Restaurant Association newsletter, The Thymes (February 2016) by Nicola Waldren

MAY 2015 FEBRUARY 2016

PHOTOS: OYSTER & CHOP, AUCKLAND

www.restaurantnz.co.nz

05 will trip advisor eat itself?

new year goals 08 for business success

there is a place 14 for pre-employment tests In a somewhat landmark case for the hospitality industry, a recent determination says that voluntary, unpaid pre-employment tests are acceptable to establish a prospective employee’s suitability for a job.

4 minute legislation round up

CONFIDENTIAL - MEMBERS ONLY

WHAT DOES 2016 HOLD FOR BUSINESS? There was strength in the hospitality industry in 2015 as we saw nationwide sales grow by just under 10 per cent over the year previous. We are now part of an $8 billion industry! The year also finished well with Paymark data showing strong spending growth throughout the country for December – up almost 8 per cent to $5.5 billion – and hospitality identified as one of the groups that had the biggest consumer spending increase. Factors influencing that strong finish included lower petrol prices and the lowering of the OCR. Increased visitor arrivals to New Zealand were also thought to be a factor, with a visitor increase of 11 percent in November 2015 compared to 2014 figures. In our recent Restaurant Association Outlook 2016 survey members also largely indicated an increase in sales in 2015, with 57 per cent saying sales for their business grew over the year. Of course sales don’t necessarily reflect profitability. As one survey respondent commented, it is more about “managing costs and making profit, not just increasing turnover”. CONTINUED...

Just over 40 per cent of the survey respondents said that profitability in 2015 increased over the year previous, with 34 per cent indicating that profitability remained the same for their business. Increasing profitability is always a delicate balance as one member commented: “I guess the problems around profitability are linked to labour costs and keeping ahead of increasing operating costs. The anticipated increase in menu pricing is often offset by consumer resistance to pay more.” But what of the new year? We’ve been hearing anecdotally from members that 2016 has also started well and most regions have reported an increase in customers and spend in the first month of 2016. The Outlook 2016 survey reveals that just under half of the industry (47 per cent) believe that business trading conditions will improve for their business in 2016; just 13 per cent are of the opinion that things are getting worse. While hospitality operators are cautiously optimistic about the coming year, the survey has revealed some recurring challenges for the industry. Employment-related challenges are the two biggest concerns for hospitality operators – number one being the lack of skilled employees available to work in the industry. One new operator made a comment that seems oft-repeated when they said: “I am shocked by the lack of trained staff here, as I am a new opening and have opened restaurants and hotels in Europe. It seems in my area they need to still be taught everything.” The second biggest challenge identified in the survey, following closely behind lack of skilled employees, is labour costs. Of course these two burdens are very interrelated; a common argument is that if the industry paid more we would be able to attract more to enter into the industry… and stay. But in the ultimate catch 22 situation, if your labour costs blow out of control, as they so easily have the potential to do in hospitality, the livelihood of your entire business is put in jeopardy. A recent Otago Daily Times report spoke of the pressure mounting in commercial kitchens in the Southern Lakes region as the severe chef shortage forces businesses to reduce menus and chefs to work 80-hour weeks.

larly in omy articu n ning, p tourism eco e s r o efs is w 's booming h c f o it rtage s with ed sho n Lake ognis ther73 u0800 o e rechelp? call us on THE THYMES FEBRUARY 2016 S e Thneed h t s like region

While there has been a long term shortage of chefs, the problem appears to be escalating. And while the Southern Lakes region is a unique proposition, it would appear the problem is nationwide. The Restaurant Association is acutely aware of the difficulties members are facing around recruitment and retention and is committed to working on new initiatives to address the problem. In the short term we continue to lobby Government on the industry’s behalf to ensure that migrant workers can be utilised to fill the gap between available New Zealand workers and the number of workers that the industry requires. It is our view that these international employees are currently a vital component to our businesses and we do not want it to be prohibitively difficult to recruit these candidates when no local workers are available. As the Government annually reviews the roles that are listed on the long term and immediate skill shortage lists, we actively lobby them to include further hospitality roles on these lists. We are also involved on a number of advisory committees, working with Government on medium to long term strategies for solving the problem. In addition, our ProStart programme, which we launched last year with the support of MSD, works with entry level workers to provide them with a three week ‘introduction to hospitality’ training course and work experience, with the ultimate goal of finding these new candidates permanent jobs in the industry. The pilot was successfully launched in Auckland, and we hope to extend the number of regions the programme is available in in 2016. We will keep you posted. As another way to address our members’ efforts to help develop existing staff with management potential, we have been running a highly successful ‘Emerging Managers’ workshop (held quarterly over the past four years), presented by Krishna Botica, one of the industry’s wellknown restaurateurs (and the Restaurant Association’s Auckland Branch President). These workshops touch on some of the major issues that our managers face every day in the hospitality industry including quality offering, cost effectiveness, safety, training and systems. The structure of the sessions enables the attendees to share real-life work experiences and draw on a wealth of industry knowledge. The Emerging Manager course will hit the road this year, traveling around the country to some of our major centres as part of the Restaurant Association professional development road show. Meanwhile, in response to member requests for a more advanced look into hospitality management, we have also developed a second ‘Established Managers’ workshop. These two courses are designed to follow on from one another to provide robust training for managers. We know that managing a successful hospitality business will always be a challenge but we are heartened by the general industry outlook for 2016, and as always we are committed, through these initiatives, along with the support available through our Help line and Mentor Me programme and our other resources, to assisting you to make your businesses more sustainable. This issue of The Thymes includes more information on business planning and goal setting for the new year. We hope you enjoy!

THE THYMES FEBRUARY 2016

FROM THE CEO’S DESK WITH A NEW YEAR STARTING, THIS IS A GREAT TIME TO REVIEW YOUR BUSINESS. A YEAR-END REVIEW IS ALWAYS A HEALTHY WAY TO DECIDE WHAT WENT WELL IN YOUR BUSINESS AND WHAT NEEDS TO BE IMPROVED.

MARISA BIDOIS, CEO Restaurant Association of NZ 09 632 1400 marisa@restaurantnz.co.nz www.restaurantnz.co.nz Restaurant-Associationof-New-Zealand

Put together a list of wins for the year and also what went wrong. The process will help put you in the right space for deciding what can be executed more efficiently this year, or conversely, what is dragging the business down. The year-end review should be one of the founding elements for establishing your business goals for 2016. Two areas business owners have been sighting as major challenges when doing their reviews are recruiting and retaining top talent. One thing the best business owners know is that they are only as good as their people. The challenge for the small businessperson is that keeping great talent around can be tough when budgets don’t always allow for big raises. The trick then is to find out what your best people need and give that to them, whether it be recognition, training, a better title, an opportunity to try something new, or room for advancement. Make this year the year to work on innovative ways to retain key staff in the business and save yourself the expense of recruitment and retraining. Cash flow is another challenge. Keep on top of your business finances and make sure you have the tools and resources to enable you to do this easily. There are so many great online platforms these days – make sure you are using one!

The best way to manage your business finances is to have your accounts reconciled monthly. By the 15th of the month, you should have a statement of cash flow, balance sheet and a profit and loss statement, so you can make any adjustments and chase down any outstanding receivables. Another issue that often comes up is fatigue - the hours, the work and the constant pressure to perform wears on even the most passionate individuals.

Many business owners, even successful ones, get stuck working much longer hours than their employees. Moreover, they fear that their business will stall in their absence, so they avoid taking any long breaks away from work to recharge. When fatigue sets in the weariness can lead to rash decisions about the business, including the desire to abandon it completely. Make one of your goals this year to find a pace that keeps the business humming without grinding yourself down – it’s a challenge but one that will return many benefits. Have a plan for the year and be sure to make a note of legislation changes that are coming up this year. At the Restaurant Association we are here to assist and help you keep on top of these changes. You are in business for yourself, but not by yourself, as a member.

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THE THYMES FEBRUARY 2016

PRESIDENT'S VIEWPOINT WILL TRIP ADVISOR

EAT ITSELF?

OVER THE PAST YEAR, ONE OF THE FREQUENT COMPLAINTS THE RESTAURANT ASSOCIATION HEARS FROM MEMBERS IS REGARDING SOME OF THE REVIEWS POSTED ABOUT THEIR ESTABLISHMENT ON TRIP ADVISOR AND OTHER SIMILAR SITES.

MIKE EGAN, National President Restaurant Association of NZ mike@monsoonpoon.co.nz

hile many reviews are positive, accurate and fair, restaurateurs say reviews with legitimate negative comments are also very useful, are taken on board and changes and improvements made. Many customers will of course bring any perceived shortcomings to the attention of the front of house there and then so that any negative aspects can be remedied immediately. However, others prefer to go home and anonymously type up something whereby the restaurant has limited options in resolving any issues. The problem with the Trip Advisor type of customer feedback system is that some reviews are not legitimate. It can be used as a tool by competitors and trolls resulting in reviews written by individuals who have never even dined at the restaurant. This issue of authenticating the customer and whether they actually dined at a restaurant was exposed in France recently where someone wrote a detailed negative review on a new restaurant called Loiseau Des Ducs days before it had even opened. The French courts forced Trip Advisor to reveal the identity of the reviewer and

the individual was taken to court and fined 7500 Euros. Another great example of the flaws in this system was highlighted recently when an Italian magazine created a fake restaurant and submitted it for inclusion on Trip Advisor. They then posted 10 fake perfect reviews. Within a month it had attracted over 200 other reviews from other Trip Advisor reviewers and was soon listed as the best restaurant in Moniga del Gara. The magazine was appalled by Trip Advisor's blasé response when they revealed the scam. They have since started a campaign to force Trip Advisor to only accept reviews with a photo of the receipt from the restaurant proving they dined there. In an age of information-overload many consumers look to these sites to help them decide where to spend their dining out money. But how can a consumer trust these reviews when a business in the same week, or sometimes the same day, can be given a 5-star experience rating by one diner and a 1-star rating by another?

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THE THYMES FEBRUARY 2016

This highlights the flaw; anyone can sit at a computer, open multiple accounts and tap away making scurrilous comments about someone’s business. We had an example where a member had an impatient customer who was upset that the restaurant was momentarily full and did not want to wait 15 minutes for a table. He yelled at the host that he had six fake Trip Advisor accounts and he would put one star reviews on all of them before storming out! With sites like accommodation website Airbnb, which also relies on consumer reviews to drive business, you can only post a review if you have booked and paid for a property. They use the booking receipt as validation for the review. For enhanced integrity, to register with Airbnb you have to submit a scan of your passport and they prompt you to join through Facebook so both Airbnb and the property owners can check if you are a real person. Trip Advisor and others have no such policy and this is where the system is abused. The Italian courts fined Trip Advisor 500,000 Euros in December 2014 for failing to adopt sufficient mechanisms to stop consumers being exposed to fake reviews. They claim they have algorithms that spot fake reviews, but this is obviously not the case. Clearly Trip Advisor has a problem with restaurants, as their hotel reviews seem to be more consistent. The experience in a hotel is more fixed however - such as the location, decor, and hotel amenities. The actual service experiences are usually minimal, with the check-in or check-out and maybe some room service being the only significant interaction with staff. Restaurants provide a much more complex experience, with just-in-time food manufacturing and multiple service contacts. The service and the product can be interpreted in different ways depending on a customer’s mood, demographic, level of

intoxication, culture and familiarity with dining in full service restaurants. One diners slow service is another persons lovely leisurely dinner. Everyone has a different opinion on flavours, portion size, prices and so on. Is there a better model? I believe Zagat, which started in New York in the 1970’s as a book of restaurant review listings for specific cities - now online - is a much better model. It’s a review system that is not easily open to manipulation. The published review of each restaurant is an overall rating and the text is a paragraph of feedback compiled from multiple reviews, often hundreds, highlighting the most used key phrases. For example here is the one for The Gramercy Tavern in NY City: "A “landmark” that “never wavers”, Danny Meyer’s “exemplary” Flatiron New American remains “totally on point” thanks to chef Michael Anthony’s “phenomenal” menu, “off-the-charts” service and a “vibrant” setting adorned with “fanciful flowers”; prix fixe–only at dinner, the dining room is “high-end” but "not stuffy”, while going à la carte in the “less formal” front tavern is “not too eye-popping” pricewise."

This means that 'out there' reviews, positive or negative, cannot impact the general consensus. Obviously, no system is perfect but Zagat seems to be a model that would be harder to manipulate either way. As industry professionals, if we want recommendations of where to dine, we will talk to colleagues to get the best information, or if travelling use sites like Eater.com or apps like Where Chefs Eat. The current reality is that some of our guests rely on the Trip Advisor type of site for assistance with dining choices. However, as the manipulation of these platforms becomes more apparent and the confusion around review authenticity, the relevance of them will lessen – unless their model evolves.

Kick off the year in a positive and productive way - we've got tips to help you set your business new year's resolutions, then check out the latest food trends and marketing initiatives...

NEW YEAR'S RESOLUTIONS

FOR BUSINESS SUCCESS!

The beginning of the year is a good time to reflect on your business's progress over the past year and plan how you want your business to develop. Do you want increased success in the coming year or the chance to enjoy the success you've achieved more? These New Year's resolutions are designed to help you strike a better work-life balance, so you can achieve a truly satisfying success in the New Year. BY SUSAN WARD, source www.about.com

Learn how to delegate and do more of it There are so many things to do when you're running a small business, it's easy to delude ourselves that we need to do all of them. Then we wonder why we're so tired and frazzled and have no time to do anything else! Determine Your Personal Return on Investment, and decide to let someone else do some of the tasks for a change. Delegation is the key to a healthy work-life balance.

Promote your business regularly and consistently Too often the task of promoting a small business slips to the bottom of the to-do list in the press of urgent tasks. If you want to attract new customers, you have to make promotion a priority. Make a New Year's resolution to hire a marketing expert, or take the time to create a marketing plan on your own and follow through. (Ed. check out the article on 11 for some helpful tips on cost effective marketing)

Make business planning a weekly event Planning is vital if you want a healthy, growing business. Business planning lets you take stock of what worked and what didn't work, and helps you set new directions or adjust old goals. So why do it just once a year or once a quarter? Set aside time each week to review, adjust, and look forward - or even better, make business planning a part of each day. Not only will this help you avoid costly mistakes and stay on track, but you'll feel more focused and relaxed.

Learn something new What you choose to learn may be directly related to your business or completely unrelated. Learning something new will add to your skills and add a new dimension of interest to your life - another important part of achieving a healthy work-life balance. Depending on how you choose to learn, you may meet new and interesting people, who may become

customers, colleagues, or friends. How will you find the time to learn something new? By delegating, remember?

Join a new business organisation or networking group There's nothing like talking to other business people for sparking new ideas, refining old ones, and making contacts. Whether it's a group specifically designed for networking or an organization dedicated to a particular type of business, in person or over the 'Net, making the effort to be a part of a group will revitalize you and your business.

Give something back to your community There are all kinds of worthy organisations that make a difference in your community. Make a New Year's resolution to find a cause that matters to you, and give what you can. Make this the year that you serve on a committee, be a mentor, volunteer, or make regular donations to the groups in your community that try to make the place you live a better place. And those that give get. Nothing will seed and grow goodwill for you and your business better.

2016 business guide

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Put time for you on your calendar

Drop what's not working for you and move on

It is important to take the time to recharge and refresh yourself; a healthy work-life balance demands time out. All work and no play is a recipe for mental and physical disaster. So if you have trouble freeing up time to do the things you enjoy, write time regularly into your schedule to "meet with yourself" and stick to that commitment. If you won't invest in yourself, who will?

All products aren't going to be super sellers, all sales methods aren't going to work for everyone, and all suppliers or contractors aren't going to be ideally suited to your business. If a technique or a product or a business relationship isn't working for you, stop using it. Don't invest a lot of energy into trying to make the unworkable workable. Move on. Something better will turn up.

Set realistic goals

Achieving a healthy work-life balance is like maintaining a good relationship; you have to keep working on it. But if you apply these New Year's resolutions throughout the year, your success is guaranteed!

Goal setting is a valuable habit - if the goals lead to success rather than distress. Make a New Year's resolution that the goals you set will be goals that are achievable, rather than unrealistic pipe dreams that are so far out of reach they only lead to frustration.

JOB DESCRIPTION handbook

Don't make do; get a new one Is there a piece of equipment in your office that's interfering with your success or something that you lack that's making your working life harder? Whether it's an old fax machine that's a pain to use, or the need for a new employee to lighten your work load, make a New Year's resolution to stop putting off getting what you need. The irritation of making do just isn't worth it.

The Restaurant Association have developed a Model Job Descriptions handbook which provides a resource for creating position descriptions to help businesses hire the most qualified applicants. ORDER NOW The Restaurant Associationâ&#x20AC;&#x2122;s Model Job Descriptions handbook is available for just $12.27 (incl of GST & P&P). Order online @ www.restaurantnz.co.nz or call 0800 737 827.

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TOP FOOD TRENDS FOR 2016

There are a lot of “top trends for 2016” lists out there, however we like these predictions (and list them for you here), made by Chicago-based research firm Technomic.

The hotter the better Sriracha has been the go-to hot sauce of choice in the United States these last few years, being used in everything from pasta to cheese dip to ice cream, but it's about to be joined by some new, spicy friends. According to Technomic, diners with adventurous palates can look forward to ingredients found in cuisine from North Africa and Southeast Asia such as dukka, ghost pepper, gochujang, harissa sambal and sumac.

International comfort food re-imagined Meatballs, stews, pierogis, bao buns and dumplings are known for being no-frills staples in their countries of origin, but they're becoming a staple for gourmet restaurants everywhere. Technomic anticipates these types of simple, traditional items will be given a sophisticated makeover by way of big-ticket ingredients or inventive presentation.

Waste not, want not In 2016, it is expected menu items will contain elements of every part of the animal or vegetable. Chefs are going beyond the more traditional cuts of beef – think less filet mignon and flank steak and more of the less commonly used cuts. As for your vegans and vegetarians out there, this ethos will extend to you as well. Technomic even ventured a suggestion of "a veggie burger made with carrot pulp from the juicer."

If there's smoke, it'll be on fire If you're a fan of marshmallows burned black and the crispiest of bacon, you’re in luck. 2016 is all about seriously grilled, and roasted options showing up on menus -- not just in meat and veggies, but in drinks and desserts as well.

Pass the bubbly, please For 2016, carbonated beverages are at your local watering hole, Technomic predicts that you'll find a preponderance of champagne and Proseccos, soft drinks with a kick and sparkling teas -- not to be confused with bubble teas, which are accompanied by tapioca.

GMOs? No thanks While the FDA in the United States recently granted approval to genetically engineered salmon, a cloud of concern remains attached to GMOs. In 2016 it seems that more consumers will be looking for restaurants that can guarantee food to be either GMO-free or labeled to indicate which foods were genetically modified.

Not the destination, but the journey. In 2016, more diners will want to know where their food comes from and how it got onto their plates, according to Technomic. This clamoring for local and fresh ingredients means many restaurants will aim to streamline their supply chains and be as transparent as possible about their suppliers and food sources.

Fast food gets an upgrade. The line between fast casual and fast food will continue to blur as fast-food chains focus on quality. Expect chains to add more healthy menu options and amenities such as alcohol.

All about those apps. Technology is also going to continue to dictate how we get our food in 2016. While delivery services such as Seamless have made a name for themselves in the United States these last few years, big name companies such as Amazon, Google, Uber have made a push into the food delivery market, as have other services including Postmates, Caviar, Munchery, Maple, Instacart. And there is more where that came from - it is only a matter of time before they hit New Zealand. INTERESTED IN MORE? For a whole lot more 2016 food trends news check out www.globalfoodforums. com/food-news-bites/2016-food-trends.

2016 business guide

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IS THERE SUCH A THING AS

FREE BUSINESS PROMOTION? One of the discussions that often comes up when we are meeting with operators is how they can cost-effectively (or freely) market their business to potential new customers. As we know most hospitality businesses are small businesses, run by owner/operators on very low profit margins. Marketing budgets are often very small, but promoting your business is essential if you are looking at inducing new customers to your establishment (and keep those existing ones coming back).

hile business promotion will need investment in time, they need not always be expensive. Here are five ideas for inexpensive ways to promote your business.

you promoting your business on all of 1Are your communication material? It is surprising how often businesses forget to put all of their contact details on their correspondence. You may be all about clean lines and a minimalist look, but really you want people to be able to track you down. Your business cards are not your only document promoting your business, you send out a lot of others in the course of doing business and you need to make sure that your business name, logo, full contact information (including your website) is included on all of them. Don’t make it hard for people. In particular, in this electronic age where so much of our communication is done via email, make sure that your email has a complete signature that provides all your business information and a promotional tagline. You can also add links for your social media connections like Facebook, LinkedIn, Twitter, and Instagram. Email and other electronic documents can also easily be updated with bylines highlighting your latest promotions, or letting people know about your latest 5 star review or award. It's not just an email, it's a business promotion tool…

Did you get an A in English? Try blogging or writing articles

You’ve got some business expertise, so why not write about it? A well written article can provide free advertising and build great word of mouth. Include your details, and those of your business to accompany the article and it can be great promotion for your business. As the goal is to promote your business, ideally you'd like it to appear in a publication that your target market will be reading:

Try Blogs or online magazines. You can create your own blog, or contribute to an existing site as other bloggers and online magazine type websites will often be hungry for content. Choose carefully however, as ideally, you want to get your piece published on a blog or website that has high traffic and has a good chance of being visited by your prospective customers. Newspapers - This type of publication is not dead yet and can still be a good place to include your business promotion article. Try contacting the Business editor of your local paper and pitching your article. If this approach fails, you might be able to get your piece into the printed or online version of the paper by sending it in as a letter to the Editorial section. Unless you have real skills in this area, press releases are often best left to the experts, but PR companies will sometimes work with you if you have put something together to give it a bit of a clean up and finesse - and this will greatly reduce the cost of working with them.

2016 business guide

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you give away vouchers or any other 3Can freebies to a targeted market? People love to receive things that are free. Sure a free meal for two offered as a prize has a cost to the business, but done strategically â&#x20AC;&#x153;freebiesâ&#x20AC;? can be a good way to promote your business. A voucher for a free glass of wine when they dine with you could be quite inexpensive if you work with the wine company on the offering. Perhaps you could offer something in goodie bags for an event, meeting or conference coming up if the attendees at that event fit your target market? You could make contact with the local event centre, or hotel for ideas. While not everyone will take you up on your offer, whatever it may be, remember to weigh up the cost of this type of promotion first to make sure the business is not severely out of pocket.

make the most of your moving business billboard...

The only music licence you need to play music in your business. Get yours at onemusicnz.com or call us on 0800 800 663.

4Decorate your car

If there is a car for the business, make sure it is promoting your business. Wrapping the car in advertising material for your business is relatively inexpensive these days and is a worthwhile investment. Or, if you want to go all out, there's nothing like a special paint job for eye-catching advertising. Think of how many people are out on the road, stuck in traffic, every day and see the potential of this mobile billboard.

5Use Buddy Marketing

Buddy marketing involves joining up with another business or businesses and pooling your resources to promote all of your businesses. This type of cross promotion is a great way to extend your reach. You might decide to get together to mutually promote your business through more obvious complementary businesses - like your coffee or wine supplier - or less obvious - like the business that printed your business cards or brochures, or developed your website. The opportunities for buddy marketing is endless if you think outside of the square.

These are just five ideas to help you to promote your business without spending a small fortune. Keep in mind that spending more money on promotion may pay off as well and a combination of both, where you can afford it, might work best for your business.

WELCOME TO The Restaurant Association has two new staff members we are pleased to welcome to the team... VANESSA WALLACE

EVENT & SPONSORSHIP MANAGER

Vanessa joins us while Jacqueline Jones is on parental leave. Vanessa is Rotorua born and breed and brings a wealth of event experience to the role. She has also been involved in our Rotorua Hospitality Awards since their inception in 2012. As the event manager for the Awards, as with her new role at the Association, her role is to co-ordinate the logistics, operations and creative components of the entire event. vanessaw@restaurantnz.co.nz

GABRIELLE TURNER

MEMBERSHIP MANAGER

Gabrielle replaces Sabra Moore while she also takes parental leave. Gabrielle was event manager at Westpac and also has a background in operations at catering company Dawsons. Extremely customer focused, Gabrielle will be the first point of contact for our new members as she assists them to maximise membership benefits. gabrielle@restaurantnz.co.nz

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EMPLOYMENT MATTERS

THERE IS A PLACE FOR

PRE-EMPLOYMENT TESTS In a somewhat landmark case for the hospitality industry, the Employment Relations Authority (ERA) has recently made a determination that voluntary, unpaid pre-employment tests are an acceptable method for establishing a prospective employee’s suitability for a job. This is a determination that deviates from earlier decisions, in particular the oft-referred to “Salad Bowl” case, in which the ERA have previously indicated that there is no place for these types of preemployment trials now that the 90 day trial period provisions are available to all employers.

n this case (Kyra Hansen v Shooting Star Enterprises Ltd T/A Fusion Salon), the employee had claimed that she was unjustifiably dismissed by Fusion Salon, a hairdressing salon. In particular she claimed that the trial period contained in her employment agreement was not valid on the basis that she was already an employee when she signed the agreement, as she had completed an unpaid pre-employment ‘test’. The background of the case: Ms Hansen, who did not have experience in hairdressing but was interested in entering the profession, attended a job interview at Fusion Salon. She was asked if she would be willing to volunteer at the salon for a day to ascertain her suitability for the position. She agreed to this arrangement and the confirmation of this pre-employment test was arranged via email. The email stated: “... Looking forward to seeing you on Saturday for your voluntary pre-employment test. …” The candidate completed the pre-employment test where she helped with cleaning, shampooing clients’ hair, and making tea and coffee. When she left the salon, she told the receptionist, “I hope I get the job.” At no stage did the parties discuss being paid for the pre-employment test, nor was it ever requested. The employee was subsequently offered employment and her agreement and letter of offer both indicated that the employment was subject to a 90 day trial period. The offer letter further stated that if the employee disagreed with, did not understand, or wanted to clarify anything in the offer, to raise it with the employer. The employee began working at the salon but it subsequently became apparent that the employee lacked the skills for the role and the employer decided after seven weeks employment to terminate the employment pursuant to the trial period provision in the employment agreement.

employment matters

The employee raised a personal grievance for unjustified dismissal, claiming that the salon was not entitled to rely on the trial period provision because she was already an employee at the time the employment agreement was signed. The central issue here was: was Ms Hansen already an employee before she signed her employment agreement by virtue of her attending the one day pre-employment test? The Authority said she was not an employee; rather she was a volunteer on the day of her pre-employment test. According to the Employment Relations Act a volunteer does not expect to be rewarded for the work performed as a volunteer and receives no reward for the work performed as a volunteer – as was the case here. The Authority noted the email that confirmed the arrangement of the voluntary pre-employment test made no reference to any payment and payment was never discussed by either parties prior to, during, or after the test.

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Moreover, no offer of employment had been made prior to the pre-employment test. The Authority made reference to the fact that Ms Hansen had commented to the receptionist “I hope I get the job”, supporting the fact that she had not been offered employment at that time. The employee was also given the opportunity to query the 90 day trial period provision in her employment agreement but did not do so (but she did sign the agreement confirming that she had read and understood the conditions of employment and accepted them fully). Therefore the dismissal due to the 90 day trial period provisions was deemed justified and the Authority ruled in favour of the employer. What can we learn from this case? While this won’t be the last determination we see on this matter, it is certainly one that favours our industry. If you do decide to conduct a pre-employment test with prospective employees to check their suitability for a role contact the Restaurant Association for a copy of our “Voluntary Evaluation Period" agreement form”. Key points: •

Ensure that the prospective employee understands that the test is voluntary and unpaid.

•

Get the employee to sign the evaluation period agreement form giving their consent to the voluntary test as part of the recruitment process.

•

Ensure no payment or reward is provided. If you make some payment or provide some reward for participating in the evaluation you will be unlikely to argue the voluntary nature of the test.

•

The voluntary pre-employment test does not negate the trial period provision, provided the employee is given a reasonable opportunity to take advice and signs the employment agreement before they start work.

•

If the employee is not measuring up consult with the Restaurant Association as to the correct process to follow in accordance to the 90 day trial period provisions.

Contact the Restaurant Association on 0800 737 827 if you have any questions regarding pre-employment evaluations.

YEP IT'S COMING UP! Easter can get the better of many employers, as one of the more confusing public holiday periods. To alleviate any confusion, here’s our Easter 101 guide to your obligations over these upcoming public holidays.

he public holidays over the Easter period this year are:

• •

Good Friday (25th March) and Easter Monday (28th March).

Easter Sunday is NOT a public holiday. This means that those employees who normally work on Sunday are not entitled to a paid day off, or time and a half for the hours they work (unless this is provided for in their employment agreement). If staff usually work on a Friday or Monday and you require them to work on these public holidays, the usual time-and-a-half rate of pay applies plus one day in lieu. If they don’t normally work on these days but you require them to, they get paid time-and-a-half of their usual hourly rate.

WHEN CAN YOU OPEN? While Easter Sunday (27th March) is not classed as a public holiday it is a restricted trading day for some businesses (along with ANZAC Day). Under the Shop Trading Hours Repeal Act 1990, there are 3 1⁄2 days when some businesses have trading restrictions. These days are Christmas Day, Good Friday, Easter Sunday; and ANZAC Day, until 1.00 pm.

www.restaurantnz.co.nz

Businesses located in Mall complexes will often be restricted due to the affected opening hours of the Mall. However, in general, foodservice businesses can trade as usual, as the Act specifies that takeaways, bars, restaurants and cafes can trade when “you only sell food that is already cooked or prepared, and is ready to be eaten”. With regards to the sale and supply of alcohol, there are some restrictions preventing bars and pubs to sell or supply alcohol on Good Friday and Easter Sunday. (This restriction also applies until 1pm on ANZAC Day.) However, for restaurants and cafes with liquor licences your regular trading should be unaffected. So long as your customers are “on your premises for the purposes of dining” you are free to provide them with a drink to accompany their meal. And looking ahead to April, ANZAC Day falls on Monday 25th April this year and will be observed on this day only. If you have any queries, or need clarification on Easter trading give the Association's Help line a call on 0800 737 827.

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HOW TO CONDUCT DISCIPLINARY MEETINGS

What steps should you take if your employee has done something wrong that you feel warrants disciplinary action? As an employer, you need to be careful to follow a fair process before making any decisions. Even if your employee has committed some type of serious misconduct, you could still find yourself facing a personal grievance if you have not acted as a “fair and reasonable” employer would by following a fair process. Here's an outline of the process for you to follow when conducting formal disciplinary meetings... BY VANESSA BAINBRIDGE, Restaurant Association Helpline Advisor

So, what should this process entail?

BEFORE THE MEETING 1. Once the alleged wrongdoing has come to your attention some investigation will be required. This may involve speaking with any witnesses and recording their comments, gathering documentation and viewing CCTV footage. The Restaurant Association can assist with advice around this part of the process. 2. If the decision after your initial investigation is to conduct a formal disciplinary process, you will need to invite them to a meeting. To invite the employee to a formal disciplinary meeting, it is essential that you give them a letter which sets out the following: • • •

• •

•

The date, time and location of the proposed meeting. Who will be attending the meeting on behalf of the business. The allegations against the employee. These should be set out in detail. For example, it will not be enough to say that the allegation against the employee is “turning up to work drunk.” Instead, more suitable wording would be: “On 27 January 2016, at 11am, you arrived at work in what appeared to be an intoxicated state. Your speech was slurred and you were having trouble walking and standing up. Your breath also smelled of alcohol.” What house rules/parts of the employment agreement have been allegedly breached. The potential outcome of the meeting (For example, you should include a line saying “the potential outcome of this meeting will be formal disciplinary action, up to and including dismissal.”) The employee’s right to bring a support person or representative to the meeting.

3. You should give your employee 2-3 days’ notice of the meeting. This will give them the opportunity to prepare for the meeting and arrange for a support person or representative to attend with them if they wish to do so.

Importantly, you should also provide to the employee, along with the letter of invitation, any evidence that you have. For example, copies of any witness statements or print-outs from the till. If there is camera footage of the alleged incident, you should either email a copy of this to the employee, or advise him/ her that if he/she wishes to see the footage prior to the meeting, that you are happy to arrange this.

AT THE MEETING 1. Support person/Representative check If the employee arrives without a support person or representative, check that they are aware of their right to have someone present and they are okay to proceed without such support. 2. Outline the process Outline how the meeting will be conducted and the process that will be followed. 3. Outline the allegations and potential outcome of the meeting Your disciplinary meeting invitation letter is a useful resource here. Follow the structure of the letter to make sure that you cover off everything you need to.

NEED HELP? Call us on 0800 737 827

THE THYMES FEBRUARY 2016

If you are nervous, you can simply read out the contents of the invitation letter. Along with outlining the allegations, be sure to confirm that the outcome of the meeting may be formal disciplinary action, up to and including dismissal. 4. Seek the employee’s feedback/explanation It is essential that you seek the employee’s explanation and /or feedback in relation to the allegations. Be sure to give your employee this opportunity and resist the urge to interrupt during this time. 5. Ask clarifying questions/test any inconsistencies After your employee has had an opportunity to give their explanation without interruption, it may be useful to have more of a discussion around this and you may want to ask some clarifying questions. 6. Take time to consider the employee’s feedback You should adjourn the meeting so that you can take time to consider what the employee has said during the meeting. In some cases half an hour may be sufficient. However, in cases where there has been a lot of feedback and the potential outcome is more serious (for example, you are considering dismissal), it may be more appropriate to adjourn the meeting overnight. 7. Once the meeting reconvenes, deliver your preliminary decision and seek the employee’s feedback For example, you might say to your employee that you have considered their feedback, and your preliminary decision is a final written warning and explain why. You would then seek their feedback/comment on this. If there is no comment or feedback from the employee, you will be free to confirm this decision as your final decision. 8. Take time to consider the employee’s feedback If your employee makes comment on your preliminary decision, you should again adjourn the meeting to consider what they have said. 9. Resume the meeting and deliver a final decision Once you have considered the employee’s feedback/ comments, you should advise them that you have considered their feedback, and advise them of your final decision. You should advise them that you will confirm your decision in writing. 10. Confirm your decision in writing You should provide the employee with a letter setting out the process that was followed, the feedback they gave and what your final decision was and why. Following the above process will stand you in good stead. Remember that it is important to document the whole process carefully and that ideally you should have someone from the business attend all meetings as a note-taker. The Restaurant Association has template letters, and detailed guidelines that can assist you and we are also available to give you personalised advice at any stage of the process. employment matters

BUSINESS SUPPORT for Restaurant Association members

MENTOR ME! When wrestling with a problem, have you ever wished you could seek the advice of an industry expert who has ‘been there and done that’?

hat’s where the Restaurant Association can assist you. With year’s of experience Tony Adcock is currently working with us to provide mentoring and business guidance for Restaurant Association members.

AVAILABLE TO HELP WITH EVERYTHING BUSINESS! • • • • • • • •

Food Costing Business Start up Lease Agreements General Hospitality business advice Business Check-up – Tony will talk you through his check list to ensure that your business is running effectively and efficiently Selling your business Sales and Marketing Budgeting advice

Offering expert advice and guidance is one of the many ways the Restaurant Association supports our members. If you haven’t used the Helpline (0800 737 827) before please feel free to call up for a business check-up to make sure you are on track and haven’t missed any valuable updates for your business.

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ABANDONMENT OF EMPLOYMENT: WISH YOU WERE HERE... What should you do when your employee is missing in action? How do you handle the employee who just doesn’t turn up? Has your employee abandoned employment? BY ALISON MAELZER, SPECIAL COUNSEL, HESKETH HENRY

his seems to happen more often than you would expect – and in some industries, it is not at all uncommon. There are at least two potential legal issues here: • •

one is the possibility that the employee has abandoned employment and you don’t know where the employee is (in military parlance, MIA); the other is that the employee fully intends to return to work, but has taken unauthorised leave (has gone AWOL).

While the practical consequences may potentially be the same (i.e. the employee ends up with no job) the legal situation and the process is a bit different in each case. Abandonment occurs when employees abandon the job – in other words, they walk away from the job, with no intention of returning. Sometimes this can be clearer than others – for example, an employee may clear out his desk, throw around a few expletives, and slam the door on his way out. Other times, an employee simply doesn’t turn up, and no-one knows where he is. Abandonment does not include a situation where an employer knows where an employee is or why the employee is not at work, whether that absence is authorised or not. When an employee leaves work in dramatic fashion, it is important (from both a legal and practical perspective) to try and clarify the employee’s intentions, so you all know where you stand. However, you do need to tread with caution. If the drama is the result of a work altercation, particularly with a supervisor or manager, pushing the employee for a clear and concise explanation at the time may inadvertently result in a constructive dismissal. Do they just need some ‘cooling off’ time? Quite possibly, so leaving some time before finding out if the employee is resigning, and if so, whether the employee intends to give notice, would be prudent. If an employee makes it clear that she is resigning, but no notice is given, does she understand that she will be breaching her employment agreement by not giving notice? employment matters

Does the employee understand she will not be paid beyond the last day of work? If the employee makes it clear that she is resigning, at least you all know where you stand. If the employee was just venting some steam, then again, at least intentions are clarified (although there may be consequences for any diva-like behaviour in the workplace). If on the other hand, an employee simply hasn’t turned up, as an employer, you may be in a bit of a quandary. Don’t jump to conclusions. Despite what the employment agreement might say about employment being abandoned after some days, you cannot just sit on your hands and wait for the stated time to elapse.

THE THYMES FEBRUARY 2016

Rather, you must try and contact the employee by whatever means possible – call the employee’s mobile and home phone, leave messages, text, email, contact a next of kin, or even visit the employee’s home address (if practicable). If the employee can’t be contacted over a period of several days, it would be appropriate to courier or deliver a letter to the employee’s home address, setting out your concern that he may have abandoned employment, and asking him to make contact urgently by a particular date or it may be concluded that the employee has abandoned employment. If he still hasn’t made contact by the stated date, and investigations have failed to locate him, you can then send a letter confirming that the employee has been treated as abandoning employment, and referencing the abandonment clause in the employment agreement. He should be paid any final pay (including holiday pay) owing, and the letter should confirm this. If you do manage to make contact with an errant employee (before the abandonment axe drops) or the employee just turns up to work after several days of no contact, this is not an abandonment situation. Rather, you have a situation where the employee has potentially committed misconduct by taking unauthorised leave. This should be handled in the same way as any other suspected misconduct – putting the allegations and evidence/information to the employee, advising of the possible consequences, inviting the employee to respond to the allegations in a formal disciplinary meeting, considering the response, and reaching a conclusion on

whether the employee has indeed taken unauthorised leave, and whether this amounts to misconduct or serious misconduct in all the particular circumstances. The next step is to advise the employee that you need to consider the appropriate sanction (e.g. dismissal or a formal warning), give the employee an opportunity to comment on this, and make a decision. As with any disciplinary action, the question is whether the employer’s action, and how the employer acted, was what a fair and reasonable employer could have done in all the circumstances. The ‘seriousness’ of a failure to turn up to work will vary, depending on many factors – whether this is the first time, the company culture, the employee’s reasons for not showing, the company’s procedures for notifying absence, and so on. There is no ‘one size fits all’. If you are in any doubt about whether your employee is MIA, AWOL (or just being a P in the A!), contact the Association helpline in the first instance. The team from Hesketh Henry are also available for further clarification and advice. ABOUT THE AUTHOR

Alison Maelzer provides advice in all aspects of employment law (both contentious and non-contentious), with a particular interest in health and safety, disciplinary and performance issues. E: alison.maelzer@heskethhenry.co.nz T: + 64 9 375 7628

MINIMUM WAGE planned increase to exceed $15/hour Expect the minimum wage to rise to either $15.00 or $15.25 an hour in 2016, from the current rate of $14.75, when Workplace Relations Minister Michael Woodhouse takes his recommendation to Cabinet in the next few weeks.

inister Woodhouse says “We'll look at a range from less than that - from no increase - to a little bit more than that, and look at the impacts on business, jobs and those on the minimum wage". While having the minimum wage exceed $15.00 will have impact for many businesses, FIRST Union say a more substantial minimum wage rise is needed to boost spending. They are recommending the minimum wage increases to at least two thirds of the average wage, or $19.46!

Cabinet advice last year said increasing the minimum wage to $15 or $15.50 an hour would cost between 1500 and 5000 jobs. A decision will be made in mid-February and kick in on April 1.

Increasing the minimum wage by 50c per hour increases the wage of a full time employee (40 hours) by $1040 over a year

Call us!

If you need urgent employment help, don’t forget we are available for advice and assistance on 0800 737 827 or outside general office hours on 027 413 3880.

THE THYMES FEBRUARY 2016

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ENGAGEMENT = MOTIVATION PERFORMANCE = PRODUCTIVITY

= PROFITABILITY

do your employees know that you plan on keeping them? Treat employees like they make a difference and they will. BY IAN MCLAUGHLAN, ProStart Manager

he hospitality sector is currently booming, and whilst this is of course great news, it also puts businesses at risk of losing their best employees to competition. Worryingly, research has found that around 1 in 3 hospitality workers are ready to jump ship. Your team is imperative to the success of your business, which is precisely why supporting your staff, from the top managers to the newest hires, should be a top priority.

HERE ARE SOME TOP TIPS TO KEEP YOUR EMPLOYEES HAPPY - because happy employees mean happy customers! Some of these tips are especially relevant for developing your junior staff. After all it’s a big leap from the world of unemployment to the workplace, so get your staff engaged from the very start.

FIRST IMPRESSIONS MATTER

This is much easier said than done but one way to ensure employees genuinely enjoy their work is to find the right ones early on. You will do both yourself and your staff a service by setting the bar high and rewarding the best, no matter how big or small, your organisation.

GIVE A WARM WELCOME

Everyone has first day nerves and for a new staff member who has been unemployed, this can be amplified as it is a real leap into the unknown. Make sure you and your team create a welcoming environment for your new staff to feel part of the team as soon as possible.

SET-UP A BUDDYING SCHEME

Staff new to hospitality work well with ‘workplace friends/ mentors.’ This gives them a great chance to gain advice, meet new people and bring a fresh perspective to any issues encountered in the workplace.

GIVE EFFECTIVE SUPERVISION

Some new staff members may find it hard to ask for help, so make sure you’re approachable and have the time to guide them appropriately. You can also engage a senior staff member to take responsibility for the development of a junior staff member. need help? call us on 0800 737 827

SET CLEAR OBJECTIVES

Be clear on your expectations. You may know what you expect from your new staff, but unless it’s made clear, it is very unlikely they will guess what is expected of them.

TRACK PROGRESS

Monitor their skills, knowledge and ambition from the beginning of employment through to suitable performance levels. Track any correlations and offer further advice or training where necessary.

PRACTICE WHAT YOU PREACH

Set a good example, and don’t tell your staff to do something that you wouldn’t do yourself.

BE AN EFFECTIVE COMMUNICATOR

Take the time to not only talk with your new and existing staff but be a good listener too. Mistakes are often a result of a lack of communication and could be avoided with a company culture that welcomes managers and staff to share their thoughts openly. Talk to your staff on a regular basis, not just when they’ve made mistakes.

THE THYMES FEBRUARY 2016

Show an interest in them and take the time to understand what their aspirations are and work with them to develop their roles and progress their careers. Find out any challenges they face and work together to fix them. Providing support and advice will ensure that your talent will not want to leave and will seek to communicate with you further.

BE HONEST

You need to be upfront and honest with your team; companies who are open about the big picture with workers do better and see a lower turnover rate. A transparent approach also avoids any unpleasant surprises. Spell out exactly what roles will involve during the interview and induction so candidates will know what they are getting themselves into and whether it is something they will be happy doing. Companies often neglect to mention aspects of work that people may find unappealing but in doing so, they cause employees to become distrustful about the organisation.

HELPME! Legal enquiries

Immigration enquiries Policies and procedures

MOTIVATE AND CHALLENGE WORKERS

Motivating your staff is key to keeping them interested and is not limited to just a cash incentive. You need a combination of factors, including money, a fun working environment, challenging tasks and many more.

Holiday pay questions

Do not overload your employees with unexpected challenges as this will only hinder their motivation and performance, but at the same time, if your employees begin to feel too comfortable they may begin to look elsewhere. So, challenge your workers to excel and make the most of their potential as a way of keeping things fresh in the workplace.

ALIGN YOUR EMPLOYEES’ VISION WITH YOUR OWN

Your big ideas for your business won’t go anywhere unless your employees are on board. Employees can’t just be aware of your goals, they need to believe in them as well. When someone shares the same mission and values, they will do whatever it takes to achieve a desired result. Losing employees can not only have high cost implications, but can also be very detrimental to the business as a whole. The key to retaining staff is to support them in every way, deliver motivational leadership, effective communication, reward schemes and opportunities to develop. How can we help? The Restaurant Association is committed to assisting employers who are challenged to find people with the right skill set to enter the hospitality industry. As industry representatives we understand the staffing challenges that business owner’s face and are providing a completely free recruitment service for junior hospitality staff. If you are thinking of hiring, let us take care of the recruitment and screening process for you and connect you with potential employees that will work for your business.

Redundancy and restructuring

Handbooks

Liquor licensing questions

Leasing and contracts queries

Don’t suck lemons, talk to us! • • • • • • •

24/7 Helpdesk Legal advice Employment Law Lease Agreements and Contracts Liquor licensing Templates and Guidelines Confidential support and advice

Offering expert business guidance and the tools and resources to help your business are some of the many ways the Restaurant Association supports our members. If you haven’t used these services before please feel free to call up on 0800 737 827 for a chat.

Contact our ProStart Recruitment Coordinator Leone James (09) 632 1401 leone@restaurantnz.co.nz employment matters

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BUSINESS INSIGHTS... For many businesses the financial end of year is upon us. While this can be a busy and potentially stressful time of year, it is also a good time to reassess your business and make some changes to set yourself on the right path for the next financial year. In this section we identify five different areas of your business - finance, technology, customer service, business structure and that all important work / life balance.

... don’t forget to support the businesses that support you & the Restaurant Association STRATEGIC PARTNERS...

MEMBERSHIP BENEFITS

MEMBERSHIP

BENEFITS for Restaurant Association members

WESTPAC Access specialist banking solutions and lower credit card commission rates (from 1.64%) with Westpac. If your monthly credit card turnover is $7000 (and assuming your current rate is 3%), on the 1.64% rate you will save $95 per month. NOVA ENERGY Exclusive Restaurant Association member energy offers. Contact the membership team at the Restaurant Association to find out how Nova Energy can benefit your business. Nova Energy - The Multi Energy Experts - Electricity - Natural Gas - LPG - Solar

KEY PARTNERS...

OFFICEMAX Your one-stop shop for stationery, technology, furniture, cleaning and hygiene products - and more. Member discounts of up to 50% off OfficeMax’s already low, everyday prices. Open an account or identify yourself as an association member in store or online and take advantage of these discounts.

CROMBIE LOCKWOOD INSURANCE BROKERS The best value insurance you can have is insurance that works at claim time. Crombie Lockwood provides specialist restaurant, café and hospitality insurance solutions that are proven in the toughest situations. To see examples talk to your nearest Crombie Lockwood office.

SPARK BUSINESS COMMUNICATIONS SOLUTIONS Restaurant Association members can make significant savings with a customised package of Spark products and services. Contact the Restaurant Association to arrange your 30-minute business tech check.

EFTPOS NEW ZEALAND Access the best range of payments solutions for your business and exclusive discounts off terminal rental. This offer applies to the full range of Verifone terminals for both standalone and interfaced solutions.

Take advantage of the new Association member bonus deals and save up to the value of $1438. ASSOCIATE+ PARTNERS...

If you want to talk further about an eftpos solution to suit your business needs, call 0800 EFTPOS.

Being a member of the Restaurant Association gives you access to a to savings on these essential services and supplies... and more. Find out more at www.restaurantnz.co.nz or call us on 0800 737 827.

THE THYMES FEBRUARY 2016

WHAT DO YOUR CUSTOMERS REALLY

CARE ABOUT? More and more consumers are wanting to buy from businesses that are making genuine efforts for the environment and their communities. But as a business it is often hard to know what efforts to make. Do your existing customers care more about you supporting local suppliers or sourcing Fairtrade products? What about potential customers you are missing out on – how can you promote or change your practices to attract them?

about – including people that don’t currently shop with you.

aking informed decisions about your business, and effectively communicating your efforts to the growing market of ‘conscious’ consumers, can significantly increase your earnings. Over the last 3 years the social enterprise Conscious Consumers has been developing technologies to help hospitality businesses connect with customers. The enterprise has supported hundreds of businesses to improve their practices in ways that make sense for their customers. Last year their hard-work was recognised when they won the Innovator of the Year at the Restaurant Association awards. Here is why their technology is ground-breaking and how it can benefit your business: 1. Amazing customer insights Over 10,000 consumers have downloaded a free app that lets them identify the issues they care about. Each time they spend money in your business these issues are communicated to you. You can also get insights on what consumers that shop near you care

2. Effortless personalised marketing The technology then allows your business to design simple communications and marketing that is automatically sent to consumers that use the app. For example, to attract new customers you can send vouchers to consumers that shop in your suburb but not in your business. To keep customers coming back, after they’ve visited the technology can automatically notify them that you’ll donate $5 to a local charity if they spend $50. 3. Track impact on customer spending Unlike many other marketing products, this new technology allows you to track the total amount that is being spent by consumers that use the app. You can then track how effective specific marketing strategies are at attracting new customers or increasing spend of existing customers. Conscious Consumers has set up some of New Zealand’s best hospitality businesses with this new technology. There is no major upfront costs or new hardware needed, as the technology simply taps into your businesses existing Eftpos software. If you are interested in supporting a great kiwi initiative and getting more business in the process, contact Ben Gleisner, CEO and Co-founder, at info@consciousconsumers.org.nz or 0275 162 942.

NEED HELP? Call us on 0800 737 827

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CAFES, RESTAURANTS & FAST FOOD...

EXCITING & CHANGING

e love the hospitality industry… the people, the food, the diversity, and the opportunities. Been selling businesses for over 50 years and still fascinated by the ever-changing market! 2015 was a great year for business sales, we were up 80% on the previous year and 2016 promises to maintain that success rate. Diversity has been a major factor. 39% of Auckland's population was born overseas… we are more diverse than Sydney, LA, London, and New York!... and our sales team and marketing reflects this. And immigrant buyers are looking for opportunities beyond Auckland for suitable businesses to buy.

The Dream of “owning your own café” is alive and well as explained in a recent article by Herald columnist, Verity Johnson.

She does not gloss over the dangers and the difficulties, but applauds the passion of those who invest their energy and vision pursuing a personal dream. Dangers.

Yes, there is a constant churn, with ownerships changing, new outlets opening, new trends emerging, and new menus being promoted. Not all are successful, but we remain convinced that cafes, restaurants, and fast foods outlets are simple businesses (but not easy businesses). They are cash-and-carry enterprises that repay industriousness, customer service, and attention to detail. We see many very profitable food businesses. - CLYTH MACLEOD

Waterfront Wedding and Function Venue Expressions of interest close March 1st 2016

Lindsey Holcombe

Clyth MacLeod Ltd MREINZ Licensed Agent REAA 2008 lindsey@clythbiz.co.nz www.clythbiz.co.nz NEED HELP? Call us021 on 0800 827 083737 73987 I 09 630 9491 www.clythbiz.co.nz

THE THYMES JUNE 2015

LEGISLATION UPDATE 4 MINUTE ROUND UP of

2016's law changes

Here’s a summary of some of this year's upcoming law changes that affect small businesses — check out which apply to you.

HEALTH AND SAFETY AT WORK When: 4 April, 2016

What: The new law says you need to do what’s “reasonably practicable” to manage health and safety risks at work. This means you’re expected to do what a reasonable person would do in your situation. It’s about taking responsibility for what you can control. You may find that it’s not as hard, expensive or time-consuming as you may think. Why: The aim is to reduce the number of people killed or hurt at work. In New Zealand, on average 52 people die on the job each year and one in 10 is harmed. More information: Check out pages 30, 31 & 32 for more information on the new Health and Safety at Work Act View the Health and Safety at Work Act at www.worksafe.govt.nz

FOOD SAFETY

When: 1 March, 2016 for new food businesses. Existing food businesses will transition to the rules between 2016 and 2019. What: The Food Act 2014 promotes food safety by focusing on the processes of food production rather than the premises where it’s made. It has a sliding scale of risk –– businesses with a higher risk when it comes to food safety will operate under stricter requirements. Why: The old law had a one-size-fits-all approach to food safety. The new law recognises that each business is different. So, for example, a corner dairy operator who reheats meat pies won’t be treated in the same way as the pie manufacturer. The aim is to further improve New Zealand’s food safety measures. More information: Check out page 29 for more information about what you need to do to transition to the new Food Act Download a copy of the latest Food Control template for foodservice businesses from www.mpi.govt.nz

business insights

PAID PARENTAL LEAVE

When: Extension to 18 weeks — 1 April 2016 Other changes — 1 April 2016, subject to the Employment Standards Legislation Bill being passed. What: Paid parental leave will go up from 16 weeks to 18 weeks. There are also planned changes to the scheme to better reflect the diversity of modern work and family arrangements. The changes will also make it easier for parents to stay connected to the workforce. It’s planned that parental leave payments will be extended to more workers, including: • • • •

casual and seasonal workers those with more than one employer those who have recently changed jobs people who become the permanent carer of a child under the age of six, eg grandparents.

Parents of premature babies will also receive parental leave payments for longer. Why: The Government wants to make it easier for parents and permanent carers to take more time off work to spend with the new addition to their family. Current rules prevent a person on parental leave from coming back to work for training or planning days, so this will also change to allow more flexibility.

THE THYMES FEBRUARY 2016

ZERO-HOUR CONTRACTS

When: 1 April 2016, subject to the Employment Standards Legislation Bill being passed. What: Planned changes will mean that, when hiring, employers must guarantee to give employees agreed hours of work. Also, employers won’t be allowed to: • • • •

expect employees to be available to work with no guarantee of hours without paying compensation cancel a shift without giving employees reasonable notice or reasonable compensation, both of which must be set out in an employment agreement make unreasonable deductions from wages unreasonably restrict secondary employment.

Why: The Government aims to prevent unfair employment practices. Zero-hour contracts can make it difficult for employees to plan their financial and personal lives. More information: Addressing zero-hour contracts - Ministry of Business, Innovation and Employment (MBIE) and Q&A on zerohour contracts - check out www.mbie.govt.nz

ENFORCEMENT OF EMPLOYMENT STANDARDS

When: 1 April, 2016, subject to the Employment Standards Legislation Bill being passed. What: Planned changes will strengthen the enforcement of minimum employment standards, eg minimum wage and holidays entitlements. These include a new infringement notice regime, clearer record-keeping requirements and tougher sanctions for the most serious breaches, such as exploitation. Why: To help protect vulnerable workers and to make sure workplaces are fair and competitive. More information: Check out www.mbie.govt.nz

ACC LEVY CHANGES When: 2016/17

What: The ACC portion of your vehicle registration is due to reduce again to an average of $130 per year. And part of the work levy known as the residual levy is also to be removed entirely. Why: We all used to pay the same ACC levy no matter what vehicle we owned. Last year ACC introduced a ratings system and as a result your vehicle’s levy is now based on an assessment of its risk. For the residual levy, ACC has collected - and saved - enough to fund the lifetime cost of every current ACC claim. From 1 April 2016, most businesses will pay lower work levies due to the residual levy being removed and an average drop in the work levy rate. Levies will go up for a small number of businesses (ACC will be in touch with those to explain why).

ADDRESSING

COMPLAINTS OF

FOODBOURNE ILLNESS The Association's Help line has had a number of queries from members recently about what processes they should have in place for reporting incidences of food poisoning. Here is a brief guideline as to what you should do if there is a suspicion that one of your customers has been affected by a foodbourne illness.

he Ministry of Primary Industries (MPI) website has a very informative page on what to do in the event of a foodborne illness - go to www. foodsafety.govt.nz/ food-complaint/. While this is largely from a customer’s perspective the initial steps are similar for a food business. If a customer contacts you with a concern around foodborne illness you should recommend the person seeks medical advice. If it is a foodborne illness the local Public Health Unit will be contacted by their GP and that will set in motion contact with the local Council and MPI who will investigate. As a business owner you can also contact your local council and/or Public Health Unit if you have any concerns. An Environmental Health Officer will probably visit or call the business and work with you to resolve any issues and they will also, in turn, work with the local Public Health Unit and MPI if necessary. As a matter of course you should also review your food safety measures to identify how a problem (potentially) arose and what you need to do to remedy it so it doesn’t happen again – and do it (e.g. throw out affected food, replace temperature gauge). It could be a faulty temperature gauge in a fridge, poor personal hygiene/sick chef, receiving perishable food that had been held at an incorrect temperature for too long etc. If you are using the Food Control Plan template available from the MPI website, there is a ‘customer complaints and recalls’ page - and while that focuses on trade recalls and things like foreign objects the recommended procedure will be the same.

More information: Check out www.acc.govt.nz NEED HELP? Call us on 0800 737 827

THE THYMES FEBRUARY 2016

TIME TO UPDATE FOOD SAFETY PRACTICES

The law on food safety is changing, and many food business will need to make changes soon. New resources are now available on the Ministry for Primary Industries website to help you find out what you need to do.

he Food Act 2014 comes into effect on 1 March this year. This means that anyone starting a new business from this date must follow the new rules. Existing businesses have longer to make changes, but restaurants with an on-licence will be among the first. Food safety is hugely important, both to protect people’s health and the country’s reputation as somewhere to buy good, safe food. The new law is designed to strengthen this. It puts more emphasis on you showing how you keep food safe, rather than requiring your kitchen to look a certain way. It also puts more emphasis on risk, and is designed to help businesses manage the specific risks involved in what they do. For restaurants, the new law means using a written plan to show how you manage food safety. This is called a food control plan. Many Restaurant Association members have already transitioned to using a food control plan - if you haven't yet it is recommended you do this sooner rather than later. The plan will help you to identify and manage food safety risks on a day to day basis. You’ll use it to record critical information, like the temperature of your food, cleaning and maintenance records. Restaurants and other food service businesses don’t need to write a food control plan themselves, but can use a template developed by MPI. Templates make creating your plan easy. They help you to keep the records you need in one place, and allow you to easily demonstrate how you make safe food. You can find the latest template on the MPI website. The site also sets out the steps you need to take to get a plan and register it. Any business that starts after 1 March 2016 needs to register a food control plan before they open. Existing businesses should check the transition timetable on the MPI website to find out when they need to change over to the new rules. Restaurants and cafes with an on-licence must apply to register a food control plan no later than 31 March 2017, while those food service businesses without a licence have until 31 March 2018.

USEFUL RESOURCES AT www.mpi.govt.nz:

Contact the Restaurant Association for further assistance or visit www.mpi.govt.nz/foodact to find out more.

business insights

•

Follow the steps to the template food control plan to find out how to create and register your plan

•

Download your templates from the website

•

To check when your business needs to make changes, see the transition timetable

•

If you are unsure about what type of regulation applies to your business, start by using ‘Where do I fit?’

THE THYMES FEBRUARY 2016

HEALTH & SAFETY IN BRIEF... As you will hopefully know, changes to health and safety laws will come into effect from 4 April 2016. While the Association has aimed to keep you informed of the new legislation and the impact it will have on member businesses, here is a brief reminder of some of the key changes that the new legislation will introduce...

he aim of the law is to reduce the number of New Zealanders killed or hurt at work. The number of people who die, or are harmed, on the job each year is significantly higher than in countries like Australia and the UK, and must come down. This doesn’t mean your business will necessarily face a lot of new compliance costs. For many small businesses, little will change – especially if you already take a considered approach about how to keep those in your workplace safe and healthy. So ahead of the law change, it’s a good opportunity to review and, if needed, revise how you manage any critical risks – those that could cause illness or injury serious enough to keep someone off work. The new law says you need to take reasonably practical steps to manage these risks. How you do this will depend on: • how seriously someone could get hurt (paper cuts are not serious injuries!) • the chance of an accident happening • and how much control you have over preventing it. Having great health and safety practices is just part of having a great business. And, depending on what you’re already doing about keeping people healthy and safe, it’s not as hard, expensive or time-consuming as you think.

THINK ABOUT YOUR BUSINESS AND ITS RISKS What’s important is that you treat health and safety as part of your day-to-day business and manage it proportionately to the level of risk at your work. This means the greater the risks you have, the more vigilant you need to be. Hospitality businesses certainly have some inherent risks which should be identified and where possible minimized - hazards in the kitchen will be one of the main areas of focus but the dining area also has risks which should be addressed. Businesses must always consider first whether they can reasonably eliminate risks. If not, do what is reasonably achievable to minimise risks. Health and safety is not something you have to do alone. Everyone in your business has a role to play, identifying and managing risks, and ensuring a healthy, safe and incident-free work environment.

Having a robust health and safety culture is a business investment. Apart from obvious benefits, such as worker well-being, it also helps: • • • • • •

increase productivity reduce worker absenteeism give your business a strong image bring peace of mind to workers and owners fulfill your legal responsibilities keep customers happy

H&S REPRESENTATIVES AND COMMITTEES Any business can arrange for one of its workers to be an health and safety representative or set up a health and safety committee. Some businesses must have a rep, or consider a committee, if requested by workers. These are businesses with 20+ workers or those classed by law as being highrisk. Hospitality is not considered a high-risk industry. To prep for the health and safety law change, get good practices and policies in place now. The Restaurant Association can help - our Health and Safety Manual is currently being updated and will shortly be available for members to purchase. The manual provides guidelines to the Health and Safety at Work Act, along with templates to help you to implement a robust health and safety policy in your business. THE THYMES FEBRUARY 2016

CHOOSING THE RIGHT HEALTH & SAFETY ADVISOR The new Health and Safety at Work Act has sparked plenty of discussion around its impacts on different industries. With this comes a growing demand for health and safety consultants. WorkSafe New Zealand Sector Engagement Manager Bryce Fleury gives some tips on how, and when, to choose an advisor.

he new Act is part of a reform package that aims to reduce work-related illness, injury and fatality figures by at least 25 per cent by 2020. That’s a big ask and everyone has a part to play. In particular, organisations (businesses and undertakings) will have the primary duty of care to ensure the safety of their workers and anyone affected by their work. There are also clear health and safety duties for those in governance roles. Because we are dealing with new legislation there is a lot of uncertainty and some details are still to be determined. We know this creates a bit of an information vacuum. While getting external expert advice can be a useful step to take, there are a number of things you can do yourself to ensure you are ready for the new legislation.

TAKE A GOOD HARD LOOK AT YOURSELF Before rushing into a lot of expense, review your organisation’s health and safety practices and, if needed, revise how you manage critical risks that could cause illness, injury or even death. If you are already taking a considered approach then little will need to change.

HERE ARE SOME FIRST STEPS 1. Leaders - step up and be accountable. Under the new law company officers (directors, board members, chief executives, partners etc) are responsible for due diligence. They do not have to ensure the health and safety of the workers but do have to make sure their organisation complies with its obligations. This means always having current knowledge of work health and safety matters; knowing the nature of your organisation’s operations and the associated risks; and assessing the resources and processes to manage those risks. Just as your finances and resourcing are standing agenda items, health and safety should be treated as a fundamental part of running a business. 2. Identify and manage your risks. There is a myth that an organisation, and its officers, must eliminate all risks. They can’t. The nature of any work is that there will always be risks; what’s important is that they can be managed and minimised.

First, they must be identified. Remember to assess both health and safety risks. 3. Make health and safety a part of your organisation’s culture. The question is no longer “Do I have a liability?”, but “How can I improve health and safety?” Get all staff thinking this way…and get them involved – not just because it’s the law but because they can help you and they also have a duty to take reasonable care for their own and their colleagues’ health and safety. The Act focuses our attention on how we work more than where we work and the people doing the work are best placed to identify the risks. 4. Visit the WorkSafe website (www.worksafe.govt.nz) for more information on the Act and what you can do now to get up to speed.

ENLISTING EXPERT HELP You may still feel that your organisation needs extra help. Specialist health and safety advisors can be useful, especially if the risks you need to manage are detailed and technical. So how do you choose the right person for the job? The Health and Safety Association of New Zealand (HASANZ) has put together a checklist of five quick questions to ask potential advisors: • • •

• •

Which professional association do you belong to? (Ask if they can confirm their membership.) What qualifications and/or certification do you have? (Ask to see a current practising certificate from the relevant association, or similar proof of competence.) What relevant skills and experience do you have for this job? (If a business deals with hazardous substances, for example, they’ll need an advisor skilled in this area.) Can you give me examples of similar work you have done recently? May I contact your clients to ask about your work for them?

Beware of consultants selling services based on fear. Scaremongering and myths can distract from the realities of the Act and the constructive ways that people can improve health and safety at work.

NEED HELP? Call us on 0800 737 827

THE THYMES FEBRUARY 2016

If you’re hearing that you are liable for hundreds of thousands of dollars and/or imprisonment if you don’t get it right and ‘here is a system that will fix that for you’ then it’s wise to question the legitimacy and motivation of the source. Other useful information can be found at the HASANZ website (www.hasanz.org. nz). HASANZ is the national umbrella organisation for workplace health and safety professions and aims to raise the standard of advice and services provided across the sector. It is also developing a national online register of competent workplace health and safety professionals, due to be launched in 2016.

WORKSAFE ARE WORKING ALONGSIDE YOU If you believe some of the stories you hear, health and safety is all about stopping any activity that might possibly lead to harm. This is not WorkSafe’s vision of sensible health and safety - they want to save lives, not stop them. In fact, the over-riding focus is to embed good workplace health and safety culture and best practice in New Zealand. To do that WorkSafe will join forces with organisations like the Restaurant Association and workers to educate them about their responsibilities and engage them in making changes that reduce the chances of harm. WorkSafe will of course enforce the law, where it has to, for those who fail in their duties but they will be proportionate and fair. Prosecution is seen as a last resort not a first step and is not a decision taken lightly.

WHAT HAPPENS NEXT?

WorkSafe is working with the Restaurant Association to provide ongoing information and guidance to help get people up to speed before the Act comes into force. Formal guidance, as a result of regulations, will soon be issued. Keep informed by visiting www.worksafe.govt.nz and sign up to the Health & Safety at Work Act subscriber updates.

DON'T MISS!

The Restaurant Association are presenting a Health & Safety webinar update on Monday 7th March as part of the latest professional development calendar. Presented by Alison Maelzer, the update will run through your obligations and what you can do in the weeks leading up to April to ensure you are ready for the new legislation. Contact us on 0800 737 827 to enrol for this 1 hour webinar.

WHAT IS REASONABLY PRACTICABLE? BUSINESSES MUST ALWAYS CONSIDER FIRST WHETHER THEY CAN REASONABLY ELIMINATE RISKS. IF NOT THEY MUST TAKE REASONABLY PRACTICABLE STEPS TO MINIMISE RISKS UNDER NEW HEALTH AND SAFETY LAWS THAT TAKE EFFECT ON 4 APRIL 2016. BUT WHAT MIGHT THIS MEAN FOR YOUR BUSINESS?

here is a lot of misinformation and confusion about what reasonably practicable means. It DOESN’T mean you have to: • • •

do everything humanly possible to prevent accidents buy the most expensive equipment on the market spend the bulk of your week on H&S training, compliance and documentation.

It DOES mean you need to: • •

• • •

determine what kinds of risks are caused by your work

consider how likely those risks are

take appropriate action that is proportionate to the injury or illness that could occur implement well-known and effective industry practices involve your staff in identifying and controlling risks.

You’re expected to do what a reasonable person would do in your situation - taking responsibility for what you can control.

REASONABLY PRACTICABLE STEPS While on a job, two builders have to spend a single day outside drilling. The work will cause a lot of dust and both the foreman and the workers recognise the dust is not good for either them or those nearby. Together they decide that, while they can’t eliminate the problem altogether, they can keep dust levels down by using a water spray and regularly cleaning up. They can also wear masks while working. Barricades are erected to keep others away. As this is an isolated task, and because some

kind of dust extraction unit would be too expensive for a one-day job, they’ve done what is reasonably practicable.

NOT REASONABLY PRACTICABLE STEPS

Trudi works in the kitchen at a cafe where she sometimes has to climb a ladder to stock on high shelves. The ladder she’s been given is wobbly and also a bit short. This means she has to reach quite high while on an unstable ladder. She feels unsafe doing this and tells her manager she is uncomfortable with the task. In turn, the manager tells Trudi she has to keep using it because it’s the only ladder the cafe has. This would be considered unreasonable due to the minimal costs associated with getting a safer ladder and the high potential for Trudi to get hurt. Addressing health and safety issues should be considered against a number of factors. What is reasonably practicable takes into account how much is commonly known about the risks involved, as well as the recognised ways of eliminating and minimising them. The availability and cost of safeguards should also be considered. The question is not whether the business has the cash on hand to pay for the solution, but rather whether the cost is proportionate to the harm that could result. No one expects NASA-type technology where the risk is relatively low and a costeffective and a simple solution could work just as well. THE THYMES FEBRUARY 2016

EVENTS

PROGRAMME

PLUS... CHECK OUT THE LATEST PROFESSIONAL DEVELOPMENT CALENDAR (MARCH & APRIL 2016) ENCLOSED WITH YOUR COPY OF THE THYMES OR ONLINE AT www.restaurantnz.co.nz

WHATâ&#x20AC;&#x2122;S ON 08

Chinese New Year

FEBRUARY

-25 Gulfood, Dubai

Restaurant Association Auckland Branch Golf Day @ Muriwai Golf Course

www.gulfood.com

www.restaurantnz.co.nz

Marlborough Wine & Food Festival, Blenheim www.wine-marlboroughfestival.co.nz/

MARCH

14 01

Bluff oyster season opens

FEBRUARY & MARCH

Restaurant Association HR~ ER Lunch: Get up to speed on Health & Safety

www.restaurantnz.co.nz

Countdown CheeseFest, The Langham Auckland www.nzsca.org.nz/ cheesefest/

-13 Melbourne Food & Wine Festival, Melbourne, various locations

Restaurant Association professional development Health & Safety update, presented by Alison Maelzer

Foodex, Japan

Wairarapa Wines Harvest Festival, The Cliffs, Wairarapa

www.melbournefoodandwine.com.au

www.restaurantnz.co.nz

www.jma.or.jp/foodex/en/

www.wairarapaharvestfestival.co.nz

Hokitika Wild Foods Festival, Hokitika

-15 Prowein, International trade fair for wines and spirits, Dusseldorf, Germany

Restaurant Association professional development Emerging Managers, presented by Krishna Botica

Taranaki Anniversary Day (regional public holiday)

www.wildfoods.co.nz

www.prowein.com

www.restaurantnz.co.nz

Feijoa season begins!

SKYCITY Queenstown Gibbston Wine & Food Festival, Queenstown Gardens

www.gibbstonwineandfood.co.nz

Southland Anniversary Day (regional public holiday)

St Patricks Day

Marchfest, beer and music fesitval, Nelson

Havelock Mussel and Seafood Festival, Havelock

www.marchfest.com

www.havelockmusselfestival.co.nz

Restaurant Association professional development Menu Engineering and Costing, presented by Stephen Thompson www.restaurantnz.co.nz

Otago Anniversary Day (regional public holiday)

Good Friday (public holiday)

Scallop season ends

APRIL

The Great Kiwi Beer Festival, Hagley Park, Christchurch

Restaurant Association Road Show - Wellington, Emerging Managers, presented by Krishna Botica

www.greatkiwibeerfestival.co.nz

www.restaurantnz.co.nz

events ~ international and national

Easter Monday (public holiday)

THE THYMES FEBRUARY 2016

Price: $40+gst for Restaurant Association members

AUCKLAND BRANCH

BAY OF PLENTY BRANCH

PRESIDENT: Krishna Botica

PRESIDENT: Andrew Targett

UPCOMING EVENT Annual Hospitality Golf Day 23 February @ Muriwai Golf Course

WAIKATO BRANCH PRESIDENT: Adrian Hodgson

ROTORUA BRANCH

HAWKES BAY BRANCH

PRESIDENT: Sharon Wallace

PRESIDENT: Sean Burns

TARANAKI BRANCH PRESIDENT: Barbara Olsen-Henderson

MANAWATU BRANCH PRESIDENT: Sean Kereama

REGIONAL UPDATES NELSON BRANCH PRESIDENT: Harry Morris

WELLINGTON BRANCH NATIONAL PRESIDENT: Mike Egan NATIONAL VICE PRESIDENT: Steve Logan

CANTERBURY BRANCH PRESIDENT: Sam Crofskey

DUNEDIN BRANCH PRESIDENT: Olive Tabor VICE-PRESIDENT: Helen Wright

SOUTHERN LAKES BRANCH PRESIDENT: Grant Hattaway VICE-PRESIDENT: Cam Mitchell

WELCOME

We would like to welcome the following new members of the restaurant association who have recently joined us.

congratulations...

You have joined the only organisation that exclusively assists you to safeguard the viability of your café, restaurant, or hospitality business. We will help guide you through the regulatory minefield that exists in today’s business environment. You have joined 1850 of New Zealand’s most dynamic and profitable hospitality businesses.

BODRUM KITCHEN

DOUBLE BLACK CAFE

THE CLAREVILLE BAKERY

Appresso Catering Company, Auckland Asahi, Warkworth Ascension Wine Estate, Matakana Biskit Café, Auckland Black Sheep Bar & Grill, Tauranga Bodrum Kitchen, Auckland Boracay Garden Restaurant, Auckland Bugger Café, Tirau Burger Wisconsin Remuera, Auckland Captains Restaurant, Queenstown Columbus Coffee Botany Town Centre, Auckland Columbus Coffee Mega, Queenstown Cornwall Park Bistro, Auckland Double Black Café, Wanaka Espresso Workshop Britomart, Auckland Fish Face, Mount Maunganui Fish Fish, Ponsonby, Auckland Flight Park Café, Queenstown Gengy's, Hastings George Weston Foods Ltd, Auckland Hook Line and Sinker, Auckland Jones the Grocer Mt Eden, Auckland Kreem Cafe Harris Road, Auckland Lokanta, Auckland Lone Star, Nelson Madam Woo, Hamilton Majestic Cuisine, Lower Hutt Mariluca Ristoro, Wellington Mercury Bay Estate, Whitianga MIA Dining & Wine Cellar, Blenheim Milse, Auckland Mozaik Cafe Constellation, Auckland Nick's Café, Waiuku

FISH FISH

Orpheus Cocktail Bar & Restaurant, Wellington Pita Pit Bethlehem, Tauranga Pita Pit, Queenstown Provenance, Auckland Robert Harris Cafe, Rolleston Saan, Auckland Saneh Thai Restaurant, Auckland Sea Shore Cabaret, Wellington Smile Dessert NZ Ltd, Auckland Spacca, Auckland Sweet Vanilla Kitchen, Lower Hutt Tank, Bayfair Tank, Frasercove Tank Juice, Bethlehem Tank, Taupo Tank Te Awa The Base, Hamilton The Bach, Tauranga The Chicken Box Bakery & Café, Palmerston North The Clareville Bakery, Carterton The Coffee Club Albany Westfield, Auckland The Coffee Club Botany Junction, Auckland The Coffee Club Chartwell, Hamilton The Coffee Club Eastridge, Auckland The Coffee Club Milford, Auckland The Gusstop, Auckland The Landing, Wanaka The Long Table, Katikati The Return of Rad, Auckland The Store at Britomart, Auckland Valentines, Hamilton Vibes Café, Waihi Waihi Beach Hotel, Auckland Yoghurt Story, Christchurch

new members

THE THYMES FEBRUARY 2016

Don't miss the Restaurant Association road show...Emerging Managers, presented by Krishna Botica, is coming to Rotorua on 9th May

round up

rotorua

K the year.

ia Ora from Rotorua. I hope everyone has had a profitable trading time. Rotorua was bursting at the seams at the start of

It was with great sadness that we learned of the passing of John Knight (above); Rotorua Branch Vice President (Restaurant Association), former Branch President, founding Rotorua Hospitality Awards Committee Member, formerly Owner/Operator of Triple One Five restaurant and more recently Manager of CBK. John passed away suddenly on 21 January 2016. I spoke to him that morning to have a catch up with him on Friday the 22nd and he sounded fantastic. His last words to me were “okay doll see you tomorrow”. This was to discuss the CBK new makeover among other things hospitality. John was a passionate, hard working individual. Army trained, John worked at Okawa Bay Resort (now known as VR Hotel), Cameron’s Bar, Death by Chocolate, which later became Triple

one Five in 1999 and in 2014 became CBK. One thing about John, he always had my back. He was a straight talker which is what I really appreciated. I can remember our first ever media launch for the Rotorua Awards at Skyline in 2012 - as we stood there reading out the 3 finalists of each category holding a piece of paper and taking turns to read out the finalists with only 6 people in the audience. Nowadays it’s almost 100 people and we have power points and radio announcers doing the media launch. But those founding years were the best as we really didn’t know how we were going to get there but we had help and again every one worked really hard. Thank you, John, for your influence, contribution and dedication to this industry. Your support and friendship will be greatly missed. Memories will remain. John had a wonderful send-off here in Rotorua. Thank you to Restaurant Association CEO, Marisa and Helpline advisor, Vanessa for coming down for the funeral. John is survived by his wife Debbie, and sons Antony and Jaden. Rest in Peace. There is a new Skywalk in the Redwoods that opened just before Christmas and it has been very busy too. If you are in Rotorua and visiting the Redwoods give it a go. The cost is affordable. My dear friend and colleague Sandy McClay, hubby Steve and their 2 sons recently embarked on a journey to her home in Holland and to London. I am looking forward to hearing of the stories and dining experiences on the trip. There is a new Burger place just opening as we speak here in Rotorua called Cuzzy Bro burgers. Burgers made with a Rewana bun.

regional update

Richard Sewell (owner of Urbano and Rotorua Awards committee member) has a new, exciting project underway. More on this in the next issue. The Rotorua Hospitality Awards are on Sunday 3 July, 2016 at the Energy Events Centre. The media launch will be held at Volcanic Hills Winery at Skyline Rotorua on 24 May. Judging for Outstanding Chef and Emerging Chef will be held in C block at Waiariki Institute of Technology on Saturday 11 June. We also congratulate Leonardo and his beautiful wife Yuka (Leonardo's Pure Italian) on their recent wedding, which was by all accounts a fantastic day. Leonardo is also joining our Hospitality Awards Committee. He is so excited about it too! Congratulations also goes out to Skyline Rotorua Food & Beverage Manager, Herbert Sabapathy and his wife, on the recent birth of their baby daughter. Vanessa Wallace (my daughter) and our Rotorua Awards Event Co-ordinator has started working in Auckland at the Restaurant Association, filling in for Jaqueline while she is on parental leave. We wish her all the best and will support her from our end as well. I also caught up with Kunal Sharma recently. Kunal won the 2015 Outstanding Bartender at the Rotorua Awards and has moved to Solace in Eat Streat. Naku noa SHARON WALLACE

Rotorua Branch President Waiariki Insitute of Technology sharon.wallace@waiariki.ac.nz THE THYMES FEBRUARY 2016

Don't miss the Restaurant Association road show...Emerging Managers, presented by Krishna Botica, is coming to Wellington on 4th April and Menu Engineering and Food Costing, presented by Stephen Thompson is on 11th April.

FROM THE CAPITAL

hot plate coming through CHANGES

Siglo has opened where Kitty O’Shea’s was on Courtenay Place. This is another bar restaurant concept from the team that own Spruce Goose and Hummingbird. A new Mojo Café has opened up on the ground floor of the St James Theatre. Tahi Thai has opened on the corner of Courtenay Place and Kent Terrace. Boulevard Bar has closed and has new owners and is set to open with a new concept.

Munchen, a German themed bar has opened on Queens Wharf on the site of the former Chicago Bar. Munchen is part of the Wellington Hospitality Group.

The short lived Vatican Restaurant on Dixon Street is now a Chinese Restaurant.

VISA WELLINGTON ON A PLATE This showcase of regional culinary excellence is once again to be held later this year but applications close at the end of the month. With limited spaces, only outstanding menus and events will make the cut, so please check the website, www.wellingtononaplate.com, as some of the criteria has changed.

SUMMER SEASON

Two new rooftop bars have opened, one is above the 5 Stags Bar on Taranaki Street called Dirty Little Secrets. The second is on Willis Street above the Trinity Hotel and is part of the Arborist Bar that is located on the ground floor. regional update

Anecdotally many operators have reported an uplift in trading over December and January, especially from Boxing Day onwards, in comparison with last year. With plenty of cruise ship passengers, as well as independent travelers enjoying the brilliant summer weather that the region enjoyed. MIKE EGAN

NEWS FROM deep south

southern

lakes

ueenstown is booming. Weather has been a little inclement during January but tourist numbers are strong with most operators reporting strong trade and solid growth. February is seeing better weather and town is exceptionally busy with a massive influx of Chinese expected for their new year celebrations. Trade should be buoyant right through until ANZAC Day this year. Openings/Closures: Captains Restaurant has been sold by Grant & Karen Hattaway after 13 years to Terry & Jenny Goulding, formerly from Christchurch, who will be retaining all staff and the name of the business. Avanti Restaurant has had an extensive makeover and opened in early December as Sabroso (meaning delicious or tasty in Spanish). The fit-out is modern and the restaurant is specializing in Spanish cuisine and wines. Smith’s Craft Beer House has opened in Shotover Street (formerly The Find) and is specialising in craft beers with an all day menu. Vudu Café in Shotover Street has been demolished after 20 years with new retail shops being constructed on the site. The team have opened Bespoke Kitchen next to the Queenstown Medical Centre and have already won café of the year for 2016 - a fabulous achievement. Peregine Wines have purchased the Bendemeer Woolshed and are converting it to a function centre/cellar door for their new label “wet Jacket”. Koko Black (chocolatier) has closed it’s doors on Rees Street along with Arnolds Café. Upcoming events include the NZ Golf Open at Millbrook/The Hills. GRANT HATTAWAY THE THYMES FEBRUARY 2016

mainly of interest to

AUCKLAND

SCARECROW

New in the CBD...

After beginning life as a pop-up, Scarecrow has now opened permanently in a sunny spot on the corner of Kitchener Street and Victoria St East in the CBD. It is a cafe / florist / grocer showcasing over 120 of Auckland’s regional artisan producers. The concept is steered by owners Alison and Paul Dyson together with head chef, Ben Barton, who has been creating location-specific culinary events under his Pop Dining umbrella over the past couple of years. Predominantly a day-time cafe, Scarecrow is also open in the evening Thursday - Saturday. Adding to the offerings now available on Graham Street in the CBD, Major Sprout is a new eatery from David Lee who also owns Dear Jervois (and also formerly Milford’s Little King). Since opening at the end of last year, the daytime cafe has been making many “best of” lists for it’s stylish interior and menu. Head chef Phil Czerwonatis worked previously at The Hip Group’s Rosie and the food offerings are both cabinet food (including a selection of “unbaked goods” from The Raw Kitchen) and a menu of breakfast and lunch options. At the other end of town, Miann is a dessert bar opened in Fort Street by Brian Campbell and his wife Roselle. Campbell has been a pastry chef for over 15 years with experience working in Michelin starred restaurants. Most recently he ran The Hip Group’s Milse for two years, before leaving last year to open his own concept. Miann (to desire or crave in Scottish Gaelic) is a haven for dessert-lovers, offering cabinet food delights, as well as a plated menu and so you can have dessert any time of the day, they even have a “dessert breakfast menu”.

MAJOR SPROUT

MIANN

At the end of December, SKYCITY again added to their restaurant offerings, opening Andy’s Burgers & Bar in the SKYCITY atrium. The site is huge, seating almost 300 diners and is run by restaurant manager Tyrone Amanono and head chef Renato Passoni Ribeiro (who had been working at Federal Delicatessen since it opened). This is a burger bar predominantly, with a menu of seven varieties made from scratch by a large team of chefs. The artisan sauces are also made on-site and Andy’s also sell classic dishes from the Southern states: BBQ pork ribs, spicy chicken wings, steaks and a variety of salads. Along with the alcoholic options, Andy’s also has a milkshake menu. FURTHER OUT... Briar and Jesse Wakelin, have opened Morningside's newest daytime café Peel to Pip, with the name coming from their focus on sustainability and their "interest in the whole picture”. This includes recycling or composting most of their waste, using free range meats and eggs, and letting the seasons inspire the food menu. There is also an indoor garden filled and an impressive kids' play area, making this a child-friendly dining spot. The menu is produced by chef Mike Middleton with an interesting spin on cafe classics.

ANDY'S BURGERS & BAR

auckland members

PEEL TO PIP

mainly of interest to

AUCKLAND Takapuna also has an interesting new restaurant, Artwok, an authentic Chinese restaurant which spotlights the different cuisines and regions of China. Devoid of MSG, additives, excess oil, and unhealthy ingredients all dishes are created from premium locally-sourced, free-range produce.

WHAT'S ON AKL. FEBRUARY

Valentines Day

HR~ER Lunch: Get up to speed on Health & Safety, Restaurant Association, Auckland www.restaurantnz.co.nz

ARTWOK

-21 Auckland Lantern Festival 2016, Albert Park

In Newmarket Little & Friday have moved into new, larger premises just around the corner from their old site adjoining Marthas fabrics. It’s an inviting space allowing for a vast number more diners to sit down. The new site will also have a full daytime menu, along with the Little & Friday cabinet offerings available at all of their sites.

Coffee and bagels cafe, Roost, has opened on the LITTLE & FRIDAY corner of Vinegar Lane and Crummer Road, Ponsonby). It's located on the site, bought by Progressive in 2011, which will include two separate precincts - the Cider Building which will house a Countdown Supermarket, retail and office building, and Vinegar Lane featuring town houses, terrace houses, small apartment buildings and boutique office buildings. Spear-heading the Roost bagel operation are Wayne Schuler, Shaun Marlo and Ruben Maurice (from Vulcan Lane Bagels). NAMO

Also Ponsonby located (on Ponsonby Road), Japanese restaurant, Namo has opened on the site that for many years was Thai Me Up restaurant. Head chef, Takashi Shitamoto, has impressive credentials. Working for his father at his restaurant in Tokyo from a young age, he learnt intricate sushi making techniques and garnered the swift knife skills that contributed to him landing a job at Nobu in Tokyo.

www.restaurantnz.co.nz

-21 Splore, Tapapakanga Regional Park

Restaurant Association Auckland Branch Golf Day @ Muriwai Golf Course

www.splore.net

www.restaurantnzr.co.nz

march

-20 Auckland Arts Festival, various venues

Countdown CheeseFest, The Langham Auckland

www.aucklandfestival.co.nz

www.nzsca.org.nz/cheesefest

-12 Auckland Cup Week, Ellerslie Racing Club

Ports of Auckland Round the Bays

www.ellerslie.co.nz/#!aucklandcup-week

www.roundthebays.co.nz

Restaurant Association professional development, Health & Safety update, presented by Alison Maelzer www.restaurantnz.co.nz

-13 Pasifika Festival 2016, Western Springs

CALL US ON 0800 737 827

WHAT DO THEY GET?

An introduction to: • • Hospitality • • Customer service • • Food safety training • • Barista training • • Food preparation • • Beverage service

WHAT WILL WE PROVIDE? Targeted services: A recruitment service Matched candidates Work ready graduates Ongoing support Frequent contact Mentoring

• • • • • •

Let us help you find the right staff! Do you need work-ready staff who are keen to learn? Do you struggle finding them? A ProStart recruit could be for you!

The ProStart programme has introduced our students to the basics of hospitality. They graduate with a great attitude, basic skills and a desire for a career in hospitality. CALL US TODAY ON 0800 737 827 or email bookings@restaurantnz.co.nz

The Restaurant Association was formed in 1975 with the aim of serving and representing owners and manger of foodservice operations. It represents 1,850 members throughout New Zealand who employ 13,000 full and part-time employees. This is an industry that has an annual turnover of more than $8 billion, that employs over 100,000 workers, that is each week visited by more than a million hospitality customers. This makes it a cornerstone of New Zealand’s economy.

STARLINE... for whatever you’re washing

CHIEF EXECUTIVE: Marisa Bidois NATIONAL PRESIDENT: Mike Egan (Monsoon Poon, Auckland & Wellington; Boulcott St Bistro, Osteria Del Toro, Burger Liquor, Wellington) VICE PRESIDENTS: Bart Littlejohn (Sails Restaurant, Auckland) Steve Logan (Logan Brown, Grill Meats Beer, Wellington) BRANCH PRESIDENTS: Auckland: Krishna Botica (Café Hanoi; XuXu; Saan, Auckland) Bay of Plenty: Andrew Targett (Elizabeth Café & Larder, Tauranga) Canterbury: Sam Crofskey (C1Espresso, Christchurch) Dunedin: Olive Tabor (Nova, Dunedin) Hawkes Bay: Sean Burns (Milk and Honey, Napier) Manawatu/Wanganui: Sean Kereama (Wharerata Function Centre, Palmerston North) Marlborough: Watch this space! Nelson: Howard Morris (Harry’s Bar, Nelson) Rotorua: Sharon Wallace (Waiariki Institute of Technology, Rotorua) Southern Lakes: Grant Hattaway (Pier 19; Blue Kanu, Queenstown) Taranaki: Barbara Olsen-Henderson (Bach on Breakwater, New Plymouth) Waikato: Adrian Hodgson (The District, Hamilton) Wellington: Michael Egan (Monsoon Poon, Auckland and Wellington; Boulcott St Bistro, Osteria Del Toro, Burger Liquor, Wellington) RESTAURANT ASSOCIATION OF NEW ZEALAND KEY OBJECTIVES

1 2 3 4

Protect, promote and advance the interests and rights of its members

Promote industry quality, reputation and excellence

Provide relevant value added services to members

As an organisation achieve best practice stewardship within the business Association sector

info@washtech.co.nz 0800 STARLINE www.starline.co.nz