COBOURG, ON—William St. Beer Co. is renovating a Cobourg space that will house its nanobrewery, tasting area and retail store. Headed by Sean Walpole, the company located at 412 William St. in Cobourg, will be receiving its brewing equipment in January and hope to be open for retail in March. Walpole told ORN that once the brewery is in full operation it could produce 120 galloons of beer (or 25 kegs) weekly, which will be divided up between commercial and retail sales. “The climate being what it is and the popularity of a nanobrewery in Ontario, the time just seemed like a perfect one to be able to take this next step forward,” Walpole said. William St. Beer Co. will produce two flagship beers: North Shore Blonde, an easydrinking blond ale; and the Cliff Top Pale Ale, an American-style pale ale that is hop forward but not too aggressive, according to Walpole. Walpole said they will also produce seasonal casks. Currently, he is brewing a Belgium-style saison with cranberry and apple. He said he
adds rosemary and thyme during the boil, to give it “a festive feel.” According to Walpole, the brewery is already receiving pre-orders from local restaurants and hotels and adds that there has been great support from the town. “The idea is to create something that speaks to the locavore mentality,” he said, adding this is a return to a time when breweries catered to a small community. Through the process of applying for a licence, Walpole said he believes it is getting easier. “Both the federal and provincial governments have seen the benefits of these small brewing operations in communities and seem now, more than ever, to be facilitating the opening of breweries rather than throwing [up] a lot of red tape,” he said. Walpole, who has a background in business, said he is a homebrewer “gone wrong,” adding that over the years operations kept growing and growing until it was finally time to open shop in Cobourg. “It’s a great community that we are really excited to serve,” he said.
Talking about Napa
TORONTO—Napa Valley Vintners were in town in late October as part of a two-city, Canadian, week-long Taste Napa Valley tour in Toronto and Montreal. Forty winery representatives, including Cakebread Cellars, Grgich Hills Estate, Robert Mondavi Winery and Stag’s Leap Wine Cellars, came to the Royal Ontario Museum for a walk around trade tasting. An educational seminar, led by master sommelier John Szabo, brought winemakers and winery heads including president of Shafer
and added they support the initiative. Jim Clark, chair of WGAO and president of Colio Estate Wines said that the provincial government is a key partner in growing Ontario’s wine industry. “Today’s announcement demonstrates that Premier Wynne and her government are committed to helping grow our industry and creating jobs here in Ontario,” Clark said in a release. Patrick Gedge, president and CEO of WGAO said he looks forward to working with the government and industry partners to determine how these new funds can be used to grow the industry. “Ontario’s VQA and blended wines are a key source of manufacturing, agriculture and tourism jobs in the province, and we are pleased the government has taken the time to truly understand the issues and opportunities that we face,” Gedge said in a release. According to WGAO, Ontario’s wine and grape industry contributed an estimated $3.3 billion to the economy in 2011. Since 2008, sales of VQA wines in Ontario has increased by $100 million. More than 14,000 jobs are tied to the grape and wine industry in Ontario.
Icewine comes early NIAGARA—Cold temperatures in November brought an early icewine harvest in the Niagara region. Although harvest times vary from year to year, temperatures dropped to as low as -8 C, allowing winemakers the appropriate conditions. In January, the annual Icewine Festival— a three-week celebration of icewine—allows consumers the chance to experience a collection of icewine-related events, including tastings and a gala. Allan Schmidt, president of Vineland Estates Winery and chair of the Wine Council of Ontario said that the festival is a time to celebrate something “that is quintessentially Canadian.” Vineyards Doug Shafer and Russ Weis, general manager of Silverado Vineyards in front of sommeliers and other wine industry members to talk about the state of the California wine market. "Our northern neighbours are very important to the wineries of Napa Valley," said Weis in a release. "For many of the vintners participating in this visit, Canada is their top sales market outside of the U.S." Canada was the fastest growing export market for California wines in 2012, according to the Wine Institute. In terms of overall export volume and sales during the same year, Canada fell just behind the 27 combined countries of the European Union. From left: A seminar panel including Doug Shafer, Russ Weis and John Szabo.
Canadian startup releases new wine app
Br i e f s
CALGARY— Mobility Quotient has released a smartphone app for consumers looking to learn more about local vineyards, grapes and wine events. The Calgary-based mobile solutions agency said the app—Just Wine—is suitable for both experienced sommeliers and beginners. According to Mobility Quotient CEO Nikhil Sonpal in a Dec. 16 release, the app is a way “to bridge the gap between what you don’t know about wine and what you should know about wine.” Restaurateurs can add their wine menus to the Just Wine app, as a way to allow customers unlimited access to their offerings. A “learn” section will show users how to swirl, sniff and swish their wines and how to distinguish unique flavours and aromas. The app also profiles local vineyards and teaches about the differences between types of grapes.
Brewpub taking flight in Barrie BARRIE, ON—Barnstormer Brewing and Pizzeria is geared up to open in Barrie, ON, with aviation-themed beer and atmosphere. Co-owners Dustin Norlund and Akos Toszer launched the Barnstormer label at Cask Days in Toronto in October, the ninth annual cask-conditioned craft beer festival. The pair opened its onsite retail store in early December. The craft beer varieties feature Light Landing Lager, Flight Delay IPA and Billy Bishop Brown. The menu for the brewpub, slated to open this month, also gives a nod to flying the blue skies, naming its assortment of pizzas—separated into those with a tomato or cream sauce—after flying, planes and airports. 384 Yonge Street #3, Barrie, ON. (705) 481-1701, barnstormerbrewing.com, @BarnstormerBeer.
The Beer Store to see 13 new stores, 61 renovations TORONTO—The Beer Store has announced a $30-million investment that will see 13 new outlets and 61 renovated locations across the province. According to the Toronto Star, Beer Store president Ted Moroz said the new locations and renovated spaces will feature “a more tactile shopping experience.” New stores will include separate area for returning empties and more products in the lobby. The investment will also go toward training staff. The renovations are expected to be completed within the year.
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O N TA R I O R E S TAU R A N T N E W S
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Meet Walter: premium caesar mix Brutus Beverages Inc. introduces Walter, a premium caesar cocktail mix. Walter—named after caesar creator Walter Chell—is smallbatch brewed and made with vineripened tomatoes, grated horserad horseradish, Worcestershire, hot sauce, select spices and real clam juice from the North Atlantic. Walter comes in two flavours: well spiced and mildly spiced. For more information, visit www. waltercaesar.com
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1. Walter, a premium caesar cocktail mix. 2. Tonguespank Spice Company’s new series of dry spices based on liquor-infused hot peppers. 3. Scotsman Ice Systems’ new under-the-counter ice machines. 4. Cascades Moka. 5. E la Carte Presto tablets.
Chicago-based Tonguespank Spice Company has a new series of dry spices based on liquor-infused hot peppers. Made with all-natural ingredients, rare peppers and no preservatives, the series includes Smoky Bourbon, Garlic Grappa, Citrus Rum, Wasabi Sake. For those seeking extreme heat, customers can try Tonguespank’s hottest blend: Scorpion Bourbon. According to the company, the spice blend uses Trinidad Moruga Scorpion peppers, which are 100 times hotter than jalapeños. For more information, visit www.tonguespank-spice-company. myshopify.com.
Compact ice makers Scotsman Ice Systems has unveiled a new line of compact, under-thecounter ice machines. The machines cater to the market’s request for a basic cuber that produces less than 100 pounds of ice daily. The product line—dubbed Essentials—has three machines that produce between 58 and 100 lbs of ice daily. Each model is made of recyclable materials and run by a refrigerant with a low ozone-depleting potential. For more information, visit www. scotsman-ice.com.
Come satisfy your Appetite for Adventure at the Gordon Food Service® 2014 Spring Food, Tabletop & Supplies Show. Ascend to new heights by exploring new flavours and ideas for your business.
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Toronto Congress Centre, Halls D & E 9 a.m.–5 p.m. For more information, contact your Gordon Food Service representative at (800) 268-0159.
Bathroom tissue goes green Pulp and Paper International awarded Cascades the “Environmental Strategy of the Year” and
“Innovative Product of the Year” titles in December for its line of green paper products. The awardwinning line Cascades Moka eliminates chemical whitening and is composed of 100 per cent recycled fiber. According to the company, Cascades can use five times less water and two times less energy than the North American paper industry average. For more information, visit www. cascades.com.
Applebee’s adds tablets Applebee’s plans to install tablets on every table and multiple bar positions at more than 1,800 restaurants by the end of next year. DineEquity, franchisor of Applebee’s and IHOP restaurants, announced an aggressive schedule for 2014 tablet installations throughout the Applebee’s system in early December. E la Carte Presto tablets will be installed, allowing guests to add to orders, pay and play games at the table. “Let’s face it, everyone who has ever been to a restaurant has been frustrated by waiting for their check,” Applebee’s president Mike Archer said in a release. “Starting out, our goal was to create a way for guests to control when and how they pay their check. What we learned after nearly two years of testing is we can provide much more.” In the pilot program, the tablets significantly reduced transaction times, according to the casual dining chain. Designed specifically for restaurants, the tablets are intended to withstand spills and bumps. Initially, the tablets will provide the ability for guests to pay, add additional drinks, desserts and other menu items to their order and also play a selection of games. During the next 18 months, video streaming, music, additional games, social media interaction with Applebee’s online pages and gift card sales will be added. For more information, visit elacarte.com.
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JA N U A RY 2 014
KFC Canada heads into fast casual
TORONTO—KFC Canada has made its move into the fast casual market with the opening of KFC Select at 730 Yonge St. on Dec. 16. It is the first KFC Select to open worldwide. The 1,200-square-foot eatery seats 23 and features an updated design, with exposed brick and wood finishes, and an openconcept kitchen. KFC chief marketing officer David Vivenes told ORN the new store combines the heritage of the brand with an updated design and menu for an urban environment.
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“We believe this concept will resonate with a younger audience,” he said. The first outpost is being introduced at a location operated by Soul Restaurants Canada, which owns more than 200 KFC franchises nationwide. The new menu offers chicken fillets, burgers and meals of grilled chicken in either a burrito, rice bowl or on a salad each for $5.99. The meals are served three ways: fajitastyle with black beans, grilled vegetables, cheese, salsa and sour cream;
California-style, with guacamole, cilantro mayonnaise, sour cream and pico de gallo; or with mango salsa, cheese and sweet chili sauce. On the dessert menu, offerings include cheesecake or the signature Kream Ball, a vanilla ice cream-based treat that comes in chocolate hazelnut, strawberry shortcake and caramel. Franchisee Shehzad Janmohamed said the family-owned Soul Restaurants is excited to see how the KFC Select store performs and would consider future growth. KFC general manger Nicolas Burquier said the company is open to potential new openings of the concept, particularly in urban areas. “We want to open more in the future,” he said, adding there are no firm plans as of yet. KFC Select is part of KFC’s future growth and brand resurgence, said Burquier, who called the flagship opening a “milestone” in the process of revitalizing the brand. There are 674 locations across the country—many of which are being renovated, according to Vivenes—and 20 new stores opened in 2013.
Burquier said the smaller KFC Select concept allows the brand to fit into different sized real estate. The average expected footprint is 1,500 square feet and stores could be anywhere between 1,200 and 1,800 square feet. Left picture: From left: Aly Janmohamed, president and CEO of Soul Restaurants, franchisee Shehzad Janmohamed, KFC general manger Nicolas Burquier and David Vivenes, chief marketing officer for KFC Canada. Below: The interior of the new KFC Select flagship Canadian store.
New conference to focus on managing online experiences TORONTO—The Ted Rogers Institute for Tourism and Hospitality Research is hosting an inaugural Digital Restaurant Project at Ryerson University on March 14. Entering a hyper-digital era, the Internet and digital media play an increasing role in restaurant success. The conference will explore the restaurant industry’s transformation into a more digital experience. The kick-off event will look at social media and group-buying websites. Anna Tauzin, manager of digital innovation for the National Restaurant Association, will present a keynote address on digital innovations for the industry. A series of 15-minute talks will explore online reputation management and engaging beyond the online reservation. An industry panel will examine changing technology with a focus on the introduction and innovation of tablets within the hospitality industry. During an evening cocktail session, chef Carl Heinrich of Toronto’s Richmond Station restaurant will discuss the positive effects of social media on his business. Every ticket purchased will also cover admission for a Ryerson hospitality student. Tickets are $150 or four for $500 and available by emailing ellie.tennenhouse@ryerson.ca.
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From left: Serge Riendeau, president of Agropur, Longueuil Mayor Caroline StHilaire and Robert Coallier, Agropur CEO.
Kellogg closing London plant LONDON, ON—The Kellogg Company announced in early December that it will close its London, ON, ready-to-eat cereal plant by the end of 2014. The closure will affect 500 unionized workers, according to the Globe and Mail. A statement released by the company attributes the closing to part of an overall global strategy called Project K that includes the expansion of the company’s cereal and snacks plant in Rayong, Thailand, scheduled to be fully operational in 2015. “As with any project of this scope and one that impacts people, these are difficult decisions,” Kellogg president and chief executive officer John Bryant said in the release. “We have a compelling business need to better align our assets with marketplace trends and customer requirements. To that end, we are taking action to ensure our manufacturing network is operating the right number of plants and production lines—in the right locations—to better meet current and future production needs
and the evolving needs of our customers.” When the four-year, cost-saving measure Project K was announced by Kellogg in early November, the company said it will cut seven per cent of its workforce globally by 2017. “Cash savings are expected to reach an annual run-rate of between $425 million and $475 million in 2018. Consequently, the program’s expected after-tax rate of return is approximately 30 per cent,” according to Kellogg’s third quarter report. The report states the company will be increasing its investments in areas including brand building and in-store execution in core markets and infrastructure, such as research and development and increased capacity. It will also look at “reducing redundancy” in its global category teams. According to the report, Kellogg North America’s reported and internal net sales decreased by 1.3 per cent to $2.4 billion in the third quarter. The company posted 2012 sales of $14.2 billion.
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Based in Battle Creek, MI, Kellogg brands include All-Bran, Corn Flakes, Eggo, Froot Loops, Frosted Flakes, Rice Krispies, Special K and Pringles, which the company acquired in May 2012. “I am disappointed with the decision by Kellogg to close its plant in London at the end of next year, and I extend my support to the affected employees and their families,” said Ontario Premier and Minister of Agriculture and Food Kathleen Wynne in a statement. “The government will make sure this community receives the resources they need at this challenging time and will deploy specific programs, such as the Rapid Re-employment and Training Service, as required.” This is the second planned closure of a major food manufacturing plant announced in Southwestern Ontario in a month, following the Heinz plant shutdown announcement in Leamington, ON, on Nov. 14. Kellogg has been in London, ON since 1924.
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LONGUEUIL, QC—Agropur Cooperative announced Dec. 9 that it will build a new head office to be connected to the fine cheese business unit’s existing building in Longueuil, QC, alongside Highway 30, in the StHubert borough. Construction is slated to begin in March. The building will house more than 600 employees when it opens in early 2016. “We want to build an environment that is stimulating for our existing teams and responsive to the needs of future generations,” Robert Coallier, Agropur chief executive officer, said in a release. “This state-of-the-art, LEEDcertified building will improve our efficiency and energize our internal functioning by increasing the well-
Supply Br i e fS Sysco, US Foods to merge HOUSTON, TX—Sysco Corporation and US Foods announced an agreement to merge on Dec. 9. The total enterprise value of the transaction is about $8.2 billion, according to a news release. Bill DeLaney, Sysco president and chief executive officer, will lead the combined company, which will continue to be named Sysco and headquartered in Houston, TX. A Sysco company spokesperson told ORN the merger has no effect in Canada as US Foods operates only in the U.S.
FDA considers regulation of antibiotics in animal feed
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SILVER SPRING, MD—The U.S. Food and Drug Administration (FDA) proposed new regulations in December aimed at limiting the use of certain human antibiotics in animal feed. Some drugs originally used to fight infection are being marketed as promoting growth in farm animals. The regulations propose
being of individuals and work teams,” Agropur president Serge Riendeau said in the release. The building will serve as Agropur’s head office and an administrative centre, with the company’s corporate departments and some of its operating sectors. Founded in 1938, Agropur reports sales of nearly $3.8 billion and processes more than 3.3 billion litres of milk per year in its 31 plants across North America. The co-operative, which employs 6,300 and is jointly owned by 3,400 dairy producers, has seen a number of mergers and acquisitions during the 2013 calendar year. In midNovember, Agropur announced the acquisitions of Damafro Inc. and M. Larivee International Inc. asking drug companies to stop making that claim and to require prescriptions from veterinarians. According to the FDA, frequent use of antibiotics to help livestock grow by farmers is contributing the rise of antibiotic-resistant bacteria. “It is important to use these drugs only when medically necessary,” said the FDA on its website. “Governments around the world consider antimicrobial-resistant bacteria a major threat to human health.” Congresswoman Chellie Pingree said she is glad about the steps being proposed and the recognition of a problem, but rules need to be tougher still. “Drug companies can just relabel their drug and say they are for preventing illness in animals or choose not to comply with that requirement at all,” said Pingree, an organic farmer in Maine. “I’d like to see rules with more teeth but I’m hopeful that this is just the first step forward toward tougher regulation.” In March, the Ontario Medical Association urged lawmakers to ban the use of antibiotics as growth promoters in food animal production, encouraging a prescription to be required.
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JA N U A RY 2 014
Students take a pass on healthy food strategy, says auditor’s report 2.
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1. Chef Jamie Kennedy at the newly revamped Gilead Wine Bar. Photo by Jo Dickens. 2. Kennedy’s trademark fries with two sauces. 3. Various beets salad. 4. Charcuterie plate with pickles and toast.
Kennedy goes back to his roots TORONTO—Chef Jamie Kennedy has headed back into the dinner game with the Dec. 5 reopening of Gilead Café as a wine bar. The 40-seat space at 4 Gilead Pl. opened in 2008 as a daytime restaurant, with an additional dinner service added in 2010. It later moved back to a daytimefocused eatery, running occasional wine dinners as special events. The return to dinner service and rebranding was kicked off during a media event in December, and brings back Kennedy staples such as the namesake fries, as well as charcuterie plates featuring head cheese, a marinated lake trout dish and a two-way preparation of braised and
crispy pork with apples. Adhering to the local tenets that are part of Kennedy’s wheelhouse, small sharing plates priced between $6 and $15 make up most of the menu. Sous chef Nick Drake, who formerly cooked with chef Brad Long, another promoter of local cooking, at Café Belong at the Evergreen Brickworks, joins Kennedy in the kitchen. As with his other restaurants, Kennedy places the focus on Ontario wines, priced in three-ounce and sixounce pours. Sommelier and manager Emily Pearce, formerly of Terroni restaurant, pairs each plate with options from local wineries including Flat
Rock, Stratus and Norman Hardie. Kennedy sold his original wine bar on Church Street in 2009 to former staffers Scott Vivian and Rachelle Cadwell, now co-owners of Beast restaurant. He opened Windows by Jamie Kennedy at the Falls Avenue Resort in Niagara Falls in early 2012 and in early 2013, ceded The Gardiner Café to managing caterer À La Carte Kitchen. A recipient of the Order of Canada, Kennedy has helmed Toronto restaurants such as the Palmerston and Jamie Kennedy at the Museum.
TORONTO—According to the provincial auditor’s annual report, the Healthy School Strategy has been given a failing grade by students. The province introduced the School Food and Beverage Policy setting nutritional standards for food and drink sold in publicly funded schools in 2010 in an effort to reduce the number of overweight children. According to the report, almost one in three students is overweight and 12 per cent are considered obese. Healthier fare replaced fried foods at schools across the province, but students have abandoned the cafeteria according to Ontario AuditorGeneral Bonnie Lysyk. “The secondary school principals to whom we spoke indicated that many students now prefer to eat at nearby fast food outlets instead of choosing the healthier foods offered in the school cafeteria,” Lysyk said in the report. School boards were required to ensure that all food and beverages sold on school premises complied with the policy by Sept. 1, 2011. According to the report, secondary school cafeteria sales decreased between 25 and 45 per cent after introducing healthier menu choices at the three school boards visited by auditors. With chocolate bars and pop eliminated from vending machines,
revenue dropped as much as 85 per cent. According to the auditor’s report, neither the Ministry of Education nor the visited school boards had an effective monitoring strategy in place to ensure food and beverages sold comply with the policy’s nutritional standards. “To illustrate, none of the three school boards we visited had reviewed the food and beverages sold in their cafeterias to ensure that the items met nutrition standards,” stated the report. “Furthermore, a cafeteria vendor at one school board did not have sufficient nutrition information to show compliance, and based on the nutrition information that was provided, we identified a number of instances where the products did not comply.” In 2012, the Toronto District School Board (TDSB) closed 32 cafeterias because they were losing money. In an effort to revitalize the cafeteria, the TDSB also enlisted Susur Lee to help launch My Food My Way, a program supporting student-driven menus which has partnered with the Food Innovation and Research Studio at George Brown College to launch the Recipe Lab Innovation Project in teaching kitchen schools across the GTA. Secondary school cafeteria sales decreased between 25 and 45 per cent after introducing healthier menu choices at the three school boards visited by auditors, said a provincial report.
4 Gilead Pl., Toronto. (647) 288-0680, Jamiekennedy.ca, @ChefJKennedy.
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Canoe’s senior sommelier Will Predhomme moved on from his post in December after six years with the Oliver & Bonacini restaurant in Toronto. “It’s time for me to make that jump,” Predhomme told ORN. Predhomme, who will remain on a contract basis to produce O&B’s wine program, will be taking on a variety of projects, such as partnering with Burlington-based Bevsupport Corp. as of Jan. 1 to provide HR placements for the wine industry, as well as opening an online retail store for glassware. Predhomme is also making the jump from sommelier to wine producer with North Shore Project, a collaboration with Jonas Newman and Vicky Samaras from Hinterland Winery. Since the Prince Edward County-based winery produces sparkling wine, its production is done well before red wine production starts, leaving an empty winery where North Shore Project will make Northern Rhone-style Syrah with purchased grapes from Colio Estate Vineyards. “It’s a convivial effort by a bunch of people that wanted to do something fun,” said Predhomme. Although North Shore, named after Predhomme’s hometown of Windsor, is initially a not-for-profit passion project, he hopes to eventually make it a commercial product with international distribution. A soft release of 70 cases in January will be floated amongst Predhomme’s contacts in the industry for testing.
Pricing will be approximately $22 ($18 for licensees) per bottle. Predhomme will also continue his educational efforts, teaching at the University of Guelph as an associate professor and working as an instructor at Wine & Spirits Education Trust. Susan Somerville was recently appointed the dean for Humber College’s school of hospitality, recreation and tourism. She started in her new role as of Oct. 21. According to a bulletin from president and chief executive officer Chris Whitaker, Somerville has more than two decades of industry experience in the public and private sectors of foodservice and hospitality. Somerville told ORN her goals for the school are linked to Humber’s vision of polytechnic education: “Connecting our students with industry and ensuring that our graduates have the knowledge, attitudes and experiences required to be successful in the workplace is our ultimate goal.” Somerville joined Humber College in 2010 as the program co-ordinator for the food and nutrition management program, during which time she taught, developed curriculum, established industry partnerships and acquired capital donations. Since then, the program has increased from 12 to 140 students. A registered dietician and owner of a nutrition and foodservice consulting business, she has worked with contract foodservice companies, such
as Cara Operations and Compass Group on projects nationwide. Former dean Alister Mathieson was appointed to the role of vicepresident of advancement and external affairs at the college. Kirby’s Bar and Buffet, located at the Best Western Plus Brant Park Inn & Conference Centre in Brantford, ON, has a new executive chef at the helm with the addition of Stephen Huszczo. Chef Huszczo brings more than 30 years of culinary expertise to Kirby’s. His experience ranges from full service catering to new product development to independent restaurateur and chef. His catering experience includes his own Rendezvous Restaurant and Catering and working at the Regal Constellation Hotel, which was the largest convention centre hotel in Canada, where he served events of up to 3,000 guests. Chopped Canada premiered Jan. 2 on the Food Network. The Canadian edition is hosted by Toronto-native Dean McDermott and features a rotating panel of judges including Lynn Crawford, Chuck Hughes, Michael Smith, Susur Lee, Roger Mooking, Vikram Vij, John Higgins, and Anne Yarymowich. Each episode pits four chefs against each other and the clock for a chance to win $10,000. Cooking off in head-to-head challenges, the competitors attempt to turn a basket of mystery ingredients into a three-course
meal. Course by course, the judges eliminate chefs from the competition until one remains. Of the 52 chefs to face off in its inaugural season, more than half (34) are from Ontario; British Columbia will be represented by six competitors; there are five from both Quebec and Alberta; and one each from Newfoundland and Labrador and the Northwest Territories. Guy Rubino and Hemant Bhagwani are the most recent chefs to lend their names to restaurants opening at Pearson Airport in Mississauga. Rubino’s Acer—a modern Japanese concept—opened in Terminal 3 and will feature salmon, hamachi, volcano maki rolls and Korean short ribs. At Terminal 1, Bhagwani’s Marathi will serve Indian cuisine: butter chicken naan panini, black tiger shrimp vindaloo and a selection of Indian street food. The two concepts join a slew of chefs setting up shop at Pearson Airport. In November, Lynn Crawford, Susur Lee and Roger Mooking all announced their involvement with the ongoing revitalization of Pearson’s foodservice. Since April 2012, 11 new dining concepts have opened at the airport. David Martin, director of Ted Rogers School of Hospitality and Tourism Management at Ryerson University, has been elected chair of the Ontario Tourism Education Training (OTEC) board.
1. Will Predhomme, former senior sommelier at Canoe. 2. Susan Somerville, new dean of Humber College’s school of hospitality, recreation and tourism. 3. Stephen Huszczco, executive chef, Kirby’s Bar and Buffet at the Best Western Plus Brant Park Inn & Conference Centre. 4. John Higgins, chef and director George Brown Chef School. 5. Lynn Crawford, chef at Ruby Watchco. 6. David Martin, Ryerson University. 7. Bill Allen, WRA Management Grp. 8. Erin Elkin, Toronto Airport Marriott. 9. Gary Hallam, Conestoga College. 10. Esther Lee, Metro Toronto Convention Centre.
A member of the OTEC board since 2009, Martin holds a masters of science in service quality management and a doctorate of business administration from the University of Sarasota. He is a tenured associate professor and his teaching and research expertise is in customer service management, business simulations and culinary tourism. Bill Allen, managing director of WRA Management Group and former president of the Tourism Industry Association of Ontario became vice-chair. He previously served as industry liaison. Joining the executive as industry liaison is new board member Esther Lee, vice-president of human resources and administration at the Metro Toronto Convention Centre. Lee has an extensive human resource background in the hotel, foodservice and casino industries and will bring industry perspective to the board. Other new directors include: • Erin Elkin, director of human resources, Toronto Airport Marriott; president of the Hospitality Human Resources Association; • Grace Sammut, managing director, Resorts of Ontario; • Gary Hallam, executive dean, School of Business and Hospitality, Conestoga College; • Doug Hyland, managing partner, ROCG Americas; and • Nick DiRenzo, senior vice-president, personal banking services, Alterna Savings/Alterna Bank.
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