MAY 2015 JUNE | JULY 2016
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05 from the ceo's desk
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health & safety
As members get their business health and safety policy's underway to comply with the new Health & Safety At Work Act, we offer some tips to help you get started...
DO WE HAVE A GENDER PAY GAP IN HOSPITALITY? The issue of gender pay equity - where men and women in similar jobs are paid the same (or not) - has come to the fore after a working group of union, business and government representatives reported back to Government on their recommendations for how to achieve pay equity within New Zealand’s employment relations framework. ‘Pay equity’ is the principle that women and men should receive the same remuneration for doing jobs that are different, but of equal value. (Not simply, the same pay for the same work.)
15 when can you consider suspension? When a serious employment problem arises, you may feel that the matter is serious enough to warrant the suspension of the employee while you conduct your investigation. However, suspension is a serious step and is not an action available to take without good reason...
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lewisham awards results & photos
CONFIDENTIAL - MEMBERS ONLY
The Joint Working Group on Pay Equity was set up last year after a rest home worker, Kristine Bartlett, won a court battle where she argued that her $14.32 hourly rate was the result of gender discrimination. The purpose of the Joint Working Group was to recommend principles to Government that provided practical guidance to employers and employees in implementing pay equity. CONTINUED
The Group made recommendations on making, assessing and settling pay equity claims and a bargaining process for employers and employees to follow based on the Employment Relations Act. It recommended that in determining the merit of a claim, some factors that should be considered include whether the work is done mostly by women, whether it is historically undervalued and whether that has affected pay for that work. In assessing the claim, the skills, responsibilities, conditions of work and degrees of effort of the work should also be considered. Sound easy? Currently Government are still considering the recommendations and will respond to them “shortly". So while the gender pay equity issue focus has been on workforces like the aged care industry, it has made us think of our own industry, which also has a high number of female workers. Is there pay equity within the hospitality industry? Currently there isn’t a lot of New Zealand research on the subject, however internationally it is a topic that has been identified as being an issue. In the United Kingdom research revealed that women in the hospitality industry were on average paid 18% less than their male co-workers. As the first step towards equalising the discrepancy of gender pay parity, from April next year all UK companies with more than 250 staff are to be forced to reveal what they pay men and women, including any differences. In Norway a study of over 100,000 hospitality employees revealed that men were paid about 20% more than women. Meanwhile in the United States new equal pay legislation was enacted at the end of last year in California and New York and this has remained a hot topic this year as retail and hospitality have been put under the spotlight for what they believe is a dramatic gender wage gap in those industries.
Research conducted in the United States in 2014 by three Cornell researchers may go some way to explaining some of the reasons for the gender wage gap. Research from the report Developing High-Level Leaders in Hospitality: Advice for Retaining Female Talent found that women face special challenges in balancing work and family, since women continue to bear disproportionate responsibility for caring for children, aging family members, and household duties. In order to simultaneously manage these responsibilities and advance professionally, these women required schedule flexibility and work autonomy, as well as a strong support network. The report suggests that the following package of strategies will benefit hospitality businesses to assist all employees to advance in their careers: demonstrate a deep commitment to change, build role models from the top of the organisation, promote mentoring, acknowledge the value of a diverse workforce, offer schedule autonomy and control for mid-career professionals, create a supportive infrastructure, and focus on long-term career development. The Restaurant Association would like to research this more at a local level and welcomes any feedback, however at this stage there is no evidence that this there is a gender pay gap in hospitality in New Zealand businesses. Having said that the need to eliminate gender discrimination is an important ethical issue and, based on the international research, one that may need attention in our industry. It wouldn’t hurt as a first step to do a review of pay practices within your business to ensure that pay decisions are not based on gender. Determine the rationale for any pay differentials. As we know hospitality businesses continually struggle with finding and keeping talented employees and managers, and having a policy that emphasises your equal opportunity practices may provide you with a point of difference that will help you to attract and retain the best employees, no matter what their gender. Contact us if you want to provide your opinion...
Eco-shopping & dining in the heart of Parnell. There is to be a new shopping and food precinct located within Geyser, New Zealand’s first 6 Green Star Building, as awarded by the New Zealand Green Building Council. The Rise will set a new standard in ethical shopping and dining. In a dramatic departure from the usual “profits first” mentality, this unique structure and all of its occupiers are driven by a sense of social and environmental responsibility. “The Rise will be the first available destination for ethically aware shoppers and diners,” says Leah La Hood, leasing broker for ABC - Affiliated Business Consultants Ltd. “We believe it is the only retail complex in Auckland, indeed in the country, which was conceived and built to meet their expectations.” Ms La Hood oversaw the leasing of Ponsonby Central and K’Rd Food Workshop. “Eateries in each of these premises had their targeted customers, and so too does The Rise,” she says. “We are affiliating with Conscious Consumers, who have created a technology platform that connects consumers with businesses who are committed to positive environmental and social outcomes. The tenants within The Rise will meet Conscious Consumers standards, a guarantee that every vendor shares the demanding ethics of Conscious Consumers members.”
We are inviting the best chefs, hospitality specialists and boutique retailers to come together in a new ethical shopping & dining precinct. It’s called the Rise − not only referencing its physical location at the top of Parnell Rise and a nod to the 6 Green Star Geyser building, but also to the ethos of the vendors − rising up and standing tall as part of a community of conscious businesses which strive for social and environmental responsibility.
Ben Gleisner from Conscious Consumers is delighted to be developing a partnership with The Rise. “Our brand values and future plans fit perfectly within the scope of this retail precinct,” he says. “We are expanding our reach within the dining scene and have plans to further expand into the wider retail sector. Retailers who are part of Conscious Consumers are growing and are making a difference in the way business is conducted.” The general manager of property investors Samson Corporation Ltd, Mr Marco Creemers, agrees that 6 Green Star Buildings are the ethical way of the future. “They are our way of giving back to Auckland and assisting Auckland to make its statement as a leader in ethical buildings. The Geyser building in which The Rise will be located was designed by internationally renowned architect Andrew Patterson as part of his Cloud series of buildings. These are designed to find a sense of belonging, a New Zealand identity. For example the building façade patterning of the Geyser derives its detail from the fronds of a Maori cloak.” In the Geyser building Samson Corporation have made Patterson’s Cloud vision a 6 Green Star reality. Within The Rise, as in the five low-rise buildings in which it is located, every rental space has light and air on three sides. Occupants breathe 100% fresh air and there is natural light throughout. The five buildings are positioned around a central courtyard in which visitors can relax and dine in an open air environment. This courtyard is currently being enhanced by designer Terry Curtis, using native plants, wood and stoneware. His aim, says Terry, is “to add warmth and create an inviting communal space. It is an escape space, if you like, escape not from reality but to reality.” The Geyser complex is intensely environmentally friendly. It requires one-third less energy than a conventional building of similar size, half the amount of water and half the amount of artificial lighting. Seventy percent of the building’s waste is recycled. Ms La Hood says “Residents in Parnell and nearby Newmarket, Remuera and on the waterfront are discerning people. They are aware of their responsibilities as far as ethical products and services are concerned and they are also very quality conscious. Hospitality tenants in The Rise will be chosen with this very much in mind. They will deliver on both counts.” The dining precinct will be walking distance for some Parnell businesses and residences, for others it will be no more than a few minutes drive away. On the other hand, Ms La Hood says, the availability of on-the-spot parking also makes The Rise a perfect choice for CBD companies and city apartment dwellers. “It will be an oasis, if you like, just a short drive from the noise and fumes of downtown Auckland.” Cars arriving at The Rise are not so much parked, as mechanically stacked, so as to minimize space usage. Visitors to The Rise will drop off their car in one of four virtual garages, from where a car-stacking machine transports the vehicle to an available space. When visitors are ready to leave, their stacked car is retrieved automatically. The Rise is reached easily by public transport. Buses are nearby, as will be the new Parnell train station due for opening this year.
FOR LEASING ENQUIRIES CONTACT LEAH LA HOOD Leasing Agent M. 021 897 788 E. LeahL@abcbusiness.co.nz W. www.abcbusiness.co.nz
Ms La Hood says, “We are inviting chefs, hospitality specialists and boutique retailers to come together in this new ethical shopping and dining precinct. There are up to eight retail tenancies still available in The Rise. We see The Rise developing as a strong destination for tourists and out-of-towners, bringing back to Parnell the strong tourist dollar it enjoyed in the past.” Ms La Hood explained that leasing options are exclusive, not open to all comers. "Tenancies are available, but only to socially responsible food and beverage sellers,” she says. We are talking about dealers in free range products, fair trade products, sustainable food products and organic products. “We are talking about companies that recycle their waste or use recycled materials. We are talking about the use of BYO containers and eco-packaging, composting and eco-cleaning. The Rise and the Geyser are both a statement and a commitment to the well-being of the planet. We welcome vendors who are travelling the same journey.”
FROM THE CEO’S DESK
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n this issue we provide you with information to assist you to implement your workplace health and safety programme under the new Health and Safety at Work legislation. We’ve had a lot of calls about the new legislation and have been running MeetMe events around the country to get you up to speed with the health and safety law, as well as the new Food Act and employment legislation changes.
MARISA BIDOIS, CEO Restaurant Association of NZ 09 632 1400 marisa@restaurantnz.co.nz www.restaurantnz.co.nz Restaurant-Associationof-New-Zealand restaurantnz
This issue of The Thymes also has lots of information, photos and updates on some of the regional hospitality awards that are happening across various regions at the moment. I recently attended the Lewisham Awards event at the Langham Auckland and was overwhelmed by the support that the Auckland hospitality industry has for this event. With Hawke’s Bay, Rotorua and Christchurch Awards all coming up over the next month and a half, I encourage you to take notice. Get your staff nominating and voting for their peers, as this is the only industryled awards format of it’s kind for our industry. If you, or your staff or establishment, are lucky enough to be finalists, or winners, at these Awards then I congratulate you. You represent a level in the industry that others are striving to achieve. If it is not your year this year, then perhaps next, but I still encourage you to come along to the Awards night - it is a great opportunity for the industry to get together and let their hair down. They are exceedingly positive events to be involved in organising.
We also look forward to the Manawatu and Taranaki awards later on in the year as well. PROSTART This month and next we are extending our ProStart training programme to the Bay of Plenty and Waikato. This 4 week programme provides students with training on the basics of hospitality, so if your business is located in those regions please let us know if you need help to recruit entry level staff. STAFF I would like to welcome Komal Kumar to our team who joins us in that essential role of Legal Advisor at our head office. She will be your key contact when you call the Helpline and I’m sure many of you have already spoken with her. Jackie Taylor has also joined us as our ProStart Coordinator for the Bay of Plenty and Waikato regions as we expand our programme into these regions. Jackie will be in touch with local operators to talk to you about you recruitment needs as ProStart Bay of Plenty begins in the next few weeks. We are also excited to welcome back from parental leave, Sabra Moore and Tracey Lines. Sabra and Tracey will be part-time Membership & Assessment Co-ordinators for the South Island and Wellington regions respectively. Along with the membership role they will be capstone Assessors for the work we do with ServiceIQ on the cookery Apprenticeship programme.
MARISA
proudly bought to you by Outdoor Concepts CEO’s update
THE THYMES JUNE 2016
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USING MUSIC IN YOUR BUSINESS
MUSIC LICENSING 101 USING MUSIC IN YOUR BUSINESS? CONFUSED ABOUT WHAT PERMISSIONS AND LICENCES YOU NEED TO PLAY MUSIC AND WHY? In this series Greer Davies from OneMusic answers common questions about using music in hospitality.
WHY DOES MY BUSINESS NEED A MUSIC LICENCE? Music creators are no different from you, they too are business owners. Music creators need to be paid for their contribution to your business, just like you need to pay your coffee or vegetable suppliers. Music is an important component to a business, the songs you choose to play aid in enhancing the space. Do you want upbeat songs for the morning coffee / breakfast rush, do you want more chilled tunes for the morning tea crowd, is lunch going to be slow and leisurely or is it fast takeaway food for corporates? However you use music, one thing’s for sure - music is integral in assisting you create the right vibe for your business. Music creators have exclusive rights to the music they create (as set out in the Copyright Act), and when businesses want to copy or play their music, music creators have the right to ask for payment for this use. This is one of the main ways music creators make a living, and enables them to keep making the songs we love to listen to. OneMusic is the licensing arm of the two organisations that administer music rights in New Zealand - APRA AMCOS (who represent songwriters and composers) and Recorded Music NZ (who represent the people that own sound recordings – usually record labels and recording artists). Both organisations are non-profit member organisations, meaning that after administration fees, all licence fees collected are paid to music creators as royalties. Look out for the OneMusic Licensed to Play stickers – this shows the business is supporting music creators through holding a OneMusic licence. A OneMusic licence gives you a licence to play music from all corners of the globe, and helps to keep the world of music turning.
WANT TO KNOW MORE? Our team are experts in music licensing - feel free to give us a call on 0800 800 663, or send us an email at info@onemusicnz.com - we’re here to help!
0800 800 663
09 623 5390
09 623 2174
PO Box 6315, Wellesley St, Auckland 1141
info@onemusicnz.com
onemusicnz.com
Unit 113, 21-23 Edwin St, Mt Eden, Auckland 1024
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PRESIDENT'S VIEWPOINT THE 97TH ANNUAL NATIONAL RESTAURANT ASSOCIATION SHOW WAS ONCE AGAIN HELD IN CHICAGO LAST MONTH. ...
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record number of New Zealand operators attended and have reported very favorably on the event. The restaurant industry in the USA is an $800 billion industry employing one in ten workers which means it’s a huge driver of that economy.
MIKE EGAN, National President Restaurant Association of NZ mike@monsoonpoon.co.nz
There were over 3000 exhibitors and over 70,000 attendees. The show also has over 100 free seminars presented by industry leaders, covering topics such as; • • • •
Playlists and Profits; the economic impact of music in restaurants Emerging Trends; how fast food is disrupting the way America eats. Menu Engineering; build profitability, value, and, guest return 100 ways to invest in your employees
If you can’t make all the seminars they are also available for downloading. The sheer number of exhibitors is mind boggling, with companies showcasing every possible item ever needed to help your business. From huge fully fitted Food Truck rigs to fruit fly poison strips to motivational incentives for employees. The exhibits cover acres, so you need to get into training as you will walk kilometres.
The advancement in technology is outstanding and a visit to the Kitchen Innovation Pavilion will allow you to assess the 25 most impressive new products chosen by a panel of experts. Whilst it is quite costly to attend the show I am confident the insights, inspiration and ideas garnered will more than pay for the investment, not to mention the wonderful restaurants and bars of Chicago you'll have the opportunity to try.
JAMIE’S ITALIAN The Australian franchise company has pulled the pin on this concept coming to Wellington. The Keystone Group and their predecessors have spent money and time over the past 3 years scouting a suitable site then finally securing one and fitting it out with restaurant infrastructure before pulling the pin. I am not sure of the exact reasons but it highlights the difficulties in bringing offshore concepts to new markets. I am also not convinced that tourists want to visit and eat at the same restaurants they have at their home countries. Surely they want to experience local concepts and cuisine, as isn't that the point of travelling.
MIKE
proudly bought to you by Starline president's update
THE THYMES JUNE 2016
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HEALTH & SAFETY...
As members get their business health and safety policy's underway to comply with the new Health & Safety At Work Act, we offer some tips to help you get started...
IDENTIFYING HAZARDS & RISKS Knowing how to keep people safe while at work is an important process and part of your responsibility as a business owner or worker. Therefore, one of the key processes you’ll go through as you work through implementing your business health and safety policy is identifying the hazards around your business and assessing the risks.
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nowing the difference between what is a hazard and what is a risk will help. WorkSafe identify the differences as follows:
HAZARD
RISK
Any source of potential damage or harm, including adverse health effects, on someone.
How great the chance that someone will be harmed by the hazard.
FIRST, IDENTIFY THE HAZARDS Start by walking around your workplace and identify what could seriously harm the health or endanger the safety of your workers and others (eg visitors, bystanders, or someone else’s workers). Identify reasonably foreseeable hazards that could result in risks to people’s health or safety. This harm could be acute (occur immediately) or chronic (occur slowly over a long period of time). Think about your workers and whether any of them might be vulnerable (eg young people, pregnant women, casual workers, night shift workers, workers with reduced literacy levels). Also consider whether any of your workers’ general health could reduce their ability to work safely (eg reduced mobility, existing illnesses or injury). Look at your work processes and the machinery/ equipment used, your workplace itself and your workers’ activities.
NEXT, ASSESS THE RISK You need to identify and understand what your workrelated health and safety risks are; particularly those that have the potential to cause people serious harm or illness. It then involves doing what is sensible and reasonable to eliminate, or, where they can’t be eliminated, manage those risks. Your focus should be on managing your business’s most significant risks before managing less serious risks. This is what is referred to as proportionate risk management.
Ask yourself: • •
What's the worst thing that could go wrong? What are the things that cause that to happen?
It is also a good idea to talk with your staff and ask for their input as it is likely that they will know about others you weren’t aware of. By identifying and assessing the risks, it will be easier to balance the consequences and likelihood of harm with the suitability, availability and cost of control. While you will need to assess your own business for risks specific to it, we identify below some of the more common injuries and health and safety risks associated with working in cafes and restaurants, and suggestions for managing them.
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SLIPS, TRIPS AND FALLS
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Ensure work areas and access areas are free of debris, level, well-lit and in good condition. Apply good housekeeping practice (eg remove unnecessary items, provide sufficient storage, ensure items are put away, doors and drawers closed after use). Ensure workers wear appropriate footwear (eg nonslip).
NEED HELP? Call us on 0800 737 827
THE THYMES JUNE 2016
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•
Ensure procedures are in place to handle spills and wet cleaning (eg warning signs barriers and immediate clean up). Provide appropriate height access equipment (eg platform ladders and mobile step platforms). Ensure ladders are in good condition and are used safely (eg three points of contact at all times).
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Burns
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Place splatter guards around deep fryers, and guards around hot surfaces. Fit and use lids or covers. When removing fried foods from deep fryers, allow the oil to drain for several seconds. Ensure workers do not work above hot fat, hotplates or oil (eg allow oil to cool before changing). Ensure that workers working near flames or oil wear appropriate protective clothing (long-sleeved fireresistant shirts, aprons and gloves).
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Cuts from sharp instruments
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Work-related stress, bullying & harassment
• • •
Manual handling
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•
• • • •
Provide appropriate mechanical aids and equipment (e.g. height-adjustable trolleys to move stock) and ensure they are used properly and maintained in accordance with manufacturer specifications. Ensure building layout/design limits the need to push, pull or carry equipment or loads (eg good path design, floor surfaces allow pallets to be moved directly to storage areas). Position shelving and racking in storage areas at accessible heights. Ensure service counters and food preparation surfaces are between hip and waist height (eg around 90cm). Order stock in smaller containers that are easier to store and lift. Ensure workers are not exposed to repetitive work for long periods (eg by using job rotation, work variation, providing sit-stand stools and anti-fatigue mats) or work that requires a significant amount of high force.
BUSINESS SUPPORT for Restaurant Association members
Provide mechanical sharpening systems. Ensure workers using knives wear hand and arm protection on both hands. Provide appropriate protective equipment and clothing (eg mesh aprons). Provide training in selection, use and sharpening of knives.
• •
Develop and implement appropriate policies and procedures for workplace bullying and harassment. Encourage a positive workplace culture, including reporting of bullying and harassment. Ensure all workers understand what bullying and harassment is, and the procedures for reporting incidents (eg policies and procedures should be promoted during employee induction and workplace bullying prevention or training). Provide access and encourage workers to use employee counselling/support services, where possible. Encourage workers to report any workplace stress factors (eg work demand, low control, poor support, lack of role clarity, organisational culture) and control appropriately.
Once you’ve assessed the workplace risks associated with your business, you need to decide how you will deal with them. The three things you need to consider are: • • •
Work out what options there are to manage the risk Decide how you will manage the risk in a reasonably practicable way Record how you are managing your risks
We take a look at risk control on the following pages…
MENTOR ME!
WHEN WRESTLING WITH A PROBLEM, HAVE YOU EVER WISHED YOU COULD SEEK THE ADVICE OF AN INDUSTRY EXPERT WHO'S ‘BEEN THERE, DONE THAT’? That’s where the Restaurant Association can assist you. Offering expert advice and guidance is one of the many ways the Restaurant Association supports our members. With year’s of experience Tony Adcock is currently working with us to provide mentoring and business guidance for Restaurant Association members. Here's what one of our members has to say:
"Thank you for your concise management plan for our operation. It all rung very true and I am feeling like we have turned a corner with your suggestions. Your report has been a significant help in our journey!" NEED HELP? Call us on 0800 737 827
If you haven’t used the Helpline (0800 737 827) before please feel free to call up for a business check-up. 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
THE THYMES JUNE 2016
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HOW TO:
manage WORK risks It is not enough to have simply identified your risks, you need to have a strategy in place for how you will manage them. It goes without saying that a well planned strategy will mean that those risks will be easier to control. How much detail or level of compliance needed depends on the nature and context of the activity, and on current industry best practice.
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nce you've assessed the workplace risks associated with your business, you need to decide how you will deal with them. Consider first whether the risk be eliminated (eg can you remove the source of the harm?) If the risk can’t be eliminated, then it must be minimised using control measures. To determine the control measures you should use: Think about the current control measures you have in place, and whether they are managing the risk. If not: Find out if there are any legal requirements relevant to the risk, and if there are any standards or guidance materials you could follow. For example, handling asbestos or preventing falls from heights. • • • •
Ask others who do similar work to you how they manage the risk (within NZ and internationally). Seek specialist advice from a competent health and safety professional. Think about how easy and accessible the ways to control the risk are and whether they will work within your business. Think about whether the controls you implement could create other risks.
The most expensive control option is not necessarily the best one. If the risk is well-known and if there are commonly accepted control measures to minimise it (eg industry standards), see if you can use those. Engage with your workers when making decisions about the ways to eliminate or minimise the risks. Communicate the risks and the control measures to your workers in a way that is appropriate to their needs ( ie appropriate to the way they work, their work environment and their literacy and language). Review for continuous improvement You should also review your work activities on an ongoing basis to identify any new risks that might need to be managed. Reviewing also means thinking about the way you identify, assess and control risks – do your processes work, or is there a better way to do these activities? For example, could you involve workers more, do you need to have a different method to assess consequences and the likelihood of the risk happening, and could you improve the way that you monitor your risk control effectiveness? www.restaurantnz.co.nz
STEP 1 IDENTIFY HAZARDS STEP 4 MONITOR CONTROL MEASURES
STEP 2 ASSESS RISKS
REVIEW FOR CONTINUOUS IMPROVEMENT
STEP 3 MANAGE RISKS Your health and safety systems should be ‘living’ and become part of business as usual. You should check that the control measures you put in place are being used by your workers and are effective. Monitoring mechanisms might include: • Inspections, observations and walk-through s • Meetings and worker feedback • Checklists and audits • Independent reviews • Technology (monitoring alarms on machinery, or gas alarms for example) • Health surveillance records • Environmental monitoring activity (eg air quality and noise testing). Remember, It's not all about paperwork Good paperwork does not equal good health and safety. Documentation should be used where appropriate to support your health and safety processes but it is not however a substitute for having good processes and control measures in place to actively manage your health and safety risks. The Restaurant Association's Health & Safety Manual will assist you to comply with the Health & Safety at Work Act 2015 and to implement your own Health & Safety workplace policy. Order a copy by emailing info@restaurantnz.co.nz or phone 0800 737 827.
THE THYMES JUNE 2016
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EMPLOYMENT MATTERS
UNWORKED
NOTICE PERIOD
What happens if an employee ups and leaves without giving the correct period of notice? Can you make a deduction from their final pay? BY ALISON MAELZER, SPECIAL COUNSEL, HESKETH HENRY THE LAW If an employee leaves without giving the required period of notice an employer does not have to pay an employee for the unworked period. When it comes to deducting from an employee’s wages for unworked notice, it is a little less clear-cut. An Employment Court decision from last year (G L Freeman Holdings Limited v Diane Livingston) considered whether a clause purporting to allow for the deduction of salary equivalent to unworked notice was enforceable. In that case, the employee gave two weeks’ notice when her employment agreement provided for six. The employer relied on a clause that said “in the event that the employee fails to give the required notice then equivalent wages shall be forfeited and deducted from any final pay including holiday pay” to deduct the equivalent of about three weeks’ wages (which amounted to her whole final pay entitlement). Many employment agreements contain a similar clause (including the Restaurant Association's employment agreement templates). The Court had to consider whether the clause was a liquidated damages clause; that is, a genuine preestimate of the damage that is likely to be suffered if the contract is breached, or a penalty for breaching the contract. A liquidated damages clause is legitimate and enforceable, but a penalty is not. The Employment Court found that the employer hadn’t actually suffered any financial loss by the employee’s failure to give the correct period of notice. The employer then said it was to compensate the employer for the stress and hassle of the situation. The Court found that the employer (a company) couldn’t, as a matter of law, be stressed – only people can. Therefore the Court found that the purpose of the clause was to compel the employee to give the correct notice period by holding over her the threat of losing wages if she did not comply. As such, it was a penalty provision, and the Court would not enforce it. The employer was required to reverse the deduction. The Court did however find that the employee had breached her employment agreement, and was liable to a penalty.
The Court found that an appropriate penalty was $500, and that it should be paid to the Crown, not to the employer.
HAS THERE BEEN A LOSS FOR THE EMPLOYER? So the question is whether the employer will suffer any loss as a result of the breach. To work as a liquidated damages clause, this needs to be assessed at the time of entering into the employment agreement. If there is a particular reason why a particular employee leaving without giving the agreed period of notice will cause a monetary loss for the employer, then it will be legitimate to include the clause in the employment agreement. If not, the employer will be taking a risk by making such a deduction at the end of employment. This risk is even greater given the recent changes to the Wages Protection Act 1983 which prevent “unreasonable” deductions.
employment matters
CONTINUED...
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WHAT CAN YOU DO? In our view, the risk would be less if the employer could at least point to a loss due to the employee’s breach at the time the deduction is made. For example, if the employer makes a deduction equivalent to the increased cost of hiring a temp, due to the employee’s failure to give notice. However, if there is no demonstrable financial loss, the employer runs the risk that the deduction will not be lawful. Ideally, the employer and employee would consider the importance of giving notice at the time the employment agreement is signed. If notice is particularly important for any reason, this would be the time to make an estimate of how much it might cost if the employee didn’t give the correct notice. Realistically, we suggest that this would be asking for quite a lot of crystal-ball gazing for employer and employee. At minimum, the clause in the employment agreement should at least reference the fact that the employer may suffer a loss in the event that the employee leaves without giving the required notice. The latest version of the Restaurant Association’s employment agreement template has this reference. Perhaps a middle-ground would be that employers seeking to rely on such a clause when an employee resigns should consider whether any financial loss has actually been suffered, and deduct only that amount.
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What you should do: If relying on a general consent to deductions clause in an employment agreement the employer needs to (a) ensure that any proposed deduction is “reasonable” and (b) consult with an employee before making any deductions from his or her wages, including final pay and holiday pay. We suggest you exercise caution in making a deduction for salary/wages equivalent to unworked notice – and only make such a deduction to the extent that you have actually suffered a financial loss. If you have any questions about deductions or want to run a particular scenario by us, in the first instance call the Restaurant Association help line team on 0800 737 827. The team from Hesketh Henry are also available if you have any further questions. Please do not hesitate to contact us.
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
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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.
NEED HELP? Call us on 0800 737 827 THE THYMES NOVEMBER 2015
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WHEN IS IT SERIOUS ENOUGH TO CONSIDER SUSPENSION?
When a serious employment problem arises, you may feel that the matter is serious enough to warrant the suspension of the employee while you conduct your investigation. However, suspension is a serious step and is not an action available to take without good reason. In addition, if you are considering suspension, this in itself requires a process to be followed and you’ll first need to seek the employee’s view on the proposal to suspend. While we recommend that you always seek advice from the our Help Line first, here is an outline of the steps you should take before you action any suspension…
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irstly you can usually only suspend an employee when there is a term in the employment agreement giving power to do so. The Restaurant Association’s employment agreement does include such a clause: Suspension The Employer may suspend you from the workplace or from all or any usual duties and responsibilities for health and safety reasons or to enable the Employer to investigate any employment matter. The suspension may be paid or unpaid at the Employer’s discretion. While in some exceptional circumstances an employer may be able to suspend an employee even if they had no such term in the employee’s agreement, it will be harder for the employer to justify the suspension. It is also important to note that suspension will not necessarily be appropriate in all cases where serious misconduct is alleged. The suspension requires its own reasons - such as to avoid the employee compromising the investigation (for instance if there is concern that violence or harassment may occur). Even if your employee’s employment agreement does provide for suspension, before any suspension is undertaken, the employee must be given an opportunity to comment on whether it is an appropriate course of action. When an employer is considering whether or not to suspend, the employer should tell the employee of the possibility of suspension, why suspension is being considered, and give the employee an opportunity to comment on the possible suspension. You will need to invite the employee to a meeting to discuss the possibility of suspension. Arrange to meet with the employee and outline the allegations of misconduct in the letter of invitation to the meeting, along with the reasons why you are proposing suspension. The employee should also be told that they can bring a support person or representative to the meeting.
employment matters
An employer must still go into this meeting with an open mind as to whether suspension will be an outcome of this meeting. In the meeting the employee should be given a reasonable opportunity to respond to the employer's proposal of suspension and possible alternatives to suspension should also be discussed. The proposed length of the suspension should also be discussed - the length of the suspension should reflect the time needed to conduct the investigation, so the employer should ensure the period of suspension is no longer than absolutely necessary. Only make a decision about suspension after you have the employees view. We recommend that you adjourn the meeting for as long as you require to consider the employee feedback and then reconvene to deliver your decision as to whether you will suspend or not. The adjournment may be for a relatively short amount of time if the employee offers little feedback on the proposal, or it may be 24 hours if you need more time to consider. If you do decide to suspend the employee while you undertake your investigation, this should be on full pay (and as we have indicated, the duration of the suspension should not drag on). In some cases, a suspension could be challenged by the employee as unjustifiable disadvantage, so it is important that throughout the process, as with the disciplinary process which will likely follow, that the employer acts in good faith and conducts the process in a fair and procedurally correct fashion. As the proposal to suspend an employee is a very serious option to take, we recommend that you contact the Restaurant Association if you find yourself in a situation where you are considering suspension. The Association also has letter templates available that members can use, to both invite an employee to a meeting to propose suspension, as well as a letter to confirm the decision to suspend. Call us on 0800 737 827 for more information.
THE THYMES JUNE 2016
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90 DAY TRIALS
REPORT SAYS THEY "aren't doing much" A report released recently on the effect of 90 day trial periods on employment questions whether the policy is delivering what it promised and seems to go against previous research which had found the policy to be well supported by employers and overall a resounding success. The Treasury funded report, in contrast, found no evidence that access to trial periods causes firms on average to change the number of people they hire, nor to be more likely to hire those struggling in the labour market. Rather the main benefit appeared to be decreased dismissal costs for employers...
T
he 2009 trial period policy was introduced for employers with 20 employees or less partly in response to the Global Financial Crisis, with the hope the policy would stimulate employment by small firms by reducing the cost to them of hiring a person who turned out to be a bad fit for the job. Research conducted 6 months after the trial period legislation was extended to all employers in 2011 found that 90 day trial periods were widely used, and yet dismissals within the 90 days are relatively infrequent. It was considered that the policy had improved labour market flexibility, increased hiring activity, and lifted total job numbers. Unfortunately the findings of the latest report are that there is no evidence that the policy had an economically significant effect on the quantity of hiring by firms, on average, across all industries. One of the justifications given for the introduction of the 90 day trial legislation was in terms of increasing employment for vulnerable people but again, the report’s evidence is that this law has failed to do this. It found that there had been no increase in the odds that a new hire was a young adult, Maori, a beneficiary or a recent migrant, all groups which have been shown to be disadvantaged in the job market. It also does not appear that the policy increased shortterm hiring. And finally, they found no evidence that employees moving between jobs were less likely to move to trial period-eligible firms; therefore it does not appear the policy decreased the willingness of workers to change jobs. While the report did emphasise that they did not find any evidence of firms exploiting the law to fire people after 90 days, overall, the research suggested that the 90-day trial policy "isn't doing much at all". A number of possible explanations for the overall lack of policy effect were addressed including the fact that prior to trial periods being available, firms had at their disposal several alternative types of employment arrangements, such as fixed term contracts and contracts for casual
work, which allowed employers to evaluate hires before committing to permanent employment relationships. It was considered that trial periods may have had a limited effect on hiring because in many cases they replaced these alternative types of arrangement. Unsurprisingly, Unions say the trials have been a failed experiment and the law should be changed, but to be honest here at the Restaurant Association we are surprised by the report findings. Anecdotally we have heard from members that they have had the confidence to take a chance on some employees, knowing that the 90 day trial period reduces some of the risk for them if it doesn’t work out. John Key says the report contradicts the official advice from Treasury and MBIE and he's comfortable the law is working as it should‌
NEED HELP? Call us on 0800 737 827
THE THYMES JUNE 2016
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BIG PENALTY FOR FAILURE TO PROVIDE RECORDS A Hawera restaurant has fallen foul of new employment standards legislation and as a result has been ordered to pay $7000 in penalties by the Employment Relations Authority (ERA) for failing to provide evidence of compliant wage, time, holiday and leave records.
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he new employment standards legislation that came into force on 1 April reinforces employer obligations to keep accurate employment records. The law requires employers to be able to produce records for the number of hours worked by employees each day in a pay period, and the pay for those hours. The information must be recorded in an easily accessible format and made available on request from an employee or from a Labour Inspector. As an aside, for employees who work regular hours each day for regular pay, to which they already agreed to with the employer, a statement of what the regular hours and pay is, is all that is needed to comply. As we know however, regular hours each day are not typical of the hospitality industry. Without accurate records, employers are unable to demonstrate they are providing employees with their minimum entitlements and unfortunately this was the undoing of the Hawera restaurant. The owners were issued with an Improvement Notice for failure to maintain and produce employment records for their employees at the request of the Inspector. Despite repeated requests, the company still failed to produce records, or demonstrate compliance with the Improvement Notice and the Labour Inspectorate eventually bought the case before the ERA. The Authority determined the company was in breach of the Employment Relations Act 2000 and the $7,000 penalty was awarded. MBIE have provided a clear message that failure to comply with minimum employment standards will not be tolerated, as this case reinforces. Employers who breach the employment law will be subject to enforcement action which can include penalties of up to $10,000 for individuals and $20,000 for companies. For more information on recording pay details for both wage and salaried employees contact the Restaurant Association help line on 0800 737 827.
employment matters
NEW
EMPLOYMENT AGREEMENTS
NOW AVAILABLE! Changes to health and safety and employment standards legislation have bought a raft of new requirements for your employment agreements. As a result, we updated our Restaurant Association employment agreement templates in April this year and these are available free of charge to members. The full suite of updated documents available are: •
PERMANENT EMPLOYMENT AGREEMENT (for full and part-time wage earners)
•
GUIDELINES FOR INTERPRETING THE EMPLOYMENT AGREEMENT (a clause by clause explanation of the permanent employment agreement)
•
MANAGERS / SALARY WORKERS EMPLOYMENT AGREEMENT
•
FIXED TERM EMPLOYMENT AGREEMENT
•
CASUAL EMPLOYMENT AGREEMENT
•
APPLICATION FOR EMPLOYMENT FORM
For any new employees you need to be using the new agreements straight away, however for existing staff you have until March 2017 to update your employment agreements (or issue a variation to the agreement). We recommend that you make full use of the transition period - we'll remind members closer to March 2017 of their obligations to update existing arrangements. If you would like your FREE copy of any of these documents please let us know (email info@restaurantnz.co.nz or phone 0800 737 827).
THE THYMES JUNE 2016
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BUSINESS INSIGHTS...
... don’t forget to support the businesses that support you & the Restaurant Association STRATEGIC PARTNERS...
MEMBERSHIP BENEFITS
for Restaurant Association members
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ARE YOU READY FOR A SECOND? “There are no economies of scale when you have your second child. It often feels like you’re outnumbered, even when there are two parents.” - Clyde Young, director of William Buck Christmas Gouwland.
T
his piece of family advice was delivered a little tonguein cheek but it could be true of businesses. Many business owners think of their business as their baby, watching it grow from infancy, through its teething issues, to maturity. If you already have a successful business, you may be thinking of opening another. Before you embark on opening your second outlet, you need to be sure that your first outlet can run independently. If they both need a lot of personal attention, you may find you are worn out and both businesses struggling. Here are some tips to consider:
INDEPENDENT OLDER CHILD Does your existing establishment have adequate management and systems in place so you can be absent for long stretches at a time? Provide a regular forum for managers to discuss issues and strategy. Russell Gray, CEO of Good Group (Botswana Butchery and others) believes it starts at recruitment: choosing the right venue managers. Communicate, communicate, communicate! Is the existing establishment profitable with good cash flows? The existing outlet’s cash flow may need to support the new business’s debt servicing requirements for a few years, as well as its own. Keep your financial records up to date, and prepare cash flow budgets, with the assistance of your financial adviser. If you need a capital injection or loan, allow for the additional interest and repayments. Phil Whittle, ANZ, says that banks need to know that management isn’t spreading itself too thin.
FAMILY PACKAGES
Russell Gray says “Consider what your winning formula is. Can it be replicated in the new outlet? What are the obstacles to reproducing your winning formula?” We would normally recommend setting up a separate business entity for each outlet, so that you can separately monitor performance; isolate financial risk in part (secured lenders tend to ask for cross-guarantees); and it is easier to sell or close one outlet without affecting the other. But additional business entities come with additional costs: accounting and administration, key person insurance, managers’ remuneration and you have to carefully manage rostering and payroll considerations for staff who work in both outlets.
There are savings that you can make as a growing family of outlets. Having a larger scale gives you more bargaining power with suppliers: reduced prices, volume rebates and better payment terms. You may be able to negotiate interest free loans for equipment from liquor suppliers, free signage, fit-out contributions from eager landlords and better consistency of supply and service standards for both outlets.
SIBLING RIVALRY
Replicate or improve on the systems which you set up in your first outlet: menus, staff training and monitoring, rostering, cultural norms, point of sale, equipment procurement, building contractors, fit-out design and financial reporting.
John Hellebrekers, managing director of Barworks Hospitality Group (Basalt, Degree and other outlets), recommends a separate brand identity for each outlet, so that you target a different clientele or location. You need a name and a design that appeals to them.
business insights
Ideally you would be expanding your customer base rather than poaching from your existing customer base. Are you in a hospitality precinct or stand-alone? Is your offering significantly different from the others around you? If your new outlet is vastly different from your existing outlet, is your knowledge transferable?
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REPORT CARDS Make sure that your managers are armed with the information they need to make operational decisions. Sales, gross margin, labour costs, food/beverage costs, earnings before interest, tax, depreciation and amortisation (EBITDA) are just some of the metrics to provide on a monthly basis. Visit each outlet personally and set up a mystery shopper program to ensure that all outlets are providing the customer experience that you expect. Keep your eye on social media for customer feedback. Don’t ignore negative comments but respond swiftly.
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GROWING PAINS John Hellebrekers says “The most dangerous time is going from one restaurant to five.” You need scale to support a head office management structure, perhaps six or seven outlets, and there can be a time lag between incurring additional head office costs and reaping the benefits. Until then, you need to cover all the administrative and strategic functions while still running your outlets. Such as strategic planning, accounting, HR, marketing, staff training, supporting managers, operations management, compliance and risk management.
IT TAKES A VILLAGE Opening a second outlet can be harder than opening the first. Make sure that you enlist professionals to help you. Accountants, lawyers, menu consultants and bankers can assist you with sound business advice and support along the way. Make plans with your business partners and your managers, and share the load. Make sure that your family at home is supportive as well, because setting up a new outlet could take many long hours.
AAre YOU prepared for compliance with the new NZ Food Safety regulations?
TAKE CARE OF YOU
Testo 104
To be capable of running multiple outlets, you need to make sure that you have the resilience to cope with the long hours and business demands. Keep healthy and make sure that you find space in your life for activities that recharge your batteries. Ask for help when you need it, share the workload and enjoy the successes when they come.
Testo 104 IR
Opening your second outlet can be more challenging than your first. You have experience on your side, but the time pressure, financial issues and constant demands can be exhausting. Select the right team to help you, particularly managers and advisers. Have good systems and strong communication. Are you ready for your second?
Whether in the transport and storage of foods, in restaurants, in large kitchens or in chain restaurants. Wherever temperature needs to be recorded, testo measures up and helps you keep compliant.
ABOUT THE AUTHOR
Serena Irving is an associate at chartered accounting firm William Buck Christmas Gouwland Ltd and an associate member of the Restaurant Association. Her passion for food service was developed at an early age, learning to bake scones and scoop ice-creams at St Thomas’s Dairy when she was six. T: 09-366-5077 / 021-463-086 E: serena.irving@wbcg.co.nz LinkedIn: https://www.linkedin.com/in/serenairving
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WOMAN WRITES NEGATIVE REVIEW RESTAURANT FIGHTS BACK Caution, people: when leaving negative reviews online, make sure you have a really good comeback for when the restaurant you judged poorly shuts you down! SOURCE www.lostateminor.com
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annah C from North Yorkshire left an angry TripAdvisor review for Bennett’s Cafe and Bistro in High Petergate (in the United Kingdon), complaining that she was on a tight budget and still charged £2 for a cup of hot water and a slice of lemon.
‘
When I asked why I was being charged so much for some water, the water rudely said ‘well, do you know how much a lemon costs?’ Hannah wrote. ‘Yes, it’s definitely not £2. He then went on to wrongly inform me that a ‘pot of tea for one’ (which is what I was charged for) is the same price as a lemon’. She wrote on her one star review:
Over priced and very rude staff This place is absolutely awful. I went out for afternoon tea with some friends and I was on a tight budget. I ordered hot water and a slice of lemon which, firstly, did not arrive on time with all my friends cake and drinks, I was then charged £2 for the hot water and a thin slice of lemon. When I asked why I was being charged so much for some water the waiter rudely said "well, do you know how much lemon costs?" Yes, it's definitely not £2. He then went on to wrongly inform me that a "pot of tea for one" (which is what I was charged for) is the same price as a lemon. To show just how ridiculous this is, my friend ordered a slice of chocolate cake which was £1.90. Dreadful place would definitely not recommend, and the rude waiter that served me should be sacked. I will not be returning and will be advising friends and family not to go there.
NEED HELP? Call us on 0800 737 827
Think Hannah was in the right with her review? Well, as it turns out, the staff at Bennett’s wrote an even better reply that totally shut us all up:
‘
I’m sorry that you feel that you were ripped off and Ill try to explain why you weren’t. You entered the cafe and the waiter showed you to your seat, gave you a menu, waited for a time and then took your order. He entered it into the till, collected a cup, saucer and spoon and took them into the kitchen. There, he selected a knife, chopping board, got a lemon from the fridge, cut off a slice and put it in the cup. Then, he returned to the dining room, drew off the necessary hot water and carried the cup to your table. ‘When you were leaving, he printed off your bill, took it to you, processed your credit card payment and cashed off the till.
‘After you left, he cleared away your cup, saucer and spoon, took them into the kitchen, washed and dried them, along with the chopping board and knife and put away the lemon. ‘Then, returning to the dining room he restacked the cup, saucer and spoon, wiped down your table and replaced the menu, awaiting the next customer. That’s at least 2-3 minutes work for the waiter. ‘The cost of overheads for the business, i.e rent, business rates, electricity costs, bank charges, etc works out at £27.50 per hour of trading. I pay my colleagues a decent living wage and after taking into account holiday pay, national insurance and nonproductive time prior to opening and after closing, the waiter who served you costs me £12.50 per hour. ‘Therefore, together the cost is £40 per hour or 67p per minute, meaning that the cost of providing you with 2-3 minutes of service was £1.34 £2.00. Then the government add on VAT at 20% which takes the cost of that cup of fruit infusion to between £1.60 and £2.40 irrespective of whether you had a teabag costing one and a half pence or a slice of lemon costing five pence. ‘I have to pay my suppliers otherwise the facilities won’t be available to other people who use them in the future. I accept that it makes the price of a cuppa in a city centre cafe look expensive compared to the one you make at home, but unfortunately that’s the cruel reality of life.
‘It’s actually the facilities that cost the money, far more so than the ingredients. ‘Perhaps, the rudeness that you perceived in me was triggered by the disrespect that I perceived in you by your presumption that you could use our facilities and be waited on for free’. Yup, that pretty much ends that.
ARE YOU PAYING MARKET RATES FOR YOUR STAFF? The Restaurant Association is conducting our annual Remuneration Survey to help you find out! The Restaurant Association's Remuneration Survey is one of the most comprehensive staff remuneration surveys available. The Remuneration Survey provides members with vital benchmarks for you to measure your business against what the industry is paying employees. It also provides an insight into the impact of the current economic climate on hospitality businesses. The survey is now being conducted and we are currently inviting your contribution (you will have received an email or two asking for your input, but if you need it sent again contact us on info@restaurantnz.co.nz). Results will be available early August.
SUCCESSFULLY SOLD MCHUGH’S OF CHELTENHAM! We congratulate Gajraj Yadav on his purchase. Gajraj brings a wealth of knowledge and expertise to this iconic Wedding and Function Centre. Having worked in some of the top hotels both here in New Zealand and offshore over the last 25 years and holding positions that include Executive Chef with Millennium Hotels & Resorts, Copthorne Hotel and Auckland Harbourcity and more recently Group F&B Manager with VR Group. Gajraj now brings his experience and passion to Mc Hugh’s of Cheltenham which will compliment his other business The Brigham Café, Restaurant & Function Centre that he purchased in 2015. www.thebrigham.co.nz I www.mchughs.co.nz
Lindsey Holcombe
Clyth MacLeod Ltd MREINZ Licensed Agent REAA 2008 lindsey@clythbiz.co.nz www.clythbiz.co.nz 021 083 73987 I 09 630 9491 www.clythbiz.co.nz
THE THYMES FEBRUARY 2016
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FOOD & BEVERAGE
INSPIRATION FROM THE USA Glorianne Campbell recently attended the International Business Brokers Association conference which was held in the beautiful city of Orlando Florida. Several days of courses and workshops were on offer and an array of international and highly acclaimed speakers were also there to share with attendees.
O
f particular interest to myself were the dynamic husband and wife team Robyn and Eric Gagnon. They run a company called We Sell Restaurants and they focus purely on food and beverage business sales, and they do it well.
Eric and Robyn ran two workshops. One was on Google Juice and gave us really helpful advice on how to maximise SEO of your website. The other was Resale Franchises. This workshop gave tips on specialisation and how they have changed their own business model over the last 5-6 years. They were selling 90% independent food and beverage businesses and now they sell 70% franchise resales / 30% independent businesses and they couldn’t be happier. They have seen a huge rise in the demand for franchise businesses. To learn more about this dynamic duo visit their website www.wesellrestaurants.com. The other speaker that was of huge interest and will strike a note I am sure with foodies here in New Zealand was the acclaimed Donatella Arpaia. Donatella shared her life story with us and it was clearly her childhood foundation that helped form the incredible success she is today. She was a migrant child from Italy to the USA and attended a very strict catholic school. Donatella had a difficult start in education, with a teacher that viewed her negatively and felt she was a very ‘limited’ child. She was a slow learner in school and was placed in a group called the ‘snails’ and after her teacher complained to her parents that she would never flourish academically, with the help of her own parents confidence in her and her stubborn and determined nature she set out to prove her negative teacher wrong and she succeeded. Before long Donatella was in the ‘Swans’ Group at this very same school.
business insights
Donatella grew up in a family of restaurateurs, however her parents wanted her to pursue a different career path and she was encouraged to pursue a law degree. Donatella became a successful corporate attorney. This career was short lived as her passion for the culinary arts took her on an incredible journey. On a shoe string budget at age 26 years she opened her first restaurant Bellini and this was at the time that it was a very male dominated industry. This restaurant was in a mediocre position and as she had very limited funds for marketing she created ways to achieve repeat business. Every customer that came to her restaurant would receive a hand written thank you note from Donatella. From Bellini she went on to own a business with a very successful restaurateur David Burke and their venture was known as Davidburke and Donatella. This business was a massive success. After 6 years Donatella sold her interest to her business partner. This turned out to be right before the Crash and she said the press had a field day and that she endured very unfair media coverage on this. Following on from this restaurant Donatella joined forces with a new and up and coming chef and opened a hugely successful Greek restaurant. Donatella has recently announced the launch of her first upscale quick service pizza concept in Grand Central terminal opening July 2016. Her projects over the years have earned substantial praises, such as Michelin Stars, Five Diamond Awards and James Beard nominations. In recent years, Donatella has evolved into a full scale lifestyle brand. She has her own show on the Home Shopping Network and a full line of food products sold exclusively to HSN. It was an absolute pleasure to hear the story of Donatella. She is a beautiful woman, a talented speaker and an acclaimed chef and restaurateur. Quote from Donatella that resonated with me. “Food is not just something you consume it is an art form”. Learn more about Donatella http://donatellaarpaia.com. - GLORIANNE CAMPBELL
THE THYMES JUNE 2016
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Preregister now www.bidvestfoodshows.co.nz
Preregister, attend the show & be in to WIN the chance to Stock Up! with Exclusive Brands.
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*Prize Draw Terms & Conditions: Entry into this promotion is exclusive to customers currently trading with Bidvest who have an active account within agreed trading terms at the time of the prize draw. Contract customers, staff and family of staff are ineligible to enter. The promotion runs 27th April – 17th August 2016. To enter the draw for the Exclusive Brands prize, register your correct business details by pre-registration, and then have your registration scanned on entry of the show and you will automatically be in the draw. By entering this prize draw, entrants will be deemed to have accepted the conditions. The draw will take place by one week after each show at the latest. The judge’s decision will be final. The winner will be notified by phone. No component of this prize is redeemable for cash or transferable. The winner will be able to select any Exclusive Brands product available through Bidvest Direct up to the value of $2,000.00 excl. GST.
EVENTS
PROGRAMME
PLUS... CHECK OUT THE LATEST PROFESSIONAL DEVELOPMENT CALENDAR (JULY & AUGUST 2016) EMAILED STRAIGHT TO YOUR INBOX OR ONLINE AT www.restaurantnz.co.nz
WHAT’S ON JUNE
20
20
Bidvest Food Show New Plymouth 21 - Palmerston North
-3 July Queenstown Winter Festival
www.restaurantnz.co.nz
www.restaurantnz.co.nz
www.bidvest.co.nz
www.winterfestival.co.nz
www.show.restaurant.org
www.show.restaurant.org
www.summit.bha.org.uk
Entries open ~ 2017 Beef and Lamb Excellence Awards
-03 Seriously Good Food Show, Tauranga
Hawke’s Bay Hospitality Awards, Napier
www.nzexcellenceawards.co.nz
www.restaurantnz.co.nz
Restaurant Association Marlborough branch MeetMe
07
www.seriouslygoodfoodshow.co.nz
-08 NZChefs Waikato Regional Salon
End of Term 2
www.restaurantnz.co.nz
www.nzchefs.co.nz
16
Restaurant Association Road Show Christchurch, Emerging Managers, presented by Krishna Botica www.restaurantnz.co.nz
02
04 14
14
AUGUST
08
JULY
04
11 17
- 18 September New Zealand International Film Festival, venues around the country
-22 Dunedin Cadbury Chocolate Carnival
Rotorua Hospitality Awards, Rotorua Events Centre
www.nziff.co.nz
www.chocolatecarnival.co.nz
www.rotoruaawards.co.nz
Start of Term 3 schools
Bidvest Food Show Whangarei
The Food Show, ASB Showgrounds, Auckland
01
www.bidvest.co.nz
-31 NZ Chefs Association National Salon, ASB Showgrounds, Auckland
Bastille Day
www.restaurantnz.co.nz
27
2016 BHA Hospitality & Tourism Summit, London
(entries close 31st July)
Restaurant Association Hawke's Bay branch MeetMe
26
-28 Fine Food, ASB Showgrounds, Auckland
01
18
24
Restaurant Association professional development Managing & Motivating Your Kitchen Team,Chefs Panel
26
Restaurant Association Road Show - Christchurch, Food Costing & Menu Engineering, presented by Stephen Thompson www.restaurantnz.co.nz
20
Restaurant Association Wellington branch MeetMe
-28 Barista Smackdown, ASB Showgrounds, Auckland
04
JUNE AUGUST
25
26
28
31
www.nzchefs.org.nz
www.thefoodshow.co.nz
07
08
Restaurant Association Dunedin branch MeetMe
The Chevrons Christchurch Hospitality Awards
Restaurant Association Auckland branch MeetMe @ MIT
www.restaurantnz.co.nz
www.hospitalityawards.co.nz
www.restaurantnz.co.nz
events ~ international and national
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Awards to celebrATE
EXCELLENCE COMMUNITY SPIRIT
&
The Restaurant Association will be honouring our industry’s biggest stars at the annual Feast by Famous Chefs dinner in September, as we acknowledge those who have had an exceptional influence on hospitality. Three awards will be presented on the night, which recognise outstanding contributions in three different areas of the industry... The highest recognition is reserved for Hall of Fame recipients, an award which recognises individuals who have made a significant contribution and given exceptional service to the hospitality industry in the past and continue to do so. Last year's winner, Mike Egan joins past recipients of this prestigious award who include icons of the industry like, Otto Groen, Tony Astle, Judith Tabron, Simon Gault and Tony Adcock. As well as the national recognition the Award bestows upon the recipient, he or she receives a unique greenstone sculpture as a permanent reminder of the industry’s gratitude. In addition, the BIDVEST Innovator Award is awarded to an individual or company who has shown outstanding innovation in the hospitality industry. This award, sponsored by Bidvest, is selected by a panel of industry personnel from a short-list provided by industry nominations. Contenders for this award need to be the best in their field, they must be on the cutting edge and have changed the way our industry looks at things. They must be innovative and be achieving to the highest level. The award may be awarded to an individual, or a company. In 2016 the Restaurant Association, together with sponsor American Express, will again recognise a Restaurant Association member who is involved in doing outstanding things in community service. The Good Neighbour Award honours those ‘paying it forward’ in their communities; those who are actively involved in projects or activities that are making a real difference to their neighbourhood. Each year, one hospitality business or individual will be awarded the Good Neighbour Award and will receive $3,000 to support a charity or community project they are involved in. Hospitality businesses demonstrate an unwavering commitment to their communities in good times and bad. Perhaps no other industry has deeper community roots.
2015 Hall of Fame Aw
ard recipient, Mike Ega
n
People turn to our businesses each day for sustenance, support and socialization – and our businesses give back to their communities, improving the quality of life for those they serve. These awards promote hospitality business’ roles as cornerstones of their communities, and highlights their efforts. We want to celebrate the great things our members are doing!
If you would like to nominate a person or business for any of these three awards, contact the Restaurant Association today for more information (p. 09 638 8403 or e. info@restaurantnz.co.nz). Nominations close 15th August.
NEED HELP? Call us on 0800 737 827
THE THYMES MAY 2016
28
SAVE THE
DATES 09&10 | Oct | 2016 THE RESTAURANT ASSOCIATION OF NZ
INVITES YOU TO THE 2016
HOSPITALITY SUMMIT
Join us for two days packed full of inspiration and advice from some of our finest hospitality leaders.
PROFESSIONAL DEVELOPMENT 2016
e: bookings@restaurantnz.co.nz p: 0800 737 827
MISSED A WEBINAR FROM A PREVIOUS CALENDAR? You can order a recording from our catalogue of previous webinars by emailing bookings@restaurantnz.co.nz. Topics include: EMPLOYMENT MISTAKES TO AVOID presented by Alison Maelzer, Hesketh Henry EMBRACING SOCIAL MEDIA presented by Eva Maria, Social-e-media CUSTOMER SERVICE EXCELLENCE presented by Lisa Marchi, Serious about Service RECRUITING RIGHT presented by Alen Levis, Haystack.jobs & Geeling Ching, HIPGROUP
AND MORE... contact the Restaurant Association for more information.
REACH MORE CUSTOMERS BY WARMLY WELCOMING JCB
AMERICANEXPRESS.CO.NZ/MERCHANT
When you accept American Express, you automatically welcome more business with JCB As Japan’s largest credit card company, JCB has over 86 million* Card Members across the globe. And with Cards issued in 17 countries – including Japan, Korea, China and Taiwan – it is an exciting time to accept JCB. As a warmly welcoming American Express merchant, you are automatically registered to accept JCB. •
By accepting JCB you attract no additional costs, and will be charged your regular fee.
•
You will continue to receive just one statement from American Express.
•
Simply process a transaction as you usually would, and enjoy the potential of more business.
JCB customers mean business
29,100
Additional customers
$6,195 Spend per trip
$161
Per transaction
18
Nights per stay
In 2016, the number of JCB Card Members travelling throughout New Zealand is estimated to be 29,100.*
JCB Card Members spend an average of $6,195 per trip to New Zealand.*
The average transaction by a JCB Card Member while travelling in New Zealand is $161.*
The average JCB Card Member in 2015 stayed 18 nights while travelling New Zealand.*
Let Card Members know you accept American Express and JCB Cards Card Members look for the American Express and JCB logos before entering a business. In fact, when JCB point of purchase materials are displayed, businesses receive 28% more JCB sales.* So make it clear to your customers that you accept, by displaying our complimentary point of purchase materials. Order yours at: www.americanexpress.com/nz/content/merchant/ working-with-us/point-of-purchase-materials.html
If you already welcome American Express, you are automatically registered to accept JCB. To check to see that your account is set up, please call 0800 800 855 (Mon-Fri, 8.30am-6.00pm). If you do not currently accept American Express, and would like to begin accepting JCB, please call 0800 800 855 (Mon-Fri, 8.30am-6.00pm).
*Source: Jan 2015 - Dec 2015, source from JCB Sales Data and JCB Survey. American Express International (NZ), Inc. Incorporated in Delaware USA. Principal Place of Business in New Zealand 600 Great South Road, Ellerslie, Auckland 1051, New Zealand. ® Registered trademark of American Express Company. © 2016 American Express Company. All rights reserved.
BAY OF PLENTY BRANCH PRESIDENT: Andrew Targett
AUCKLAND BRANCH PRESIDENT: Krishna Botica
UPCOMING MEETING Branch MeetMe ~ 08 August
WAIKATO BRANCH PRESIDENT: Adrian Hodgson
HAWKES BAY BRANCH
ROTORUA BRANCH
PRESIDENT: Sean Burns
PRESIDENT: Sharon Wallace
UPCOMING EVENT ProStart BOP Launch ~ UPCOMING July EVENT Rotorua Hospitality Awards ~ 17 July
TARANAKI BRANCH PRESIDENT: Barbara Olsen-Henderson
UPCOMING EVENT Hawke's Bay Hospitality Awards ~ 4 July
UPCOMING MEETING Branch MeetMe ~ 14 August
MANAWATU BRANCH PRESIDENT: Sean Kereama
REGIONAL UPDATES NELSON BRANCH PRESIDENT: Harry Morris
UPCOMING MEETING Branch MeetMe ~ 4 July
MARLBOROUGH BRANCH
WELLINGTON BRANCH NATIONAL PRESIDENT: Mike Egan NATIONAL VICE PRESIDENT: Steve Logan
UPCOMING EVENT Professional Development Road Show ~ 4 & 11 July
CANTERBURY BRANCH PRESIDENT: Sam Crofskey
DUNEDIN BRANCH UPCOMING MEETING Branch MeetMe ~ 22 August
UPCOMING MEETING Branch MeetMe ~ 01 August
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.
BUOY cafe
the blind finch
LEMONG RASS restaur ant
MARANUI CAFE
Aqua Café, Auckland
Le Desir, Auckland
Ardclan Enterprises, Tauranga
Lemongrass Restaurant, Rangiora
Azabu, Auckland
Little India Spitfire Square, Christchurch
Black Dog Café, Matakana
Little Jimmy, Auckland
Bookmark Café, Feilding
Lone Star, Nelson
Buoy, Auckland
Maranui Café, Wellington
Coffee Plus, Taupo
Meat Fish Wine, Auckland
Columbus Coffee Mitre 10 Mega Kapiti, Lower Hutt
Nandos Pukekohe, Auckland
Columbus Coffee Riccarton, Christchurch
Nandos Takanini, Auckland
Columbus Coffee, Rotorua
Peacock Sky Vineyard, Waiheke Island
Crave Café, Hamilton
Pita Pit Johnsonville, Wellington
Curry Delight Indian Restaurant, Morrinsville
Pita Pit, Nelson
Divino Co Ltd, Auckland
Sierra Cafe Queensgate, Lower Hutt
El Sizzling Lomito, Waiheke Island
Super Panda Restaurant, Christchurch
Gin Gin, Matakana
Table at Monks, Christchurch
Gisborne Wine Centre, Gisborne
The Blind Finch, Ohakune
Gourmet Kitchens Ltd, Auckland
The Coffee Club Avondale, Auckland
Jack Tar, Auckland
The Coffee Club Stoddard Road, Auckland
Java Jungle Café, Auckland
Village Green, Havelock North
Kings Garden Café, Auckland
Whare Waka Café, Waitangi
Las Vegas Club, Auckland
White Picnic, Hamilton
new members
THE THYMES JUNE 2016
33
Kia Ora from
rotorua
W
ell I have been MIA for the last 2 editorials so I apologise!
The Rotorua Hospitality Awards Media Launch was held recently at the Volcanic Hills Winery, at Skyline Rotorua, who sponsored the launch. The Beer was sponsored by Crouchers brewing. A huge thank you to all that attended - it was a great evening. Thank you to the committee for their hard work in putting this event together; to all our sponsors who have made this possible, and The Hits for compeering the night. To all of the finalists good luck! Check the finalists out over the page
Recently I caught up with Barbara Holmes who is the Robert Harris Cafe Rotorua Airport franchise owner. Barbara bought the business in 2012 with a business partner, then she became sole owner in March 2014. The positives about Rotorua Airport for their café is the location, with a view of our famous Mokoia Island sitting out on Lake Rotorua and a north facing landscape which captures the sun beautifully.
ROBERT HARRIS ROTORUA AIRPORT
ROTORUA HOSPITALITY AWARDS MEDIA LAUNCH
You can, of course, also see the planes landing and departing. Barbara says that she has one particular elderly customer who catches a bus from the City to have coffee and something for lunch. My husband loves the bacon and egg butty which is a favourite on the menu, alongside top seller eggs benedict. I can vouch for the coffee. It is great! Barbara is hard working and enthusiastic. She believes in timeliness on food delivery and that food also exceeds customer’s expectations which equals happy customers. She enjoys meeting people from all over the world.
food with a “wow” factor. Entrees include antipastos, lots of seafood and a mussel tank. There is also a rotisserie for the meat. You can order a prime cut steak cooked to your requirements and have it delivered to your table. There are also individualised desserts which are added to this gastronomical dining experience. I personally experienced this after our Awards launch, as the committee were treated to dinner. Buffet is open during the day and in the evening. Skyline also has a busy café called Market Kitchen which is open for casual dining during the day. The barista can make 150 coffees on a busy day.
This is a great place for a meeting, to have a glass of wine or a beer and order the yummy looking cabinet food. Ph: 07 345 5239 One of my other recent stops was to Skyline Rotorua, where I caught up with Herbert Sabapathy, the Food and Beverage Manager, who has been there for 18 months. Herbert and his wife Marina are proud parents of a beautiful daughter Abydale. Herbert tells me that she has certainly added a new dimension into his life. There have been many changes at Skyline's restaurant, Stratosphere; a sleek looking restaurant with sweeping views of the City. One of Herbert’s jobs was to change the perception of “buffet” and add a quality product which also added value, for customers to experience
regional update
The Bar is beautifully presented and the beverage list is very impressive. I still think they need a slide instead of stairs leading to the bar and restaurant (another activity perhaps). The longest serving staff member has been there for 15 years and Herbert tells me that in 2014 they had 300 job applicants for which 45 lucky people were chosen. Phone to make a booking 07 347 0027 SHARON WALLACE { Rotorua Branch President } THE THYMES JUNE 2016
34
Kia Ora continued
Forty four finalists have been found and the winners will be announced at the Awards evening on 17th July. The awards are growing every year and are a way to celebrate excellence in the industry. Hospitality employees, establishment owners and suppliers to the industry were able to vote in all categories via the online nomination and voting forms. This year’s theme for the Awards evening is “Masquerade with a Matariki twist” which is going be a real treat, adding to the already dynamic atmosphere of the Awards night with a dash of sparkle to light up the fifth annual event.
For more information, to vote and to order tickets to the Awards night visit www.rotoruaawards.co.nz.
ROTORUA HOSPITALITY AWARDS FINALISTS:
2016
T
his year’s finalists for the 5th Rotorua Hospitality Awards show the mixture of established and emerging talent in the region’s hospitality sector.
Restaurant Association of NZ Outstanding Barista Ashleigh Heard – Picnic Café Mereana Jessie Gray – Market Kitchen Rachael Atkinson – Library Café
Restaurant Association of NZ Outstanding Sales Rep Donna Bloore – Jasco Distributing Nick Patel – Fenton Quality Produce William Nicholls – Bidvest
Bidvest Outstanding Café Lime Caffeteria Picnic Café Third Place Café
Skyline Rotorua Outstanding Caterer Eurest The Blue Baths The Catering Company
Independent Liquor Outstanding Bartender Alex Ciuccariello – Regent of Rotorua Alok Sharma – Stratosfare Restaurant Herbert Mitchell – Pig n Whistle Raj (LK) Shunmgaraj – Mezze Bar
Independent Liquor Emerging Business Atticus Finch Che Chorizo Sobar
Jasco Distributing Outstanding Bar Brew Craft Beer Pub Ponsonby Rd Lounge Bar The Lava Bar Rotorua Daily Post Outstanding Ethnic Restaurant Indian Star Tandoori Restaurant Leonardos Pure Italian Sabroso Restaurant
Tohu Wines Front of House Star Aroha Butler McLeod – Leonardos Pure Italian Ashwin Poojari – Rydges Rotorua Roxxane Pari – Stratosfare Restaurant Inghams Outstanding Hotel Restaurant Atlas Restaurant Chapmans Restaurant & Bar Regent of Rotorua The Hits 97.5 Outstanding Takeout Burger Fuel Devon Seafoods Imperfetto Pizzeria Oppies Fish & Chips Service IQ Emerging Chef Dariana Kelly – Capers Epicurean Keegan Watson-Hopgood – Rydges Rotorua Zac Donald – Stratosfare Restaurant Menumate Outstanding Chef Bruce Thomason – Bistro 1284 Dean Lindebaum – Leonardos Pure Italian Shakthi Muthusamy – Stratosfare Restaurant OneMusic Outstanding Restaurant Bistro 1284 CBK – Craft Beer Kitchen Urbano Bistro
Some of the finalists... regional update
THE THYMES JUNE 2016
35
Suma Dining Lounge
FROM THE CAPITAL
hot plate coming through CHANGES
Noble Rot, a wine focused restaurant on Cuba Street has opened.
Egmont St Eatery has taken a site on The Terrace to open a new restaurant. Madam Woo is looking for a central city site in Wellington.
CHALLENGES Whilst the police crackdown in the inner city on late night antisocial behavior in Wellington does not directly affect our members (as they are mostly restaurants and cafes) we need to heed the lessons from Sydney. Floridita’s is closing for a few weeks while their building is being strengthened. Jamie’s Italian has pulled the plug on the 200 seat site (the heritage-listed Old Public Trust Building on Lambton Quay) they had already fitted out.
The 1.30am lockout in central Sydney has had an impact on the city restaurants as it seems that some diners don’t bother to go into the city on a Friday and Saturday to eat as there is nowhere to go out to afterwards. The police in Wellington are now adopting a tactic of entering some of the late night bars in large numbers and stand there until the bar empties out. This obviously has a huge impact on the viability of these businesses and does not seem to be a clear and coherent strategy. MIKE EGAN { Restaurant Association National President } mike@monsoonpoon.co.nz
NEWS
bop
L
ife is all good down here in the BOP. It sounds like everyone is having a great year so far - it's been a long Summer and Winter is just hitting now. Local changes... There has been a change of ownership at Macau in Tauranga. The new owners are Craig and B - the old owners of Latitude 37. Zeytin in Tauranga has closed. The owners had been in business for 20 years in Tauranga. The Drawing Room has also closed. There have also been a few new openings: Suma Dining Lounge in Tauranga; OBR at the Mount; and Fish Face also at the Mount There is some more I might have missed. I was recently invited by Gilmours to go to Melbourne for a food and wine trip. This was a great opportunity - three days of food overload with 65 restaurateurs and chefs from Tauranga and Rotorua. The local Branch had a great MeetMe recently. There was a good gathering of around 30 members and some great speakers, with MPI and WorkSafe updating us on some of the new legislation.
ANDREW TARGETT { Bay of Plenty Branch President Elizabeth Cafe & Larder } Old Public Trust Building
regional update
chef.targett@me.com
THE THYMES JUNE 2016
36
NEWS FROM THE BAY
hawke’s bay
Presented by the Restaurant Association, the Hospitality Awards provide a platform to recognise excellence in the hospitality industry. To be selected by your peers as a leader in your category is a great honour in itself. There would be few more credible then your own industry to decide who the best of the best is. With a record number of votes, this year’s voting has been close with some of the region’s favourites like the Common Room, Deliciosa and Emporium Eatery and Bar making a well-deserved appearance in the finalists list. There is also welcome acknowledgment for some newer establishments such as Bistronomy, Wright and Co, Maina Café and Georgia on Tennyson, all making a positive impact on the local café and dining scene. Final voting for the winners has just closed as we get close to the Awards event. The awards ceremony will be held on Monday, 4th July at the MTG Century Theatre followed by an industry celebration at Shed 2 in Ahuriri.
For more information regarding the awards and to purchase tickets please visit
www.hawkesbayhospoawards.co.nz.
Awards event: Monday 4th July
regional update
HAWKE'S BAY HOSPITALITY AWARDS FINALISTS:
2016
N
ewcomers and favourites have appeared in the line up as finalists for this year's Hawke's Bay Hospitality Awards.
Westpac Outstanding Winery Experience Black Barn Clearview Estate Winery Craggy Range Elephant Hill
One Music Outstanding Restaurant Bistronomy Emporium Eatery & Bar Pacifica Restaurant Ten Twenty Four
Bidvest Outstanding Café F G Smith Eatery Little Black Bird Café Maina Cafe Wright & Co.
Clearview Estate Best Ambience and Style Bistronomy Emporium Eatery & Bar Mamacita Pipi Cafe
Steinlager Pure Outstanding Bar Common Room Emporium Eatery & Bar Hugo Chang Monica Loves
Sacred Hill Outstanding Chef Damon McGinniss - Emporium Eatery & Bar James Beck - Bistronomy Jeremy Rameka - Pacifica Restaurant Kent Baddeley – Ten Twenty Four
Hawke’s Bay Today Outstanding Ethnic Restaurant Indigo Mamacita Mexi Mama Namaskar
Your Solutions Outstanding Coffee Establishment Crazy Good Georgia on Tennyson Hawthorne Coffee Wright & Co.
Restaurant Association Outstanding Winery Restaurant Clearview Estate Winery Restaurant Elephant Hill Mission Estate Terroir at Craggy Range
Simply Squeezed Outstanding Local Common Room Puketapu Hotel Rose Irish Pub Westshore Inn
Negociants Outstanding Wine & Beverage List Bistronomy Deliciosa Hugo Chang Monica Loves
Spark Outstanding Sales Rep/Supplier Adam Webster – Lion David Thompson - Gourmeats Oliver Kettle - Rod McDonald Wines Steve Olley - Elephant Hill
EIT Outstanding Front of House Team Bistronomy Deliciosa Emporium Eatery & Bar Mister D
SEAN BURNS
{ Hawke's Bay Branch President Milk & Honey } sean@milkandhoney.co.nz
THE THYMES JUNE 2016
37
Don't miss our upcoming MeetMe on 15th August
TALES FROM
taranaki
W
ell our long hot summer has come to an end with a bitterly cold south easterly wind blowing as I write this, along with a goodly share of rain.
Whilst it doesn’t do our turnover much good, I have to confess that there are peripheral aspects of Winter that I really enjoy – like having the fire going in the restaurant, making the hearty soups that I enjoy so much, seeing the customers all rosy cheeked, bounding in along with a flurry of rain, dripping umbrellas…………… maybe I don’t like everything about it, but they say a change is as good as a holiday. There seems to have been a proliferation of little eateries opening up within other stores this season, with the Mayfair opening Sauce where you can build your own pizza to accompany your drinks; Crush is the little coffee container offering $1 coffees as an opening sweetener at the moment – they’re alongside the Crazy Pumpkin vege shop; Geronimo is a hole-in-thewall takeaway coffee and light offerings at Vetro deli;
SAUCE
Jet Charm Café inside the trendy barbers of the same name is also very cute; and New World supermarket has really been pushing Toast, the café they have instore. Arizona & Rye is going well after transforming the old Arizona takeaways, Polpetta - same and Bare Thrills have reopened after a refurbishment to give them more tables for dine-in customers. Punjab Grill, an upmarket Indian establishment has joined the other Indian restaurants that we’re blessed with in New Plymouth, and similarly the new more upmarket Turkish restaurants that add to the Mediterranean flavours on the main street. There’s been a downturn in the oil and gas industry, with the dairy industry leaving farmers struggling this season, and with not much to smile about in the forecasts for next year. It’s not looking good for their supporting businesses. Many are laying off staff, or closing altogether. All of us are hearing of friends and acquaintances being made redundant and I’m having people most weeks coming in looking for any work we may have to tide them over. We have our own struggles ourselves with the huge Breakwater Bay Carpark alongside us now being under a userpays system which has seen literally hundreds of people being fined $40 a time for innocently parking where they’ve been parking all their lives and no useful signage to warn them of the changes. That carpark is now nearly always empty and it’s hit us badly, with our turnover down close to 40% some weeks, where we were running on average nearly 12% ahead of last year.
JET CHARM
I’ve had numerous meetings with the new CEO of the Port, attempting to negotiate a reasonable deal, to no avail. It’s been very difficult, but we’re holding our own as we try to claw back our customers. And our loyal regular customers are so sympathetic I’m sure they’re coming in for coffee they don’t even need just to show us their support. Bless them! I’m in the process of organising our annual fund-raiser for our local Hospice and this year it will be an evening of Faulty Towers Dinner Theatre with a charity Auction to follow on July 1st. We’re hiring a group of actors from Dunedin to perform and we’re all looking forward to a hilarious – and hopefully financially generous - evening. Our own premises aren’t big enough to hold it, so the Paritutu Bowling Club have put their hand up and it’s going to be at their place. Everyone I approach for auction items has been really supportive (think - a week in a motor home, an evening of luxury for 2 at Nice Hotel, a vasectomy……. we have an interesting list). I just love it when people come together for a cause; it brings out the best in everybody. After that we’ll be heading to the South Island for our Winter break. I’m totally looking forward to that – now that I’m back to working full time again, I’m needing the rest! That’s about it from me. Warmest regards to all our hospo people here in Taranaki BARBARA OLSEN-HENDERSON
{ Taranaki Branch President Bach on Breakwater } barbara_olsen@xtra.co.nz
regional update
THE THYMES JUNE 2016
38
CALL US ON 0800 737 827
NOW IN
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An introduction to: • • Hospitality • • Customer service • • Food safety training • • Barista training • • Food preparation • • Beverage service
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WHAT WILL WE PROVIDE? Targeted services: A recruitment service Matched candidates Work ready graduates Ongoing support Frequent contact Mentoring
• • • • • •
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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
OAKEN
mainly of interest to
AUCKLAND
AMANO
Centrally located…
Hello Mister Vietnamese Street Food has opened on Hardinge Street in Auckland’s CBD, in the new NZME complex. At the helm is Mike Lee and Jason Kit. The recipes come from Kit's own family, and as well as being sit down Vietnamese dining, customers now have the opportunity to get their hands on traditional Vietnamese street food to take away without needing to wait. Hello Mister is just open Monday to Friday to appeal to the corporate location of the business. Hot on the heels of opening St Heliers' The Good Grocer, the Hip Group have opened another venue, Amano, in Britomart’s Tyler Street. Amano, is an on-site artisan bakery offering freshly baked artisan breads, a selection of pizza by the slice, market sandwiches and plenty of options for those with a sweet tooth. The coffee on offer is Allpress, but if you choose you can mix it with house made macadamia nut milk, or fresh buffalo milk delivered straight from the farm. Amano follows the same food philosophy as their other sites: to use seasonal produce (often from the group’s own farm in Kumeu) to create delicious food.
THE LOBBY
The Lobby Bar & Eatery has opened on Vulcan Lane, seeking to bring together ‘fine food, local craft beer and the best wines the world has on offer’. Located beneath The Gin Room and run by the same team, The Lobby occupies the ground level of the Queens Ferry Hotel, the oldest licensed building in Auckland City. Located in the historic Chancery Chambers building on the corner of O'Connell and Chancery Streets, Meat Fish Wine is the brainchild of two-time NZ Chef of the Year, David Schofield, and Melbourne hospitality group Apples + Pears. About to open, the venture marks Schofield's return to New Zealand after several years abroad working in Australia and Michelin starred kitchens in London and France. Led by Schofield, the kitchen team aim to use the best of local produce, combined with "ingredient-focused cooking" to create a seasonally driven menu. The bar will also feature one of the largest wine lists in the country, boasting over 600 varieties from New Zealand and around the world.
MEAT FISH WINE
In the central suburbs... Tacked onto the front of the Non Solo Pizza, Osteria is an extension of Antonio Crisci’s celebrated Italian operation. Open from 7.30am in the morning with a breakfast menu including a simple series of egg dishes as well as a selection of cabinet baked goods, later in the day, Osteria is a bar destination with a side of antipasto.
OSTERIA
AdamArnold Kitchen & Bar is an all-day eatery that recently opened on Ponsonby Road. Also open at 7.30am, the kitchen menu runs until 9.30pm. The menu is a mix of small plates and sharers, each tailor-made to suit a different palette, with flavours which gives diners the opportunity to mix it up. auckland members
mainly of interest to
AUCKLAND
European-inspired bistro, Onlsow (right) has opened on Dominion Road, on the location of former Vietnamese eatery, Peasant. Onslow is owned by a family team - Pip Wylie, along with brothers Hamish and Dougal and sister in law Sarah Wylie. Pip is the head chef and boasts a wealth of experience, having run her own restaurant in London, and worked in the kitchens of the renowned River Cafe and the original Sugar Club in Wellington. More recently she has been head chef at Ripe for the past five years. Open for lunch and dinner, the menu is small, sharing and side plates. In Remuera, located beneath, Laneway, the same (Laneway) team has opened another restaurant - this time an Italianinspired eatery by the name of Artusi (right). Named after 19th century Italian culinary author Pellegrino Artusi, Artusi intends to structure it's menu by using the best of seasonal organic ingredients and served under the banner of Eat, Love and Live Well.
Located at the Grey Lynn end of Williamson Avenue (the site which was most recently Dilecta), Tiger Burger (below, right) has been opened by Esther Jeong and Matt Shephard. Tiger Burger is a fusion of Korean and Western street food. Boy & Bird on Ponsonby Road has changed hands but will continue with the same concept under the new owners. The restaurant was previously owned by Michael van de Elzen and Marie Colosimo. Marie is heading to France to become involved in a wine harvest whilst Michael is just happy to have one less ball to juggle! Amongst his TV and corporate commitments he will be actively working on his farm north of Auckland and building the "good from scratch" brand due out in Supermarkets this year.
CELEBRATING
EXCELLENCE
IN AUCKLAND HOSPITALITY At a glittering Las Vegas themed ceremony at The Langham, the Auckland hospitality industry recently acknowledged the outstanding abilities of their own with the announcement of the winners of the 14th annual Lewisham Awards. The Lewisham Awards (named after Richard Lewisham, a pioneer of the Auckland hospitality scene) were established in 2002 with the main objective to encourage excellence in the city’s hospitality community. With this in mind, the best in the business are nominated and honoured by their peers once a year followed by an after party to celebrate this success. This year contained some notable changes – a new venue, a new category in the awards “Outstanding Street Food” to recognise the exciting area of both gourmet “fast and mobile” food and a record number of nominations. This dynamic and ever changing industry was highlighted by the finalists and winners coming from a mix of both new and well established businesses, showing that hospitality in Auckland remains in excellent heart. Check out the winners, and photos from the night on the next pages.
www.lewishamawards.co.nz
CONGRATULATIONS TO THE WINNERS OF THE 2016 LEWISHAM HOSPITALITY AWARDS.
OUTSTANDING STREET FOOD Sponsored by Bidvest
OUTSTANDING HOSPITALITY PERSONALITY Sponsored by Moet Hennessy
The Lucky Taco
Damaris Coulter - Coco's Cantina
OUTSTANDING SALES REPRESENTATIVE
OUTSTANDING WAITER
OUTSTANDING MAITRE D’
OUTSTANDING BARTENDER
Sponsored by Crombie Lockwood
Sponsored by General Digital
Sponsored by Angostura
Sponsored by Restaurant Association
Vicky Pethybridge - Prego
Ismo Koski - Apero Food & Wine
Joey Lai - saan
Ben Longhurst - EuroVintage
OUTSTANDING SUPPLIER
OUTSTANDING WINE LIST
OUTSTANDING LOCAL
Sponsored by Spark
Sponsored by EuroVintage
OUTSTANDING WINE SERVICE PROFESSIONAL
Sponsored by Negociants NZ
Sponsored by ResDiary
Red & White Cellar
Apero Food & Wine
Andy Gladding The French Cafe
Conch Kitchen & Bar
OUTSTANDING CATERER
OUTSTANDING BAR
OUTSTANDING NEW VENUE
Sponsored by Fine Food NZ
Sponsored by Beam Suntory
OUTSTANDING COFFEE ESTABLISHMENT/BARISTA Sponsored by L’affare
Sponsored by Menumate
Mint Kitchen Catering
Xuxu Dumpling Bar
Kokako Cafe
saan
OUTSTANDING ESTABLISHMENT
EMERGING TALENT
OUTSTANDING CHEF
OUTSTANDING RESTAURATEUR
Sponsored by OneMusic
Sponsored by Aotearoa Fisheries
Sponsored by Gilmours
Sponsored by Pernod Ricard
Depot
Shaaz Croft - The Blue Breeze Inn
Ben Bayley - Baduzzi/The Grove
Sid Sahrawat - Sidart/ Cassia
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; Captains Table Restaurant, 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
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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
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