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bcrestaurant news The Voice of Your Industry

July | August 2011

mobile kitchens

transforming street meat

kitchen efficiency energy and design tips July / August 2011 | 1


bc restaurant news The Voice of Your Industry

©2011 British Columbia Restaurant & Foodservices Association

BCRFA Staff

CEO & PRESIDENT DIRECTOR OF MARKETING DIRECTOR OF FINANCE ASSOCIATION COORDINATOR MEMBERSHIP MANAGER BCRN PUBLISHER

Provincial Board Members PROVINCIAL CHAIR

How would you feel if someone turned you on, then left?

Ian Tostenson Sharron Tulk Durda Krilic Morgan Nugent Kelsey Klassen Candice Harvey

PROVINCIAL PAST CHAIR

Rob Fussey, A&W Services of Canada John Harper, ABC Country Restaurants

SECRETARY Liz DaMata, The Reef Restaurants TREASURER Peter Teasdale, Aramark Canada VICTORIA CHAIR Don Monsour, Hospitality Associates Consultants

UPPER ISLAND CHAIR

KAMLOOPS CHAIR

Per (Pete) Maltesen, New York Style Pizza & Pasta

Bryce Herman,

Advance Hospitality Consulting Services

OKANAGAN CHAIR Dan Darragh, Pizzaway BOARD MEMBERS Richard Floody,

Floody & Associates Heidi Romich, Heidi’s Restaurant

By turning off your broiler for one hour each day instead of idling you can save $200 annually!

Gil Goldstein, GFS Canada Bill Waring, De Dutch Bob Parrotta, Butchart Gardens BC Restaurant News is the official publication of the British Columbia Restaurant & Foodservices Association. Published six times a year. No part of this magazine may be reproduced without the written permission of the BCRFA, the publisher. The views of this publication are not necessarily the views of the Association. The BCRFA reserves the right to refuse any advertising or part thereof. Contact 1 877 669 2239 to become a member. Subscription is included with membership 439 Helmcken Street Vancouver, BC V6B 2E6 t: 877 669 2239 f: 604 669 6175 bcrn@bcrfa.com www.bcrfa.com

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BC ENERGY ADVISOR

BC ENERGY ADVISOR

Our advisors offer free energy-efficiency advice, equipment and incentives for small businesses and restaurants in BC. We are here to support small businesses owners who may not have the time, information or resources to make energy efficient improvements. Visit us online to see how we can help save your business energy and money.

www.bcenergyadvisor.com


inside... Features

Membership

Mobile Kitchens

6

BC Hyrdo: Energy Effiecient Makeover

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Energy Saving Tips for the Kitchen Kitchen Design Traditional Kitchens Recipe of the Month Drink of the Month

10 13 15 16 17

President’s Message BCRFA in the News Twitter Listings Food Events News Makers Membership Benefits

4 5 23 23 25 29

Education Paying Fair and Legal Wages

18

Safe Footwear

20

Hiring Kitchen Staff

21

Tipping the Kitchen

22

July / August 2011

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H

President’s Message And the Band Played On...

ST voting is now complete and the results will be unveiled on or about the 25th of August. What does this mean for BCRFA members? If the HST is voted down (a yes vote) our industry could be faced with the prospect that PST will now be applied on restaurant meals. The government has never definitively ruled this possibility out during HST discussions. If HST survives the vote, the BCRFA will continue to lobby the government for mitigation in the form of subsidies and tax incentives. Naturally the BCRFA will continue to lobby government on this issue on your behalf regardless of the outcome.

Following on the heels of the successful website of the same name, the manual is a complete review of all the regulations you face in your business. The regulations have been written in plain English and interpreted by Gillian McGregor (a familiar name to many members) who spent over 39 years working with government. The manual includes information on licensing, Employment Standards, Worksafe, Health and more. This one of a kind quick resource guide is free for members and available to purchase for $250.00 for non-members.

And while we continue to fight battles on the home In breaking news, the government announced front, the economic problems of the world econothis week, a voluntary restaurant program that my have surfaced this week in dramatic fashion. will have restaurants providing nutritional infor- We were fortunate to have recently participated in mation about their menu items. The program, a call organized by Nesbitt Burns/BMO with Chief which will be known as Informed Dining, will economist Dr. Sherry Cooper. We have provided require restaurants to indicate on their menu a summary of the call and hope that this can prothat nutritional information is available upon re- vides you with some insight. quest. That information, which would consist of And finally, on September 13, 2011 at 10 am, you a nutritional table for each menu item along with are invited to a member only on-line seminar from daily recommended limits of both calories and WSI, one of the world’s largest Internet marketsodium, would then be provided to the guest. ing specialists. This is a custom presentation for Representatives from quick service, full service, BCRFA members (free of charge) that will prochains and independents have been on the vide insight and direction into building your busiplanning committee and have been working with ness and brand presence on the Internet. We will government officials to get this program right. provide further details closer to the date. There are still details to work out, and we will be keeping you informed of those as they emerge. As always, we appreciate your continued supOnce again we would like to reiterate that this port in our passion to drive a growing and prosis a voluntary program. See press release here. perous industry as we navigate through these very challenging times. Tired of confusing regulations and endless website searches? The BCRFA is excited to announce Ian Tostenson President/ CEO that the second edition of Restaurant Regulations British Columbia Restaurant and Foodservices Association Made Simple in BC is at the printers as I write. 604-986-1429 | www.bcrfa.com 4

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Summary notes from August 9th, 2011

This call was organized by the Brian Eydt Vice President and Sr. Wealth Advisor for BMO/Nesbit Burns. The call featured Dr Sherry Cooper, Executive Vice President and Chief economist for BMO Financial Group. The purpose of the call was to ‘educate’ on the current state of the nation regarding the world stock market declines.

Times are difficult and volatile.

The TSX rebounded by 360 points today as ‘correct’ information started to infiltrate the market. There are three primary issues that drove the events of the recent days.

started to circulate-started the sell off • S&P announced the downgrade in the eve-

ning. It was delayed due to ‘calculation’ errors.

• Asian and Middle East markets had the week-

end to think about this sell off and the downgrade. They started their sell off

• North American markets opened to big declines

on Monday. This created a fear mentality.

•M  arkets begin to recover Tuesday. They were

oversold and new information came to light.

New Information

• US Feds acknowledged that there is down-

stream risk in the US economy but, inflation is lower due to lower food and oil prices (oil is down 15 dollars per barrel)

• Economic weakness in the US is much weaker

• The supply chain from Japan was broken due

• Crisis in Europe around Spain and Italy.( The

•U  S interest rates will remain at virtually 0 until 2013.

than thought. Unemployment is at 9% but if you include those who have given up looking, it is closer to 15%. This added to a continued housing market value meltdown makes for poor economic performance. None of this is a surprise

European Central Bank stepped into today and bought bonds to relieve interest costs for these two countries).

to the earthquake. This interrupted commerce in auto manufacturing/parts as well as electronics. This problem has largely been fixed and the Japanese economy is getting back on its feet

•U  S treasury yields have rallied despite S&P.

The market is not accepting of S&P

•T  he S&P downgrade on US treasury debt.

US Debt

Events from last Friday

• Bush 2003 tax cuts

Moody’s maintained its AAA rating

•J  uly employment figures in the US were released

and were better than expected. It showed the US economy was not in a recession.

•O  n Friday, rumors about a credit downgrade

The result of • Afgan and Iraq wars • Economic recession and bailouts

(Debt is declining as a % of GDP) July / August 2011

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Other issues

Canada

• The US will meet its debt obligations

• Commodity price declines (save Gold) are

• The dramatic shift in politics ( midterm election

of Republican tea party types) who believe in small government and no new taxes) have influenced policies of congress

• Both parties are committed to deficit reduction

over the next 10 years-can’t do it faster due to economic fragility.

US Priorities

driving down stock prices

• Concerns with RIM results • Global sell off • Canada’s financial poison is rock solid

Conclusion

Market turbulence should dissipate by the 2nd half of this year • There will not be a double dip recession

• Need to get American working • Tax reform (GST style taxation) and tax increases.

• Corporate earnings are strong

• Reduce government discretionary and entitle-

• Bush tax cuts end next year

• Dealing with aging population and health care costs

The long-term plan should be to have a personal financial plan, review each year and stick with it. Don’t fret the occasional turbulence. For further information, please contact Brian Eydt at 604-981-4290

ment spending.

(None of these problems are new and the sell off is an example of overreaction).

• Fear has overwhelmed rationality

watch for our next issue September / October 2011 For editorial information or to advertise Candice Harvey

bcrfa patrons of the industry:

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1 877 669 2239 bcrn@bcrfa.com www.bcrfa.com/bc-restaurant-news


BCRFA in the Media

The association speaks out on the latest issues 0.05 Legislation

© CBC News 07.11.11 Representatives of B.C.’s restaurant association are giving up their fight against the province’s tougher drinking and driving laws in light of the latest figures on impaired driving fatalities... Statistics showed that 30 people died during that period, compared to an average of 61 deaths for the same period over the past five years. The news has prompted B.C.’s Restaurant and Foodservices Association to end its lobbying efforts aimed at relaxing the laws to previous standards, according to the organization’s president, Ian Tostenson. “This is a battle that’s not going to get anybody anywhere,” Tostenson said Monday. “We’re saving lives, we’ve had some time to think about how to adapt as an industry, so now it’s time to move on and be part of the solution... Tostenson said his industry will now look for ways to improve shuttle, taxi and bus service for bar and restaurant patrons.

© Vancouver Sun By Craig McInnes 07.08.11 Based solely on the preliminary statistics and the longterm average, it looks as though at least 20 people were alive after six months who would not have been had the law not been changed. Regardless of whether that proves to be the real effect over time, it represents a devastatingly effective argument for maintaining the new rules. To argue for a revision will be seen to be arguing that those people should have been allowed to die. Even restaurant owners now seem to have accepted that the tougher rules are here to stay. Ian Tostenson, president and CEO of the British Columbia Restaurant & Foodservices Association said he recognizes that for politicians it’s a “very tough issue from an optics point of view.” Tostenson also says that the industry also has the sense now that police have backed off a little and are now applying a more sensible approach to enforcement, which is unlikely to be a view that either police or politicians will endorse, since it suggests an implicit acceptance that some degree of impairment should be allowed.

July / August 2011

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Feature

By Candice Harvey BCRN Publisher

T

here’s a hungry culture developing on the streets of Vancouver’s downtown core. Over the past year there has been an increase in energy and excitement over food, and with 95 set locations for street vending trucks, there is a driving force to expand. Being outdoors allows an interaction with the public that you don’t get in a traditional restaurant. There comes a respect between the vendor and customer, as well as the customers amongst themselves. You see people of all walks of life standing around waiting for their food, mingling with each other. Jason Apple from Roaming Dragon sees this every day at his Burrard and Granville location. With a plethora of hot dog stands to chose from in the area, his Asian Infused cuisine makes him stand out, attracting a more diverse crowd. He serves professionals from the multiple sky rise buildings in the area, as well as tourists, Vancouverites, and those who live on the streets, all conversing with one another over his food. A couple blocks over on Granville, a few meters north of Robson, Andy Fielding from Kaboom Box has an advantage of being located next to city benches that more often than not are occupied by his customers chatting while chowing down. He has watched street vending transform the city. He explained, “Any exciting city needs people out using public space. Food carts bring people out onto the streets, making Vancouver vibrant.” But in a city that can be so vibrant when the sun is out, it can turn into a very dreary and deserted during the winter months. People tend to stay indoors throughout the rainy seasons, opting to visit the food courts where there is the comfort

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Feature of warmth and seats. This can be quite mum of a painted concrete floor, a twoa challenge for the vendors, and as a compartment sink, refrigeration, electrical result some are opting to cater events. lighting, and rubbish disposal. Jason has taken his Roaming Dragon brand and expanded it. He has a second truck that he uses for catering, and will soon be open to serve comfort foods. His passion for his business is rarely matched, as he is driven to transform street food experiences. He was the first truck in Vancouver and has since started Gourmet Syndicate, which provides the tools and resources for existing restaurants to break free from their physical locations to become mobile. Over the next 3 years, the city will be increasing the number of trucks by 15 per year. At approximately $1200 for a street vendor license, it’s an affordable way to increase your restaurant brand and expand your culinary experience. The truck is the largest investment, but doubles as a 20-foot billboard wherever you go. Jason encourages food trucks to service the community, visiting charity events and catering for functions.

There will be a lot of focus on these trucks over the next few years. New tours have begun surfacing; “Any exciting city needs people the most talked about is Eat Your out using public space. Food carts Cart Out, a food bring people out onto the streets” cart tasting tour that - Andy Fielding samples food from 4 food carts. Taking approximately 2 hours and tasting the best street meat Vancouver has to offer, visitors get to experience our newest food culture and leave the city with a great taste in their mouth.

Being a new program, the city wants to start out on the right foot, and is stressing the importance of health and safety standards. Although it isn’t difficult to get a health permit for the vehicle, health and safety officers are more likely to stop by to check up on them. They are most concerned about employees washing hands as well as proper disposal of waste. Most trucks are fitted with a decent kitchen, although some have attempted to build their own equipment. The Roaming Dragon has a linear kitchen, fitted with everything from sinks to fridges to deep fryers and grills. For the most part, the trucks don’t have the space to prep the food, and as a result a commissary is a must. This site location is required to be inspected by Heath & Safety and must have a mini-

Above: Andy Fielding (right) and head chef, Brian take a moment to relax in their truck, Kaboom Box. Below: Customers wait for their lunch at the Roaming Dragon

July / August 2011

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Feature

1

Century-Old

Victoria Inn to get Energy-Effiiciency Makeover

“T

here have been a lot of different things in this building, from a guitar shop, to a laundromat, to a dentist’s office to a plumbing business,” says Mike Colwill, General Manager of the Fernwood Inn in Victoria. “And for about 25 years now, it’s been set up as a restaurant.” The Inn is the winner of this year’s Energy Fix contest, which means it will receive an “energy makeover” of up to $35,000 from BC Hydro. Colwill says the 100-year-old building, which houses 10 residential suites in addition to the 4,800 square foot restaurant, offers plenty of opportunities for efficiency. “Since we bought it four years ago, we’ve been focusing money on essential renovations - we replaced the roof, renovated kitchens, fixed leaks and so on,” he says. “We’ve gone for energy efficient options where possible - like when we upgraded our lighting - but green renovations were the next thing for us.” The owners’ intentions got a boost earlier this year when they got a visit from a carrot mob - a group of people who offer to bring a wave of patrons to a business in return for green commitments organized through the University of Victoria. “They all came down and ate and spent a bunch of money one day, and we pledged to spend the net sales on green renovations,” says Colwill. “It was super exciting; the event went over really well. We raised $8,000 in sales, and matched it to a total of $16,000.

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Feature

“And through that journey of looking at how to spend the money on green renovations, we kind of stumbled upon this BC Hydro contest.”

“We’ve always been focused on energy efficiency and being as green as possible... so for us, this direction is the socially responsible decision.” - Mike Colwill

Colwill credits his late father, Roger Colwill, with helping instill a green ethic at the Fernwood Inn. The founder of Victoria’s Green Drinks network (a regular environmental get-together), Colwill was a passionate advocate for the environment. He also helped the group of owners put together their deal to buy the Fernwood Inn. “We are a group of younger people that own the business and the building,” says Colwill. “We’ve always been focused on energy efficiency and being as green as possible; we’re tied quite tightly into the Green Drinks network. So for us, this direction is the socially responsible decision.” The Fernwood Inn was selected as one of three Energy Fix finalists by BC Hydro, along with Oak Bay Dental Clinic in Victoria and Super Suds Laundromat in Quesnel. The final winner was decided by members of the public through online voting in May, which helped spread the word about efficiency and built community spirit around the businesses vying for the makeover.

So where will the Fernwood focus its energy efficiency upgrades?

“We don’t know yet; we’re really looking forward to getting some expert advice,” says Colwill. “But the financial support is very helpful, it’s a huge positive for us since it’s been tough times in the restaurant industry. And we’ll be able to reap the rewards of savings down the line too.” For more information about the Energy Fix visit www.bchydro.com/energy fix. To find out about Power Smart financial incentives for your business, visit www.bchydro.com/incentives.

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When the voting closed, the Fernwood emerged as the winner. “We were ecstatic, it was great,” says Colwill. “It’s been such a cool ride through the whole thing in that so many different people have been involved. We’ve got regulars here who were pushing big [voting] campaigns through their offices and through their networks. They were really excited for us.” (To recognize their efforts, the contest runners-up will also receive some BC Hydro support.)

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July / August 2011

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Feature

TOP 10

Natural Gas is routinely wasted in food service operations — draining away profits as well as irreplaceable natural resources. Fourtunately, there are many easy and inexpensive ways to lower natural gas consumption.

1. Turn it off, turn it down, keep it clean 3. Pay attention to the thermostat Some cooking appliances can really guzzle the energy so it’s important to turn them off or down when they are not being used. Posting a start-up and shutdown schedule on the appliance is one way to give the kitchen staff guidance. Pay special attention to broilers, which have no thermostatic control and can run at full input all day. That means a three-foot underfired charbroiler can cost as much as $1.70 an hour to operate, or $7,344 per year for typical restaurant operating 12 hours per day. Some other potential guzzlers include steamers, pasta cookers, non-thermostatic griddles, hot-top ranges, conveyor, deck and combination ovens. Combination ovens can cost up to twice as much to operate in combination mode, so follow the manufacturer’s recommendations and use the combination mode only as needed. Maintain your range tops by keeping the burner heads clean and maximizing the flame. Remove the range knobs and faceplate to expose the airflow shutters. Adjust the shutter on each burner until the flame is rigid and blue. A wavy or yellow flame is a sign the burner needs attention. Never drill-out or modify the orifice that controls the gas flow to the burner.

2. Specify ENERGY STAR Steamers and Fryers

When purchasing new equipment, an easy way to identify energy efficient steamers and fryers is to look for the ENERGY STAR logo. An ENERGY STAR qualified appliance will save thousands of dollars in utilities over its lifetime.

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Install an ENERGY STAR programmable thermostat with a locking cover and make sure it is set properly. If there is already a programmable thermostat installed, double-check to make sure it is programmed properly and cannot be tampered with. Pay attention to the temperature settings and on/off times and take advantage of the “unoccupied” or “night set-back” feature to turn the heat down when the facility is closed. Thermostats should be set to 68°F for occupied hours and 55°F for unoccupied hours.

4. Check the ductwork for leaks

It is common for ventilation ductwork to become loose or separated, spilling heat into crawl spaces or the space above the ceiling tiles where it is simply wasted. Inspect your ducts to make sure they are tightly connected from heater to diffuser, or better yet, hire a qualified HVAC contractor to test and repair any leaky ducts.

5. Set heated make-up air duct thermostats to 55° F

If your kitchen make-up air is heated, there’s a good chance you have a “duct” thermostat that is set too high. As most California restaurants are relatively mild climates, there is no need to heat kitchen makeup air — the kitchen is hot enough as it is! The makeup air thermostat is typically located on or near the heating unit itself. Setting the thermostat to 55°F can save thousands in make-up air heating costs.

6. Install low-flow pre-rinse spray valves

The simplest, most cost effective energy and watersaving strategy that you can adopt is to install a lowflow pre-rinse spray valve in your dishroom. The prerinse sprayer is what you use to remove food from soiled dishes before placing them in the dishwashing


Energy Saving Tips for the Kitchen

machine. Replace your high-flow pre-rinse spray valve (2.5 - 5.0 gallons per minute) with a low-flow unit (1.6 gpm or less) and you will save anywhere from $200 to $600 a month on a typical 1 to 3 hour per day usage. And while you’re at it, make sure that you have a high-pressure nozzle on your hot water hose. A hose without a nozzle will flow about 5 gpm and cost you $6 an hour to operate. A hose nozzle with an insulated handle (for hot water use) and on/off grill will drop that cost by about 75%.

7. Repair all water leaks

That small amount of water that is dripping from a leaky faucet, spray valve or hose may seem insignificant, but the water is leaking all day, every day! Even a constant drip from a hot water faucet can add up to 17,000 gallons by year’s end, costing over $100 in water and $200 in natural gas. A steady leak, the kind caused by a split or worn-out washer, can total 100,000 gallons, costing you $700 in water alone. If it’s a hot water leak, then count on spending an additional $1,300 on energy. Repairing a water leak is usually as simple as replacing a washer.

8. M  aintain the dishwasher, use it wisely

A poorly maintained dishmachine will waste precious hot water. Fix any leaks and replace worn rinse nozzles. Make sure that the rinse-water pressure is set to 20 psi and no higher and calibrate the rinse time to the manufacturer’s specs. If you have a conveyor machine, adjust the rinse bypass valve so the rinse tank stays full. If you do not have an in-house maintenance crew, then hire a professional to help you tune-up the dishmachine. Fully loading dishracks reduces the total number of racks washed each day, saving water and the natural

gas needed to heat that water. Eliminating 10 racks per day will save a minimum of $60 annually in gas costs and $350 in total system operating costs.

9. Tune up the hot water heater

Heating water is expensive; so maximize the performance of your hot water heating system to minimize natural gas use. Set the water heater thermostat to 140°F and verify by measuring the temperature at the pot-sink or pre-rinse station closest to the dishmachine. Insulate as many feet of the hot water pipes as possible and regularly check the pressure relief valve to ensure it is not leaking. If there is a re-circulation pump, install a timer and shut down the pump after hours. If purchasing a new hot water heater, invest in a high efficiency unit with a thermal efficiency of 90% or higher.

10. Use your patio heaters wisely

Patio heaters are an excellent way to increase serving space and revenue, but they can consume significant amounts of natural gas. Use your patio heaters wisely and run them down or off whenever you can.

For more information on how to save energy in your restaurant, visit www.bcenergyadvisor.com These energy saving tips are offered by PG&E Food Service Technology Center, an unbiased food service resource centre located in San Ramon, CA. The numbers provided are for illustration reasons and are only approximate. www.fishnick.com

July / August 2011

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Feature

By Candice Harvey BCRN Publisher

Kitchens are the heart and soul of a restaurant. The design has a direct affect on energy efficiency and the working environment of the establishment as a whole. It’s important to take into consideration where the equipment will be placed and how it will affect the rest of the kitchen.

Types of Commercial Kitchens Closed Kitchens

These kitchens are out of sight to the customer. The primary concerns for this type of design is efficiency and ergonomics.

Exhibition Kitchens

Separated to the dining area by a counter or partition, this kitchen requires a sensory appeal. Showcase your most visually appealing cooking processes, such as flames, your chef’s techniques or a rotisserie oven.

Cooking

Arrangement of Commercial Kitchens Ergonomic Configuration

Kitchen equipment is arranged according to what is most convenient and efficient for the chef and kitchen workers, without regard to energy efficiency

Assembly-Line Configuration

The kitchen is laid out according to the order of use, and the pieces of equipment are generally in a line and linked together battery-style. This design is for a restaurant that cooks large amounts of the same food (such as pizza or sandwiches)

Zone-Style Configuration

The kitchen is divided into different blocks: food preparation, cooking, refrigeration and ice machines, sanitation and ware-washing, and kitchen-to-server transition.

Considerations for Designing Commercial Kitchens

•S  ave energy by using two smaller

ovens instead of one large one, especially if the oven capacity varies from day to day

•C  hoose cooktops carefully. Induction

plates are the most energy efficient, while gas burners have the lowest CO2 emissions. Both heat up very rapidly and are easy to regulate.

Ventilation

•U  se a combination of general ventilation and local extraction over equipment that gives off steam and smells.

•R  educe the air volume to be extracted by putting cooking equipment in a niche with a back wall and side walls. If a niche is out of the question, use a corner. Equipment in an island typically needs 60% more air to be extracted.

Dishwashing

•A  dishwasher should match the size

and function of the kitchen. Tunnel dishwashers are for big commercial kitchens, hood dishwashers and under counter tank models are for large kitchens, while fresh water feed washers are good for small kitchens. Ensure tunnel or hood dishwashers are equipped with heat recovery of both extracted air and waste water.

Lighting

•M  ake use of natural light, position-

Fridges and Freezers

- Design the area around the condenser unit so that it can be easily cleaned . For it to work efficiently, it should be cleaned twice a year.

•D  on’t place fridges and freezers

next to, or near, areas that are affected by heat or direct light. This includes cooking stations, ovens and dishwashers. If the fridge or freezer uses more energy to keep its contents cold, the temperature of the room will rise.

ing the windows to face north. This avoids unnecessary sunlight and the resulting heat, reducing the need for ventilation and high temperatures in the kitchen.

•C  hoose surfaces that are light in colour

(not white) and matte to avoid annoying reflections the light may produce July / August 2011

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Feature

KITCHEN

blueprint the traditional kitchen brigade

By Duane MacNeill Director of International Business Development SAN JAMAR * CHEF REVIVAL

L

ate in the 19th century, following a French army career, gifted Chef Georges-Auguste Escoffier developed the modern brigade system in London’s Savoy Hotel. For maximum efficiency, he organized the kitchen into a strict hierarchy of authority, responsibility, and function. In the brigade, widely adopted by fine-dining establishments, the general is the

Today, most restaurants use some simplified variation of Escoffier’s kitchen brigade. Typically, the Executive Chef coordinates kitchen activities, sets standards, manages costs, and directs training and work efforts. The Sous Chef sees that the food is prepared, portioned, and presented according to the Executive Chef’s standards. The Line Cooks run the stations and Executive Chef, or Chef de Cuisine, assisted prepare menu items according to specifications, by a Sous Chef. Subordinate are the Chefs de aided by assistants and apprentices. Partie, each in charge of a production station and assisted by Demi-Chefs and Commis (apprentices). The number of station Chefs can get exhaustive, including the Saucier (sauces), Poissionier (fish), Grillardin (grilled items), Fritteurier (fried items), Rotissier (roasts), Garde Manger (cold food), Patissier (pastries), and Tournant (Roundsman, station relief).

July / August 2011

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Feature

Recipe of the Month

Candy Cane Beet, Raspberry and Basil Salad

Ingredients

This month’s recipe is provided by the Pacific Institute of Culinary Arts. Chef Instructor Brian Skinner offers his inspired Candy Cane Beet, Raspberry and Basil Salad to BC Restaurant News readers. “I have always loved basil. It seems to lift the flavour of most anything it is paired with, at the same time being synonymous with summer. The combination of Basil and Berries makes sense to me, as unusual as it may first seem. The added element of the richness of beets, especially when they are freshly in season, is for me what completes the dish. Just on the outskirts of my garden plot, there grows Wood Sorrel at the same time as the berries ripen. It’s almost as if I have no choice but to put these sweet and sour plants on one plate.”

BASIL CREAM 50 grams Fresh Basil 6 grams Gelatine 150 mL Cold Water 100 mL Half & Half Cream 3 grams Salt ROASTED BEETS 2 medium BC Baby Candy Cane Beets 1 Tablespoon Extra Virgin Olive Oil GARNISH 10 grams Toasted Pine Nuts 80 grams Fresh BC Raspberries 15 grams Wild BC Wood Sorrel

(use Common Garden Sorrel if you cannot find Wood Sorrel)

BC Baby Candy Cane Beet (peeled) Fleur de Sel & Cracked Black Pepper

Method

BASIL CREAM • Remove stems from Basil, and blanch in boiling water for 2 minutes. Refresh in ice water. • Bloom Gelatine in cold water. • Blend Basil in high speed blender until a smooth puree. Pass through a fine mesh chinoise. • Heat Cream gently. Stir bloomed gelatine into Cream. Pass the Cream mixture through chinoise. Combine with Basil puree. • Pour the Basil Cream mixture into a whipping cream canister, and charge with one NO2 canister. • Refrigerate for 2 hours. ROASTED BEETS • Pre-heat oven to 350 F • Thoroughly wash Beets, then dry and rub with Olive Oil. • Roast in the oven – skin on – for 1 hour, or until tender when squeezed. • Cover with seran wrap and cool to room temperature. • Peel and slice Beets into segments, reserve in fridge. TO SERVE • Slice fresh Beets paper thin on mandolin, reserve in ice water. • Shake Basil Cream in canister before using, gently squeeze handle to release pressure. • On plate dispense a line of Basil Cream. Decoratively arrange cooked and fresh ingredients on top of Cream and drizzle with Extra Virgin Olive Oil. Finish with Cracked Black Pepper and Fleur de Sel. 18

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Feature

Candy Cane Beet, Raspberry and Basil Salad

Pacific Institute of Culinary Arts’ recently extensively renovated 60-seat Bistro 101 provides real-restaurant training for Culinary Arts and Baking & Pastry Arts students in a stunningly modern and professional space. Newly wrapped in coppery hues Bistro 101 offers a warm functionality accented by dramatic new light fixtures and sleek acacia dark wood panelling. Proudly these latest additions add even more value to Bistro 101’s already value-forward and daily fresh menus. Illuminating the new 12-seat lounge area and a custom built 8-seat bar is an eye-catching and locally designed signature Joel Berman piece. The lounge features Montelvini Prosecco on tap and a newly implemented cocktail service with lounge menu. Signature to Bistro 101’s standard for quality is a highly regarded boutique Nespresso coffee service complimented by Salt Spring loose leaf teas. Whether looking for a marina-side view or a glimpse into the stateof-art kitchens where tomorrow’s next great chefs are honing their craft, Bistro 101’s sleek new elegance in combination with highquality and affordable menus has something for everyone. Reservations are highly recommended and can be made online at www.bistro101.com or by calling 604.734.0101

Drink of the Month Adult Lemonade

3 oz. limoncello liqueur 2 oz. fresh lemon juice 1 cup sparkling wine

(substitute sparkling water for a lighter drink)

Ice Lemon slices to garnish Mint to garnish

Makes 2 servings.

For the hot days in the sun, nothing brings you back to the carefree days of being a kid in the summer. Relive your youth with an adult lemonade. Fill a cocktail shaker with ice and add limoncello and lemon juice. Shake well and strain into lowball glasses or small wine glasses. Top with sparkling wine (or water) and garnish with a lemon slice and mint leaves. TIP: To get the most out of your lemon when juicing, roll it on a countertop before cutting it open, pressing against it to break up its insides. July / August 2011

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Education

Paying a Fair & Legal Wage By Gillian MacGregor BCRFA HR Specialist

ees must be paid time and ½ after 8 hours and double time after 12 hours a day.

There is however a notable exception to this law. Under the Employment s anyone who has worked in the Standards Act employers and employrestaurant industry knows, shifts ees are allowed to make an “Averagfor employees rarely fall in the ing Agreement” – an agreement that Monday- Friday 9-5 realm. Rather, permits hours of work to be averaged shifts can sometimes stretch for as long over a period of one, two, three or four as 14 hours in a day during the busy weeks. Sometimes these agreements season, and can shrink to 4 or five are called compressed work weeks or hours during the slower periods. Many flexible schedules. operators have asked the question Under an averaging agreement employ“Can a kitchen worker work more than ees may agree to work up to 12 hours 8 hours a day without me having to pay in a day. Over the length of the agreethem overtime?” The answer is yes – it ment they can work an AVERAGE of no is known as an averaging agreement. more than 40 hours a week. As shown By definition, the standard work day ac- in the example below, the employee cording to the Employment Standards works 70 hours in their first week, but Act is eight hours and the standard work over the 4 week period, work 40 hours week is 40 hours. Accordingly, employ- a week on average.

A

TIP: Keep the agreements and the schedules on file for at least a year after the agreement ends. This protects you from claims that overtime was worked without overtime pay. 20

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Education

Rules For Achieving Agreements In order to be valid, the agreement must: • Be in writing; • Specify the number of weeks (one to four) over which hours will be averaged; • Specify the work schedule for each day covered by the agreement; • Specify the number of times the agreement may be repeated; • Specify a start date and an end date for the agreement; and • Be signed by the employer and the employee before the start date. • Be given to the employee in writing before it takes effect.

Overtime Under Averaging Agreement

Just because an averaging agreement is in place, it does not negate the requirement to pay overtime. An employee working under an averaging agreement must be paid overtime if their shift goes over the agreed hours.

For example:

An employee is scheduled to work 10 hours a day, 4 days a week. On one of those days, the employee works 12 hours. They must be paid time and ½ overtime for the two extra hours. An employee is scheduled to work 12 hours a day, 3 days a week. They work 15 hours on one of those days. They must be paid double time for the extra 3 hours on that day, even though they didn’t work more than 40 hours in total that week.

What an Averaging Agreement can look like.

Changing an Averaging Agreement

If the employee makes a request in writingyou can agree to alter the averaging agreement as long as the total hours scheduled in the agreement remains the same. An averaging agreement can be cancelled by either the employer or the employee at the end of a cycle or if the employer agrees to pay overtime for hours already worked in a cycle.

Averaging Agreements and Statutory Holidays

An employee who has been employed for at least 30 calendar days, and who worked under an averaging agreement in that 30-day period, qualifies for statutory holiday pay regardless of the number of days worked. To be legal an averaging agreement must offer benefits to both employer and employee. If your employee would like more time off and you need employees to work long hours during busy periods, an Averaging Agreement may be for you. July / August 2011

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Education

Is Unsafe Footwear Putting Your Workers At Risk? By Terri Holizki WorkSafeBC Industry & Labour Services Manager, Small Business

T

ake a moment to look at your workers’ feet. Is their footwear safe for the job? Will the soles on the cook’s shoes lead to a nasty slip on a wet floor? Will the high heels Safety tips to share with your workers: worn by the servers cause a sprained ankle, When selecting footwear: back pain, or long term foot problems? Will the • Choose sturdy shoes with slip-resistant soles running shoes worn by the stock boy fail to proand low heels tect his toes if he drops a heavy container? • Do not choose shoes with leather soles, open Footwear is covered under the general requiretoes, platforms, or high heels. ment for personal protective equipment under the Occupational Health and Safety Regula- • Avoid porous fabrics such as canvas, which won’t protect your feet from spills and burns tion. Workers are required to provide their own footwear, but it is up to you as their employer to • Look for a tread that channels liquid out from ensure that their footwear is appropriate for the under the shoe to prevent hydroplaning. job. Some employers cost share to ensure their • For work involving heavy containers, choose staff purchase the desired footwear. steel-reinforced safety footwear designed to Your responsibility is to assess the workplace protect your feet from falling or rolling objects, to determine what hazards exist and then minicuts, and punctures. mize the risk of injury by making the workplace as safe as possible. This includes ensuring that On the job: footwear provides effective protection and does • Wear shoes laced and snuggly tied. not in itself create a hazard to the wearer. • Keep footwear clean to avoid buildup of grease or other material in the tread that may make When assessing your workplace, check for the non-slip soles less effective these potential hazards: • Be alert for hazards such as fruit peelings or • Slippery floors a thick layer of flour that may make non-slip • Objects piercing the sole footwear ineffective • Falling or rolling objects Finally, remember that good footwear is the last • Work processes that require sure footing, such line of defence against injury. It should not be as carrying heavy trays used in place of good housekeeping, appropri• Electrical hazards ate working surfaces, and well-designed safe • Spills (for example, hot liquids) work procedures. 22

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Education

Hiring the Best Kitchen Staff By Gillian MacGregor BCRFA HR Specialist

N

 sk your employees to help you recruit. ReliA able employees will usually have a friend or family member who will have the same values and do a good job for you.

atrurally you want the best employees you can afford in your kitchen. Good kitchen workers keep the kitchen clean, the Health Inspector happy, turn out consistently Avoid putting “Help Wanted” signs in the wingood quality food and save you money by redow. Usually it attracts unqualified, unskilled ducing waste. It doesn’t matter if your kitchen people wandering in and taking up time. is a two grill lunch stop or a 5 star gourmet, the 3. Conduct a formal interview. Hiring someone principals for hiring are the same. on the basis of a resume or a pleasant chat 1. Decide what work you need done, and spend is unwise. You may end up hiring someone time thinking about the job description of the perwho is pleasant or knows how to write good son you want to hire. Knowing what you want the resumes, not someone who will work well employee to do will help you decide on the best in your kitchen. Prepare a set of questions candidate. Put the job description in writing. and ask each candidate the same questions. Ask questions about kitchen experience, why 2.  Advertise in the right places. Don’t just go they like to work in food service, career goals, through old resumes you have on file. Chancskills, knowledge, ability and formal training; es are if no one has hired the person who beNEVER ask questions about personal or famlongs to the resume, they aren’t going to suit ily life. At best, this information is useless and your business either. Advertise in the right at worst, it’s illegal. It hardly needs mentionplaces - your company web site, in the local ing that characteristics such as race, colour, paper, with GO2 Human Resources Canada. sex, sexual orientation or religion must NEVThere are numerous internet job posting sites ER factor into hiring decisions as well. Google “kitchen jobs in BC Canada” and choose the site you like. It’s a good idea to If you are hiring someone to prepare food, it’s look through some of your competitors ads to ok to ask them to demonstrate their skills for see how they are recruiting. you. Conduct the interview in the kitchen when July / August 2011

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Education you are closed or very quiet. Give the applicant the ingredients of a dish you serve – even a simple burger and observe the preparation. Is it organized? Are safe food handling procedures observed? Is the finished product acceptable? Is the work station cleaned up properly? 4. Always ask for references and always check references. The very best question to ask is “Would you rehire this person if you had the opportunity to do so?” 5. Ask for copies of Foodsafe certification and any other certificates of qualification the applicant claims to have. 6. When you choose the candidate, give them a written letter of offer that includes start date, wages, vacation entitlement and expectations you have. Wages must be no less than minimum wage and can be more. Vacation must be no less than 4% and can be more Expectations must be fair - if you are hiring a chef/manager, make sure their hours of work are reasonable. Chefs can be passionate but you don’t want to let them burn out. There is an automatic 3 month probationary period in which you can decide if the employee is suitable and can terminate without notice or compensation if you decide they are not. You can set a longer probationary period if you wish, but after 3 months you must give notice or pay compensation if you decide the employee won’t work out. (Unless, of course you establish just cause to terminate). 7. D  on’t fling new employees into the kitchen deep end. Give sufficient introductions, orientation and training to allow the new employee to succeed. Training and orientation can include safety checks, one on one training with other staff members, introduction to suppliers and a walk through of kitchen routines. Take time to select the best employee and train them to perform work that meets your standards. The investment pays off in reduced staff turnover and happier and more productive employees. 24

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tipping out the kitchen

Tips are a big reason your servers have chosen to work in the industry. Good kitchen workers have a different motive – they love the creative process of food preparation. Many restaurants expect servers to share a portion of their tips with kitchen staff. This is fair; well prepared and presented food leads to bigger tips. There are some serious pitfalls involved in the process of tip sharing and you need to be careful not to fall into them. Canada Revenue says there are two types of tips: Controlled Tips and Direct Tips

Controlled tips

A service charge the restaurant adds to a bill (often done for large parties) is a controlled tip. These service charges are set, collected and controlled by the employer. When the employer pays a share of that service charge to employee who worked the function, the employer MUST deduct and remit the appropriate income tax, Canada Pension and Employment Insurance and pay the employee the net amount. The employer must also pay their share of CPP and EI. Tips can become controlled even when they didn’t start out that way For example: • an employer accumulates all the credit card tips. Every week, employee tips are tallied and each employee gets cheque. The employer has taken the money into their control and has deposited it into their business account. • an employer requires 15% from each server receives go into a kitchen pot. The employer collects the money and distributes it to the kitchen staff. The employer has ordered this distribution of tips so has control. • If an employer takes the tips into business income, even for a short time, the tips become controlled. Examples of this are depositing all the moneys and credit card slips into the general operating account and writing each employee a cheque at a later time, or keeping accumulated tips together and using that money for operating expenses until such time as each employee receives their share


Food Events

BCRFA Kelowna Golf Tournament Teaming up with United Way, the BCRFA is hosting their first annual golf tournament in the Okanagan. September 20, 2011 www.bcrfa.com

Hall of Fame Join us for good food with good company at the Italian Cultrual Centre in a night that celebrates the best in the industry. October 17, 2011 www.bcrfa.com

Direct tips

Tips paid directly to the employee by the guest are considered direct tips. These can be cash or added onto credit or debit card. To keep tips to the kitchen direct, not controlled, they must be handed over by the serving staff voluntarily and directly to the kitchen staff. This can be done in an environment overseen by the manager (to prevent cheating) then passed directly to a kitchen employee who tallies and distributes that day or the next shift at the latest. It is appropriate for owner/operators to tell serving staff they should express their appreciation to their kitchen co workers by giving them a share of their tips. You can suggest the amount, but ultimately it is up to the serving staff to come to an agreement about the percentage they will give the kitchen. 1% to 2% of sales is customary. Peer pressure among staff should take care of any problems. An unhappy kitchen can sabotage a server. This sabotages your business as well, so if a server is seen cheating the kitchen or openly refuses to share tips, it can be grounds for dismissal. You cannot consider tips shared with the kitchen as a supplement to their salary. The tips shared with the kitchen must be given directly by the serving staff to the kitchen staff to show their gratitude for “behind the scenes” work. Never tell an applicant for a kitchen position they can expect to receive a certain amount in tips The tips they receive must not be essential to their income; the share of gratuities they receive is a token of appreciation that comes directly from the servers. Keep yourself, the owner and your managers as far out of the process as possible.

Tip Out To Help Supporting those in our industry who are in critical medical need, the British Columbia Hospitality Foundation has always been there to help. Be there for them in their upcoming fundraising campaign to fill the world’s largest tip jar. Tip Out To Help is a province-wide fundraiser, with a goal of $100,000 for the foundation. Taking place between Thanksgiving and Halloween, participants are encouraged to come up with unique ways of raising money, such as car washes or bottle drives. Sign up in a team or go solo to raise the funds. For more information or to participate contact Chris Patrick at (604) 985-2527 October 10 — October 31, 2011 www.tipouttohelp.com

BC Hosipitality Industry Conference & Expo Learn about the latest industry trends, best practices for running your hospitality business, and solutions to your business needs. Connect with your peers and enjoy networking with industry professionals from around the province and across the country. November 6 — 9, 2011 www.hospitality-trade.com

@crestaurant @GoldfishKitchen @WickInnBC @mybcinfo @Irashai @TheRefineryVan @YBC_brewing @foodie_photo @TasteofKelowna @grousemountain @sushiinsooke @luporestaurant @Heather2020 @HotelVancouver @luporestaurant @Glowbal_Group @DynamicHR @HamiltonStGrill @urbanthaibistro @CruRestaurant @HartHouseRest @BurgooBistro @ElixirVancouver @petesplacepizza @naturesfare @HyattVancouver @winebcdotcom @dedutch @thereef @OPUSBar @PowerSmartBC @cactusclubcafe @BCPubs @wildapplemanteo @MonkMcQueensVan @Targetchatter @kelownamuseums@TheSmokingDog @VancouverAqua @charmmodernthai

follow us @bcrfa

July / August 2011

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Conference November 6–8

Fairmont Waterfront Hotel

www.hospitality-trade.com

Expo November 7–8

Vancouver Convention Centre—East

www.bchospitalityexpo.com

Register for the Conference Now! www.hospitality-trade.com

Exhibit space still available! 778.371.9949 or info@bchospitalityexpo.com “I have attended the Conference for the last 10 years. Every year we find something, or learn something, that will help in our liquor business. Our business is always evolving and the Conference provides a wide spectrum of ideas, products and services that help us maximize what our business can do.” —LEE SEXSMITH, PG LIQUOR BOX LTD & ALDER HILLS GOLF

Sponsors to date

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Hosted by


Membership

News Makers

dish&dazzle

The BC Hospitality Foundation has been busy over the past few months with Dish & Dazzle on June 17 at the Fairmont Pacific Rim, and their Golf Tournament July 18. Dish & Dazzle featured more than 25 wineries from across Chile’s diverse wine regions, food from 12 of Vancouver’s best restaurants, and a high-stakes pisco-sourthemed cocktail competition. Photo Credits: Vincent L. Chan / Invisionation

July / August 2011

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10.17.11

Italian Cultural Centre for information visit www.bcrfa.com or call 1-877-669-2239

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Membership

BC Hospitality 2011 Golf Tournament Photo Credits: Charles Zuckermann

July / August 2011

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BUSINESS INTELLIGENCE FOR RESTAURANTS HAS ARRIVED REVDOCS provides a safe, secure and confidential online platform which allows restaurants to accurately and efficiently measure themselves against their competitors. Your REVDOCS reports include daily comparative measures for Seating Occupancy, Average Check, Food/Beverage & Liquor Revenues and REVPASH. Simple, Safe and Secure. Measure: REVDOCS reports measure your performance against a personally selected group of 4 - 6 competitors (Benchmark Group) Strategize: Create strategies which target areas of weakness or strength, as identified by your REVDOCS reports Maximize: Maximize revenues through consistent use of your REVDOCS reports

REVDOCS anticipates a September 1, 2011, launch date of our program in Greater Vancouver. We invite you to sign up for our FREE Introductory Offer, providing access to your reports for a 3 month period. Please contact me directly or visit us at www.revdocs.com. David Packman Regional Sales Manager 778.320.5257 Mobile 1.855.5REVDOC(1.855.573.8362) Office dpackman@revdocs.com www.revdocs.com

SAFE, SECURE & CONFIDENTIAL COMPARATIVE ANALYSIS

SIGN UP FOR A FREE 3 MONTH INTRODUCTORY OFFER!! 30

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Member Benefits

Restaurant Regulations in British Columbia — Navigating through the red tape.

S

ave time & money and increase produc- • Lists of the permits and licenses you need betivity. Forget annoying Google searches, fore you build, renovate and operate a food and fruitless attempts to navigate through service business complicated websites. Everything you need to • Links and Addresses to application forms for know about regulations in BC’s restaurant inpermits and licenses (if available online) dustry is all here; in one complete easy to un- • Electronic addresses for useful government derstand manual. sites The restaurant industry is one of the most regu- • Physical addresses for government offices lated industries in British Columbia, encompass- • Lists of records you must keep and have availing by-laws, licensing and permits from all three able for a government inspector levels of government. With no fewer than 10 authorities visiting your business throughout the Whether you are new to the industry or have year it is no wonder that restaurant owners and owned or managed a restaurant for many years, this manual makes it easy to get the information operators sometimes feel overwhelmed. you need to meet government’s requirements 18 months ago, the BCRFA embarked on cre- and avoid problems. ating the second edition of Restaurant Regulations Made Easy in BC. Following on the success of the Restaurant Regulations Made Easy in BC website and taking into consideration the Restaurant Regulations Made Easy in BC volume of calls the BCRFA receives on these Restaurant Regulations has been developed topics, it was concluded that the information that by the BC Restaurant and Foodservices was already accessible on the website was also Association in partnership with the Province required in a manual version. of British Columbia. The manual and website have been designed to make it easy to find Using the wealth of knowledge gleaned from government regulations that apply to the food over 37 years experience working with governservice industry in BC. With over 40 years of ment, regulations expert, Gillian MacGregor has leadership, the BC Restaurant and Foodserworked tirelessly to sift through all the informavices Association continues to promote the tion on regulations in our Province and translate long term dynamic growth of the industry withit into a simple format using plain language. in BC, and part of that mandate is to ensure that foodservice providers are informed and In the manual you will find: operating within the parameters established • Information about all regulations affecting the by the Province of British Columbia. In supindustry port of this objective, the BC Restaurant and • Plain language explanations of the meaning of Foodservices Association has contributed laws and regulations their knowledge and expertise for the devel• Tips to help you avoid problems, stay legal and opment of this important manual. work with government

about the manual

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request your copy today call 1-877-669-2239 32

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BC Restaurant News