Restaurant Association Newsletter, The Thymes (September 2016) by Nicola Waldren

MAY 2015 SEPTEMBER 2016

PHOTOS: PROVENIR, PAIHIA

www.restaurantnz.co.nz

WHY IT'S TIME TO CELEBRATE THE IMMIGRATION EFFECT

from the ceo's desk frequently asked

We've compiled a list of our top queries to the MentorMe advice line and have picked another selection of these to answer for you in this issue - from increasing your profit, to workplace efficiency, disputes with your landlord to company structures.

words of warning 17 What is a warning in the employment law context and how do you issue an employee with a warning that will stick? It is not as straightforward as you may think. It is also more important than you think. If an employer wishes to rely on a series of warnings to justify a dismissal, each of those warnings must be justifiable.

30 hospitality summit!

CONFIDENTIAL - MEMBERS ONLY

Immigration and hospitality. These are two hot topics that are currently being thrown together on a regular basis as every few weeks we seem to be forced into a position of defending our industryâ&#x20AC;&#x2122;s employment practices when a new news story is released.

he strong economy and a thriving hospitality sector means ongoing demand for more workers, a fact which should be celebrated. Sadly, when these stories appear thereâ&#x20AC;&#x2122;s never any recognition for the positive international influence that these migrant workers are having on our vibrant industry. The hospitality industry portrayed by the media and Unions is one where we are turning away able bodied New Zealanders who could do the jobs we are giving to those here on visas. In reality this is so far at odds with the businesses we deal with every day that it is hard to believe we are talking about the same industry. We are assisting employers who are part of an industry that is going through a period of rapid growth, but as a result of this is suffering from a critical shortage of skilled chefs and managers.

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Hundreds of industry positions are advertised on Seek and other job vacancy websites in New Zealand daily. The recruitment challenges that hospitality businesses face have not gone away, in fact competition for experienced staff is at an all time high. Our sector is growing, but it is putting pressure on a critical ingredient; being able to find the right staff. A member survey conducted by the Association last week indicated that almost 80 per cent of the survey respondents had found it necessary to recruit for a senior chef role over the past year. If that statistic wasn't astounding enough, a mammoth 96 per cent had difficulty filling the role, with more than 68 per cent having to repeatedly advertise for the position before a suitable candidate was found, if at all. These recruitment efforts include advertising on nationwide job websites like Seek and TradeMe, using social media, recruitment agencies and engaging WINZ. Despite the contrary implication of the Unions, it is not a simple process to get a migrant worker to come and work for you - it is necessary (and rightly so) to prove you have made every effort to find someone suitable to fill the position locally. Working visas supported by business owners require time and effort and are more often than not used as a last resort by our industry. Unions want large companies to prove they're upskilling their staff before they're allowed to recruit workers from overseas. Guess what, we are doing that already! The fact that retention is crucial when recruitment is hard hasn’t been lost on our member businesses. Business owners are committed to developing, training and promoting from within as well as incentivising staff to stay by providing additional benefits. The survey the Association conducted found that 80 per cent of businesses have in-house training in place to help workers move into management roles, and 78 per cent provide mentoring and coaching.

Business owners are attempting to promote internally when senior roles become available. More than 90 per cent of the survey respondents indicate that this is an option they investigate before advertising externally, however for a number of reasons, this is not always possible every time. Employees with management potential should be identified and nurtured, and given the skills they need to become great managers before getting thrown into a role they are not yet ready for because of a vacancy shortfall within the business. The Association itself is supporting the industry to grow through a number of key initiatives - by training hospitality apprentices, running schemes that get people off unemployment benefits and into training for hospitality careers, and offering professional development programmes for people already working in the sector. As an industry we’re doing what we can but it has not been enough to stem the rising tide of shortages. Demand for hospitality workers and more skilled roles in particular is far outstripping supply. Being able to recruit internationally helps. Forecasts indicate an additional 50,000 workers will be required by 2020, borne out by some of the Association’s latest research showing: •

•

New Zealand’s hospitality industry has returned to a period of exponential growth. In 2016 sales grew by 7% and new businesses continue to open to meet the demand of our discerning domestic dining public. International tourist visits are also at record levels. There are more than 15,600 hospitality businesses, most are SMEs. Each has on average at least one senior manager and one senior chef, even if there is an owner/operator actively working in the business. Larger businesses require two or more senior chefs. This skilled labour shortage is not a problem unique to New Zealand; it’s a worldwide issue. The chef shortage was tabled at the 2016 World Hotel and Restaurant Conference. Looking ahead 10 years they forecast a shortage of 10 million hospitality workers globally. While many industries are being disrupted by online forces, hospitality is completely analogue. We need actual people in real time working. As more people eat out more often you need more chefs for every service to stand in a hot kitchen and cook to order in real time. Hospitality is a major component of tourism which in turn is a major export earner for New Zealand. Food and culture is a key part of a tourist’s experience of New Zealand. We can be justifiably proud of our hospitality sector, but at the same time we should be doing all we can to make sure it is as strong and as vibrant as it can possibly be. Being able to recruit internationally for hospitality specialists helps us do that - so let’s celebrate all of our workers, whether they were sourced from the local market, or internationally.

as ng and as stro r hospitality is y r t s fo u our ind ternationally e sure to mak cruit in e n r a o c t e ll w able doing a ly be. Being uld be ib AUTHORS: MARISA BIDOIS & NICOLA WALDREN We sho s it can poss hat. ta ot vibran ts helps us d s li need help? call us on 0800 73 THE THYMES SEPTEMBER 2016 specia

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FROM THE CEO’S DESK

t the Restaurant Association we are excitedly gearing up for two of our major annual events - Hospitality Summit (9th & 10th of October) and Feast (9th October). Both events will be held at the Auckland Museum.

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

If you haven’t already got your tickets to attend, get in quick. The Summit is a little bit like a 2-day intensive crash course of professional development for you and your managers. Our keynote speaker, Australian restaurateur Chris Lucas, will be presenting two sessions and will also take part in one of the panel discussions. Topics cover subjects like hospitality trends, defining good service, music and taste, facing the media with confidence and more…There is more information on page 31. You’ll also find more information on Feast on page 28. We are excited to welcome an outstanding line up of chefs to this years event: •

• • •

Makoto Tokuyama, owner | chef, Cocoro Mark Southon, head chef, O’Connell St Bistro Giulio Sturla, owner | chef, Roots Restaurant Josh Barlow, senior sous chef, The Grove

One of the key news items for our industry currently is around staffing and immigration, specifically the number of migrants coming to work in our businesses on different forms of work visas. You’ll see from our article on the front page of this issue that it is an issue that we are taking very

seriously. We know that the industry is struggling to fulfill recruitment requirements and we don’t think that there should be a roadblock to bring qualified workers to New Zealand if we are unable to fill the gaps with local workers. We will be doing more work on this topic and welcome further comment from members - feel free to give me a call to discuss. We had great feedback about the articles in the last issue of The Thymes on some of the common questions to our MentorMe helpline. We address more of these topics for you in this issue - from increasing your profit, to workplace efficiency, disputes with your landlord to company structures. If you need guidance, take advantage of the free MentorMe advice, to ensure that your business is running as effectively and efficiently as it can. Many members have already begun taking advantage of the enhanced package of health and safety services which we have instigated with the assistance of Gary (Zone Health & Safety) and Brent (Worksafe Services Ltd). This service is more than just a manual which we leave you to implement yourselves; we’ve also set up a health & safety adviceline, plus step by step informational videos to tell you what you need to be doing each week. Gary has also written an article in this issue of The Thymes which might ease some of your fears about getting started. You can order a copy of our health and safety package by phoning 0800 737 827.

MARISA

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THE THYMES SEPTEMBER 2016

PRESIDENT'S VIEWPOINT MEMBERS HAVE BEEN USING THE MENTOR ME SERVICE AND MANY HAVE SIMILAR QUESTIONS REGARDING THE FACTORS THAT AFFECT PROFITABILITY. IN RESPONSE AUGUSTâ&#x20AC;&#x2122;S ISSUE OF THE THYMES HAD GREAT TIPS ON CONTROLLING LABOUR AND FOOD COSTS. MANY OTHER COSTS HOWEVER ARE FIXED, SUCH AS RENT AND LICENSING FEES OR ARE, EVEN IF YOU SHOP AROUND, VERY HARD TO MAKE SIGNIFICANT SAVINGS, SUCH AS INSURANCE, POWER AND GAS COSTS.

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

ncreasing revenue is of course part of the answer. This can occur by having more customers walk through the door, raising prices or increasing the cheque average of the customers we already have by influencing the way they buy. Increasing the cheque average This is partly a science and is influenced by staff training and with menu engineering. Menu engineering is quite a complex field and is of huge importance to all of us. For large chains the increase of sales of just $1 a customer over hundreds of restaurants can hugely impact the bottom line.

Sides are also great at satisfying vegans, vegetarians and those with dietary requirements and as we are all aware those numbers of customers are increasing. Menu engineering is also the study of profitability and popularity of each menu item and how you manage the placement of them on your menu. Everything you have on your menu will have different levels of profitability. The most profitable item on your menu as a % of cost to price will probably be a cup of tea but of course the actual dollar amount as a portion of sales will not pay your bills.

The importance of menu engineering to profitability means a lot of work is done to study how customers are influenced by the menu. There are many facets to this influence; the size of the menu both physical and number of choices, the layout, the sections, paper stock, use of images and so on are all studied in detail in order to enhance sales and the experience for the diner.

Every item on your menu will have a cost associated with it, use this information to list in order all the items in terms of profitability and then list them again in terms of popularity.

For example the more side dish choices you have the more you will sell. It subconsciously tells the customers that sides are in integral part of the dining experience.

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You can then use this data to list all your menu items into 4 categories: STARS - high profit very popular PLOW-HORSES - average profit but

PUZZLES - high profit but not that popular DOGS - low profit and not that popular CONTINUED

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At Balthazar in New York they have a Puzzle which is their $175 Le Balthazar seafood platter. They don’t sell many but use it as a price anchor to make their $125 Le Grand platter look like a bargain.

WHAT DO WE NEED TO DO WITH EACH OF THESE FOUR CATEGORIES IN ORDER TO INCREASE REVENUE AND PROFIT? STARS should be highlighted on the menu so we can sell even more. With PLOW-HORSES we need try to make more profitable versions of these dishes; •

Reduce portion size

•

Use a plate to enhance the dish but make the portion look generous

•

Increase the price

•

Shop around for a lower price for the main ingredient

PUZZLES need more sales so; •

Better placement on the menu

•

Reword the item. What would you rather order: Dahl, or, South Indian Spice Scented Lentil Curry?

•

Train staff to recommend this dish with a sales incentive

•

A puzzle can also be used to enhance the appeal of another dish.

•

Adding a relatively low cost enhancement to the dish can give it more appeal. For example adding a couple of prawns or salmon caviar to a fish dish can give it a sales boost.

DOGS Whilst common sense says take them off the menu, they might be a dish that appeals to a certain demographic that you have to cater for. This could be a dish for the unadventurous in the group and if you don’t have it they can dissuade the others in their party from booking. If you think you need to retain a Dog the secret is don’t have many and deemphasize them with their placement on the menu.

GETTING STARTED Going through all your menu items and re-costing them can seem like a big task, however, if you do just one or two every day it won’t take that long. While we are often wary of increasing prices this costing exercise may also give you the impetus to tweak them.

MIKE

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THE THYMES AUGUST 2016

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FREQUENTLY ASKED... We've compiled a list of some more of the top queries to our MentorMe advice line and have picked another selection of these to answer for you in this issue. We will answer more of your most frequently asked questions in the next issue of The Thymes. You can also check out www.restaurantnz.co.nz for answers to more FAQ's, or give our in-house mentor a call.

How can I reduce my food costs? CHECK OUT THE THYMES AUGUST 2016 & MIKE EGAN'S TIPS ON PAGE 6 OF THIS ISSUE

How can I reduce my labour costs? CHECK OUT THE THYMES AUGUST 2016

When is the best time to sell and what do I need to do to get ready for selling? CHECK OUT THE THYMES AUGUST 2016

How can I increase my profit? CHECK OUT PAGE 9

How can my business get the food out quicker? CHECK OUT PAGE 11

4 5 6

What are some new marketing techniques I can try? CHECK OUT MIKE EGAN'S TIPS IN THE THYMES AUGUST 2016

9 10

I have a dispute with my landlord over repairs - who is liable? CHECK OUT PAGE 13 What are the different structures for a hospitality business? CHECK OUT PAGE 14 I need advice on my lease renewal... How do I find the time to step back from the business to view systems and workflow?

NEED HELP? Call us on 0800 737 827

THE THYMES NOVEMBER 2015

INCREASING PROFIT

DO YOUR SWOT We frequently receive requests to the MentorMe helpline for advice on increasing profitability. While reducing costs and increasing your revenue are obviously key avenues for increasing your profitability, to help you develop a strong business strategy you need to analyse your business to identify the areas where you can make some changes that may improve your bottom line.

any will have heard about SWOT analysis (to identify your business' Strengths, Weaknesses, Opportunities and Threats), but how many have actually performed one? And if you have, how long ago was it? This analysis helps you identify vital areas to either focus attention on, or, improve. If you don’t know the strengths and weaknesses of your business or the opportunities and threats facing it, you’re not identifying where it could be in the future. Here are some tips for conducting a SWOT analysis in your foodservice operation… Remember to be realistic about the strengths and weaknesses of your business. Invite your manager as well as your chef and assistant managers to get involved so you gain more insight from different points of view. Another point to note is to apply the analysis in relation to your competition - are you doing better than or worse than your competition - and keep it simple and short for best results.

STRENGTHS

WEAKNESSES

Strengths describe the positive attributes, tangible and intangible, internal to your business. • What do you do well? • What internal resources do you have? Think about the following: Positive attributes of people, such as knowledge, background, education, credentials, network, reputation, or skills. Tangible assets of the company, such as capital, credit, existing customers, technology. • What advantages do you have over your competition? • What other positive aspects, internal to your business, add value or offer you a competitive advantage?

Weaknesses are aspects of your business that detract from the value you offer or place you at a competitive disadvantage. They give you an idea of things to improve in order to compete with your best competitor. • What factors that are within your control detract from your ability to obtain or maintain a competitive edge? • What areas need improvement to accomplish your objectives or compete with your strongest competitor? • What does your business lack (for example, expertise or access to skills or technology)? • Is your business in a poor location?

The strengths of your operation lie in what you do best, whether it’s the food you serve, offering quality service at the table, or providing an atmosphere that makes coming to your business a memorable experience. Other strengths may consist of your pricing structure, such as offering a lower-priced menu than similar restaurants in your area. If you currently generate traffic during slow times by offering special promotions to get customers in the door, that’s a strength. Other strengths may include serving a specific type of ethnic food not served elsewhere in the area.

For instance, your wait staff may create a weakness for your restaurant, as you’re dependent on them for the service they provide to each table. Another weakness may exist if you do not provide adequate employee training. Other weaknesses may include not getting consistent supplies that result in menu items not being available. Relying on an outdated point-of-sale system or using paper to keep track of ordering and stocking is a weakness, because there are better ways of calculating your stockroom, order and financial needs.

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THE THYMES SEPTEMBER 2016

OPPORTUNITIES Opportunities are external factors that represent reasons your business is likely to prosper. The technique for identifying opportunities encompasses finding markets, partnerships, products or services that you can pursue. • What opportunities exist in your market or the environment that you can benefit from? • Is the perception of your business positive? • Has there been recent market growth or have there been other changes in the market the create an opportunity? • Is the opportunity ongoing, or is there just a window for it? In other words, how critical is your timing?

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Look for opportunities like expanding or providing different types of food and beverages. Taking advantage of the trend for more healthy eating may mean featuring more organic dishes or salads on your menu. Finding ways to generate more traffic during slow times, such as in the afternoon, may represent an opportunity for growth. Offering delivery services and take-out to meet the needs of people on the go represents another potential opportunity.

THREATS Threats include external factors beyond your control that could place your strategy, or the business itself, at risk. Only include threats that currently have direct impact on your business or that seem as if they will impact you and your business in the next five years. You should focus on actual events, trends and economic forces you can clearly identify. • Who are your existing or potential competitors? • What factors beyond your control could place your business at risk? • Are there challenges created by an unfavourable trend or development that may lead to deteriorating revenues or profits? • What situations might threaten your marketing efforts? • Has there been a significant change in supplier prices or the availability of raw materials? • What about shifts in consumer behaviour, the economy, or legislation that could reduce your sales? Competing businesses located nearby represent a threat to your operation, especially if you sell similar types of food or have similar dining experiences. New restaurants opening up in your area also represent a threat, since customers will have more options on where to spend their dining dollars. Other threats consist of the potential rising price of certain foods. For instance, if you make seafood dishes and something negative impacts the shrimp market, a threat exists if you need to raise prices or find new suppliers, because you may lose business. Doing a SWOT analysis won’t take much time, but doing it forces you to think about your business in a whole new way. Once you have identified your business’ strengths, weaknesses, opportunities and threats, use them to develop short and longterm strategies for your business. The true value of this exercise is in using the results to maximise the positive influences on your business and minimise the negative ones.

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NEED HELP? Call us on 0800 737 827 THE THYMES NOVEMBER 2015

EFFICIENCY

HOW CAN I GET THE FOOD OUT QUICKER? Simply getting the food out quicker may not necessarily be the best formula for your business structure, however having an efficient and well-oiled business will certainly help. Here are some tips on how to create an efficient work environment for your food business. BY LYNDA MOULTRY, studioD

estaurant environments are generally fast-paced and require the utmost efficiency. This is because customer service and the success of the restaurant are heavily built around the flow with which a restaurant operates -- customers placing orders, orders being fulfilled and then delivered to customers. There are several ways to create a maximum level of efficiency in a restaurant environment.

STEP 1

REINFORCE STAFF ROLES One way to make your restaurant more efficient is to ensure that all staff members know the tasks and roles for which they are responsible. This way, all pertinent tasks and jobs are fulfilled without anyone stepping on another employee's toes. If the kitchen staff know that preparation and cooking are within their realm of responsibility, they can effectively take care of that without having to worry about serving customers.

STEP 2

The same thing can be said of wait staff; a specific procedure to waiting on customers not only creates greater efficiency but also enhances customer service.

MAINTAIN AN OPEN-DOOR POLICY

STEP 4

The key to creating the most effective and efficient work environment possible is to realize that numerous ideas go into creating a successful business. Encourage employees to come to you with innovative ways to do things. You never know when an employee might have a new idea on a process that makes the entire operation more efficient.

High-efficiency registers allow your wait staff to more easily input orders and calculate tab totals; and an electronic system by which wait staff submit orders to the kitchen staff could include areas for special concessions. With more automated restaurant systems, your staff can focus more on the overall customer experience.

STEP 3

DEVELOP SPECIFIC PROCEDURES If everyone knows that the process is prep, cooking, delivery and cleanup, then your restaurant becomes like a well-oiled machine. No matter what shift an employee comes in, he can tell where to best fit in by where the kitchen staff is in the process. This increases efficiency among kitchen staff.

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TOP TIP Keep work stations fully stocked, so employees have the ingredients and serving dishes they need close at hand and don't need to go looking for them. Clean and organise work stations regularly during lulls. Unnecessary clutter makes everything take longer.

THE THYMES SEPTEMBER 2016

CHEFS SHARE TIPS FOR REDUCING FOOD WASTE Following on from our article in the August issue of The Thymes on reducing food costs, here are a few practical examples of ways to cut food waste... •

•

Engineer menu items to use ingredients more effectively

•

Control portions where possible

•

Purchase ingredients in quantities that match production

•

Compost

•

Use leftover raw ingredients for family-style staff meals

•

Prepare smaller quantities of items such as gravy, sauces and chilis.

•

Use day-old bread for toast, croutons and bread crumbs for meatloaf and meatballs, or to coat foods before frying

•

To avoid waste and maintain consistency, only the most skilled person on the staff should be portioning proteins. Proteins are the highest cost of all ingredients in the restaurant. If a skilled person is not able to keep up with the demand, it may make financial sense to purchase preportioned proteins. Pre-portioned proteins have no waste and are consistent, but cost more.

Use apples, pears or peaches reaching their quality expiration point for sauces, pies, cobblers, crisps, breads, cookies, bars, cakes, ice creams, sherbets or smoothies

•

Tomatoes can be used for soups, juices and sauces; potatoes for soups and tops for casseroles

•

Zucchini and carrots can be used for cakes, cookies, breads, bars and soups; meat and poultry for soups, casseroles and stews which can be frozen for later use

•

Eggs reaching their quality expiration point can be cracked, whipped, and frozen for later use.

MENTORME! When wrestling with a problem, have you ever wished you could seek the advice of an industry expert who has ‘been there and done that’? That’s where the Restaurant Association can assist you. Tony Adcock has owned and managed hospitality businesses for 40 years and is currently working with us to provide mentoring and business guidance for Restaurant Association members.

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

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

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

THE THYMES SEPTEMBER 2016

REPAIRS&MAINTENANCE

WHAT ARE YOUR OBLIGATIONS? Are you aware of the repair and maintenance obligations in your commercial lease? Disputes between landlords and tenants over liability for repairs are unfortunately fairly common. The expectations and obligations around repairs, maintenance and redevelopment of commercial property are sometimes not well considered at the time that the lease is signed and this can lead to disputes when an issue arises, or at the end of the term of the lease.

written lease should ensure that both parties know exactly what their rights and obligations are as they will contain clauses which allocate specific areas of responsibility for building repairs and maintenance to the landlord and to the tenant. It is important to be certain that you understand the various clauses, and this may require the advice of a professional. Remember as well that you can negotiate specific terms in a lease agreement that suit your particular requirements and as a tenant you are encouraged to be specific. You and the landlord may want to provide in the lease for issues such as ownership of fixtures and fittings and the intended uses of the property. During the term of a lease, a tenant will be required to maintain the premises in the same standard of repair and condition they were in at the commencement of the lease. If using a standard Auckland District Law Society (ADLS) Lease Agreement, you will be required to get a ‘schedule of condition’ at the commencement of the lease. This document is key as it will provide written and photographic evidence of the condition of the building and the nature of existing defects at the start of the lease. As a result there will be a clear allocation of responsibility for their repair during the term of the lease and at the end of the lease. If you are unsure who is responsible for a repair or maintenance issue during the term of your lease, the first thing to do is to check the lease. Landlords are liable for the costs of compliance with the Building Act and must keep the building weatherproof. The landlord is also generally responsible for structural repairs to the exterior of the building and for maintaining building services supplied by the landlord. A tenant needs to bear in mind, however, that even if a particular item of repair or maintenance is the landlord's responsibility under the lease, the landlord may be entitled to recover the cost of carrying out this repair or maintenance from the tenant in the form of outgoings. The tenant usually pays for the cost of decoration inside and on the exterior of the building, however this depends on the terms of the lease. Under the standard ADLS Lease Agreement, tenants are not liable for general wear and tear, or defects in design or construction. However, tenants need to be aware that typically a landlord doesn't have to fix anything unless it is specified in the lease. Also, although not liable for wear www.restaurantnz.co.nz

and tear, tenants are liable for consequential damage of wear and tear. For example, if a tile falls off a roof as a result of fair wear and tear, and as a consequence the rain is likely to get in, the tenant although not responsible for the tile coming off - must repair the roof to prevent further damage to the ceiling or walls. A tenant is usually required to repair any damage it causes. A tenant may also be required to redecorate the premises by repainting and sometimes replacing carpets (often these obligations arise at the end of the lease). Leases typically require the tenant to reinstate the premises back to the way it was at the time that the lease was signed. That means removing any chattels, fixtures and signage as well as any improvements, alterations or additions made to the premises during the term of the lease. If the tenant fails to reinstate the premises by the required date the landlord may reinstate the premises and recover the cost of doing so from the tenant. It is worth noting however that the fit-out may be of benefit to the landlord and this could be something you could negotiate in the lease agreement, like the landlord purchasing the tenant's fit-out at the expiry of the lease. When a tenant has taken over an existing lease you will be inheriting lease end obligations. In this situation it is advisable to try and negotiate what the lease end obligations will be and ideally limit them. Failure to include terms in the lease that address who may be liable for what can result in stressful and expensive disputes (and outcomes). We recommend that you should always seek advice relating to the terms of a lease prior to signing, as once signed you are bound to these requirements. The Restaurant Association’s Mentor, Tony Adcock, is able to advise on these matters, or we advise that you seek legal advice. A professional such as a commercial property lawyer will be able to assist you with understanding your obligations under the terms of your lease.

THE THYMES SEPTEMBER 2016

BUSINESS STRUCTURE

COMPARE THE OPTIONS There are a number of different options available to you as you legally set up the structure of your business. Different structures will suit, depending on the style and size of your business, whether or not the structure offers liability advantages and if there is flexibility when it comes to taxes.

hile it is difficult to change the business structure of an existing business, to arm you with knowledge for the future, we look at the four main options and outline some of the pro's and con's for each.

SOLE TRADER

you are in business on your own with no formal structure

Setting up as a sole trader is the simplest and least expensive way to go into business and many small businesses start this way. As a sole trader there are few legal formalities to go through to set up. Basically let Inland Revenue know you are in business, apply for a GST number and get started. Any profit that the business makes is yours and you simply declare the income and pay personal income tax. If your business makes a loss, it is offset against any other personal income you may have. You will still have to comply with many of the rules for businesses – such as keeping proper business records and making sure you pay attention to health and safety issues, but overall the paperwork is less than if you operate a company. The main disadvantage of being a sole trader is that you are personally responsible for all business liabilities, debts and taxes. So if you have employees, are borrowing money, need to buy in supplies, or have high overheads, being a sole trader may not be your best option. Being a sole trader can also make it harder to attract investors, and some larger organisations may prefer to deal with a company rather than an individual.

PARTNERSHIP

you go into business with others, usually with an agreement between you as to how things will work

A partnership is where two or more people set up in business together, sharing the responsibility and the benefits. It can be a good way for people to work together and support each other, sharing costs and pooling resources and contacts. However, partnerships can be difficult and you need a good partnership agreement from the outset, which should be drawn up by a lawyer. Things to consider in a Partnership Agreement: • How long you want the partnership agreement to last and how often you should review your agreement www.restaurantnz.co.nz

• • • • • •

How much money each of you will put in Your roles and responsibilities How you will share any profits or losses What other benefits you will each have, such as holidays or time off How you will appraise performance What will happen if one of you dies or wants to leave the partnership

The partnership itself is not a legal entity, so partners share liabilities and each pays personal income tax on their share of the profit (or loss). If there are business losses, your share of these can usually be offset against any other personal income you may have. An important thing to note is that you are personally liable for your own share of any debt or tax and you can also be held liable for your partner’s share if they don’t pay it. So trust is a big issue in any partnership. If your partner doesn’t pay their tax for instance you could end up having to pay it from your own personal assets. Or they could run up a business debt without you knowing and you would still be liable. In some cases a partner is a ‘sleeping partner’. Basically this means they put in money and share any profit (or loss) but they don’t take an active part in running the business. However, even sleeping partners still have a personal liability for partnership debts and taxes.

THE THYMES SEPTEMBER 2016

COMPANY

your business is a separate legal entity and you own shares in it (others can also own shares)

Unlike a sole trader or partnership, a company is a separate legal entity with a limited liability. This liability is normally limited to the value of the assets the company owns and, unless you have given personal guarantees, your own assets cannot usually be taken to pay company debts and taxes. Ownership of a company is by way of shares – each share represents a part of the assets of a company. There can be one or more shareholders, so a company structure is suitable for people in business on their own and for partners who want to go into business together. You may also be able to sell shares to investors to raise money for the business and sometimes companies give shares to employees as incentives to stay on. The important thing to remember is that the shareholders own the company and have voting rights – so if you want to stay in control of your company you need to have at least 51% of the shares yourself. The shareholders appoint one or more directors to run the company for them. If there are several directors, they are called the board of directors and will elect a chairman. Directors have a number of legal responsibilities, such as not trading while the company is insolvent, and can be held personally liable if they are negligent in their duties. In larger companies the directors might hire a manager to handle the day-to-day running of the company. In smaller companies there may simply be a managing director – who is both a director and runs the business operations. If you are forming a company with other working partners, it’s a good idea to have a legal agreement between you covering things like each person’s responsibilities and benefits, how to sell shares and so on. This may all sound rather complex if you are a small owner-operated business, but you can be the sole shareholder and director of your company and while forming a company does mean more paperwork and compliance, once things are set up and running a company need not be complicated. Setting up and running the company You can either get your lawyer to form a company for you – or you can buy a readymade ‘shelf’ company. If you are forming your own company your lawyer will prepare a number of papers for you setting out things like the company’s constitution, shareholding, legal name, registered office and so on. They will register your company and get a company number from the New Zealand Companies Office. A company must have its own IRD number and register for GST. The set up is likely to take one to two weeks and cost $500 to $1000, depending on your legal and accounting fees. The actual cost of registering a company is $150.00. A shelf company is one that is already set up and waiting

for someone to use it (it has never been used as a business by someone else). Using a shelf company can shorten the time it takes to get set up and may reduce the costs, but you need to be sure the company constitution (rules) suits your business. There are more controls around operating a company than being a sole trader or partnership, and these are set out under the Companies Act. For instance you must have an annual general meeting and prepare annual accounts, you must keep your personal and business money separate and you must keep certain company records. Each year you will need to complete an annual return for the Companies Office (you can do it online for free). Tax and Sharing Profits The way a company can share its profits and losses with shareholders is quite different from being a sole trader or partnership where the profit or loss is simply taxed as personal income. Instead company profits are distributed to shareholders by way of dividend payments. Any dividends you get are considered personal income and are taxable, but because the company has already paid tax on the money it uses to pay dividends, you will usually get tax credits with your dividends (imputation credits). Losses can’t usually be passed on to shareholders unless you form a type of company called a LAQC (Loss Attributing Qualifying Company), that allows losses to be transferred tax free to shareholders. The Pros and Cons of forming a Company There is more involved in setting up a company than other forms of business and there is more ongoing paperwork and compliance. On the other hand a company has limited liability, and this can be very important if things do not work out as you expect. Of course if you have given a personal guarantee then you are still liable to that person or organisation for the debts you have guaranteed. Having a company may also make it easier for you to raise money from lenders and investors.

TRUST

a trust owns and runs the business on behalf of the beneficiaries, which could include you and your family

You can also have a business that is run as a trust. This can help separate your personal assets from the business. With a trust you don’t personally own the assets (or debts) in the trust, they are held and managed by the trustees on behalf of the beneficiaries. You and your family can be both trustees and beneficiaries but it’s also important to have an independent trustee. Some family businesses choose to operate this way as it gives them more flexibility in the way income is distributed and it can reduce your personal liability, unless you give personal guarantees. However, there are strict rules about the ways a trust must operate, and trustees have legal responsibilities, so it can affect the way your business is run and controlled. You will need legal advice about whether a trust would suit your business.

NEED HELP? Call us on 0800 737 827 THE THYMES SEPTEMBER 2016

EMPLOYMENT MATTERS

WORDS OF WARNING

What is a warning in the employment law context and how do you issue an employee with a warning that will stick? It is not as straightforward as you may think. It is also more important than you may think. If an employer wishes to rely on a series of warnings to justify a dismissal, each of those warnings must be justifiable. BY JODI SHARMAN, SENIOR ASSOCIATE, HESKETH HENRY WHAT IS A FORMAL WARNING? A formal warning in employment is a reprimand for an employeeâ&#x20AC;&#x2122;s poor performance or misconduct. Warnings can be verbal or written, and can be of varying degrees of seriousness, such as a first written warning or a final written warning. Warnings should be used as a rehabilitative tool, rather than a punitive one. A warning should not be a step to dismissal, but instead a step to avoid dismissal. A warning must also actually warn the employee. A warning needs to explain, for example, that because of the misconduct, the employee has received a written warning and that if there is any further similar conduct the employee is likely to receive a final written warning or may even be dismissed. For a warning to be lawful it must have both substantive and procedural justification. It must have a reason, established or confirmed only after a fair and reasonable process has been followed. It is only then that a warning can be issued. If both these elements are not met, the warning will be unjustified and the employee could challenge the warning as an unlawful action of the employer. An unjustified warning can give rise to a personal grievance even though the employee remains in employment.

REASONS Whether the reason for a particular warning is justified will depend on all the circumstances at the time the warning is issued. Misconduct can be a just reason for a formal warning and examples could include lateness, minor breaches of an employment agreement or policy and minor instances of unprofessional or unacceptable conduct, such as swearing. Misconduct is usually behaviour that is deliberate.

Compared to serious misconduct, which may justify instant dismissal, misconduct is generally considered to be misbehaviour that is not serious enough to undermine or destroy the relationship of trust and confidence between an employee and employer. A formal warning can also be justified where the reason is poor performance, which is more a focus on the employeeâ&#x20AC;&#x2122;s performance in the role and the associated duties of that role. For example, a warning may be appropriate if an employee is not meeting the employer's reasonable expectations or targets. The distinction between misconduct and poor performance can be a fine one. As an example, an employee not following instructions could be misconduct where the action is deliberate or poor performance where the employee is forgetful or careless. CONTINUED

employment matters

THE THYMES SEPTEMBER 2016

PROCESS TO FOLLOW

TIPS AND TRICKS

Below is a summary of the process an employer must follow before a formal warning can be issued:

•

• •

• • •

• • • • • • •

•

The allegations of poor performance or misconduct must be put to the employee with all relevant and supporting information. The employee must be advised of the worst possible consequences of the process. As an example, if the conduct may result in a final written warning as its maximum sanction, the employee must be told of that possibility. If the conduct may only warrant a lesser maximum sanction, say a written warning, then the employee should be told that is the worst possible sanction. It is important not to under or overstate the worst possible outcome. The employee should be advised of his or her right to seek independent advice and have a support person and/or representative present at any meetings. The employee must be given a reasonable time to consider the allegations, and information, and respond. The employer must consider the employee’s responses with an open mind, and investigate further if necessary. Any further investigation may result in additional information that may need to be provided to the employee and the employee asked to provide further comment or feedback. The employer may only then reach conclusions about the allegations. The employee should then be advised of the decision the employer has reached about the allegations. The employer should then advise the employee what sanction or range of sanctions it is considering imposing (if any) (e.g. a first or final written warning). The employee must be invited to provide their views on the sanctions and given a reasonable time, in the circumstances, to do so. The employee then provides feedback on proposed sanctions. The employer then must consider the feedback, and all the circumstances, and decide on the appropriate sanction and notify the employee of this decision. Any resulting warning should detail what conduct is prohibited or expected, or what the performance expectations or targets are for the future, and the time frame for review or monitoring. A warning must also include what may or is likely to happen if there are further instances of misconduct or continued poor performance. The warning should be followed up in writing, as should any reviews.

The process is flexible and needs to be able to adjust to the circumstances that exist at the time and any changes that may occur during any process.

•

• •

•

• •

•

Check the employment agreement and any relevant policies and make sure they are complied with. Remember that if there are conflicts between any of these, there is a hierarchy of compliance; the Employment Relations Act 2000 requirements trump the employment agreement; and the employment agreement trumps any policy. The legal test of justification is what a fair and reasonable employer could have done in all the circumstances at the time. This legal test is the same for all actions of the employer, whether it is a low level verbal warning or a dismissal. The process must be carried out each time before a formal warning is issued, whether that is a verbal warning or a written warning. There are no set number of warnings that must be issued before dismissal could result; it depends on the particular situation and circumstance, and/or employment agreement and/or policy. If the misconduct or poor performance is serious enough, a final written warning could be issued without prior warnings subject to anything in an employment agreement or employer policy. Each warning needs justification, and can be challenged as an unjustifiable disadvantage grievance. Even if a warning is not challenged at the time it is issued, if an employer wishes to rely on it in support of a subsequent sanction, such as a dismissal, the employer may be required to justify the previous warning. An employer may not be able to rely on a previous warning if it was in regard to different conduct or concerns, unless the warning is sufficiently broad to capture the new issue. Warnings should detail an expiry date according to some Employment Relations Authority determinations.

Our best tip is to seek legal advice to double check your concerns and proposed process before you take any steps. If you have any questions, or would like any advice, our contact details are below.

ABOUT THE AUTHOR Jodi is an employment law specialist and she has considerable experience in working with employees, employers and unions on a range of employment law matters and litigation issues. E: jodi.sharman@heskethhenry.co.nz T: + 64 9 375 7637

PLANNING AHEAD

FOR CHRISTMAS We’ve noticed that many employers are already planning for their Summer crew to start with them and are also considering their rostering and opening hours over the Christmas / New Year statutory holidays. Here is a quick overview to help get you up to speed with your public holiday planning this year.

hen considering which days to open this year, part of the decision will be influenced by the two public holidays over this period which fall on a Sunday. This means they will be “Monday-ised” (or Tuesday-ised in this case) and employers will have the headache of analysing which of their employees will observe the public holidays on Sunday and which of them will observe them on Tuesday. To explain: while Boxing Day and 2nd of January fall on a Monday this year (and will be observed on those days only), Christmas Day and 1st of January fall on Sunday. What this means is that these two public holidays will be observed on Sunday for workers who usually work on Sundays, but will be transferred and observed on Tuesday for other workers for whom Sunday is not a regular day of work. The impact of the Monday-isation can be significant for employers and it is opportune to crunch some numbers now, and check through the rosters, to help you to assess which days it is viable to remain open for. When making this assessment, take the following into account: anyone who works on a public holiday (over Christmas and New Year this may be Sunday, Monday or Tuesday) is entitled to be paid at a rate of time and a half. If the public holiday is a day that they would normally work, and they do work it, then they are also entitled to one day’s full paid leave – an alternative holiday - to take sometime in the future. If the public holiday falls on a day that is not a normal day of work for the employee, and they do work it, then they are entitled to be paid at time and a half but they do not earn an alternative holiday. If an employee would normally be working on the day that the public holiday falls, but it has been agreed that they have the day off, they are entitled to be paid the amount of pay that they would have received had they worked on that day (their relevant daily pay).

employment matters

So remember, if you decide to close on Christmas and Boxing Day but reopen by Tuesday 27th (or Tuesday 3rd January), there will likely be some of your staff who will be observing that day as the public holiday and they will be entitled to be paid time and a half. Conversely if you close those workers (who don’t work on Sunday’s but do work on Tuesdays) would still be entitled to be paid for the statutory holiday and not paid out of their annual leave entitlement. The transfer of public holidays is a difficult concept to grasp sometimes, so please do call the Restaurant Association help line if you have any queries - 0800 737 827 or email info@restaurantnz.co.nz. We also have a handy flowchart you can use to help explain the different scenarios, just let us know if you’d like a copy. We’ll have a full “Preparing for Christmas” guide in the next issue of The Thymes, out November.

THE THYMES SEPTEMBER 2016

When can you refuse a request for annual leave? A

s our businesses gear up for the traditionally busy time of year, many owners are planning their schedules and rostering. However, with this busy time of year, we also have Christmas and New Year, a time that many people typically want to take some time off. So what is the general rule around granting leave requests when you essentially need all hands on deck? The Holidays Act 2003 provides that an employer must not unreasonably withhold consent to an employee’s request to take annual holidays. Remember also that employers must allow annual leave to be taken within 12 months of their annual leave entitlement arising and two weeks of that leave must be allowed to be taken in a block. However, it is reasonable (and not unusual in hospitality) to have a policy that no leave requests will be accepted over a particular busy period like Christmas. You may also deal with this situation by having a certain number of leave requests available, and these are dealt with on a “first in, first served basis" (if you are able to accommodate some leave it may be good for staff morale). Or, the policy could be a blanket policy for all to help you get through this busy time of year. Although we feel this can be covered by an annual leave policy within your business, it could alternatively potentially be part of an availability provision in an employee's employment agreement. It is recommended that you • • • • •

Have a clear process for employees making annual holiday requests. Deal with requests promptly. Signal in advance any known limits on when staff can take annual holidays. Give good reasons for refusing any leave request. Offer alternative solutions for the employee if their request is refused.

employment matters

HELPME! Legal enquiries

Redundancy and restructuring

Immigration enquiries Policies and procedures

Holiday pay questions

Handbooks

Liquor licensing questions

Leasing and contracts queries

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

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

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

THE THYMES SEPTEMBER 2016

BUSINESS INSIGHTS...

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

MEMBERSHIP BENEFITS

for Restaurant Association members

STRATEGIC PARTNERS...

SAVE ME!

WE ARE EXCITED TO ANNOUNCE THAT THE RESTAURANT ASSOCIATION HAS PARTNERED WITH NOEL LEEMING TO OFFER MEMBERS FANTASTIC SAVINGS ON PRODUCTS IN ITS NOEL LEEMING STORES NATIONWIDE.

KEY PARTNERS...

Get great deals every day at Noel Leeming stores! They stock an extensive range from the leading brands ~ get great deals on TV, computer, mobile phones and whiteware, as well as their entire range of technology and appliances storewide. Noel Leeming can provide the total technology solution that is right for you. Members qualify for the following exclusive member pricing*: •

The Noel Leeming core product range is available at average cost plus 9.5% (plus gst)

•

Accessories are average cost plus 20% (plus gst)

HOW CAN YOU GET SIGNED UP ON THIS OFFER? To make the most of this pricing ask in store for more details. Simply head into any Noel Leeming store and produce evidence of your current membership (eg. an invoice from the current year, or we can provide you with a membership document) to access these membership discounts across their range.

ASSOCIATE+ PARTNERS...

* Average cost reflects the suppliers average invoiced purchase price of the product including any administration and handling costs, but it does not include any volume related adjustments which may apply. Exclusions: special pricing and discounts or rebates are not available on Services (including those offered by Tech Solutions, Delivery Charges or Installation Services) or extended warranties, nor can they be used in conjunction with Bonus or Giveway Promotions offered by NLG or any of its suppliers.

QUESTIONS? JUST GIVE US A CALL ON 0800 737 827!

GETTING COMPLIANT WITH HEALTH & SAFETY On April 4th 2016 the sky did not fall as the naysayers predicted when the new Health and Safety at Work Act 2015 came into law; five times the size of the 1992 legislation with nearly two hundred ways you can be fined ranging from $2,000 to $3,000,000 and let us not forget the five years’ imprisonment or potentially life imprisonment for manslaughter. Scary stuff at first blush. BY GARY CROOK, Zone Health & Safety

o why has this behemoth come to disrupt our business? New Zealand has one of the worst records in the OECD world at looking after our people at work. This legislation based on similar law in Australia will, hopefully, be a step towards fixing that statistic. Australia over the past five or so years has gone through the same process we now face, and it is working. There have been marked reductions in workplace injuries and fatalities. I am not sure why we have come to this point where such heavy handed measures have been required by our law makers to give us the kick up the pants we have needed, rather than recognising this problem ourselves. Doesn't it make sense that the people in our business, those that actually help get those cash registers singing, are quite important to the success of our business, therefore we should keep them safe from harm? But here we are. It’s just common sense that we look after our employees. Recently I received an email plea for help from a young woman who had been asked by her employer to undertake a task that was not part of her normal duties in a manufacturing plant. She was instructed to clean some concrete with what turned out to be a chlorine based chemical; no gloves, no mask, no eye protection, no protective clothing, and no training in the safe handling of this corrosive chemical. Not surprisingly it was not long before the Fire Service and Ambulance staff were called. This young woman, already suffering from chemical burns, then had to go through the humiliation of being stripped naked by Emergency Service personnel and showered before being transported to hospital. Her employers’ response? A text later that day asking if she would be back at work tomorrow. Needless to say the authorities have been contacted to investigate. This is why we have this new legislation. The good news is that it’s not that hard to not only be legal but more importantly compliant with your health and safety obligations and by doing that you are on track to making sure that you are keeping your staff safe and free from harm. I would hazard to say (excuse the pun) that for the majority your background and training has you doing for the best part the right thing, but without the checks and balances to keep you thinking and working safely it could come undone very quickly. It’s all about evidence; this new law means you need to keep track of what you have done and how you are doing it so that if required you can justify your actions. business insights

So what do you need to be doing? The advice I give to business owners across all industries is the same every time; take a step back, take a breath and look at what it is you are doing in that business. How does your business affect the people in it and what is it that may cause them harm? This can range from simple tasks like lifting, driving a vehicle for work, or more skilled based tasks like knife work or operating equipment. Once you have broken down those processes you will begin to get the picture of how to avoid the accidents that may cause injury. Implementing training, daily equipment checks, and maintenance programmes (don’t forget the record keeping) go a long way to safe work practices. Staff engagement is key to a safe workplace. Yes the buck stops with the business owner but without the support of your staff it becomes a very tough road to travel. Everyone has a role in creating a safe work environment and the benefits soon outweigh the hard work. Health and Safety, if done right, should not stop you in your business, it should make it a better place to work. Stay safe. ABOUT THE AUTHOR

Gary is the Principal Consultant of Zone Health & Safety, he is a former NZ Police Detective and has worked around the world in the Safety and Security field including the Asia, Middle East, and African regions in the Oil and Gas industry, and brings 27 years’ experience to the New Zealand Health and Safety sector.

THE THYMES SEPTEMBER 2016

Order the restaurant association

DO YOU WANT

health & safety package

One of the Restaurant Association’s key initiatives is to assist you with the marketing of your businesses and to drive customer traffic to your doors. As a result our Restaurant Gift Card programme was introduced to sit alongside our existing gift voucher scheme.

The Restaurant Association is working with Zone Health & Safety and Worksafe Services Ltd to provide health & safety services and advice to our members.

he 2016 Restaurant Association Health & Safety Package is now available to order. This enhanced package of health and safety services includes: Health & Safety Manual/Guide including: • • • • • • • •

Folder / guidelines Health & Safety Vision Document Health & Safety Plan Policy Procedure Hazard Register Forms Certificate of Completion

Plus, ongoing training and support: • • • •

Ten step by step YouTube set-up video guides delivered online. In addition to ongoing helpline access at the Restaurant Association, a specialised health & safety adviceline every Tuesday 9am – 12pm. Ongoing support for those seeking further assistance. In addition, by being a part of this programme, businesses are provided with an opportunity to apply for a rebate on ACC levies. These rebates are upwards of 10 per cent / annum, and have the potential to make your investment in this health & safety package cost neutral.

We have worked hard to deliver the best solution for members. The cost of this system for businesses is $2,600+gst, however for a limited time we are able to offer this full package exclusively to Restaurant Association members for around 10% of that price $299+gst (that equates to a nearly 90% discount to Restaurant Association Members at that rate). ORDER A COPY OF THE PACKAGE TODAY BY CONTACTING info@restaurantnz.co.nz or phone 0800 737 827. business insights

A SHARE OF

$1.3 MILLION? W

e promote the Restaurant Gift Cards in over 5,000 of NZ’s highest foot traffic outlets nationwide, with sales increasing year on year to reach $1.3 million in 2015. That’s over a million dollars every year that can only be redeemed at participating Restaurant Association member establishments! On average each participating member redeems over $1,500 in gift cards each year, adding direct value to your membership and giving you the opportunity to convert those new customers into regulars.

KEY FEATURES AND BENEFITS O AN EXCLUSIVE CLUB ~ The Restaurant Gift Card can be used exclusively at Restaurant Association member outlets, drawing card holders to participating members businesses through the website, www.dinefind.co.nz/ giftcard. O NO COSTS ~ Like our voucher programme it costs you nothing to join and you get 100% redemption on the value of the card. All costs of running the programme are absorbed by us. O INCREASED PROFITS ~ Most gift card holders spend more than the value available on their gift card. O NO DISCOUNT REQUIRED ~ Gift card holders treat the funds on their gift card as free money, so you don't need special offers to draw them in. O BREAK GEOGRAPHIC BOUNDARIES ~ Due to their convenient size and shape, gift cards are frequently purchased for recipients whose gifts must be posted to them. That lets a business benefit from sales made in other regions. O QUICK, EASY SIGN UP

SERIOUSLY, WHY WAIT! This is a simple and effective marketing programme where your business is the winner! If you are not already signed on, phone 0800 737 827 or email info@restaurantnz.co.nz.

THE THYMES SEPTEMBER 2016

EVENTS

PROGRAMME

WHATâ&#x20AC;&#x2122;S ON SEPTEMBER

End of Term 3

Daylight Savings starts

Restaurant Association professional development EMPLOYMENT LAW WEBINAR, presented

Kaikoura Seafest, Westend Kaikoura

www.restaurantnz.co.nz

www.seafest.co.nz

Restaurant Association Manawatu MeetMe @ Bethany's

-11 Anuga trade show, Cologne, Germany

Feast by Famous Chefs, Auckland Museum, Auckland

www.restaurantnz.co.nz

www.anuga.com

www.restaurantnz.co.nz

by Alison Maelzer & Jodi Sharman

03 10

Start of Term 4

Waiheke Island of Wine Expo, Sofitel Auckland

www.waihekewine.co.nz

International Day of the Chef

Restaurant Association Wellington MeetMe @ Southern Hospitality www.restaurantnz.co.nz

National Nut Day

-30 Good Food & Wine Show, Brisbane, Australia www.goodfoodshow.com.au

Felix Wellington Hospitality Awards @ St James Theatre

Marlborough Anniversary Day (regional public holiday)

Canterbury (South) Anniversary Day (regional public holiday)

Fusion networking event @ Hancocks, Auckland, 381 Richmond Road, Grey Lynn

OCTOBER www.nzca.org.nz

Artichoke season opens (main supplies now until December)

-10 Restaurant Association Hospitality Summit, Auckland Museum

Strawberry season opens (main supplies now until February)

World Egg Day

SEPTEMBEROCTOBER

www.restaurantnz.co.nz

-20 SIAL 2016, Paris, France www.sialparis.com

Hawke's Bay Anniversary Day (regional public holiday)

-23 Gisborne Wine & Food Festival, Gisborne

www.gisbornewineandfood.co.nz

Labour Day (public holiday)

Restaurant Association professional development ESTABLISHED MANAGERS, presented by Krishna Botica

Restaurant Association Bay of Plenty MeetMe @ Lone Star

www.restaurantnz.co.nz

Restaurant Association professional development MEMBERSHIP UPDATE WEBINAR

Public voting closes for NZ Cafe of the Year

Halloween

www.restaurantnz.co.nz

events ~ international and national

THE THYMES SEPTEMBER 2016

PROFESSIONAL DEVELOPMENT SEPTEMBER - NOVEMBER 2016 e: bookings@restaurantnz.co.nz p: 0800 737 827

BOOK NOW!

Tuesday 27 September, 10.00am – 11.00am

Tuesday 25 October, 10.00am – 12.00pm

Employment Law Discussion ~ webinar

Established Managers

Alison Maelzer & Jodi Sharman, Hesketh Henry

Krishna Botica, Cafe Hanoi, XuXu, Saan

Following on from the popular “Law Employment Survival guide” seminar, held in August, we are delighted to be re-joined by Alison Maelzer and Jodi Sharman from Hesketh Henry. This live webinar will focus on some of this year’s significant changes in legislation, and how this affects you as a hospitality business owner.

Following demand for our Emerging Managers programme, the Restaurant Association is proud to bring this addition to our professional development series.

We will also discuss some of the tricky problems that arise with paying employees in accordance with the current Holidays Act, as well as the Employment Relations Act, Minimum Wages Act and Wages Protection Act. It is important for owner/operators and managers to fully understand these changes, to ensure the safety of the business, and its employees.

This seminar takes a more detailed look at hospitality management techniques, styles and systems, covering topics such as; conflict management and resolution, motivating your staff and successful systems.

This is a great opportunity to have all of your burning questions answered. Just submit two or three of your questions to us in advance, prior to the live webinar.

This advanced programme is perfect for those who have attended ‘Emerging Managers’ or for front of house and kitchen managers looking to develop their skills further. Krishna Botica is a widely acclaimed restaurateur who is known for her commitment to promoting quality and excellence within the hospitality industry. She has more than 25 years’ experience in the industry.

VENUE: At your place! PRICE: $30 + gst - Restaurant Association members $55 + gst - General industry rate

VENUE: At your place! PRICE: $40 + gst - Restaurant Association members $65 + gst - General industry rate

Monday 31 October & Tuesday 1 November, 10.00am – 11.00am

Missed a webinar from a previous calendar?

Membership Update ~ webinar Sabra Moore, Restaurant Association of NZ Learn about all the advantages of becoming a Restaurant Association member. If you are currently a member, are you taking advantage of all you are entitled to? Sabra, the Restaurant Association Membership manager, outlines all of the benefits, savings and services membership includes.

Christmas Checklist ~ webinar Komal Kumar, Restaurant Association of NZ With Christmas just around the corner, the Restaurant Association is proud to present this “Christmas checklist” webinar to help you to manage stress at this busy time of year. This webinar will cover: public holidays, otherwise working days, closedown periods, seasonal agreements, dealing with absences and managing stress. VENUE: At your place! PRICE: FREE!

You can order a recording from our catalogue of previous webinars by emailing bookings@restaurantnz.co.nz.

Topics include: SUCCESSFUL TEAM LEADING presented by James O’Connell, The Hospitality Company 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 CAFE SYSTEMS presented by Bruce Maunsell, Cafe Coach

AND MORE... contact the Restaurant Association

THE RESTAURANT ASSOCIATION OF NZ

INVITES YOU TO FEAST WITH US!

Join the hospitality industry as we don our black ties and dinner dresses for Feast by Famous Chefs, where four of New Zealand’s top chefs will wow their peers with course after course of mouth-watering culinary delights. At Feast you’ll experience ‘urban eatz’ - a four course lavish feast matched with boutique beer and wine. The evening features a stellar line up of chefs...

AUCKLAND MUSEUM

09 | Oct | 2016

MAKOTO TOKUYAMA Owner, Chef ‘Cocoro’

GIULIO STURLA Owner, Chef ‘Roots Restaurant’

Makoto Tokuyama was born and raised in a Buddhist temple in Kyushu, Japan. This culture-rich upbringing that honours traditional home cooking using local produce, has greatly influenced his present style of cooking. At his restaurant, Cocoro, Makoto presents degustation courses, using the best ingredients in New Zealand which he puts through a filter of Japanese tradition to create the courses. Along with many other accolades, Cocoro was recently named the Best Specialist restaurant with a three hats rating at the Cuisine 2016 Good Food Awards.

Lyttelton-based Giulio Sturla is considered one of the most exciting chefs in New Zealand and his popular degustation restaurant, Roots, was awarded the coveted Cuisine Good Food Award for Restaurant of the Year in 2015. In 2016, his restaurant was awarded its third Cuisine ‘hat’, making it the only restaurant outside of Auckland to be honoured with this accolade. Fueled by an ‘anything is possible’ attitude, Giulio has elevated his restaurant to one of the best in the country within four years, using only fresh and foraged ingredients.

MARK SOUTHON Head Chef ‘O’Connell Street Bistro’

JOSH BARLOW Senior Sous Chef ‘The Grove’

After training at Michelin star restaurants in Europe, Mark Southon embarked on his culinary tour ‘down under’. He landed a prestigious position at Vue de Monde - one of Australia’s top restaurants - and then fell in love with our shores, continuing his illustrious career in New Zealand. Mark is a star of five TV shows - Food TV’s ‘The Foodstore Chefs’, the ‘Best of NZ Food’, TV One hit ‘Monteith’s Wild Food Challenge’, ‘Foodstore Gone Wild’ and most recently is the resident chef of ‘The Cafe’ on TV3. Now at the helm of the iconic O’Connell Street Bistro, a new challenge begins!

Raised and trained in the Waikato, Josh Barlow’s first job was commis chef at Huka Lodge. After a stint in Sydney, Josh travelled to the UK to work at the 1 Michelin star restaurant, The Bath Priory, and the 2 Michelin starred, Hibiscus. He was also part of the opening team for Simon Rogan’s restaurant, Fera at Claridges, which earned a Michelin star 6 months after it opened. Josh is back in New Zealand and is the senior sous chef at Auckland’s The Grove. In 2016, Josh has also been named as a finalist in the San Pellegrino Young Chef competition.

INDIVIDUAL TICKETS & FEAST~SUMMIT PACKAGE DEALS AVAILABLE NOW! RESTAURANT ASSOCIATION MEMBER (FEAST) $140 | NON MEMBER (SUMMIT) $300 SUMMIT / FEAST PACKAGE MEMBER (2 DAYS SUMMIT+FEAST) - $278 | NON MEMBER - $500 Contact the Restaurant Association on 0800 737 827 or go to www.restaurantnz.co.nz

MEDIA PARTNERS

PRINCIPAL SPONSORS

ASSOCIATE SPONSOR

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 on 09 October, 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.

2015 Hall of Fame Aw

ard recipient, Mike Ega

Hospitality businesses demonstrate an unwavering commitment to their communities in good times and bad. Perhaps no other industry has deeper community roots. 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).

NEED HELP? Call us on 0800 737 827

THE THYMES AUGUST 2016

THE RESTAURANT ASSOCIATION OF NZ INVITES YOU TO THE 2016

HOSPITALITY SUMMIT AUCKLAND MUSEUM

09 & 10 | Oct | 2016

Join us for two days packed full of inspiration and advice from some of our finest hospitality leaders.

INTRODUCING INTERNATIONAL

KEYNOTE SPEAKER CHRIS LUCAS Restaurateur & Founder of

The Lucas Group, Melbourne Chin Chin & Gogo, Baby, Kong BBQ, Hawker Hall

Chris Lucas is an Australian restaurateur with an uncanny knack for not only predicting changing trends in dining but for dictating them too. The skill, which he describes as more of an “instinct” has earned him countless accolades including “Hottest Restaurant in Australia” and a “Hall of Fame” induction. Despite the lofty heights his restaurants invariably reach, Lucas is driven by a philosophy of bringing high end food back down to a grassroots level where it can be enjoyed by not only the fine dining set for whom money, status and a Saturday night reservation is no object, but everyone.

TICKETS AVAILABLE NOW!

RESTAURANT ASSOCIATION MEMBER (SUMMIT) $170 | NON MEMBER (SUMMIT) $360 SUMMIT / FEAST PACKAGE MEMBER (2 DAYS SUMMIT+FEAST) - $278 | NON MEMBER - $500 Contact the Restaurant Association on 0800 737 827 or go to www.restaurantnz.co.nz PRINCIPAL SPONSOR

ASSOCIATE SPONSORS

CONTRIBUTING SPONSORS

MEDIA PARTNERS

TIMETABLE DAY 1

Sunday | 9 October 9.00am

Registration (tea, coffee on arrival) & Welcome

Marisa Bidois, Chief Executive, Restaurant Association

9.25am

BUSINESS INSIGHTS presented by American Express

Alison Solomon, American Express

9.35am

THE CURRENT STATE OF PLAY

Chris Lucas, International Keynote Speaker

10.30am

Morning break and refreshments

10.45am

HOSPITALITY ~ where it’s headed

Mike Egan Restaurant Association National President

11.15am

DEFINING GOOD SERVICE panel discussion

Panel Discussion

12.15pm

Lunch

1.15pm

DIGITAL MEDIA ~ attracting and delighting customers panel discussion

Panel Discussion

2.00pm

HIRE, TRAIN, REWARD, RETAIN panel discussion

Tony Adcock (Moderator) Margaret Main (Turning Tables), Adam Neal (Mouthful Group), Brad Mann (Hospoworld)

3.00pm

Closing Remarks

Marisa Bidois

6.00pm

FEAST BY FAMOUS CHEFS dinner Feast will also be held at the Auckland Museum, Sunday 9th October (ticket price separate)

DAY 2

Monday | 10 October 9.45am

Registration (tea, coffee on arrival) & Welcome

Marisa Bidois, Chief Executive, Restaurant Association

10.00am

THE FUTURE OF F&B

Chris Lucas, International Keynote Speaker

11.00am

TASTE & MUSIC ~ how our sense of sound impacts our perception of food presented by OneMusic

Dr Michelle Dickinson (Nanogirl) OneMusic

12.00pm

Lunch

1.00pm

NIGHTMARE ON BRAND STREET: how to avoid becoming the next PR horror story

Jenifer Boyes, Salt & Pepper PR

1.30pm

HOW TO FACE THE MEDIA WITH CONFIDENCE

Pete Burdon, Media Training NZ

2.00pm

WORKING SMARTER, NOT HARDER panel discussion

Panel Discussion

2.45pm

HOW FUTURE TRENDS IN BUSINESS WILL AFFECT THE HOSPITALITY INDUSTRY

James O’Connell, The Hospitality Company

3.30pm

Closing Remarks

Marisa Bidois

PRINCIPAL SPONSOR

ASSOCIATE SPONSORS

CONTRIBUTING SPONSORS

BAY OF PLENTY BRANCH PRESIDENT: Andrew Targett

AUCKLAND BRANCH PRESIDENT: Krishna Botica

UPCOMING EVENT Feast ~ 9 October Hospitality Summit ~ 9&10 October

WAIKATO BRANCH

HAWKES BAY BRANCH

ROTORUA BRANCH

PRESIDENT: Sean Burns

PRESIDENT: Sharon Wallace

UPCOMING MEETING Branch MeetMe ~ 26 October

TARANAKI BRANCH PRESIDENT: Barbara Olsen-Henderson

MANAWATU BRANCH PRESIDENT: Sean Kereama

UPCOMING MEETING Branch MeetMe ~ 30 August

REGIONAL UPDATES UPCOMING MEETING Branch MeetMe ~ 03 October

UPCOMING MEETING Branch MeetMe ~ 18 October

NELSON BRANCH PRESIDENT: Harry Morris

WELLINGTON BRANCH

MARLBOROUGH BRANCH

NATIONAL PRESIDENT: Mike Egan NATIONAL VICE PRESIDENT: Steve Logan

PRESIDENT: Liz Buttimore

CANTERBURY BRANCH PRESIDENT: Sam Crofskey

DUNEDIN BRANCH UPCOMING MEETING Branch MeetMe ~ November

PRESIDENT: Olive Tabor VICE-PRESIDENT: Helen Wright

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

NEED A VISIT? We have staff on the road, so give us a call on 0800 737 827 if you'd like to schedule some one on one time. GABRIELLE TURNER Auckland & upper North Island TRACEY LINES Wellington & lower North Island SABRA MOORE South Island

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.

EQUE BAR COALFIRE BARB

PAULINA'S

VOGEL ST KITCH EN

HOMESTEAD

Bluebiyou, Tauranga Brooklyn Patio, Tauranga Bun Runner, Christchurch Cafe Collective, Auckland Cafe Manly, Whangaparaoa Ceremony, Auckland Chip Lord NZ, Auckland Coalfire Barbecue Bar, Queenstown Columbus Coffee Mitre 10 Cafe, Rotorua Cucina, Oamaru Devon Eatery, Auckland DIAL A CURRY Indian Cuisine, Auckland Downtown on Broadway, Palmerston North Fishery Logistics Ltd, Auckland Foodinis, Auckland Frenchot, Waiheke Island Frida Cocina Mexicana & Tequila Bar, Auckland Glenfalloch Catering LP, Dunedin Goldensilk Thai Restaurant Hobsonville, Auckland Gone Burger, Hamilton Harbour St Collective Café, Oamaru Harrows, Timaru Harvest Blue, Whangarei Heavenscent, Auckland Homestead, Auckland Hunter Cafe, Auckland Idassa Ltd, Auckland Indigo Napier, Napier International Culinary Studio, Christchurch Joes Garage Wigram, Christchurch

Kindred, Auckland La Rumbla, Arrowtown Lot Eight, Wellington Mambo Italiano Restaurant, Auckland Millennium Hotel, Rotorua Mumbai Chaat, Auckland Oporto Lynn Mall, Auckland Paulina's, Clyde Provenir Cuisine & Cellar, Paihia Pure Stream International Trading Ltd, Auckland Refuel Jo, Hamilton Riddiford Hotel & Restaurant, Lower Hutt Roquette, Whakatane Saffron Indian Restaurant, Auckland Scotts Epicurean, Hamilton Seabreeze Café, Picton Sola Café, Thames Source Cafe, Auckland Take NZ Ltd, Auckland Take off Espresso, Drury The Coffee Club Hobsonville, Auckland The Coffee Club Pukekohe, Auckland The Coffee Club Remarkables Park, Queenstown The Crowded House Coffee Company, Christchurch The District, Hamilton The Indian Kitchen Restaurant & Takeaways, Auckland The Yoo Ltd, Mount Maunganui Vogel St Kitchen, Dunedin Waiheke Espresso, Waiheke Island

new members

THE THYMES SEPTEMBER 2016

Don't miss our upcoming MeetMe on 26th October

NEWS

BOP Kia Ora from

rotorua

MeetMe @ Leonardo's Pure Italian

irstly I would like to thank Marisa and Gabby for organising our recent Branch 'MeetMe' and coming down to Rotorua from the Head Office for it. Thank you also to Leonardo’s, Volcanic Hill Wines, Goodman Fielder and Puhoi Cheese for supporting this event. We had a great group of operators along to do a bit of networking and hear about recent legislation changes. To those members who attended the Meet Me thank you so much - it was great to see you. I recently sat down with the 2016 winner of the Outstanding Chef award at the 2016 Rotorua Hospitality Awards, Dean Lindebaum, who is Head Chef at Leonardo’s. Dean was very humble about his win and to me he certainly ticked all the boxes as he has the skill and nurturing ability to train those under him with a great deal of empathy. I know this first hand as he has two of my ex-students under his guidance. Dean’s Mum was an excellent role model and he realised when he was 14 years old that he wanted to be a Chef. He left home at 16 years old, got a job as a kitchenhand and worked his way up. He worked at Dux de Lux in Christchurch up to Sous Chef level, then moved around the country a lot and ended up at the Bath House (Blue Baths), and Triple one 5 in Rotorua.

The Bay Hospitality Awards are coming in November 2016! MeetMe @ Leonard

o's Pure Italian

Richard Sewell (Urbano) is stepping down from the Rotorua Awards committee for 2017. I'd like to extend a big thank you to Richard for all of his hard work and generosity. It has been a pleasure having you on board, Richard. Have fun at Bathurst! I would like to welcome Millennium Hotel who have become new members of the Restaurant Association. This hotel has a lot of history. The General Manager Pipiana Whiston became the latest Hospitality Icon at the 2016 Rotorua Hospitality Awards. I will be catching up with this crew before the next issue of The Thymes. We'd also like to welcome an old friend and work colleague, Fiona Kerr Withers, who is the owner of Third Place Café which has also become a member recently.

Leo offered Dean a job and he has been working for Leonardo’s ever since it opened. The pasta is made on-site and Dean believes in everything being simple and fresh.

Meantime I am awaiting the birth of another grandchild so I will be interviewing her also for the next newsletter (just kidding).

You will find Leonardo’s Simple Pure Italian at 1099 Tutanekai Street Rotorua. To make a reservation call 07 347 7084.

{ Rotorua Branch President }

SHARON WALLACE

sharonwallace@hotmail.com

regional update

The Bay Hospitality Awards salute hospitality excellence and all the great things that this industry offers in the Bay and are presented by the Restaurant Association of NZ, Bay of Plenty Branch. The Bay Hospitality Awards includes Tauranga, Mount Maunganui and Papamoa. NOMINATIONS Nominations are now open! Head to www.bayhospitalityawards.co.nz to make your nomination today. Nominations close Sunday, 09 October at 5.00pm FINAL VOTING Finalist voting will open on Tuesday, 18th October from 9.00am until Sunday, 13th November at 5.00pm AWARDS EVENING The awards evening will be held at Mills Reef Winery on Sunday, 27th November. Sponsors A huge thank you to our 2016 Sponsors (at time of print): Bidvest Tauranga, Independent Liquor, Pernod Ricard, Goodman Fielder, OneMusic, Menumate Point of Sale, Gilmours Tauranga, Spark Business and Mills Reef Winery.

For more information check out our Facebook page @bayhospitalityawards or go to bayhospitalityawards. co.nz. THE THYMES AUGUST 2016

Our lower North Island rep, Tracey Lines, will be in Taranaki in October. If you'd like to arrange a time for her to catch up with you let us know!

TALES FROM

taranaki

e held our local MeetMe a couple of weeks ago, and Danger generously hosted us at Okurukuru Winery and Restaurant. Some of our local members, as well as some potential members, enjoyed Okurukuru wines and Puhoi cheeses while we listened to Nicola Waldren ably present a lively session on employment issues. She had told me that her spiel was only about 10 minutes long, but that evolved into over an hour of Nicola fielding questions from the floor and members sharing their experiences of staff contracts – and staff in general. Mark who co-owns Catch & Co was most impressed to find out that members had a 24/7 help line, and mentors to help him with business advice. As a new owner he’s been very surprised to discover that ownership has its own employment issues. I’m sure he won’t mind me quoting him here when he told me “Hey Barb, after being an employer for nearly a year, I think I’d now make a much better employee!” Mark used to work for me a long time ago and I’m sure he’s right!

CATCH & CO

It’s a pretty rainy spring here in Taranaki at the moment, which is good news for the dairy farmers should they manage to get paid decently for their milk production this season. At the moment there’s a little quip doing the rounds that goes something like this – “What’s another name for a dairy farmer? A volunteer!” Although I hear the payout has just lifted enough for the farmers to break even, whether or not breaking even means the wife will be able to afford a coffee (and more), is a moot point. The hospo owners that I’ve spoken with lately talk about it having been a difficult winter and we’re all looking forward to some summer sun and an upturn in trade. The Oil and Gas industry is still causing their supporting businesses to struggle with layoffs and redundancies continuing and this combined with the dairy payout uncertainty is having an effect on us all. But I’m ever hopeful, and in anticipation of a boost in trade, I’ve been training one of my FOH girls to takeover part of my baking chef role to free me up to have a weekend off once in a while! She’s doing really well, and our new FOH staff member who replaces her, is catching on to the hospo culture. We also have a new dishy to replace the previous one who had a hip replacement and then found full time on her feet was too much for her new hip. I mention these two, to illustrate how important our trade is in supporting local employment. Both of these young women had previously been unemployed for some time, and Larissa my new chef trainee was not long out of school when she came to us. We’re finding training our staff from scratch has been very successful for us. Our staff numbers have dropped from around 22 before the economic downturn, to only about 12 now – all locally sourced and largely trained inhouse.

regional update

GUSTO

Both Alan and I have been working way more hours than we’d planned to over the past year, so soon I think we might get our lives back! In the last Thymes, I wrote that Bare Thrills had reopened with a fresh look, but sadly I see it has now closed permanently and now bares newspaper as it’s window dressing. Gusto Restaurant has recently been purchased by Dicky Chattha who also owns Bella Vita. Ugly Duck Café and Bar has gone into liquidation – as have two local wineries. Rumour has it that nonpayment of taxes were the problems with them all. As they say – there’s nothing more definite in life than death and taxes. Especially the taxes! I haven’t noticed any other changes in the past month. I hope this finds all of my restaurant and café friends in lifted spirits anticipating a wonderful summer BARBARA OLSEN-HENDERSON

{ Taranaki Branch President Bach on Breakwater } barbara_olsen@xtra.co.nz THE THYMES SEPTEMBER 2016

Don't miss our upcoming MeetMe on 18th October

FROM THE CAPITAL

hot plate coming through CHANGES

A new restaurant in Leeds St has opened and is a joint venture from the teams at Golding’s Free Dive Bar and Ti Koku Café.

Park Hotel has opened on The Terrace and has an all day restaurant, Sterling Woodfire Eatery and Bar, on the ground floor that is operated by the team from Egmont St Eatery. The Tasting Room on Courtenay Place has been bought by the family behind Hummingbird and Spruce Goose Café. Soho Brown a café on Midland Park in central Wellington owned by Foodstuffs is to close and a new concept from the Green Man Pub team is to open soon. Astoria Café, also on Midland Park, has sold.

Sofitel Wellington

The 5-star Sofitel Hotel has opened on Bolton Street. It features the Jardin Restaurant. Mr Go’s is new hawker style café and takeout venue and is on Tarankai Street. Dumpling’D have expanded from its original The Terrace venue to open a large licensed venue on Boulcott Street.

The Wellington Hospitality Group is continuing its expansion and is opening a pub in the suburb of Tawa. They have also taken the over the old Vivo Wine Bar site in Edwards St and it is now a Japanese venue called Tokeyo. Maranui Café has opened a new café on Petone Beach called Seashore Cabaret. This large venue also roasts its own coffee.

regional update

Visa Wellington On A Plate by all accounts was a resounding success. Many events sold out and the popular Burger Wellington competition saw 116 restaurants and cafes take part. Some venues reported sales of their featured burger of over 3000 during the 16 day event. Congratulations to Apache Café for their winning entry. The Felix Awards are in full swing for 2016 with finalists just announced and voting now open. Check out the finalists over the page. The Awards evening and after party is at St James Theatre on Sunday 23rd October. You can order tickets online by going to www.felixawards.co.nz. Your ticket includes food and beverages plus entertainment throughout the night but they are limited - so get your tickets today to ensure you are there.

Floridita’s has reopened after their building had extensive earthquake strengthening work. Papparich has opened on Grey Street opposite the Intercontinental. This is a Malaysian franchise that also has an outlet on Queen Street in Auckland.

EVENTS

MIKE EGAN { Restaurant Association National President }

Seashore Cabaret

mike@monsoonpoon.co.nz

THE THYMES SEPTEMBER 2016

THE RESTAURANT ASSOCIATION PRESENTS

2016

FELIX AWARDSFINALISTS SOUTHERN HOSPITALITY Outstanding Cafe Nikau Cafe TiKouka Cafe Memphis Belle

LE CORDON BLEU - Up & Coming Talent - Kitchen Geordie McLachlan - Charley Noble Julian Pizer - Hummingbird Dessie Murphy - Ortega Fish Shack

Outstanding Barista Duncan Reid - Customs Brew Bar Natalie Gibson - Mojo Rusiate Nadakuitavuki - PreFab

Outstanding Sales Representative Amy Alexander - Pernod Ricard Casey Belsham - Red+White Cellar Stephanie Reade - Mineral Wines

RED+WHITE CELLAR Outstanding Bar Experience Hawthorn Lounge Noble Rot Wine Bar Slim Davey's

Outstanding Supplier Nomination OnTrays Red+White Cellar Cuba St Fruit Mart

PERNOD RICARD Outstanding Bartender Kneale Brown - Matterhorn Peter Lowry - Hawthorn Lounge Ray Letoa - CoCo at The Roxy Sam Kopua - Boulcott Street Bistro

Outstanding 'Cheap Eats' Burger Liquor K C Cafe & Takeaway Little Penang

Outstanding Waitperson Chelsea Godinet - Shepherd Restaurant Josh Pointon - Noble Rot Wine Bar Sarah Bullock - The Larder COLLECTIVE Outstanding Maitre D'/FOH Manager Sophie Garnham - Monsoon Poon Maciej Zimny - Noble Rot Wine Bar Davey McDonald - Slim Davey's GILMOURS Outstanding Chef Shepherd Elliot - Shepherd Restaurant Jacob Brown - The Larder Amy Gillies - Salty Pidgin L'AFFARE - Emerging Talent - Front of House Nick Van Haarlem - Shepherd Restaurant Sheyna Elley - St Johns Bar Brooklyn Dineen - Scopa Caffe Cucina

ONEMUSIC Outstanding Suburban/Regional Experience Cafe Polo Salty Pidgin The Larder RESTAURANT ASSOCIATION OF NZ Outstanding Restaurant Boulcott Street Bistro Charley Noble Ortega Fish Shack NEGOCIANTS Outstanding Hospitality Professional Justin Mckenzie - C.G.R Merchant & Co. Ruth Pretty Stephen Morris - Avida

VOTING is now open (closes 12th October). Head to the website to vote today! www.felixawards.co.nz

felixawards

NEWS FROM THE BAY

hawke’s bay

CUISINE GOOD FOOD GUIDE

Hawke’s Bay restaurants were recently awarded a total of 8 Hats across 7 restaurants in the Cuisine Good Food Awards. This is a brilliant result for our region. The restaurants are: •

PACIFICA Best Regional Restaurant Soon after receiving the award Owner and Head Chef Jeremy Ramaka went and completed an Iron Man: 4km swim, 180km ride, with a full marathon to finish.

•

BISTRONOMY Best New Regional Restaurant Soon after the awards James and Amber celebrated their 1st birthday.

•

MISTER D

•

ELEPHANT HILL WINERY

•

TERROIR AT CRAGGY RANGE

•

TE AWA WINERY RESTAURANT

•

TEN TWENTY FOUR

owners provided plenty of free water and the crisis only affected a small part of Hawke’s Bay. To show support and help our mates, a group of Napier restaurant workers and friends organised a bus and headed across for Super Sunday. The idea was to show everyone Havelock was open for business and safe – and to put some money into the tills of our friends who had been hit. It was a fantastic afternoon and special mention needs to go to Jamie Buckley for getting the idea off the ground, the Hawke’s Bay Hospitality Awards committee for organising the afternoon and the Restaurant Association, Nimons Buses, Elephant Hill Winery and Tony Bish Wines for their support and donations.

Shed 2 celebrated its 20th birthday on 5th August with a masquerade ball. There are some great photos of the night on facebook. Congratulations to Dennis Buckley and all the present and past staff on achieving a huge milestone.

Jimmy McKrakken, formerly from 5 Loaves & 2 Fish in Auckland recently moved to Hawke’s Bay and has just opened his new venture Bare Knuckle BBQ. Jimmy brought his authentic Southern BBQ back from Texas after studying with Pit Masters in The USA. His Bare Knuckle Backyard BBQ opens every Friday, will travel for functions on Saturday’s and will be at the Hastings Farmers Market on Sunday’s.

Congratulations to all of our friends who have worked so hard and have been nationally recognised for their efforts. SUPER SUNDAY Businesses in Havelock North were hit hard by the gastro bug from contaminated water during August. Many businesses closed over the time as staff were out sick and regular clientele staying away as they were also sick. High numbers of visitors also canceled bookings, many unnecessarily as accommodation

regional update

SHED 2

SUMMER FAWC

Looking Forward

Summer FAWC this year runs from 4 November to 13 November. The programme and pre sales tickets were released to the FAWC database on 3rd September and ticket sales went gangbusters on opening day, with a record 1300 tickets snapped up within 5 hours (doubling opening day sales last year).

Accommodation providers report extremely strong forward bookings for the summer months, with at least one hotel getting close to 100% for February already.

The Secondary Schools National Kapa Haka competition was held in the last week of July, which brought 1600 competitors plus supporters to Napier. The event was a great boost for the region.

SEAN BURNS

So here’s to a long and prosperous Spring and Summer!

{ Hawke's Bay Branch President } sean@milkandhoney.co.nz

THE THYMES SEPTEMBER 2016

Marlborough Branch MeetMe Brancott Estate Heritage Centre

Don't miss our upcoming Queenstown MeetMe planned for early November...

TALES FROM the

south

JACKS POINT CLUBHOUSE

ere's a brief update from some of our South Island regions...

MARLBOROUGH Wither Hills has announced it will open a new restaurant at its Marlborough winery and cellar door in November. Initially offering a lunch-time service, the restaurant menu will feature Wither Hills award winning wines matched with locally-sourced produce. The cellar door will continue to operate alongside the new restaurant, offering comprehensive tastings of the Wither Hills wines seven days a week, with tours of the vine library and barrel hall also available. They are currently looking for a head chef. CHRISTCHURCH The Chevron Awards were held in early August and we have some photos from the night over the page. New openings: Delhi Belly - Indian restaurant, located on Victoria Street. Delhi Belly is an offshoot of Maharaja in Papanui. Central Christchurch's bustling New Regent St is gaining a new sweet spot at the Armagh St end. Penelope's Cakery Deli has opened on the ground floor of Shop 32, while Canterbury Cake Supplies is on top. They both belong to Penny Richie and this is her big expansion into Christchurch of her successful Rangiora business, The Gingerbread House. The team at Malaysia Delights on Papanui Road shut up shop on August 18, but are rebranding and refurbishing at present. The chefs are working in collaboration with New Wok Takeaways in Linwood and a new food truck is part of their new plans. regional update

Table at Monks is one of Christchurch's newest cafes. Located on Madras Street, it opened recently with good reviews. DUNEDIN We had 24 attend our Health & Safety MeetMe at the end of August. Common concerns for members were how to work on their business not in it (and how to make that change) and general employment update queries. Prohibition Smokehouse has opened on St Andrew Street. They are serving some interesting things – including moonshine! Restaurateur Murray Macarthy owns a chain of 15 Thai restaurants, including one on the Esplanade, another opening shortly in George Street and recently opened a Christchurch cooking school. The International Food Design Conference was held recently. Held at the polytechnic, there has been some excellent feedback, with lots of great speakers, seminars and eye opening discussions. The keynote speaker was New York / Nigerian chef, Michael Elegbede, who fuses classical French and Nigerian cuisines. QUEENSTOWN We are having a Branch MeetMe at the beginning of November to address some of the issues members are having around immigration. Westpac Queenstown Chamber Business Awards 2016 award categories have been announced. Businesses can enter multiple categories and category winners are automatically nominated for the Supreme Business of the Year Award. All businesses in the region can enter go to www.queenstownchamber.org.nz/ business-awards.

The craft beer industry has had huge growth in the past two years and more than 100 now operate in New Zealand. Wanaka is no exception, with five, soon to be six, breweries in the town. Wanaka's Lone Star restaurant is to close at the end of September after 7 years in business. Owner Allan Dippie said the lease for the business, in The Basecamp complex on Cardrona Road, had come to an end and the building would be redeveloped. The other two businesses within the Complex, Rubys Cinema and Base Camp climbing centre will not be affected by the redevelopment, Mr Dippie said. Cromwell's former The Nose restaurant went north by truck recently where is has been relocated to Tarras, Bendigo. New owner Hayden Johnston, of Tarras Wines Ltd, said he hoped to have the restaurant operational as a venue for weddings, corporate events and conferences by the summer. Jacks Point Golf Course Clubhouse had a fire at the end of August and the restaurant remains closed for the time being. Queenstown police hope to work with the resort's hospitality businesses to gain quicker access to CCTV footage of suspected crime. Officers responding to specific incidents can not always see footage immediately because the bar or restaurant staff on duty at the time were unable to access it but any delay in viewing it made it harder to find or identify potential offenders. If any South Island members would like a visit, I am on the road, so please do make contact. SABRA MOORE

{ South Island Membership Co-ordinator} THE THYMES SEPTEMBER 2016

O'CONNELL ST BISTRO

mainly of interest to

AUCKLAND

Iconic City restaurant, O'Connell St Bistro has finally reopened re-opened, seven months after a major fire which ravaged the kitchen and dining room. While the structure of the dining room remains the same, it's all new and looking great - with refined furnishings, new colours and new artwork. Meanwhile, another iconic inner City restaurant, the eternally popular Soul Bar & Bistro, has also undergone a major refurbishment. In the first refit since the restaurant opened in 2001, Soul was closed for three weeks for extensive renovations. The new look includes a more open kitchen, a higher ceiling, some statement lighting, a new colour scheme, an oyster bar and a new menu.

THE ORIGINAL

Also in this Viaduct Harbour location, The Original has also recently opened, taking over the space that used to be Snapdragon. The Original takes a modern spin on the classic Kiwi pub. &Sushi have added to their stable, with the opening of a new City Works store. The original Newmarket store opened around a year ago and has achieved a bit of a cult following. The new &Sushi occupies a freshly renovated space which is just around the corner from Best Ugly Bagels and which most recently housed Wierdough & Tuck. The decor is clean and stylish, with a cabinet full of beautiful sushi offerings.

&SUSHI

The City fringe has also seen a number of Spring openings, with Mt Eden welcoming The Midnight Baker. Located on Dominion Road, the cafe is owned by Yeshe Dawa who has been making bread under The Midnight Baker brand for more than a year now. She supplies over 30 cafes and retail stores nationwide with four versions of seeded loaves, in addition to selling direct to customers online and now in the cafe. The cafe menu showcases the loaves, and is divided into two main categories of toast with toppings; savoury and sweet. Also new to Mt Eden is Corner Burger. The gourmet burger bar is owned by the same people who own the Onehunga Café and also the first Corner Burger on Greenwoods Corner. It’s not just a take out joint, with seating available for 100 and a liquor licence enabling them to sell a selection of craft beer, a small wine list and a small selection of cocktails.

THE MIDNIGHT BAKER

Point Chevalier has also welcomed a new eatery. Spilt Milk opened in August by owners Rakesh Mistry (who also owns Okra on Sandringham Road) and wife Jennifer Wang. The cafe offers coffee, along with a menu which is a mix of Kiwi and Vietnamese fare. They’ve had positive feedback since opening but have also unfortunately been locked in a trademark battle with another Auckland business with the same name - a milkshake and coffee truck which is parked up in Epsom - to see who can keep using the Spilt Milk name. auckland members

CORNER BURGER

WHAT'S ON AKL. mainly of interest to

AUCKLAND Seven day cafe, Marua Road Cafe, has opened by Chris Van Batenburg. The cafe offers a brunch-centric menu along with a good selection of cabinet food, teas and the Jacks Original coffee brand which is freshly roasted right next door, by coffee aficionado, David Burton. Carlos Cumberbatch and Jono Clarke (ex Luscious, Te Atatu) have joined forces in Avondale to create the welcoming new eatery Rosebank Coffee & Kitchen. The excellent menu, meals and kitchen are the work of Johannes Carroux (ex Ostro), with the sweet stuff by head pastry chef, Hannah Sosich (ex Little and Friday). Over on the North Shore, Birkenhead restaurant 8 point 2 has sold and has been transformed into Moxie by husband and wife team, James & Amy Bratton. Also new to Birkenhead is cafe Bittersweet.

SEPTEMBER

Restaurant Association professional development EMPLOYMENT LAW UPDATE, presented by Alison Maelzer & Jodi Sharman www.restaurantnz.co.nz

OCTOBER

-2 Oct Auckland On Water Boat Show, Viaduct Harbour

www.auckland-boatshow.com

-10 Restaurant Association Hospitality Summit, Auckland Museum

- 09 Feast by Famous Chefs

MARUA R

OAD CAFE

-16 Auckland Diwali Festival, various venues

On the newly renovated Devonport Wharf, Aliex Isik and Nigar Ivgen, the husband and wife behind the Mozaik brand, Titirangiâ&#x20AC;&#x2122;s Deco Eatery and New Lynn restaurant Bodrum Kitchen, have opened Devon On The Wharf. Heading the kitchen is chef Kevin Blakeman (ex Allely House and Waitakere Estate), who is overseeing a Mediterranean-inspired menu. The operation is open from 5.30am, where the kiosk will roll out fresh-pressed juices, house roasted coffee and a selection of packed lunches. In the main restaurant they open for a full breakfast menu and DEVON ON THE WHA stay open until late. RF

-16 Auckland Diwali Festival, various venues

www.aucklandnz.com

All Blacks vs Australia, Eden Park

Restaurant Association professional development ESTABLISHED MANAGERS, presented by Krishna Botica

www.allblacks.com

www.restaurantnz.co.nz

ROSEBANK KITCHEN

www.restaurantnz.co.nz

25 30

ASB Auckland Marathon

www.aucklandmarathon.com

NOVEMBER

-19 Taste of Auckland, Western Springs

www.tasteofauckland.co.nz

The Restaurant Association was formed in 1975 with the aim of serving and representing owners and managers 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 almost $9 billion, that employs over 113,000 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 PRESIDENT: 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: Liz Buttimore (Arbour, Blenheim) Nelson: Howard Morris (Harry’s Bar, Nelson) Rotorua: Sharon Wallace (Sharon Wallace & Associates Hospitality Training, Rotorua) Southern Lakes: Grant Hattaway (Pier 19, Blue Kanu, Queenstown) Taranaki: Barbara Olsen-Henderson (Bach on Breakwater, New Plymouth) Waikato: Watch this space! Wellington: Mike 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

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