Flair Magazine - Edition 4 | 2023 by Bunzl ANZ

EDITION 4, 2023

QUALITY RECEPTION

How large-scale hotels maintain superior standards of service within a unique seasonality landscape. WAREHOUSE OPERATIONS Q&A SUMMER ON A PLATE SALES TEAM SOLUTIONS PUB GRUB’S RISE TO THE TOP

LEVEL ABOVE THE REST

General Manager of Sofitel Queenstown Jeremy Samuels recalls an enduring love of the luxury hotel industry, and how that passion sees him through the highs and lows of his job.

ith summer quickly approaching, it’s the perfect time to take stock of your seasonal offerings and see what’s on the menu for the festive season (pg 24). In this edition, we also cover the rise of pub grub in the wake of a more dollar-conscious consumer (pg 16), take a look at what goes into warehouse operations with Bunzl’s General Manager of Operations, Simon Blanchard (pg 18), and cover the upcoming Modern Slavery Policy unfurling in New Zealand (pg 12). In sustainability news, we discuss carbon reduction with Bunzl’s Head of Sustainability, Felicity Kelly (pg 4), as well as the PFAS phase out and how organisations can ready themselves to be compliant (pg 5). For commercial kitchens, we explore the often-overlooked element of microwave ovens (pg 6) and the origins and benefits of the now commonplace nitrile disposable gloves (pg 7). With the holiday season being one of the busiest for the hotel industry, we explore the demands of seasonality on business (pg 8), and we look at how customers can rely on their account managers to reduce costs and provide solutions (pg 28). We sit down with Bunzl’s Chong Goh to discuss the importance of modern slavery policies (pg 22), and chat to Bunzl’s Cassie Patel about helping clients boost productivity (pg 31). Lastly, we talk with Jeremy Samuels, General Manager of Sofitel Queenstown, on the elements of running a high-end hotel and why his heart will always lie in the hotel business (pg 30). I hope you enjoy this edition.

Lance Ward Managing Director, Bunzl Australia & New Zealand

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flair@bunzl.com.au

Bunzl Australia & New Zealand

Contents 4

Spotlight: Sustainability

6 The Process: Power Up 7 Check Out: The Right Fit 8 Five-Star Service Read about how large-scale hotels run on their own seasonality schedule, and how this affects business. 12 Letter of the Law Get ahead of pending modern slavery legislation in New Zealand and start preparing for compliance. 16 Hit the Spot Pub grub is back on the menu as more families head to local spots for familiar fare. 18 The Role of Operations Q&A about all things warehousing and operations with Bunzl’s General Manager of Operations, Simon Blanchard. 22 Common Ground Bunzl’s Director Regional Sourcing discusses how to maintain Code of Conduct. 24 A Taste of Summer Delicious summery recipes to whip up as the weather heats up. 28 Solutions Based Sales Sales teams do more than sell. Learn about the multifaceted components of their role. 30 Checked In A lifelong love of the hotel industry is what keeps Sofitel Queenstown’s General Cover Photography: Graham Werner Manager so engaged. 31 Expert Q&A With Bunzl’s Cassie Patel. Cover Photography: Tony Nyberg

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SPOTLIGHT

Carbon Counts

Collaboration between organisations is essential to quantifying and reducing carbon emissions across supply chains. IN THE RACE to net zero, Scope 3 emissions can be a challenge to navigate. Unlike Scope 1 and 2 emissions that fall within a company’s direct control, Scope 3 emissions are elusive and scattered throughout supply chains. In this case, success hinges on collaboration. Calculating Scope 3 is “a significant piece of work,” Felicity Kelly, Head of Sustainability at Bunzl Australia and New Zealand, highlighted during a recent 2023 ESG Summit VIC panel. “Our Scope 3 emissions are calculated in line with the Greenhouse Gas Protocol: Corporate Value Chain (Scope 3) Accounting and Reporting Standard as well as the Technical Guidance for Calculating Scope 3 emissions. We use a hybrid approach of actual consumption data as well as spend data to quantify our Scope 3 emissions.” In its journey to net zero by 2050, Bunzl has measured

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its Scope 1, 2 and 3 emissions and found that 98% of emissions are associated with Scope 3 and its supply chain. With that in mind, Bunzl set a supplier engagement target verified by the Science Based Targets initiative. This will require our suppliers who represent the majority of our Scope 3 emissions to set sciencebased carbon reduction targets of their own by 2027, explains Kelly. Addressing Scope 3 emissions is not just an effective tool to reach net zero – it also lowers operational costs, strengthens partner relationships and solidifies customer loyalty. “Calculating carbon emissions opens the door for a conversation about how we can work collaboratively to build efficiency into ordering and supply patterns,” says Kelly. “It also gave Bunzl the opportunity to collaborate with our customers on freight efficiency which could potentially deliver

emission reductions. In many cases, fewer deliveries mean fewer truck movements and lowered carbon emissions.” Bunzl is progressing its Scope 2 reduction journey as well. Across its facilities, Bunzl has worked with landlords towards improving energy efficiency and installing rooftop solar – even going as far as encouraging landlords to achieve 6-Star Green Star certification, an international accreditation that verifies that a building is sustainable as part of leasing agreements. “It’s a team effort to do this work,” says Kelly. “It’s been an incredibly interesting journey and a great opportunity to learn, improve, and share our experience.”

Scan here to learn how Bunzl is committed to sustainable solutions.

SPOTLIGHT

Planned Bans Here’s what single-use plastic bans will look like in 2024.

Change for Good

With sustainability legislation rapidly evolving, businesses can prepare by acting ahead of any change to ensure compliance and safeguard profitability. IN JUNE 2023, Australia’s environment ministers met in Sydney to plan for a nature-positive future. New legislation, slated for consultation in late 2023 tackles critical environmental challenges including shifting Australia towards a safer, more circular economy that minimises waste and pollution. With just 12% of plastics recycled in Australia in the 2020-21 period, the new scheme will aim to ensure packaging is designed to minimise waste and be recovered, reused, recycled, or reprocessed. Ministers have agreed the waste and recycling reform will consider cross-jurisdictional collaboration, mandated obligations for packaging design based on international best practice and removal of contaminants, like PFAS, known as “forever chemicals”, from fibre-based food

packaging. The action plan includes a guide on how to test for total organic fluorine (TOF), how to report on PFAS, and considerations for selecting packaging with alternative additives or barriers (including chemical alternatives and physical barrier approaches). Also under development: staged improvements to harmonise kerbside collection and new national recycled traceability frameworks. Putting packaging sustainability on the agenda safeguards against any impact to future profitability, whilst leading to a reduction of waste even sooner.

South Australia •Heavyweight carry bags •Fruit and veggie produce bags •Plastic beverage cups and lids •Expanded polystyrene (EPS) food trays •EPS food and beverage packaging •Plastic takeaway containers including lined noodle boxes and sandwich wedges

Australian Capital Territory •Heavyweight carry bags

Western Australia Getting ahead means evolving product lines with sustainable options. Scan here to explore our PFASfree r ange.

•Plastic beverage cups and lids •Fruit and veggie produce bags •Plastic takeaway food trays •Plastic takeaway containers and bowl lids •EPS meat and fish trays •EPS food and beverage packaging •Takeaway containers including lined noodle boxes and sandwich wedges

New South Wales •Heavyweight plastic bags •Polymer coated plastic bowls with lids •Plastic cold cups and hot beverage cups including lids •Plastic produce bags

Queensland •Plastic non-recyclable and non-compostable beverage cups •EPS non-recyclable and non-compostable food trays •Fruit and veggie produce bags

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THE PRO C ES S

Power Up

Microwave ovens are the hard-working small appliance that every commercial kitchen needs at its fingertips. DURABLE, FAST and super easy to use, commercial microwaves can be a secret weapon for all chefs, particularly shortorder cooks. Used in both commercial kitchens and catering businesses, microwave ovens provide value and flexibility in demanding and busy set-ups. They’re ideal for quick reheating, defrosting, or melting ingredients, and are space-efficient – over-delivering in usefulness – while taking up little shelf area. In high demand, reports show that today, the annual production capacity of microwave ovens reaches almost 100 million units per year. The advantages of this appliance are wide-reaching. For example, when it comes to defrosting in a commercial microwave oven, the thawing process

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can be made much quicker and safer as it becomes easier to decrease the time that food spends in the temperature danger zone where bacteria grow fastest – especially of value in a fast-paced commercial kitchen. Thinking two steps ahead, a microwave oven also creates a much more comfortable environment as they don’t produce ambient heat, which also means your HVAC system isn’t working too hard and can help keep your utility costs down. Productiveness is also targeted as busy kitchens can program most commercial microwaves with their most common uses, allowing single-touch operation for peak times. Perhaps one of the main distinctions that sets a commercial microwave oven apart

from a domestic microwave is its anatomy – how it’s built and made to last. Because commercial microwaves are intended to be used at a higher frequency, they’re designed to withstand much heavier use. Containing cooling fans, transformers, control panels, heavy-duty power cords, and commercial relays, these machines are built to operate daily and for extended periods of time. There are many commercial microwaves on the market, but ones that offer easy cleaning and high power are ideal. A variety of settings is also key as a one-stop-shop of cooking alternatives; some appliances feature over 100 programmable menu settings and fourstage cooking options, making them suitable for up to 100 different uses per day.

View Bunzl’s Small & Large Catering Equipment here.

C HEC KOUT

The Right Fit

What are the benefits of using nitrile gloves in a kitchen or hospitality setting? Here’s the low-down on why this variety of disposable gloves could be the right fit for your staff. WITH FOOD SAFETY being vital in kitchen and catering services, disposable gloves are a necessary component of Personal Protective Equipment (PPE) to prevent crosscontamination and the spread of infection in the workplace. Disposable gloves have evolved over the years with three main material

types dominating today’s food-handling industries. From nitrile to classic latex or the more common vinyl, each material provides respective advantages for their intended use. However, in recent years nitrile has quickly risen to the top of businesses’ preferred materials. Originally created to be used in medical and examination applications, nitrile gloves were developed by American inventors Neil Tillotson and Luc DeBecker in the 1980s. Since then, the slow-to-acceptance product has become an industry standard due to its strength and comfort, and has evolved to be used across various industries including food processing, commercial catering and hospitality. Made from synthetic rubber, which involves the mixing of two synthetic polymers in the manufacturing process, nitrile gloves have triple the puncture resistance of latex, a higher chemical resistance than other material alternatives and are less likely to cause its user an allergic reaction. There are a bevy of reasons nitrile gloves might have

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the upper hand when it comes to your business, including: • Greater resistance to fats, oils, solvents and acids. • Highly tactile and allows users to perform tasks with precision and ease. • Superior puncture and tear resistance. • Proven to be physically strong, which makes them better for higherrisk applications that require longer durations of use. • The synthetic nature creates a longer shelf life when compared to natural rubber or latex gloves. • Provide superior barrier protection against many chemicals and petroleum-based products.

“Since then, the slow-to-acceptance product has become an industry standard due to its strength and comfort.” www.forte.bunzl.com.au

Five-star Service

LARGE-SCALE HOTELS RUN ON THEIR OWN SEASONAL TIMINGS – MAKING MAINTAINING HIGH SERVICE LEVELS AND CUSTOMER EXPECTATIONS A UNIQUE BUSINESS WITHIN THE TOURISM SECTOR.

orget the four seasons. In tourism, there are only three that matter: peak, shoulder and off-peak. Seasonality affects almost every part of the hospitality industry and the large-scale hotel sector is no exception. From room pricing to systems and operations, the impacts of seasonality are a constant concern for the manager’s office and corporate boardrooms alike. Richard Tarbitt, Sales Manager for Facilities Management, Retail and Hospitality at Bunzl New Zealand, notes that, “For hotels, offering superior service to customers in peak season is crucial. It’s vital our team understands the needs of clients during this period so that the hotels can meet demand. Having relationships across all departments – from general managers to executive housekeepers and the head chefs – ensures that we have a full understanding of requirements and can identify opportunities for innovation to help navigate any challenges.” That’s not to say that every hotel experiences seasonality in the same way. Hotels located in urban centres are generally less subject to peaks and troughs, and even tourism-dependent regions don’t all suffer from seasonality in the same way. In New Zealand’s North Island, for example, summer hotspots like Coromandel and Hawke’s Bay are highly seasonal, whereas the Queenstown Lakes district in the South Island is blessed with near year-round demand. Jeremy Samuels, manager of the 82-room Sofitel Queenstown, jokes that his annual down > www.forte.bunzl.com.au

Ultimate comfort and stunning views at the Sofitel Queenstown.

“Seasonality isn’t just about the number of guests, but what those guests want from their stay.” period is “about three and a half days”. There’s a Queenstown, the contrast between summer and short window between the end of Queenstown’s winter guests is particularly acute. Throughout glorious summer season and the start of its the ski season, hotels are ghost towns during legendary ski season, “but the downtime for us the day while guests are on the slopes. Breakfast means an occupancy of around 70% instead of is eaten early, and bars won’t usually see their 90% plus”. For many in the industry, first guest until five or six o’clock. In seasonality is synonymous with seasonal summer all that changes. Guests come workers. That’s particularly true in New and go all day, spas and other amenities Zealand, a country that’s a magnet for are booked out, and food and beverage backpackers, itinerant snow bunnies, services are working non-stop. and other working holidaymakers. Samuels notes another surprising Hotels in major tourism areas are difference: guests’ taste in coffee. Discover Pristine’s heavily reliant on foreign workers, yet For the Kiwis and Aussies who make range of quality most of them stay less than six months. up the vast majority of the ski market, washroom essentials here. Operating in that kind of labour “barista coffee is an expectation. We environment means staff training is a include barista coffee in our breakfast constant concern. Many large-scale hotels keep price, and that coffee machine is going full steam consistent staffing levels throughout the year – ahead right through service.” But in summer, 75% even in the quieter months – in order to give new of Sofitel’s guests are from the US, and compared staff time to learn the ropes. to their counterparts, Americans “much prefer Seasonality isn’t just about the number of guests, French press or cold drip. So we change the setup but what those guests want from their stay. In of the restaurant to facilitate that”.

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Tarbitt also notes that “For hotels, seasonality can create opportunities – but also poses big challenges, especially when it comes to sustainability. High season can be hard on everyone and everything, including the local ecology.” “Balance is key”, adds Samuels on operating a hotel in a special place like Queenstown. “It isn’t just a business. It’s about caring for the community and respecting the surrounding environment.” Winter guests also tend to stay longer than their summer counterparts, who are far more likely to fly long-haul to get to their destination and keep to a strict itinerary while they’re there. Longer stays are more common, too, for guests combining a business trip with a leisure stay – the so-called “bleisure” customer. Thanks in part to more flexible working arrangements, including the rise of remote work, business travellers are increasingly adding a holiday to the tail end of a work trip. For hotels, that can mean big changes to booking patterns – and potential knock-on effects to cleaning schedules, staff rosters, food and beverage service and more. Adapting to the evolving demands of seasonality remains a unique challenge for the hotel industry that requires a blend of creativity, adaptability, and a deep understanding of travel trends and guest preferences.  www.forte.bunzl.com.au

Letter of the Law

PROPOSED NEW MODERN SLAVERY LEGISLATION IN NEW ZEALAND REQUIRES BUSINESSES TO BE TRANSPARENT ABOUT THEIR OPERATIONS AND SUPPLY CHAINS.

ccording to human rights group Walk Free, the 2021 Global Estimates indicate there are 49.6 million people living in situations of modern slavery on any given day: forced labour accounting for 27.6 million. The demand for transparency, fair working conditions and supply chain maintenance within large-scale organisations has never been higher. In New Zealand, new modern slavery legislation was proposed in July to improve transparency and accountability standards. The law would create a public register on modern slavery, with companies required to report exploitation risks in their operations and supply chains, along with how they’re addressing those risks. It’s likely the New Zealand law will be modelled on Australia’s Modern Slavery Act, under which a similar regime was introduced in 2019, while also incorporating lessons from that law’s implementation. For example, a recent review found that a lack of clear guidance on reporting was causing frustration for Australian businesses. As a result, companies should expect more detailed guidance to be included in the New Zealand law. Another place the two nations’ legislation will differ is in the size of the companies affected. >

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“While the public register may be a while away, it’s a good idea for businesses – especially those with large or complex supply chains – to start preparing for compliance now.”

While the Australian regime has an AU $100m Trafficking Statement covering all aspects of revenue threshold, in New Zealand the suggested its multinational operations. Other companies, threshold is just NZ $20m. The aim, said however, will need to create a reporting regime New Zealand’s Deputy Prime Minister Carmel from scratch. To avoid being caught flat-footed Sepuloni, is to “strike an appropriate by the new law, they can start getting balance, by encouraging those most able ready by mapping their supply chain to influence their more extensive and identifying at-risk suppliers by supply chains, and not overburdening implementing initiatives such as small businesses”. supplier surveys. While the public register may be Businesses can also introduce a while away, it’s a good idea for contractual requirements that see Scan here to read more about how businesses – especially those with suppliers complying with relevant Bunzl is committed large or complex supply chains – to modern slavery laws, as well as bringing to maintaining ESG within the business. start preparing for compliance now. in staff training on modern slavery risk A large company with extensive and mitigation. overseas operations may already be issuing The key is to not put off taking positive steps modern slavery disclosures, on which its NZ until legally obliged to do so. The sooner that all reporting can be based. Bunzl, for example, businesses address the problem, the sooner the publishes an annual Modern Slavery and Human scourge of modern slavery can be eradicated. 

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Hit the Spot

EVEN IN A TIGHT ECONOMY, PEOPLE STILL LOVE TO GO OUT FOR A MEAL: THAT’S WHY PUB GRUB IS MORE POPULAR THAN EVER.

s the weather warms up and the economy tightens, people are heading to familiar venues when it comes to dining out – their local pub, tavern or club. With an array of classic dishes on offer, these sorts of nostalgic venues are a great choice for families and couples seeing value and quality. Chef, restaurateur and food consultant Mitch Davis of catering company Great Eats says that he believes all people love going out for a meal or two, even in tough times. “Humans enjoy going out and having a feed, whether that’s to a restaurant with three dollar signs or two dollar signs,” he explains. “It’s still

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a natural human tendency to want to go out. Even when money is tight, people like to enjoy themselves, but they might opt for places where they can drop down a little in price.” This is where pubs and clubs come into their own, he says. Pubs and clubs throughout Australia and New Zealand are experiencing a rise in demand. Some statistics have these sorts of eateries accounting for nearly half (48%) of all dining bookings in Australia, while pubs, taverns and bars in New Zealand saw a 6% increase in new establishments opening in the last five years. Successful pubs, taverns, and clubs understand the attraction of good food, says Davis, and

“When it comes to the menu, Davis says that he always offers customers a good steak, great white fish, a top-class burger, and perhaps some pork ribs.”

encourage regulars. “You want people to dine with you – especially regular diners – perhaps two to three times a week,” he says. According to Davis, the key attraction for these types of venues is that they’re family-friendly. “You work on the assumption that if parents feel comfortable to take the kids there you can increase the numbers. Price the kids’ meal right and the parents will have a main meal at full price.” One key factor in the offering is a fast turnaround on meals, he adds. “With pubs and clubs, most of the time you don’t have to book, you can just walk in with the kids. Generally, there are short-order cooks working so they’re pumping the food out. When I was an executive chef with big pub groups, we’d work on 25-minute wait times. We felt that in 25 minutes, families could sit down, relax, and have a conversation. Once you head into 40-minute wait times you’ve got lots of variables and the kids start to get antsy.” When it comes to the menu, Davis says that he always offers customers a good steak, great white fish, a top-class burger, and perhaps some pork ribs. “I’m all about a good steak,” he says. “You can’t really serve bad meat these days. People know the difference.” He also advises putting together a well-curated specials board. “In my opinion, people are moving away from the ‘parmies’ and stuff like that. If they are out west or up the coast, they may not see some of the stuff that people are eating in the city, but when they see a specials board that someone’s put a bit of love into, a lot of people will order off the boards, especially regulars.”  A delicious meal stands out on quality crockery. Scan here to explore the Créme range of commercial-quality tableware products. www.forte.bunzl.com.au

The Role of Operations

A BEHIND-THE-SCENES SNAPSHOT OF THE VOLUME AND EFFICIENCY MAINTAINED BY BUNZL’S WAREHOUSE AND DELIVERY TEAM ACROSS AUSTRALIA AND NEW ZEALAND WITH BUNZL’S GENERAL MANAGER OF OPERATIONS, SIMON BLANCHARD.

levating the role of operations so it’s seen as a valued partner and revenue-adding stream of the business has been key to Simon Blanchard’s approach as General Manager of Operations at Bunzl Australia and New Zealand. Functional expertise and a relentless commitment to efficiency remain critical to meeting customers’ needs. “Ultimately,” says Blanchard, “we want to take as much complexity as possible off our customers’ hands. Whether it’s ensuring compliance, managing carriers, or organising distribution, our role as a team is to make their business easier.”

What’s the main role of Warehouse, Operations and Inventory in a large-scale business? SIMON: There are three core functions within the operations space that ensure the success of a business: warehouse, customer service and local purchasing. Warehouse is all about the receiving, picking, packing, and distributing aspects of operations, while customer service encompasses order management, dealing with queries and providing support. Purchasing requires forecast demand management so we can make sure we have the right stock in the right quantity at the right time. Operational success requires a strategic focus on these three functions so the business can keep delivering positive commercial outcomes and maintain strong relationships with customers.

How many people in the ANZ team do you manage and what sorts of roles do they have? SIMON: I’m currently managing 250 warehouse employees. The roles are split between warehouse and inventory management, and compliance; including safety, chain of responsibility, HACCP principles and handling of dangerous goods.

Can you provide us with some stats around logistics, order volumes, audits and stocktake and inventory management? SIMON: Sure, here’s an overview of some key stats: • We currently have 14 warehouses in operation across Australia and New Zealand. • Warehouses range from 2,000 – 22,000 sqm.

• Order pick lines are at approximately 3 million per annum and product receipt lines at approximately 620,000 per annum. • Our Stock Keeping Units are at approximately 120,000 with approximately 90% of customer’s orders transacted digitally. • Consignments are at approximately 600,000 per annum, meaning number of customer deliveries dispatched via our freight carrier partners. • We have approximately 75,000 pallet locations. Essentially, there are always deadlines to meet, orders to manage, and product lines to keep moving, but as much as warehouses require a well-oiledmachine approach to operations, there must also be a level of contingency in place for unexpected operational circumstances.

Can you give us a bit of a snapshot of team requirements when it comes to the number of shifts and what skills are needed? SIMON: When it comes to warehouse shifts, we’re running on two shifts a day – 6am-2pm and 2pm-10pm. Sydney and Perth operate on 24/5 x 3 shifts – 6am-2pm, 2pm-10pm and 10pm-6am. I’d say the minimum key skills required are Material Handling Equipment accreditation and licensure to operate high-reach forklifts, counterbalance forklifts and carry out order picking.

Why do you have a business analyst in the team? SIMON: A BA supports across a number of areas including process design, training and compliance, business integrations, reporting and analytics, project support and management and system development. All vital for exceptional warehouse and operations management.

What role do service-level agreements play in operations? SIMON: They’re there to ensure warehouse safety, compliance, operational efficiencies and service levels. This could include legislative requirements around, say, food control, dangerous goods or chain of responsibility. Performance metrics and KPIs help reveal where we need to focus time and effort. > www.forte.bunzl.com.au

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The Bunzl warehouse team at Dandenong South in Victoria.

How do you train, maintain and instil standards around OH&S? SIMON: We ensure that training, certification and auditing across safety and compliance is a key focus in our strategy. When it comes to safety, this might look like training and inductions, safety audits, site-safety committees, toolbox talks, site traffic management plans (TMP), maintenance of dangerous goods storage, staging, handling and segregation, and ensuring a sound Chain of Responsibility. It’s about ensuring safety and compliance are embedded into the culture of the company.

What are today’s challenges in warehouse logistics and delivery? SIMON: As it is across so many industries, recruiting and retaining staff is a challenge at the moment. Providing a consistent experience for our customers and driving operational efficiencies is crucial, so building capacity in our teams is a real priority. We focus on making sure our teams have the right level of support to meet those goals. Another challenge involves always looking for opportunities to improve. This means not falling into a cycle of just constantly band-aiding issues as they come up, but rather identifying the root cause of a problem and addressing it with the best possible solution, whether that be new technology, training or adjusting the team structure.

How do you cover demand when there are staff shortages? SIMON: We amp up on the core function of the

“Talking with your customers takes away the guesswork about how you can best support them.” operational leadership team, which is labour planning and forecasting to support managing workload. We want to build resilience into the business at every level and labour planning is a critical part of that. When you have strong communication with your customers, you can be always preparing for what’s coming up and looking for opportunities to work ahead where possible. That might involve taking on temporary labour or offering overtime to your valued and highly productive permanent staff.

Have you seen big changes in customer expectations in the past one to two years? SIMON: I’ve been in wholesale distribution for around thirty years and have always found that customers are looking for more than just a good price. But it’s an expectation that has only recently increased as customers become more sophisticated. Talking with your customers takes away the guesswork about how you can best support them. I’m reminded of this when I buy my morning coffee. Do I go to the cheapest café on the street? No. I go to the barista who knows my order and exactly how I like it. Yes, what my team does is on a much larger and more complex scale, but the principle is the same.  www.forte.bunzl.com.au

Common Ground BUNZL’S DIRECTOR REGIONAL SOURCING, MR CHONG GOH, SHARES WHAT IT TAKES TO ENSURE SUPPLY CHAINS AND CUSTOMER RELATIONSHIPS ARE AGILE, STRONG AND, MOST IMPORTANTLY, IN LINE WITH THE ORGANISATION’S CODE OF CONDUCT.

Following the pandemic and in a landscape of increasingly turbulent supply chains, Bunzl developed an initiative called Supplier Diversification Strategy (SDS) to spread our risk by Mr Chong Goh diversifying our supplier Bunzl’s Director Regional Sourcing. network across Asia. The SDS has become a key focus for Bunzl’s Director Regional Sourcing Chong Goh, as well as the Global Supply Chain Team. However, finding reliable suppliers and developing relationships isn’t as easy as making a phone call or signing a contract. There’s a constant push and pull that Chong and the team must always carefully manage. “Something we learned through the COVID pandemic years is that it’s increasingly difficult to create new business relationships – especially at crunch time. Understandably, suppliers will always take care of existing customers first, which means establishing and maintaining these relationships is crucial.” So how does Chong ensure that supplier relationships remain strong, even if they have only just been established? “I’ve found that it’s important for suppliers to understand how Bunzl operates, and we have a decentralised model, our businesses really do come in all shapes and sizes.” Another major focus of Bunzl’s Global Sourcing

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“I always tell suppliers that if they pass our audit then they’ll gain access to a major global company that can help them grow their business.” Team is ensuring Bunzl’s Code of Conduct is upheld across its supply chain. Bunzl has a strict Supplier Code of Conduct, which includes a zerotolerance policy for modern slavery, child labour, forced labour, unfair discrimination, wage theft and labour abuse. “When I’m approaching new suppliers, I will always ask for certification like the Sedex Members Ethical Trade Audit or Business Social Compliance Initiative. When we audit, we always look at the number of foreign workers in their workforce and review work history records to ensure that no employees are being discriminated against. Our Supplier audits are a good way to review the facilities and see the conditions in realtime. It’s always interesting to compare this to the verbal information we receive from the suppliers.” Modern slavery or labour abuse can also be caused by lax local labour laws or a supplier simply not knowing any better. In countries where local laws may not align with Bunzl’s Code of Conduct, there are several programs in place to help suppliers adopt better labour practices From implementing regular supplier training to creating corrective action plans for suppliers that want to improve, Chong has found that leveraging Bunzl’s buying power can be a strong encouragement for more ethical practices to be put into place. “I always tell suppliers that if they pass our audit then they’ll gain access to a major global company that can help them grow their business.” With most cases of forced labour (86%) are found in the private sector according to reports from the International Labour Organization, Bunzl’s zero-tolerance policy holds even more weight in Chong’s eyes. “When evaluating suppliers, we can’t just look at their prices because if we did, we’d overlook situations that are not in line with our code of conduct. These standards are at the heart of what we do, and vital for proper ESG and supply-chain maintenance.” 

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A Taste of Summer BRIGHT COLOURS, FRESH FLAVOURS, A ZINGY PUNCH; THIS IS WHAT MAKES SUMMER DINING SING. TUCK INTO THIS SUMMERY FARE TO MAKE THE MOST OF THE SUNSHINE SEASON.

Honey Soy Chicken Wings

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HONEY SOY CHICKEN WINGS Italian Meatballs

With summer on the horizon, there’s nothing better than snacking on sticky, caramelised chicken wings with a cool beverage in tow.

INGREDIENTS ½ cup honey ½ cup soy sauce 2 cloves garlic, crushed 2cm-piece ginger, grated 12 chicken wings Spring onion, chopped, to garnish METHOD 1. Preheat oven to 230°C. Place honey, soy sauce, garlic, ginger, and ¼ cup water in a heavy-based saucepan and bring to a simmer over medium heat. Stir the mixture until combined and honey is melted. Pour half the honey-soy mixture into a roasting pan and allow to cool for 5 minutes. 2. Simmer remaining honey-soy mixture in saucepan over medium heat for10 minutes or until it turns into a syrupy consistency. Remove from heat and set aside. 3. Meanwhile, add chicken wings to roasting pan and coat in honeysoy mixture. Season to your liking with salt and pepper. Place in oven and cook, turning frequently, for 40 minutes or until chicken is dark golden and cooked through. Allow to rest for 5 minutes. 4. Divide chicken among plates, drizzle with extra honey-soy syrup, and scatter with spring onion to serve.

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ITALIAN MEATBALLS Reminiscent of summery Mediterranean dining, these saucy meatballs are perfect stirred through a bowl of pasta or served with a fresh, zesty salad on the side.

INGREDIENTS For the sauce: Extra virgin olive oil 2 garlic cloves, crushed I brown onion, finely diced 50g butter 1 tbs tomato paste 400g passata 1 x 400g canned tomatoes 2 dried bay leaves 1 tsp dried oregano 1 tsp dried basil 1 tsp dried chilli flakes Parsley, chopped, to garnish For the meatballs: 500g pork mince 500g beef mince 1 cup breadcrumbs 1 cup parmesan 2 eggs ¼ cup finely chopped parsley 2 tsp garlic salt

METHOD 1. To make the sauce, heat a drizzle of oil in a medium saucepan over medium heat, add garlic and onion and cook until onion is translucent. Add butter and tomato paste and stir to combine. Cook for 2 minutes. 2. Add passata and canned tomatoes and stir. 3. Add herbs and chilli and stir to combine. Season to taste. Reduce heat to low, cover saucepan with a lid and allow to cook for 1.5 hours, stirring every few minutes. 4. Meanwhile, to make meatballs, place all ingredients in a large bowl and, using your hands, combine ingredients. 5. Line a baking tray with baking paper. Using slightly wet hands, shape mince mixture into1 tablespoon-sized balls. Place meatballs on tray, cover and refrigerate for an hour or until firm. 6. Heat a drizzle of olive oil in a large saucepan and cook meatballs in batches until slightly browned. 7. In the last 30 minutes of cooking sauce, place meatballs in sauce, cover saucepan and allow to simmer. 8. Serve meatballs sprinkled with chopped parsley. www.forte.bunzl.com.au

Satay Chicken and Capsicum Skewers

SATAY CHICKEN AND CAPSICUM SKEWERS Summer isn’t summer without a barbecue. For something a little different, try these chicken satay skewers with pops of colourful capsicum to brighten up your summer fare.

INGREDIENTS 2 chicken breasts, cut into large chunks 1 red capsicum, cut into large chunks 1 green capsicum, cut into large chunks 1 red onion, cut into large chunks For satay sauce 2 tbs crunchy peanut butter 2 tsp tamari 1 garlic clove 80g coconut milk

METHOD 1. To make satay sauce, combine all ingredients in a medium bowl. Place chicken in sauce and turn to coat. Refrigerate for 2 hours (or overnight, if time permits) 2. Thread chicken, capsicum and onion onto 8-10 metal or bamboo skewers, alternating between ingredients. 3. Heat a barbecue grill to medium hot and drizzle barbecue plate with olive oil. 4. Cook skewers on barbecue until chicken is cooked through and lightly charred.

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Solutions Based Sales

A COMPANY’S SALES TEAM IS A WELLSPRING OF RESULTSDRIVEN INTEL, OFTEN PROVIDING INVALUABLE AND UNIQUE INSIGHTS THAT LEAD TO SOLUTIONS.

iscussing your needs with sales representatives is part of doing business, but sales teams are equipped with vast empirical, solutions-based knowledge and can help you with far more than just products. What separates an average account manager from a great one is asking open-ended questions to properly understand a clients’ needs. According to Bunzl New Zealand’s Key Account Manager Rachael Fairweather, it’s also about sharing expertise. That’s particularly the case when it comes to sustainability, an issue that clients of all shapes and sizes have taken to

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heart. “Our customers definitely rely on us to be able to provide accurate information around sustainability because there’s a lot of greenwashing out there,” says Fairweather. “Clients don’t just want to know what’s in a product, but also its quality attributes – as well as whether it was ethically sourced.” For New Zealand customers, there’s another big area of concern: plastic. The latest stage of the national ban on single-use plastics – which includes plastic produce bags, plates, bowls and cutlery – went into effect on 1 July 2023, and many clients rely on their account managers to help stay on the right side of these new laws. It may sound

“It’s about giving clients every option,” she says, “and coming up with the very best solution together.”

counter-intuitive, but sometimes an account or a product specialist. When a contract catering manager’s best advice is on what not to purchase. client had an issue with cleaning the concrete Having the expertise to advise a client that they floor of their production kitchen, Fairweather don’t require a product doesn’t just save them organised for Bunzl’s equipment expert to come money but can also help that client reach their along and go through options. sustainability goals. “We came up with a solution and then Fairweather recounts how she we all went out to do on-site training recently advised a client planning to on that piece of equipment. And some launch a packaged muesli cup with ongoing service kicks in as well. That a disposable wooden spoon. The was outside of my realm of expertise, client planned to individually wrap but it ended up working perfectly for the cutlery, but Fairweather opened the client.” Scan here to learn a conversation about whether extra Assessing new ventures and more about the Bunzl Advantage packaging was really needed at all. streamlining production processes “It’s about giving clients every option,” is part and parcel of operating a she says, “and coming up with the very best successful business, but it’s not a solo job. solution together.” Working well with clients is The benefit of engaging with sales teams is that also about knowing when to call in the experts, they know their industry and what needs to be whether that’s a supplier, the sustainability team considered when moving forward. 

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Checked In

Jeremy Samuels, General Manager at Sofitel Queenstown, has a lifelong passion for the luxury hotel business. Here he shares the challenges and opportunities that keep him so engaged in the industry.

ore than anything else, Jeremy Samuels remembers the scent of freshly baked croissants filling the breakfast rooms of the hotels he stayed at as a child. “I fell in love with that smell and what it signified – a beautiful hotel and total luxury.” Today, Samuels is the General Manager at Queenstown’s Sofitel Hotel where he uses scent to create the same powerful emotional connections for his guests. On Samuels’ watch, there’s never a day that the Sofitel’s signature scent of bergamot and sandalwood doesn’t combine with the aroma of fresh croissants to conjure a sense of Parisian elegance while showcasing the stunning scenery of New Zealand’s South Island. Samuels has been with Sofitel for six years, but has been working in his beloved hotel industry for

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much longer. “I’ve been incredibly lucky to work in unique locations including the Whitsundays, Melbourne and Alice Springs,” he says. His work has even taken him as far as the Maldives where he was involved in opening two luxury resorts: “They were completely self-sufficient so if we needed more fish for the chefs in the kitchens, we went out in the boats and caught more fish!” So was the switch to Queenstown a tough decision? “I proposed to my wife in Queenstown in 2012 so it’s a very special place for us and when the offer came through to work in such a renowned hotel, well, it was a short conversation.” It’s a peripatetic lifestyle that Samuels has long been used to. As the child of parents working for the Department of Defence and the Department of Foreign Affairs, he became a seasoned traveller at a young age, the glamorous hotels they stayed in making a powerful impression on him. And while he’s had amazing experiences over the course of his career, there have also been significant challenges which have shaped his approach to management. “I’ve been with the Sofitel in Queenstown through its most successful years and some of the hardest years of covid,” says Samuels. “The vast majority of our team are a long way from home and so we

PHOTOGRAPHY: TONY NYBERG

A C UT ABOVE

QUICK-FIRE Q&A really needed to gather them in like a family over that period. It was a galvanising and meaningful experience.” But one of the lasting ripple effects of the pandemic has been talent acquisition and retention. “We lost 80 per cent of our team in 2021 – after three lockdowns, people understandably wanted to return to their families. It’s been tough to build it back up but we’re nearly there.” Similarly, economic headwinds have had an impact with travellers less inclined to spend on extras they may deem a luxury. But Samuels is confident of recovery. “We must stay the course. Ramping up training, re-opening facilities and maintaining the level of service for which the Sofitel is renowned means our product stays strongly aligned with our values.” And one of those values is sustainability, something he has come to embrace more than ever working in Queenstown. “Just as our customers’ understanding of sustainability has evolved over the years, so has ours as a business,” he explains. “Here in New Zealand, it’s closely linked with the philosophy of tiaki – care of people, place and culture. It’s about celebrating and sharing the country’s natural beauty but working hard not to upset its delicate balance.” Sustainability and tiaki now inform all strategy decisions. One such decision has been to eliminate unnecessary single-use plastics. “Five years ago, I would have said it was an impossible task – logistically and also because customers are very attached to the amenities they associate with luxury hotels. But once we’d done an audit of the amount of plastic we were sending to landfill – well, it was a no-brainer.” Eighteen months later, with the help of suppliers also willing to make changes, the challenge has been met, including getting rid of the 77,000 plastic water bottles used each year. “We invested twenty thousand dollars in building a bottling, cleaning and filtering system and now deliver water in beautiful glass bottles.” Next on Samuels’ agenda is the creation with his team of a unique destination restaurant to match Queenstown’s best. “It’s well and truly time to move on from the old model of hotel restaurants that cater only to guests. We want to create something that the whole city can enjoy.” And that community is a big part of why Samuels and his family are calling Queenstown home – at least for now. “Queenstown is special – the community really has your back here. In challenging times – like with the recent landslide – everyone stepped up to help, including our competitors. People here will bend over backwards to make sure visitors have an amazing time. 

SUPERIOR SUPPORT

Cassie talks about her role as Key Account Manager – Hospitality and helping clients boost productivity and their bottom line. Tell us about your role at Bunzl. I originally worked as a supplier to Bunzl New Zealand specialising in Personal Protective Equipment (PPE) throughout the pandemic. I worked very CASSIE PATEL closely with the inventory Key Account Manager – Hospitality team and when I saw my current role being advertised, I immediately applied. It was a completely different industry to what I was doing and provided me with a great opportunity to start in a new industry. What do you appreciate the most about your role? The fact that every day I get to meet and connect with such a diverse range of people; from those working in housekeeping to the General Managers and National Procurement of some of New Zealand’s biggest hospitality businesses. The conversations I’m having with clients are ever-changing and the Bunzl management team is also one of the best I’ve worked for. I’ve also made lifelong friends with my peers. Is there anything that has been particularly surprising about your role? I think many people assume my role is glamorous as I’m working closely alongside hotels. A big misconception is that I spend all my time with clients drinking coffees or inside glamorous bars so a lot of people are surprised to learn that the number one product I sell is toilet paper. It’s surprising how many calls I get on a Friday from clients needing an urgent delivery for the weekend! What do you think is most important when it comes to your role? Making sure my clients feel supported and like they’re being given the best experience they possibly can have from a supplier. I also see my role as helping them to streamline processes and give them the tools that they can use to boost productivity and reduce operational costs. Overall, the right product solutions can drive revenue growth, cost savings and operational excellence, ultimately boosting the bottom line – and helping them run a better business. Have you noticed any emerging trends or innovations in your industry that you’re particularly excited about? I’m so excited to see how the industry is changing regarding sustainability. The move I’m seeing within almost all the hotel groups across New Zealand – especially in ruling out single use plastic – is a huge step for our environment and our future. It cannot come at a better time, especially when thinking about larger conversations like climate change.

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