Ontario Restaurant News May 2017

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O N T A R I O May 2017 | Vol. 32 | No. 4

N AT I O N A L

C O V E R A G E

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Caribbean fusion finds a home in Mississauga

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By Bill Tremblay MISSISSAUGA, Ont. — In search of a better life, the Peart family immigrated to Canada from Jamaica. Ironically, it was a craving for the flavours of their homeland that has delivered an improved quality of life.

In 2013, siblings Andrea, Daniel and Janel Peart landed in Canada and settled in Mississauga, Ont. “We didn’t come here with the intention of opening the restaurant,” Andrea said. “But once we got here, we craved our own food.”

In Jamaica, Daniel had completed culinary school. His education, combined with his sisters’ love of Caribbean cuisine, helped them decide to take a chance and open their own restaurant. They found a suitable space on Britannia Road, and opened Reggae Fusion in 2015.

“When we opened up, this was all new to us: a new business, a new country, new everything,” Peart said. “We weren’t sure about the reaction of the customers.”

For their first day in business, Andrea prepared the soup, Janel made the porridge and Daniel cooked the main dishes.

“A customer came in and had the soup. She said ‘it was to die for’,” Andrea said.

“It boosted our confidence. From that day on, it was straight uphill for us.”

With three siblings running one successful restaurant, the Pearts decided they had the resources to expand their concept, and opened a second Reggae Fusion at Winston Churchill and Dundas Street West in late March.

Both restaurants follow a fast casual format, but the new Reggae Fusion is geared more towards dining in than take out orders.

APPROVAL REQUIRED The enclosed proof is sent for your approval. We will not proceed with the job until the proof is returned.

The 28-seat location on Britannia Road is located in an industrial DO NOT GIVE VERBAL INSTRUCTIONS. CHECK CAREFULLY! Beyond this point we cannot accept responsibility for any errors. Alterations (other than typoarea, leading to a strong lunch crowd. graphical errors) will be charged extra. Mark proof “OK” or “OK with corrections” as the case may be, signing your name so we may know that the proof reached the proper authority. Chef Daniel Peart Continued on page 15

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The Halal Guys open in Toronto TORONTO — When Imran Momin witnessed the lines at a The Halal Guys’ New York City food cart in 2008, he knew he wanted to franchise the concept.

“When I saw I had to wait in line for 35 minutes to get my food, I thought, ‘Well, this has got to be something’” said Momin, adding the hype didn’t overpromise.

“There was no particular ethnicity that was waiting in line; there were people from all walks of life,” he added.

The Halal Guys started in 1990 as a hot dog cart at West 53rd and 6th Avenue.

The three original Halal Guys, founders Muhammed Abouelenein, Ahmed Elsaka and

Abdelbaset Elsayed, recognized the demand for halal meals from Muslim taxi drivers looking for a bite between pickups and expanded the menu to include chicken and beef gyro.

They added more carts around Manhattan, attracting “around the block” lines. In recent years, The Halal Guys developed a brick and mortar eatery, partnered with Fransmart and began expansion in the United States and internationally. There are now more than 400 units in development around the world.

Momin, who has foodservice experience in management for quick service restaurant chains, partnered with his two cousins Alveen Momin and Averroes Momin to apply for territory

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The first Toronto location opened May 5 at 563 Yonge St. The Toronto restaurant was originally billed as Canada’s first unit, but a franchise in Montreal opened in September. Although the Toronto franchisees may not have been first, the Yonge and Wellesley location won’t be their last. They have eyes on Mississauga and Vaughan, Ont., for future stores.

“It was always a dream to open one of my own restaurants, so here we are,” said Momin.

“Back home in India we owned a couple of restaurants, so it’s in our blood.”

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Centennial College, CAFP launch paid internship pilot TORONTO — A new hospitality internship program will pay students in experience as well as cash.

Centennial College’s School of Hospitality, Tourism and Culinary Arts and the Canadian Association of Foodservice Professionals (CAFP) partnered to launch the pilot program that will allow 12 students to work in some of Toronto’s best restaurants.

“It’s a unique situation as they’re paid placements,” said Joe Baker, dean of Centennial’s School of Hospitality, Tourism and Culinary Arts. “It’s much closer to an employment reality than an internship.”

Alongside a paycheque, the CAFP Student Leadership Program, open exclusively to Centennial students, is designed to help recent graduates get real-world experience and provide

mentor support to develop specific skill sets. The pilot program will run for 12 months beginning in June.

“It’s exploring the viability of paid industry placement within the hospitality industry,” Baker said.

During the year-long placement, students will complete four month-long internships at three different restaurants. Batifole, Harvest Kitchen, Café Belong and the International Centre are the first four organizations to accept students through the program.

Baker applauded the quality of restaurants that have agreed to join the pilot program.

“The calibre of the organizations that have come to the table is what’s really exciting,” Baker said. Allowing students to work with three different organizations will help them determine

the direction of their hospitality career, Baker explained.

“It’s ultimately about them deciding where they want to work and what part of the industry they want to work in,” he said. “A lot of people tend to think of it as jobs. We’re saying ‘no, this is about career development’.”

The program is open for both front and back of house positions. Each restaurant will designate specific skill sets where they are able to provide in-depth training. Each organization is able to choose which candidates will join their team.

The selection process may include interviews, cook-off competitions or recommendations.

“It’s a creative way of addressing some of the labour challenges that are happening in the industry. Every restaurant is looking for cooks and service staff,” Baker said.

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O N T A R I O

INDUSTRY INSIGHT

Turning local labour shortages into global opportunities

By Joe Baker

PUBLISHER

T

he tourism and food and beverage industries are facing a talent shortfall. As dean of a fairly large hospitality, tourism and culinary arts school in Ontario, I find myself in a position where I can see the solution, but can’t do much about it other than share and hope others can act on my insight.

Tourism HR Canada has been studying the labour market for many years and supporting industry with recommendations and strategies to build a sustainable workforce that can yield positive economic growth for Canada’s tourism sector, including the food and beverage industry. The organization is reporting significant labour shortages dampening growth in these huge sectors of our economy.

Tourism HR Canada reports that in 2014 there were 1.7 million jobs in the tourism industry in Canada with an industry generating $187 billion and a projected labour shortage of 240,000 jobs. The food and beverage services industry was the largest employer among tourism businesses, accounting for 55 per cent of all tourism jobs.

I generally see two types of students come through Centennial College’s doors: resident and non-resident students. Thousands of non-resident students come to Canada each year from around the world with hopes of finding career success in hospitality, tourism and culinary arts through programs at Canadian colleges and universities.

This would seem like a natural fit — an industry in need of a skilled labour force and a pool of newly educated graduates looking to launch meaningful careers in these industries.

So what’s the catch? I think there’s a gap in communication and a lack of shared knowledge that can help both sides.

When students come here from other countries they apply for study permits through the Canadian government. They can apply for a post-graduation work permit for a period as long as the duration of their program of study, up to a maximum of three years.

If they want to stay here permanently and work towards their permanent resident status, they have to go through a complicated immigration program full of nuance and uncertainty. Good progress has been made recently to modernize this system through what is now known as express entry. They need sufficient language benchmarking and at least one year of full-time work experience in a skill type 0 or level A or B job. Governed by national occupational classification codes, skill type 0 refers to management jobs like restaurant or hotel manager. Skill level A represents professional occupations, such as a doctor or architect. Skill level B jobs are technical or skilled trades, such as bakers or cooks. See a problem here? Most jobs in the hospitality and tourism industry are classified as skill level C or D jobs and do not help connect our non-resident graduates with opportunities for immigration.

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Joe Baker, dean of the School of Hospitality, Tourism and Culinary Arts at Centennial College in Toronto.

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Why? Mainly because the Canadian government doesn’t see entry level hospitality and tourism jobs as technical or skilled despite mounting evidence we are in a “skilled” labour shortage. And despite the onslaught of industry groups working to build campaigns highlighting the virtues of careers in this significant industry.

If a graduate is lucky enough to land a supervisory or management position upon graduation, they can use this experience as part of their permanent resident application.

But as you can imagine, not many graduates from two-year diploma programs or even four-year degree programs, for that matter, are finding opportunities as managers immediately upon graduation. So this is not particularly helpful for either non-resident grads looking to stay or industry partners looking to build their workforce.

Graduates of culinary or baking programs are in luck. And these do not have to be Red Seal trades — grads from one-year certificates or two-year diplomas fall into this group. Landing positions such as cooks or bakers will help these graduates work towards permanent resident status and stay in Canada to build their lives and most significantly for our industry, grow their careers. Cooks in the restaurant sector and bakers in the commercial baking sector are some of the most in-demand positions. This probably explains the surge in Ontario colleges offering culinary and baking programs and the growth from non-resident applicants.

Unfortunately, many front line positions in the hospitality and tourism side of the industry do not meet this threshold. They are not considered technical jobs or skilled trades and experience in them will not help graduates with their permanent resident application process. Therefore, these highly skilled nonresident grads may even be avoiding of these jobs after school, putting even more pressure on these employers to find and retain workers and creating a class of graduates who are looking for work outside their area of expertise.

What can we all do to solve this problem?

If you are an industry organization in need of a sustainable source of cooks or bakers, I suggest reaching out to your local college who is producing highly skilled graduates every year and make a commitment. Offer to hire non-resident culinary and baking graduates in a full-time capacity for the one-year postgraduation they need to process their permanent residence applications. And support them through the process. It’s complicated and if English is not their first language, they may need your help and patient stewardship. They definitely need your advocacy and persistence. And they will become a stable sustainable labour pool from which you can grow your organization.

If you are in an industry such as hospitality, foodservice, hotels, tourism, conventions, attractions or any other sector that the Canadian government doesn’t see an acute need to support workforce development in through immigration, find your voice.

Reach out to your local advocacy organization such as Ontario Restaurant Hotel and Motel Association or Tourism Industry Association of Ontario. Ask them to lobby the policy makers in Immigration Refugee and Citizenship Canada (IRCC) to recognize the real and legitimate labour shortage facing this industry and the real potential that nonresident students have to bridge the skill gap.

They are already here investing their time, effort and money just for the chance to join this industry and this country. In many cases, they arrive here well educated and already with relevant experience.

And if all else fails call me, I’ve got a school filled with people who are just looking for a chance to start their careers in one of the most dynamic industries in this country.

All they need is your faith in them, your advocacy for careers in this industry and your courage to commit to them and see them through these complicated processes. Help them build their careers and their lives in this country.

I promise you will be rewarded.

EDITORIAL ADVISORY COUNCIL MICKEY CHEREVATY Consultant, Moyer Diebel Limited JORGE SOARES Director Food and Beverage Operations, Woodbine Entertainment Group TINA CHIU Chief Operating Officer, Mandarin Restaurant Franchise Corporation MARTIN KOUPRIE Chef & General Manager, The Globe Restaurant JOEL SISSON Founder and President of Crush Strategy Inc. CHRIS JEENS Partner, W. D. Colledge Co. Ltd. Joe Baker Dean, School of Hospitality, Tourism and Culinary Arts, Centennial College Graham Hayes Directory of Culinary/Corporate Chef, McCormack Bourrie Sales & Marketing & French’s Food Company Canada Jody Palubiski CEO, The Charcoal Group RON WALTERS Director of Marketing - Foodservice at High Liner Foods NICK VELOCE President and COO- Innovative Food Brands

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South side revival The Crew on May is helping rejuvenate a forgotten neighbourhood of Thunder Bay THUNDER BAY, Ont. — A new restaurant group in Thunder Bay is hoping to play a role in the revitalization of their childhood neighbourhood.

After Shane Bannon purchased a building on South May Street, he was introduced to Derek Lankinen, the winner of the 2013 Thunder Bay Top Chef competition and former head chef at The Foundry. Together they began transforming the building — home of a former pizzeria — into The Crew on May. “We both love Thunder Bay, we both grew up here,” Lankinen said. “I grew up six blocks away. He grew up about 10 blocks from the restaurant.”

Although South May Street holds fond memories for Bannon and Lankinen, the neighbourhood has seen better days.

“The area has had some challenges, it’s been abandoned basically,” said Lankinen.

“But it is coming back. A lot of lo-

cal young people are putting in new and exciting businesses.”

When developing their concept, Lankinen looked at the market and realized the south side of the city sees impressive daytime traffic.

“We realized we could get a strong lunch crowd right away. Dinner would be a bit of a challenge,” Lankinen said.

Bannon agreed to give Lankinen free reign on the menu, with two exceptions.

“His only concern was he wanted the best Indian taco he’s ever had in his life on the menu, and he wanted a bannock burger,” Lankinen said.

Building on the Indian taco, Lankinen added a chimichanga and a house-smoked salmon burrito.

“A good chunk of the menu has First Nations influence, but we also didn’t want to hang our hat on that,” Lankinen said.

Rounding out the menu is sev-

Derek Lankinen eral pizzas, including the Norwegian, topped with smoked salmon, caramelized onions, capers with dill cream cheese and mozzarella, and the Hunter’s Pizza, topped with braised rabbit, roasted mushrooms and mint olive oil.

“We tried to have a broad appeal, but the kitchen I inherited is a pizzeria kitchen, so you can’t do a ton of stuff out of it. I can’t do a huge menu,” the chef said.

To build the restaurant, Lankinen and Bannon turned to repurposed and torched wood, completing much of the construction themselves.

“For the three to six months before opening, I was running around in my truck stealing every possible pallet board that was lying around for free,” Lankinen said. “We still needed to buy some stuff, but we recycled as much as possible.”

The former pizzeria’s seating plan was also upgraded to accommodate 55 guests — a 20-seat increase.

“I redesigned the floorplan, this was a whole new concept for me, but the Fire Marshall was cool with it,” Lankinen said.

Operating as Venys Hospitality Group, Bannon and Lankinen are

now working on their second restaurant, a speakeasy-style bar in a century-old building on South May Street. The bar’s theme will play off Thunder Bay’s history as a whiskey transportation hub during Prohibition. The property also once served as Lankinen’s college bar.

“It’s an interesting situation. It feels really weird, all these memories I had in this place and now I’m the one ripping out the walls,” Lankinen said, noting their second venture will open next spring. “We have a strong plan, but it is a large expense and a long-term project.”

Kenzington Burger Bar poised for expansion BARRIE, Ont. — Kenzington Burger Bar has opened a corporate office in order to meet its “aggressive” expansion plan.

The Barrie-based restaurant group recently opened its fourth location on Bryne Drive. The new restaurant joins its flagship Dunlop Street location, as well as burger bars in Bradford and Orillia, Ont. Kenzington also operates a seasonal Burger Shack at Centennial Beach in Barrie and a food truck.

“We have actual head office level employees now,” said the brand’s founder Brandon Clark. “We’ll try to get another two or three locations this year. We’re going to keep pushing from there.”

For expansion, Clark is looking to communities of similar size for the first Kenzington Burger Bar outside of Simcoe County.

“We’re trying to see if there’s a market where we can pop one central hub into and then expand from there,” he said. “Everything’s basically a 20-minute radius from my house, at this point, so it’s fairly convenient.”

In 2007, Clark took over an existing deli on Dunlop Street in Barrie, and began selling sandwiches.

“The food side of the business wasn’t going as well as we had hoped, so we went to a late-night bar,” he explained.

After about four years operating as a bar, Clark decided to refresh his concept. For reconnaissance, he travelled to Chicago to study their hospitality scene.

“There was a big swing in craft breweries at the time,” Clark said. “We just took it from there.”

The renewed concept combined craft beer with unique

burger options. As well, the restaurant began operating as a live-music venue and bar later in the evening. The decor, featuring barn board, exposed brick, and Edison bulbs, allows each location to make the transformation from restaurant to bar by dimming the lights and turning up the music.

“We build a lot of the restaurants more like bars than full-on restaurants,” Clark said.

The California Burger, topped with avocado, bacon, Monterey Jack and chipotle mayo, as well as the Rodeo Burger, topped with ranch dressing, mozzarella, bacon and onion rings, have emerged as Kenzington’s most popular menu items.

“We just have a bunch of fun plays on traditional stuff and do it really well,” Clark said.

While the bar taps pour local beers, Clark explained they don’t carry anything brewed in Barrie.

“We try to bring in brands that people in Barrie and the area don’t usually get access to,” Clark said.

In 2015, Kenzington was featured on You Gotta Eat Here, which helped propel the business.

“That’s when everything kind of turned around,” he said.

So far, all Kenzington locations are corporately owned.

However, some of the brand’s long-term employees are starting to buy into the company.

“We’re trying to keep everything in the brand at this point,” Clark said. “I’d love to sell the brand itself, but from a franchising standpoint, we’re trying to keep all the stores within our group until we build a stronger franchise model.”

Brandon Clark

May 2017 | 5

A charcoal grill in every table at Barbecue Times MISSISSAUGA — When Vik Bansal and Anuj Batra began developing their first restaurant, they wanted to ensure their concept was unique.

While they knew they wanted to open a buffet restaurant, they researched ways to add a new twist to all-you-can-eat.

“There are so many restaurants. A buffet is going to be common, so what’s a special thing we can give to our clients?” Bansal said.

For the concept, they decided to fit each table with its own charcoal barbecue grill, billing

the idea as a first in North America. Barbecue Times officially opened at 1900 Fowler Dr. in Mississauga on April 8, fittingly in the home of a former gym.

“Barbecue is popular, but gas grills are common. It already exists with Korean barbecue places,” Bansal explained. “The smoke of the charcoal actually gives flavour to the meat.”

For the grill, guests are served a range of skewers of mainly Indian flavours, such as chicken tikka, lamb kebab and paneer.

To boost the interactive concept, guests are given several spices and sauces to season the meat as it cooks.

Each table is also fitted with its own exhaust hood and sprinkler system.

“We’re from India, so we know a little more about the cuisine,” said Bansal. “It’s always good to do something you know about.”

Alongside the barbecue pits, the 150-seat restaurant has a traditional buffet and full bar.

The buffet is stocked with chicken and goat

curry, soups, butter chicken, several paneer dishes, Chinese and Italian dishes, as well as North American-style salads.

“We tried to add a little fusion,” Bansal said.

The price for the buffet ranges from $18.99 for lunch to $28.99 for dinner on weekends.

Bansal added all of the meat used at the restaurant is halal certified and vegetarian skewer options are also available.

“We have tried to keep everybody in mind, from their taste to emotions,” he said.

Kupfert & Kim expanding into full service with Hello 123 TORONTO — The team behind Kupfert & Kim are opening Hello 123, in part, for a selfserving purpose.

The 45-seat, plant-based restaurant and bar will open this summer at 1122 Queen St. West in Toronto.

“I have a tough time finding a place where I can have an enjoyable night out and also eat well. We feel like that’s an underserved part of the market right now,” said co-founder Mark Kupfert. “It’s basically a place for us to eat, because we all live in the area.”

Kupfert and Daniel Suss opened the first Kupfert & Kim location in 2013. Now, there are six units and the pair is looking at franchising outside of Toronto’s downtown.

Building on the success of the fast casual restaurant, Hello 123 will also offer a fully plant-based menu.

“We feel this is very important on three levels: from a health standpoint for humans, from an ethical point of view as far as animals and from an environmental point of view, for the planet,” Kupfert said.

However, unlike its sister brand, Hello 123 will not be completely gluten free in an effort to appeal to a broader clientele.

“It’s not meatless, wheat-less, but it is still meatless,” he said.

“Part of our ethos is not just to preach to the converted, but actually get the mainstream changing their ways.”

The idea is to offer plant-based dining at

6 | Ontario Restaurant News

a reasonable price, in an approachable envelope.

“We always try not to carry the ideology directly on our foreheads, because we want to be inviting to everyone,” said Kupfert.

Open for breakfast, lunch and dinner, the menu will change seasonally featuring breakfast bowls, make-your-own Korean lettuce wraps, vegetable plates for sharing as well as sandwiches, pasta and a veggie burger. What the menu won’t include is imitation meat.

“Vegetables are delicious, let’s romanticize them and glorify them for what they are without trying to force them into something else,” Kupfert said.

The beverage program will include about two dozen biodynamic, organic and sustainable wines through Oakville, Ont.-based The Living Vine. Complementing the wine list, the bar menu includes beer and cider on tap as well as cold-pressed juice and kombucha cocktails. “[It’s] basically a health bar, but with alcohol,” he said. “You can be healthy and have an alcoholic drink, is what we’re trying to say.”

At Kupfert & Kim, the main goal is to feed people in a sustainable way, Kupfert said. For Hello 123, named for the most commonly used computer password, he said the aim is to be more adventurous in the menu offerings, but still approachable.

“We’ll see if we hit the balance, or if we fall on our face,” Kupfert said.

Mark Kupfert (left) and Daniel Suss are opening Hello 123 in Toronto.

Taco Bell Canada plans to serve alcohol

By Kristen Smith VAUGHAN, Ont. — Taco Bell Canada customers will be able to order burritos and beer at select locations this summer.

The quick service restaurant chain also announced plans to grow from 170 restaurants in seven provinces to more than 700 units over the next 10 years.

“I think the brand has been very pleased with the growth that we’ve seen in Canada.

We’ve achieved about 28 per cent same-store sales growth in the past five years,” said Amanda Clark, general manager, Taco Bell Canada.

Following a concentrated effort on United

States growth, Clark said Taco Bell is turning its focus to international markets, particularly Canada. This year, Taco Bell plans to add at least 10 new units with the goal of doubling the number of new locations in 2018.

The chain is making its first move into a new province with the opening of a corporately-run Saskatoon, Sask., restaurant, slated to open in late May or early June.

“Most of our growth for this year is focused on Ontario and also Saskatchewan,” Clark said.

Starting in June, the first unit to add beer to the menu is the Canadian flagship, located at 484 Queen St. West in Toronto.

“I think it’s part of a bigger picture of where

we’re trying to evolve with the brand and where our customers are going,” said Clark, noting customers have moved from the “food as fuel” mindset.

“When I look at millennials or gen Z, what they really expect is food as an experience and they really want it all,” she said.

“Yes they are looking for value, but they want a great store to eat the food in, a beautiful food experience, they want transparency with their food — they basically want it all. As a brand, you’ve really got to evolve or die.”

While offering alcohol is a part of Taco Bell’s evolution, the chain is also offering sharable plates to encourage onsite dining and giv-

ing its restaurant units a new look and feel.

New Taco Bell Canada locations will showcase an updated design, featuring open kitchens and modern finishes, such as reclaimed wood, metal chairs, LED lighting, charging stations, large televisions and a new logo.

“In some locations, we’re also engaging a local artist to do a mural that’s reflective of the area,” Clark said.

“At the core of our new design, we stay true to our Californian heritage. We can’t wait for our fans to see it,” said Clark.

Taco Bell Corp. is a subsidiary of Yum! Brands, Inc., which also operates KFC and Pizza Hut.

Gabriel Pizza marks 40 years OTTAWA — George Hanna grew up in his father’s restaurant, helping the family business on Friday and Saturday evenings wherever he could: cleaning trays, cutting pepperoni and shredding cheese.

“Every weekend on Fridays, I’d get picked up by one of my uncles from school,” said Hanna, who would join his parents at Gabriel Pizza for the busiest night of the week.

In 1977, his father and Gabriel Pizza founder Michael Hanna purchased the original restaurant on St. Joseph Boulevard in the Orleans suburb of Ottawa.

“At that time, he has sponsored his family to come from Lebanon and they all worked together in that store,” said George. “That location is still there and you can still find my dad there. He still likes going to the original store, almost every day.

“A lot of the customers actually come to see him. He’s always humming around in the dining room talking to customers, talking about the good old days, that sort of stuff.”

Hanna, the eldest of five children, opened his own store in 2001 with a friend in Kanata, which was the sixth Gabriel Pizza unit and the first location outside of Ottawa’s east end. It went well, so he opened another.

“After that, Gabriel’s just started to grow,” said Hanna, who became president and chief operating officer of Gabriel Pizza Franchise Corporation in 2003.

“We’ve had a great loyal staff, some of which have been with us for about 30 years. Even though the head office company is young, I’ve had some of them from inception.”

Now, there are 38 Gabriel’s restaurants with two more slated to open by the end of the year.

“So, 40 in 40; that was my goal set out about five years ago,” Hanna said.

The Gabriel’s footprint is flexible, ranging from food court and take-out locations to full service restaurants, serving breakfast, lunch and dinner.

After four decades in the Ottawa community, Hanna attributes Gabriel’s success to the values of his father.

“For Gabriel’s, it’s always been what my dad has preached from the beginning. Number 1 was quality and service. My dad was a big proponent of making sure the customer was always happy,” Hanna said. “Sure, it’s cliché, everybody always says that, but he was very strong on that — he never let one customer leave the restaurant upset.”

The restaurant chain also makes an effort to support the local community.

“He always believed in giving back to the community; doing whatever was asked of him,” said Hanna. “We’ve taken that and we’ve grown it across Ottawa, we get involved with local charities and local fundraising events.

Whenever we’re called upon, we like to help out as much as we can.”

The plan is to continue growing the Gabriel Pizza brand in its home province.

“We’re as far Kingston now and heading west. We’re looking at continuing down that corridor and hopefully getting into all the markets that are available to us in Ontario,” Hanna said.

Long-term plans also include expanding Gabriel’s sister brand Crust & Crate Public House. Focused on fast-fire pizza and craft beer, the first location opened in September 2015 at TD Place. The second Crust & Crate restaurant is slated to open June 1 in Ottawa’s east end.

“Our plan for that brand is hopefully to have one or two in every major city across Canada,” Hanna said.

From left: Gabriel Pizza founder Michael Hanna, his grandson Michael Hanna, George Hanna and mascot Chef Gabe.

May 2017 | 7

A Cut Above

By Don Douloff

SW Beef Steak with Succotash Saute -Photo Courtesy Canada Beef

D

emand for beef is very strong,” says Kevin Grier, of Kevin Grier Market Analysis and Consulting. “People understand that beef is a good source of protein. The perception of fat has changed. We’re not afraid of fat any more. Animal fats are now seen as good.”

On the cost front, prices for fresh or frozen beef, at the retail level, are 4 per cent lower now than in 2016, and 5 per cent lower than their 2015 peak, according to Craig Klemmer, principal agricultural economist, Farm Credit Canada, an agricultural term lender.

“Prices of beef and cattle are driven by the overall supply of product and the supply of substitutes. The North American market is very integrated, so trends in the U.S. will have an impact on the Canadian market,” says Klemmer.

At the farm level, “the cattle herd in the U.S. is forecast to increase in 2017, while the Canadian herd is expected to remain mostly unchanged. This will support flat to lower prices for beef; however, if we see increased demand for beef at the retail level, we could see stronger prices. This will be largely driven

on demand.”

Moreover, “the supply of hogs is expected to increase in 2017, which will increase the supply of pork, a beef substitute. This will support flat to lower prices for beef, depending on demand.”

At the retail level, “an increased supply of beef, pork and chicken is coming to market. This will likely lead to slightly lower retail beef prices due to the increased competition between proteins.”

Even with U.S. President Donald Trump’s pledge to renegotiate the North American Free Trade Agreement, and fiery rhetoric about implementing trade policies protecting U.S. imports, Grier “doesn’t see any serious U.S. lobby against open borders on beef,” especially since, when it comes to the business of beef, “Canada and the U.S. are important to each other.”

While overall beef prices have stabilized, “prices for prime beef are high, in general,” says Tommy McHugh, executive chef at STK Toronto, the upscale U.S. chain that launched its first Canadian location last September in Toronto’s tony Yorkville neighbourhood.

But high prime-beef prices are no deterrent for McHugh. “At STK Toronto, quality and taste come first, so that we can provide our customers with the best product available. (Since) we offer the highest quality steaks, the customer understands that the cost is reflected in our prices.”

CANADIAN CONSUMERS “Canadian consumers are willing to pay top dollar for AAA beef,” which features higher marbling and juicy flavour, says Duane Ellard, Canada director, marketing and business development, Canada Beef, an independent national organization that markets the Canadian cattle and beef industry globally.

During the last 10 years, “demand for AAA beef has increased substantially, and the industry has followed suit, with animal management yielding higher and higher quality cuts.”

Beyond perennially popular middle-of-the-animal cuts such as sirloin, striploin, top sirloin, tenderloin, prime rib and T-bone, Canadian chefs are “looking deeper into the carcass for hidden gems, items that

YU Ranch Cattle they previously didn’t see value in,” says Ellard.

During the past five years, chefs have been exploring cuts offering “different flavour profiles and muscle textures.” For example, the sirloin flap, in the flank area, “absorbs marinades and produces fabulous steak” (in Quebec, it’s called bavette). The outside skirt, traditionally exported to Mexico, is “consistent in size, thinner, with a definite grain direction, and is more tender than the inside skirt.”

Also gaining favour among chefs are “hidden gem” cuts in the one- to two-pound range, says Ellard.

Located in the shoulder area, the petite tender, for instance, weighs less than one pound per piece and is “similar in size and shape to pork tenderloin. It’s well marbled, perfect for roasting and grills nicely.” Petite tender mini-medallions are “perfect for those looking for the steak experience without consuming 10 ounces or more.”

The petite tender, “a mock beef tenderloin,” is cheaper and “if aged and cooked property, is a great cut,” notes William Leavoy Jr., owner/partner of Mississauga, Ont.-based Leavoy Rowe Beef Co., which sells to restaurants and hotels. Earlier this year, the company purchased a state-of-the-art, 21,000-square-foot facility that triples its capacity (at the time of writing, Leavoy Jr. expected to move into the facility at the end of April). Canadian foodservice clients include Oliver & Bonacini and upscale steakhouses such as Ruth’s Chris and Morton’s.

Leavoy Jr. says the flat iron — “fatty, with a great flavour profile” — is continuing strong, and if cooked right, makes for a top-notch steak “at a price that chefs can work with.”

GROUND BRISKET Chefs are also using ground brisket, whose fat content ranges from 27 per cent to 29 per cent, in burgers, says Leavoy Jr. “There’s less grilling now” — instead, chefs are cooking brisket burgers on the flat-top, which “puts a crust on (the meat), without burning the fat. The flavour is unbelievable.”

Available at a “very reasonable price,” the chuck flat, similar to a short rib, features good marbling and, “if slowly roasted, is a fantastic meat,” he says.

Even though the nose-to-tail movement has, in recent years, gained traction among a certain segment of chefs, demand for off-cuts (cheek, tongue, etc.) is still a niche market, with consumers keeping them as an “occasional experience” when they’re in the mood for something different, says Ellard.

Off-cuts “are becoming more commonplace on menus in Canada, and I suspect will become less unusual as tastes evolve,” says STK’s McHugh.

“On occasion, we do offer chef features highlighting unique cuts of beef, if we can guarantee the quality.”

While consumers’ desire for good-quality beef is a given, the passion for ‘local’ continues to grow, with 92 per cent of Canadians indicating they think it’s important to purchase local, according to a recent survey commissioned by Wendy’s Canada.

Flying the flag for locally, sustainably raised beef is YU Ranch, located on 350 acres in Tillsonburg, Ont., about 50 km southeast of London.

YU Ranch is certified by Local Food Plus, an agency that attests to the total picture of food production, including environmental protection, wildlife enhancement, energy efficiency and sustainable local foods. YU Ranch is also an official demonstration site for the Norfolk Alternative Land Use Service (ALUS) pilot project — farmers using their land in an alternative way to put it into environmental service, a new concept in on-farm environmental stewardship that will clean the air and water and create new wildlife habitat.

At YU Ranch, a herd of about 220 Texas Longhorn cattle roams and grazes freely on grass, along with flowers such as alfalfa and coneflower. These polycultures (blends of species) are stronger together than alone; provide nectar for bees and other pollinators crucial to the food supply; and create nitrogen in, and

add protein to, the soil. YU Ranch practices rotational grazing — constantly moving cattle to fresh pastures according to the season — which also allows birds, bees and badgers (among others) to feed on the grasses during those off-months when the cattle are grazing in other fields.

SUSTAINABILITY “Sustainability defines our place in the market and allows us to define our brand,” says Bryan Gilvesy, YU Ranch’s owner. As a result of its sustainable practices, the ranch’s beef is leaner and more digestible, and features a “mineral-y purity of flavour” and an “aquatic taste — a freshness, brightness in flavour, like drinking fresh water,” says Gilvesy. According to the company’s website, the beef is a nutrient-dense source of protein that studies suggest is high in healthy fatty acids.

Currently, YU Ranch sells to a dozen Ontario restaurants, including The Neighbourhood Group’s Guelph-area casual eat-

eries; Lago Trattoria, in Port Dover; The Combine, in Simcoe; and Nota Bene and Café Belong, in Toronto.

“Chefs and consumers are seeking intensity of flavour,” says Gilvesy. “Our objective is to share value with our customers. By doing business with these restaurants, we hope they do well.”

Beef that is humanely pasture-raised using eco-friendly farming methods is a focus of Bespoke Craft Foods, which operates a store, Bespoke Butchers, in Toronto’s Liberty Village.

Besides being gentler on the environment, grass-fed animals yield beef with “more nutrients” and a “deeper, less conventional flavour,” says Spencer Cryan, co-owner and accounts/sales manager.

In business about three years, Bespoke Butchers works with 33 family owned farms in Prince Edward Island through a premium beef program monitored by the provincial government.

The company also works with Hoffnung Mennonite Co-op, a series of farms near Harrison, Ont., and is looking to partner with other Ontario farms, says Cryan.

In addition to its retail operation, Bespoke Butchers wholesales to a roster of Ontario restaurants, primarily higher-end establishments, that numbers around 45 clustered in the Toronto area and extending to the Niagara region. Clients include Toronto’s Canoe and Montecito.

UNCONVENTIONAL CUTS Cryan, too, is noticing a trend toward unconventional cuts.“A lot of restaurants don’t want to put a striploin on the menu because it doesn’t say a lot about them. Chefs want to offer some novelty.” Hand in hand with chefs’ desire for originality is a foodie-culture-driven consumer base “that is more likely to try something novel in the hands of an expert chef.”

Thus, the rise, according to Cryan, of chuck tail, cheaper than sirloin and often cooked sous vide, seared and served as a steak. Thus, the upsurge in sirloin tri-tip, “relatively inexpensive, consistent in shape and size,” which excels in tartare and, when cooked sous vide, as a steak. And thus the ascendancy of braising cuts (boneless shoulder, cheek, shank) and offal — tongue, tripe, veal sweetbreads and heart (tartare and grilled).

Restaurants are also asking Bespoke to curate custom dryaging programs, which yields beef with a more concentrated flavour and more tender texture.

But key to Bespoke’s mandate is suppliers whose farming practices produce beef with a specific flavour profile.

“We are looking for low input, which will mean that the farmer is growing their own feed as much as possible and rotating crops. We stay away from cattle being fed on corn, or soy. The cows from PEI, after the grazing period, are fed for the last 100 days on potatoes for some caloric density and in addition to that, alfalfa, rye, barley and the silage from those crops. The goal here is to have a healthy, happy animal, with some nice grassy flavour and a bit more of the fat people are used to seeing on traditionally raised cattle.”

Bespoke even brings its restaurant clients right to the source.

“When chefs meet farmers, a light bulb goes off. It builds bonds between chefs and farmers.”

May 2016 | 9

Blue Blood opens in Casa Loma TORONTO — Liberty Entertainment Group is paying homage to Casa Loma’s creator by adding a restaurant to Toronto’s castle.

Blue Blood Steakhouse is scheduled to open by the end of June in the Toronto landmark’s Oak Room and Billiard Room.

“When Sir Henry Pellatt built the castle, his desire was to have royalty visit. He always wanted to have the king and queen of England visit the castle,” said Nick Di Donato, president and CEO of Liberty Entertainment. “Blue Blood means royalty. It’s also a colour of steak, which is another obvious reason for the name.”

The Oak Room is Casa Loma’s most decorated room. For its hand-carved oak walls, Sir Pellatt recruited artisans from Scotland for the three-year-long process.

A craftsman from Italy was brought in to complete the ornamented plaster ceiling.

“It’s the most elaborate in terms of detail. It took many years to bring together,” Di Donato said. “It’s one of the most incredible heritage sites in Canada based on how it’s been preserved and the quality of workmanship.”

With such detailed heritage elements, retrofitting the 2,500 -square-foot room was a challenge, particularly installing air conditioning in the building. Di Donato explained Liberty Entertainment worked alongside Heritage Toronto “every step of the way” during the transformation into a 140-seat restaurant. Obtaining all of the necessary municipal approvals took three years alone.

“We’re providing Torontonians a chance to enjoy the splendor of Casa Loma, and the original architecture, in a restaurant environment,” Di Donato said. “The ceilings, the walls, they’re all original.

“What we’re bringing in is the furnishings and the food, to allow people to enjoy this beautiful environment that’s been here for 100 years.”

For Blue Blood’s kitchen, Liberty Entertainment was able to repurpose washrooms that were installed when Casa Loma was

converted into a tourist attraction and hotel in 1930. The installation of washrooms had erased any historical significance, making it easier to retrofit the area into a kitchen.

“Otherwise we would never be able to get permits for that,” Di Donato said.

Storage space in the basement was converted into a prep kitchen, which also led to the discovery of the castle’s original wine cellar.

“It was buried for almost 60 years. We rediscovered it during reconstruction,” Di Donato said.

The cellar was built with sleeves for about 1,700 bottles. For Blue Blood, Liberty Entertainment has spent the last four years building the cellar’s wine collection, which now stands at about 2,500 high-end bottles from around the world.

“When we open, we will probably have one of the best opening inventory for wines of any restaurant out there,” he said. “It’s going to be a very exclusive cellar.”

The menu will feature high-end cuts of meat, including Wa-

gyu beef from Australia and the United States and Japanese Kobe beef.

“We’re Canadian, so obviously the best of Canadian beef will also be featured,” Di Donato said.

The elite cuts of meat on the menu will be featured via a tasting menu format, allowing guests to sample a selection of beef.

“With Kobe at $100 an ounce, it will be challenging for people to have a whole steak,” Di Donato said. “We want them to have that experience, so that’s how we are going to feature some of the items.”

Casa Loma is just one of several heritage properties operated

by Liberty Entertainment. Their historic venues also include Liberty Grand, Rosewater, Eglinton Grand and Coral Gables Country Club in Miami.

“We believe a heritage building will not be easily replicated,” Di Donato said. “Once we build Blue Blood in Casa Loma, it’s not like someone can replicate it in any other building. It’s unique in itself and stands the test of time.”

Deerhurst Resort reinvents its food and beverage program HUNTSVILLE, Ont. — It’s busy times at Deerhurst Resort as the cottage country property revamps its food and beverage operations and plans to add a swim dock and outdoor event space, along with an indoor children’s playground.

On the F&B side, the Deerhurst team reopened Maple Pub & Patio for winter service (lunch only) early this year. Typically, Maple Pub had operated May to October, serving lunch and dinner, and this was the first winter it had opened for business in five years.

Also this year, Compass Grill & Bar changed from serving lunch and dinner, to offering dinner only. The team refocused the menu, deleting casual items in favour of a higher-end food offering.

The changes at Maple Pub and Compass Grill have paid early dividends.

“Guests like having more experiences,” said said general manager Jesse Hamilton, who joined the resort in June, 2016.

Hamilton added that the pub has

1 0 | Ontario Restaurant News

“substantially captured lunch covers.”

Changes are also afoot at the property’s steakhouse, Steamers, which operates seasonally. On the May long weekend, the restaurant will rebrand as Antler, serving dinner.

To cater to golfers playing the two neighbouring courses — Highlands, a championship track, and Lakeside, a par 3/executive track — Steamers began serving lunch at the beginning of the golf season.

The menu will remain unchanged

even after Steamers rebrands, said Hamilton.

In the winter months, when the steakhouse is closed, Compass Grill answers guests’ need for higher-end food, said Hamilton. Plans call for Compass to test tapas items in sum-

mer, once Antler opens. The tapas menu will continue until Antler closes in autumn.

A fourth restaurant, Eclipse, which offers panoramic views of the wooded landscape surrounding the resort, is the only onsite eatery offering breakfast.

Year-round, Eclipse serves buffet dinner Friday and Saturday nights, and in July and August, offers a buffet seven nights a week.

Renovations, to the tune of $150,000, are also in the works for the four restaurants, with the lion’s share of the refurbishments devoted to Antler, in the form of a new bar/ lounge and new lighting.

Noting that “50 per cent of Steamers’ guests are locals,” Hamilton said the renovation aims to “reinvigorate locals’ experience at the restaurant.”

Plans also call for a summer renovation to Maple Pub’s patio.

Furthermore, retooling the property’s eateries “ensures there are enough onsite experiences so that F&B becomes integral to guests’ experience and stay,” said Hamilton.

Global Hospitality students partner with business

COming EVENTS May 24-27: Canadian Association of Foodservice Professionals (CAFP) National Conference 2017, Niagara Falls, Ont. cafp.ca May 25-29: CCFCC Canadian Chefs Convention, Calgary. cdnchefsconference.ca May 29: Terroir Symposium, The Art Gallery of Ontario, Toronto. terroirsymposium.com June 29-July 2: Canadian College and University Food Service Association Conference, Halifax. ccufsa.on.ca Aug. 27-29: Western Foodservice & Hospitality Expo, Las Vegas Convention Center, Las Vegas. westernfoodexpo.com

MARKHAM, Ont. — McDonald’s is getting a taste of freshness from Seneca students, thanks to a new hospitality business program at Markham Campus.

As part of Seneca’s new Global Hospitality Graduate Certificate program, which offers the Global Hospitality Operations Management (GOM) and the Global Hospitality Business Development (GBD) certificates, students are working in the multibillion-dollar hospitality industry with partners like McDonald’s.

“These students are well-educated with nontraditional thinking and fresh ideas. They also have a certain drive,” said Todd Finlayson of Finlayson Hospitality Partners Inc., which operates seven McDonald’s Restaurants in York Region.

For the past year, students like Siddharth Desai and Ishan Vaishnav have worked closely with Todd as business consultants to help implement “a restaurant experience of the future.”

The two also had the opportunity to visit McDonald’s head office in Toronto, where they met with senior executives and presented their ideas to engage and communicate with Todd’s 450 employees.

The ideas include the installation of a white board, where employees can share ideas anonymously, and the use of Kahoot, a free gamebased learning platform that can be used, for example, during orientation and training sessions for new employees. Both ideas have been implemented at McDonald’s.

“It’s really exciting for us to be helping them implement our own recommendations,” says Ishan, who has a bachelor’s degree in hospitality management.

“Because of this project, I’ve learned so much about problem-solving and working with a team and with a real client.”

Both international students from India, Ishan and Siddharth are part of the first cohort to have graduated from GOM and are now enrolled in GBD. The program has provided them the opportunity to take on integrated projects that simulate working as part of a consulting firm, with a professor acting as their mentor. They have also undergone on-site field research as well as business management theory research to offer creative solutions and recommendations that address real-time and real-case business perplexities.

“This program allows us to integrate classroom learning in real business situations and prepare hospitality leaders of tomorrow,” says Angela Zigras, chair, School of Hospitality & Tourism.

“It’s truly a unique and dynamic interdisciplinary business program like none other.”

As part of his research for the project, Siddharth, who has an MBA specializing in marketing, even got a part-time job working at one of Todd’s McDonald’s.

“I’m very impressed with the education and experience of this program at Seneca,” he says.

“It has provided me with a more rounded knowledge and experience in this field.”

For the client companies, the program offers a team of students who provide novel directions for existing or future business management practices at no cost. As Todd notes, it’s also an opportunity to give back and assist with the development of hospitality leaders of tomorrow.

“Hospitality is a huge part in transforming the guest experience. We learn as we go and we’ve seen a lot of growth in the students,” he says.

“They’ve brought forward a range of creative and tactical solutions that are good and delivered against our goals. Head office was impressed.”

Sept. 9-10: The Franchise Expo, International Convention Centre, Mississauga, Ont. franchiseshowinfo.com Sept. 13: Flanagan Foodservice Show, The International Centre, Mississauga, Ont. flanagan.ca Sept.14-17: P.E.I. International Shellfish Festival, Charlottetown Festival Grounds, Charlottetown. peishellfish.com Sept. 24-25: Canadian Coffee and Tea Show, Toronto Congress Centre Mississauga, Ont. coffeeteashow.ca Nov. 4: Canadian Hospitality Foundation Ball, Fairmont Royal York, Toronto. thechf.ca

We Will Save You Money. info@foodbuy.ca | 1-800-465-2203

YouTube: Foodbuy Innovative Procurement May 2017 | 1 1

g n i z i t e p p A n g i s e D

Decor and ambiance play a large role in customers’ overall experience when dining out.

By Marni Andrews

W

hen sisters-in-law Amreen and Seema Omar went from serving Indian street food at a Toronto farmers’ market to a 50-seat downtown restaurant, a trip to Mumbai with Toronto firm Jump Branding helped inspire the decor for Bombay Street Food.

“The identity of the brand is no longer just the logo,” said Eric Boulden, president of Jump Branding. “The brand or the story is a better description of the experience projected to its guests. These stories do happen through signage, but can also be expressed through the way the bill is presented, the personality and tone of communication, the origins of the food, authenticity of the recipes or signature concoctions that make the space, brand and experience defensible.”

Another recent Jump Branding project is the flagship Basil Box location at the Ryerson University Student Learning Centre in Toronto. The fast casual concept also derives inspiration from exotic street food — in this case, the markets of Southeast Asia.

After spending time in Thailand and Vietnam, Basil Box founder Peter Chiu wanted to adapt Asia’s healthy local food for a western palate by toning down the spice level. At the same time, Chiu wanted to retain the authentic ingredients of those cuisines.

Chiu said the design goal for Basil Box was to target urban professionals and millennials with a modern, clean interior that references traditional Southeast Asian materials such as basket weaves (which became a floor-to-ceiling wall feature) and bamboo.

The design also took into account the millennials’ affinity for technology with the addition of power outlets under the tables.

“We look to create social moments within a space, places the guest will naturally use to socialize their experience and share with their following,” said Boulden. “Restaurants are fast becoming the emotional connecting point for consumers.”

In the last decade, Boulden said menu expectations have shifted, driven by millennials’ desire for better and unique experiences.

“In the last 10 years, expectations of menu strategy have shifted from wrap it and bag it to chef-inspired, recipe-driven meals with an origin of ingredients story,” Boulden said. “On average this group is spending 23 per cent more on eating away from home, and they aren’t eating what their parents ate.”

Simon Shahin, founder and CEO of BUILD IT By Design, said today’s diners want to drool over more than the meal. They expect a restaurant’s decor to be appetizing as well.

“The most recent trend is clients looking for a way to incorporate a selfie wall or marketing area that customers will utilize for social media, specifically Instagram, which helps to brand the location,” said Solid Design & Build Inc. founder and design principal Ian Rydberg. “While social media is a great tool, it has also caused restaurantgoers to have a rather limited attention span.”

Tech Talk

With technology changing at a rapid pace, Shahin said restaurants are revamping their interiors to incorporate convenient grab-and-go counters.

As well, interest in innovations such as a bakery oven that could be operated via a mobile phone could reveal a world of possibilities.

Technology is becoming more sophisticated and it’s being integrated seamlessly and sometimes invisibly into the customer experience, said Richard Dirstein, principal, executive vicepresident, design and innovation, Shikatani Lacroix Design.

He mentioned tabletop digital menus, ordering tableside using a tablet, one-way digital signage, data-driven signage, interactive technologies such as touchscreens and projections, and immersive experiences using augmented reality and interactive projection mapping as examples.

“A lot of the newer technology can be integrated into a space without the need for much modification. However, technology must have a purpose. It’s important to not add digital for the sake of adding digital,” he explained.

Shikatani Lacroix recently designed a new 400-seat restaurant concept for Boston Pizza at Front and John streets in Toronto. With an immersive digital strategy, the prototype features multiple digital feature walls to create an “engaging Boston Pizza canvas,” said Dirstein.

Helen Langford, Boston Pizza senior vice-president of foodservices and design, noted the new restaurant prototype features about 50 per cent more screens than the chain’s other locations. In addition, having specific screens dedicated to live feeds allows more personal interaction at the table, since guests are not checking their phones for that information.

There are also two touchscreens, one in the waiting area with a copy of the menu and one in the take-out/delivery area highlighting game-day specials. A state-of-the-art kitchen video system is also being tested.

Dirstein said that one of the challenges of the BP project was designing a space that could easily accommodate groups of all sizes. The solution was flexible restaurant seating with modular segments for scalability. And every seat in the house has a view of a digital screen.

Setting the mood

Nando’s Canada

Colour me rouge

For Baton Rouge’s recent restaurant rejuvenation program in Oakville, Ont., there was a big challenge — how to attract a younger or newer customer base while not alienating the existing regular customers who contribute more than $100 million in sales to the 25-yearold brand.

“We had to carefully balance keeping all the good stuff that made our brand survive and thrive, while also making it current and vibrant,” explained Sharma.

To that end, Baton Rouge analyzed every detail with regards to restaurant design, including staff uniforms and menu covers. This included hiring Marie-Chantal Milette, designer and colour consultant at Kryptonie The Colour Agency.

Milette said research shows people make a subconscious judgement about a person, environment or product within 90 seconds and that between 62 per cent and 90 per cent of that assessment is based on colour alone.

Other studies show that ambient lighting modifies the flavour of wine and our willingness to buy more.

Paramount Fine Foods

Andrew Muller, business development, Louis Interiors Inc., said he’s seeing a trend of straight lines in furniture, especially with banquettes, which are now featuring builtin plugs. He also noted restaurants and designers are being bolder with colour and fabric choices.

“Restaurants want to stand out when their patrons post, tweet or snap photos to social media,” he said.

“Guests today are tired of waiting and expect a waiting area that is comfortable and fun. The lounge seating needs to make a strong first impression and not turn off customers before they even try your food. Today’s customer puts an added emphasis on having the decor picture-ready.”

BUILD IT By Design recently worked with Paramount Fine Foods to build their Richmond and Spadina location in Toronto. Shahin said lighting and furniture play a large part in how a restaurant brand defines itself visually. This year, he is seeing restaurateurs move away from buying pieces off the shelf and toward more custom furniture, fixtures and lighting.

With the Paramount project, the design team used custom lighting to set a refined mood and custom wood tables, banquettes and chairs. Prior to installation, the entire restaurant was laid out in BUILD IT By Design’s facility as it would be in the final space so ownership could make adjustments before the restaurant was operational.

“It’s one thing to see a space in layout, but it’s another to be able to navigate it fully built out like customers and staff would,” explained Shahin.

“Everything that comes in contact with the customer has to convey a consistent theme of design and functionality that stays true to Baton Rouge’s history and brand promise,” said Milette, noting the new location features red, burgundy, cognac and copper colours.

Red, for example, is appetite arousing, while burgundy makes the customer see the brand as more refined.

The cognac colour worked well with elevating the drink menu, while copper is currently trendy, she added.

The incorporation of lighting and colour was part of Baton Rouge’s rejuvenation of their Oakville restaurant, which was highly successful based on customer response, according to Sharma.

Dirstein noted good design is good for business.

“Eating at a restaurant is an investment in time.

Restaurateurs are not only competing with other restaurants, they’re competing with anything that takes up an hour and a half of someone’s time,” he said. “Done right, design can help customers escape and immerse themselves in an experience. It’s all about the experience.”

Rydberg is seeing a lot of Art Deco trends in furniture.

In lighting, he says the main trend is warm, rich brass.

“Our clients are all looking for that standout feature or element that will identify their brand as well as have a long-lasting effect on their customers,” Rydberg said.

Tammy Demaine, owner/partner, Bum Contract Furniture Ltd., said a patio with nice furniture will attract customers. “And a patio full of customers on a nice day is a bonus to the bottom line,” Demaine said.

Boulden said as the lines blur between quick service, fast casual and casual dining, lighting choices have shifted.

Bright fluorescents have given way to the warm glow of Edison lamps in quick service restaurants and casual dining. LED lighting has provided the opportunity to control colour, temperature and lumens, while overall ambient light levels have lowered, coupled with carefully curated use of light that provides theatre within the space by utilizing light and shadow.

“Creative lighting has become an art in itself,” says Nipun Sharma, chief operating officer, Baton Rouge Steakhouse & Bar. “It follows through under the bar counter, on the floor, around the windows, on the walls and also from the increasingly popular open kitchen. A bright kitchen is increasingly on display front and centre in most modern restaurants today, even if the adjacent dining room is dark and quiet.”

Lighting in a restaurant can change everything, says Sharma, adding clever ways of engineering lighting and colours may influence ambience more than fancy decor.

Basil Box

May 2017 | 1 3

A culinary connection between Orangeville and Helsinki ORANGEVILLE, Ont. — A plan to open a chicken wing restaurant in Helsinki, Finland has created a hot sauce company producing small batches in Europe and Canada.

Dylan Broda, a Canadian expat living in the Finnish capital, began testing hot sauce recipes in anticipation of opening the wing joint. To assist with recipe development, Broda partnered with chef Adam Ryan, who is based in Orangeville, Ont. “Before he makes the leap to owning a restaurant, he started making hot sauce to test the market,” Ryan said.

Broda began selling a REDD SKULL Hot-

sauce at farmers’ markets in Finland. Earlier this year, he returned to Canada and they began recipe development out of Ryan’s commercial kitchen. The sauce officially launched in March in Orangeville.

“We’re going to share resources and recipes.

The reality is the peppers he gets aren’t going to taste the same as the peppers I get,” Ryan said.

“The recipes may be the same, but the finished product we sell in Ontario isn’t the same as the Finnish product he sells in Scandinavia.”

The concept of the sauce, sold in skullshaped bottles, is to focus on flavour as opposed to only heat levels.

“The idea is to have a nice heat level as well as flavour from the secondary ingredients,” Ryan said. “It’s not like mild, medium and hot.

It’s mild with a sweetness, or hot with a smokiness.”

The sauce is currently available in five flavours, combining hot peppers with rhubarb and cranberry, maple syrup and apple, pineapple and thyme, mango and thyme, and the traditional vinegar and sugar.

For both versions of the sauce, Ryan and Broda are sourcing local produce when possible, highlighting flavour profiles based on the ingredients’ origin.

“The idea behind it is to take Ontario produce, specifically peppers, and pair it with different Ontario ingredients,” Ryan said. “I want to make it a regional product.”

Before its launch, REDD SKULL was distributed throughout North America, thanks to a partnership with Lordi, a Scandinavian heavy metal band. For the band’s North American tour, REDD SKULL created a Lordi branded box set, with two custom sauce flavours, Jack the Reaper and Cranscary Vodka Vodkatomic Bomb.

“We sold out. It went over really well,” Ryan said.

Flanagan looks to local KITCHENER, Ont. — Flanagan Foodservice launched two local food projects at its recent food show.

The new programs were developed in response to customer demand for improvement in the areas of innovation and local sourcing.

“We undertook a customer survey last year and there were two areas that stood out where our customers told us they felt we could do a better job,” said Dan Flanagan, Flanagan Foodservice president.

The broadline foodservice distributor created Carve — a line of AAA aged beef — in collaboration with Ontario cattle farmers. “[Carve] seemed to really generate a lot of interest at the show,” Flanagan said.

With respect to local products, the company began by identifying which of its products are sourced from within the province.

Starting with the 400 items Flanagan already stocks, Flanagan launched Our Local, a listing of products “grown, born, raised, slaughtered and processed” in Ontario, and plans to expand that list.

Held at the Kitchener Memorial Auditorium Complex, the annual show filled two hockey rinks with about 200 booths, representing about 70 per cent of Flanagan’s volume.

About 1,500 customers, mostly independent operators, visited the one-day show.

“I had some positive feedback from customers that they really took something away from the show, and each one was different,”

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Flanagan said. “Depending on their needs, they were able to get something from the show to take back to their operation.”

This fall, Flanagan Foodservice will hold its first Toronto-area tradeshow at The International Centre on Sept. 13.

“We’ve continued to grow our business in the GTA. That’s been a target area for us for a few years now, so it’s getting to the point where we want to hold a show that’s local to those customers,” he said.

The show will coincide with the anticipated fall opening of Flanagan’s 80,000-square-foot distribution centre in Whitby, Ont., which will serve Durham Region, Toronto and surrounding municipalities.

Jackie Oakes and Katrina Couto, Flanagan Foodservice.

Supplier of the Year Flanagan Foodservice’s Supplier of the Year program has been running for about two decades.

The 2016 winners in seven categories: Non-Food: Harry Deboer, Alpine Specialty Ltd.; Dairy: Almerigo J. Borgo, Arla Foods; Beverage: Chris Bishop, A. Lassonde; Grocery: David Abrams, David Roberts Food Corporation; Frozen: Terryl Schock, Bridor; Protein: Ron Caudle, Caudle’s Catch Seafood; and Broker: Joe Mineo, Total Focus Food Service Sales.

Ron Caudle, Caudle’s Catch Seafood.

Too many “managers” in the kitchen

By Sasha Segal

A

ll restaurants have them: the frontline manager (or two) who ensures the smooth operation of the restaurant on a day-to-day basis. These people are given the title of “manager”; they are treated like managers; and they are paid like managers. Sometimes they have to pitch in and work overtime.

But the benefit of calling someone a manager is that they are not eligible for overtime, so no need to worry about those extra hours, right?

Unfortunately, as is often the case, the law does not necessarily reflect business realities. It is true that in many jurisdictions in Canada, managers may be exempt from overtime and other statutory restrictions regarding hours of work. For example, the Ontario Employment Standards Act, 2000 exempts those persons from overtime and the hours of work restrictions “whose work is supervisory or managerial in character and who may perform nonsupervisory or non-managerial tasks on an irregular or exceptional basis.”

The challenge for the restaurant industry is that it is not uncommon for these managers to chip in and perform non-managerial duties, often on a daily basis. For example, a kitchen manager may be in charge of the overall operations of the kitchen and may have such other managerial duties as hiring the kitchen staff and developing the schedules for the kitchen

staff. But that same manager may help with cooking and serving when the restaurant is busy. Everyone is familiar with those all-handson-deck kind of days.

Unfortunately, while a manager chipping in may be beneficial from a business perspective, from a legal perspective, it can be problematic.

Generally speaking, the more nonmanagerial work a manager performs, the more blurred the line between manager and nonmanager becomes.

If, for example, a manager simply prepares the work schedules for other employees, but otherwise performs the same functions as non-managerial employees, this person is unlikely to be considered a true manager at law.

The mere fact that an employee is called a “manager” does not necessarily make it so.

Nor is it sufficient on its own to have an employment contract that refers to the individual as a manager.

Another common myth: simply paying someone a salary rather than an hourly rate does not automatically make someone a manager.

Whether someone is truly a manager involves consideration of a number of factors and a focus on what the manager actually does on a day-to-day basis.

For example, does the manager have the authority to hire and fire employees?

Can the manager discipline employees? Does the manager direct the work of others? Does the manager schedule the work of others?

Does the manager perform non-managerial duties?

You may be thinking, what’s the big deal if we call someone a manager and it turns out they are not? Let’s just call this person a manager, so that we don’t have to pay overtime, and see what happens later on. While this may save some money in the short term, in the long term, the consequences of this type of misclas-

sification can be great. Misclassified managers may file claims for unpaid overtime through a variety of different venues, including the provincial ministry of labour, or through an overtime class action, particularly where the restaurant has a number of locations and there are a number of possibly misclassified managers. To avoid these possible outcomes, it is important to get the labelling right the first time.

So what’s a restaurant to do? For starters, review your managers’ duties and see what they are actually doing on a day-to-day basis.

Are they truly performing the duties of a manager?

Revisit your job titles for future hires. If you want to give someone the title of “manager”, but you know that they will not be performing enough managerial duties to classify them as a manager in the legal sense, then call them a manager and pay them overtime.

A little extra work at the front end can go a long way.

Sasha Segal is a lawyer in the Toronto office of Littler LLP. She provides employers with strategic advice relating to a number of employment and labour law issues, including the implementation of various workplace policies and procedures.

For more information regarding hours of work and harassment in the workplace, a free webinar is being held on June 28. Please contact ssegal@littler.com for an invitation to the webinar.

Jerk chicken meal.

Taste tests help expand Caribbean menu Continued from cover While the new 35-seat location isn’t much larger, the residential demographic and a larger kitchen allows the Pearts to expand their menu.

Reggae Fusion is now serving breakfast, lunch and dinner, as well as catering.

“We’re trying to get people to try more than jerk chicken,” Andrea said. “We have taste tests in the restaurant. We’ll give them a bit of oxtail to taste and a bit of curried goat to taste. Then we can expose them to things apart from jerk chicken.”

Their approach is working. While jerk chicken orders once dominated the kitchen pass, oxtail and curried goat are now holding their own in terms of order volume.

As well Daniel is fusing Caribbean flavours with cuisine that is more familiar to the neighbourhood.

“My brother is really versatile in his cooking,”

Andrea said. “We’re pulling all different cultures into our food.”

For breakfast, the menu includes an ackee and saltfish omelette, as well as Jamaican classics like kidney stew and porridge. Later in the day, the menu includes an ackee and saltfish stir-fry, oxtail burger, oxtail poutine and pizzas topped with ackee, jerk chicken or jerk rabbit.

“We know there are quite a few Caribbean restaurants here in Canada,” Andrea said.

“We’re trying to tap into Daniel’s skills and make it unique. That’s our competitive advantage.”

When the Winston Churchill location is stable, Andrea explained they will begin planning to open a third restaurant.

“Our ultimate goal is to have a Caribbean fine dining restaurant,” she said, noting her brother has enrolled at Humber College to expand his culinary skills.

“That’s our five- to 10-year plan.”

May 2017 | 1 5

BEVERAGE NEWS

Cali wine continues to grow at LCBO

Ken and Liz Beattie.

The spirit of the farm Beattie’s Distillers, located on a fifth-generation family farm in Alliston, is employing a field-to-bottle method of vodka production

By Bill Tremblay ALLISTON, Ont. — A trip to Canada’s potato capital helped inspire a family farm to embark on a spirited business expansion.

In 2013, Ken and Liz Beattie, who operate a potato farm in Alliston, Ont., visited Prince Edward Island and the Prince Edward Distillery, Canada’s first potato vodka producer.

With 4,000 acres of potato farm owned by the Beattie family, the notion of using their crop to produce vodka made sense.

“We came back here and thought, we’re growing our own potatoes, this is something we can do too,” Liz said.

When they returned to Ontario, the Beatties began recruiting members to the future distillery’s board. Their recruitment process led them to Andy Murison, a former Diageo employee with more than 20 years marketing experience in the beverage business.

“We had some really good chemistry, for the knowledge side and marketing side,” Ken said.

For the distilling process, they found Greg LeBreton, a high school chemistry teacher in Brampton, Ont. who studied distilling at the Siebel Institute of Technology in Chicago.

“We call him Walter White. He looks like him and he’s breaking bad,” Murison said.

“He has an in-depth understanding of the chemistry behind it, and an understanding of the equipment behind it as well.”

After LeBreton perfected their first recipe, Beattie’s Distillers began co-packing

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with Niagara Falls Craft Distillery, using their own potatoes and staff. Their vodka debuted at the LCBO in mid 2016.

“It’s farm to bottle. We’re proud of the fact we can grow the potatoes then distill them,” Murison said.

This summer, Beattie’s will release its first batch from its own distillery, located on the family farm in Alliston. Equipped with a massive 42-plate still, Beattie’s will be able to produce multiple spirits.

“The more plates we have, means the more options we have for different distillations,” Murison said. “We have over-invested, but it’s a legacy business. Ken and Liz’s name is on this bottle.”

The large still also ensures a quality product.

“It doesn’t matter how good it looks, if it doesn’t taste, it doesn’t sell,” Murison said.

The Beattie’s roots in potato farming date back to the early 1930s when Ken’s great grandfather began farming tobacco in the Alliston area.

“He always dabbled in potatoes,” Ken said.

Farming tobacco in the region became a gamble, as changing weather patterns made harvesting unpredictable.

“If it didn’t freeze when you planted it, it froze before you harvested it,” Ken said.

In 1952, his father planted the family’s first commercial potato crop, across the street from where the distillery stands today.

By the 1970s, the Beatties held processing contracts with several potato chip companies and a storage facility capable of housing 24 million pounds of potatoes and 11 farm fields in production.

Today, Ken’s son Barry is the fifth generation to farm potatoes in the region, with the majority of their product purchased by chip companies.

Ken noted entering the distilling business wouldn’t interfere with their supply contracts.

“The chip companies want a certain size.

Any of the small potatoes we can make the vodka out of,” he said.

Vodka production will also help minimize waste from the farm, with smaller potatoes being used in the still.

“Our waste is virtually zilch. The waste goes to cattle feed lots, so will peels from potatoes, as will the spent mash as it comes out of the fermentations tanks,” Ken said.

“Those are all decent delicacies for the cattle beast.”

Ken added using the farm’s potatoes for the vodka and utilizing a local water source ensures a built-in supply chain.

“We have ourselves insulated from high priced markets, so the business can be stable going forward,” Ken said.

TORONTO — California wines lead Vintages sales in Ontario and are expected to continue growing, according to the LCBO. California wine sales increased in sales 3.3 per cent for the year totalling about $190 million. In Vintages, California sales increased eight per cent, totalling $130 million. California wines make up the largest proportion of wines in the Vintages program, representing 25 per cent of labels, more than local Ontario labels at five per cent and beating out Italy and France at 18 and 16 per cent, respectively.

“We expect to see California continue to dominate the Vintages market and continue to grow,” said LCBO president and CEO George Soleas at the annual California Wines Tour in April.

More than 1,100 wine professionals joined the California Wine Institute for its annual tasting event during the Toronto leg of the Canadian tour at the Fairmont Royal York in Toronto, where representatives from 115 wineries poured more than 400 wines. At the trade luncheon, keynote presenter Leslie Sbrocco spoke about wine trends from varieties to generational tendencies.

“The boomers still have value, they have all the money,” Sbrocco said.

She noted those between the ages of 39 and 50 are an important market, accounting for about 30 per cent of wine drinkers. However, it is millennials whose alcohol buying behaviour begs the question.

“They may have bespoke dreams, but a beer budget,” said Sbrocco.

To this group, authenticity means a lot and a large part of that is sustainability, she said, noting that California’s Certified Sustainable program as a global leader with high participation from growers.

With people drinking more wines at home, onpremise bottle sales have taken a hit. When out, consumers are choosing value over volume. One way to combat the slip in on-premise sales, Sbrocco suggested, is to focus on extensive, more expensive by-the-glass programs.

“Life if too short to drink cheap wine,” she said.

With respect to upcoming wine trends, Sbrocco highlighted red blends, rose and sparkling.

“I could talk about drinking pink all day long,” she said. “Everyone I run into is making a dry rose.”

Barnstormer to land in Midland MIDLAND, Ont. — Dustin Norlund plans to replace a parking lot with a brewing paradise.

Following two decades in aviation as a mechanical engineer, the long-time homebrewer opened Barnstormer Brewing in Barrie, Ont., in late 2013.

With beer sales at the flight-themed brewpub taking off and the recent addition of spirits, a second location is slated to open Midland, Ont., next year.

“We basically went from a three-barrel brewhouse to 40-barrel batch sizes,” said Norlund.

Located in a strip plaza at 384 Yonge St., the Barrie Barnstormer occupies about 10,000 square feet with brewing facilities, a retail store and a 100seat restaurant. As Barnstormer grew, Norlund acquired neighbouring storefronts as tenants vacated.

“It’s basically been constant construction work,” he said.

The two-storey, 40,000-square-foot, Midland brewery will be constructed on the site of a former municipal parking lot at 526 Bay St. The project will move forward as long as there aren’t any unforeseen issues with the land, Norlund noted.

“If you take a look at the Ontario Beverage Network map, or the Ontario Craft Brewers map, it’s almost like a grid across Ontario of all these brewers,” said Norland. “I didn’t really notice until I started courting Midland and looking at property there, but conspicuously, Midland had no dot on it – it’s kind of like this open area on the grid with no brewery.”

The new waterfront facility will give head brew-

er Jeff Woodworm and head distiller Megan Moore room to increase production and position Barnstormer as a destination brewery, while the Barrie operation will remain mostly the same.

“We have some higher-value production equipment that is kind of shoehorned and wedged in there that will end up being in Midland,” Norlund said.

“Barrie will focus on specialty beers and one-off beers, whereas Midland will focus on the core production.”

Barnstormer’s flagship beers include Flight Delay IPA, 400 Blonde Ale, YYZ First Class Lager, Billy Bishop Brown and Windshear Watermelon Summer Ale. Norlund expects the brewpub, which carries an investment of about $4 million, will help bring more traffic to other downtown Midland businesses, considering the number of people who attend daily brewery tours.

The 250-seat restaurant will feature an aviation theme similar to the Barrie location and will also feature spent-grain pizzas and gastropub fare. In addition the brewery will also have a retail store.

Norlund noted it is important for Barnstormer’s restaurant, brewery and retail store to operate as if they were distinct businesses to ensure beers aren’t moving from one part of the operation to another without being documented.

“From a business perspective, our biggest challenge is the balance between managing a brewery and a restaurant,” he said.

New beverage products Georgian Bay launches new Smash

Walter creates craft caesar rim

Georgian Bay Spirit Co., creator of Georgian Bay Gin, Georgian Bay Vodka and Georgian Bay Gin Smash, has launched its latest craft cocktail in a can: Georgian Bay Vodka Smash.

Made with Georgian Bay Vodka (voted Double Gold and Best Vodka at the San Francisco World Spirits Competition), the Vodka Smash is enhanced with natural flavours, including refreshing notes of lemon, lime, grapefruit and mint.

“Last summer our Gin Smash sold out repeatedly across Ontario and we were pleasantly surprised by the reaction and the demand,” said company co-founder Tim Keenleyside. “Our fans told us they wanted to see a vodka-based version as well.”

Walter, the makers of Canada’s first all-natural craft caesar mix, is releasing a new craft caesar rim spice blend to complement their line of award-winning mixes.

Similar to the Walter Craft Caesar Mixes, Walter Craft Caesar Rim is all-natural, free of preservatives, gluten-free and contains no added MSG or artificial colours.

Further, the Walter Craft Caesar Rim is made in Canada in small batches with flaked salt, organic cane sugar, cracked black pepper and a secret blend of herbs and spices.

The result is a rim that provides a nice balance of salty, sweet and umami.

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May 2017 | 1 7

Hannah Bacchus assistant general manager Beaumont Kitchen

Noah Bedard charcutier and bread maker The Drake Hotel

Nicole Campbell brand ambassador Lifford Wine & Spirits

Dolphy Chettiar bar manager Café Grill

Felicia DeRose executive sous chef The Chase Fish & Oyster

Kailey DeRubeis assistant manager Biff’s Bistro

Kyle Forth chef de cuisine Brux House

Karim Mohammadi student leader, School of HTM, Ryerson University

Jason Kim general manager Malaparte

Allen Le sous chef Granite Club

Takayoshi Li chef de cuisine Ancaster Mill

Alexander McMahon wine director Fauna

Alexander Nacinovich sous chef Shangri-La Hotel

Cecil Norman sales representative Steam Whistle Brewing

Melissa Pulvermacher, operations and logistic manager, Cru Wine Merchants

Kristen Renaud, assistant director of catering, Fairmont Royal York

Asa Proveau brewmaster Brothers Brewing Company

Adam Weiss, general manager and sommelier, Fairouz Restaurant

Ontario Hostelry Institute’s top

Cori Murphy executive pastry chef Lavelle

Alex Pearce bar manager Track & Field Bar

30 UNDER

THIRTY

Kevin Sinclair, executive chef Thompson Hotel Toronto

Matthew Payne chef de cuisine Treadwell

Kyle Sloopka general manager Kasa Moto

Nicholas Stark owner Stark North

TORONTO — Future hospitality leaders were encouraged to pay it forward at a recent ceremony for the Ontario Hostelry Institute’s (OHI) 2017 Top 30 Under 30.

“Many of the people who nominated you were previous winners,” said Bruce McAdams, assistant professor at the University of Guelph and chair of the OHI’s Top 30 under 30.

Charles Grieco, who has led the OHI since its inception in 1977 as chair and president, started the awards program with McAdams.

In its 13th year, the OHI recognition aims to ensure the future of the industry and inspire a career-long commitment to hospitality excellence in the foodservice and accommodations industries.

President of Chase Hospitality Group Steven Salm, who received the Top 30 designation in 2011, addressed this year’s crop of winners during the ceremony held at George Brown College on March 29.

The young leaders included assistant, bar and general managers, chefs de cuisine, sous chefs, pastry chefs, wine directors, sommeliers and brewmasters.

“Our responsibility is to really add a level of professionalism and experience in this industry,” said Salm, adding it’s a “prestigious, honourable and wonderful profession.”

From the hotel and management sector Jenny Morris, event producer and marketing, The Gladstone Hotel

Apolline Gaignard, assistant housekeeping manager, Four Seasons Toronto

1 8 | Ontario Restaurant News

Justin Newell chief steward Fairmont Royal York

Andrew Vilhena hospitality director Mariposa Cruises

Kitu Sharma, centralized operations and reservations agent, Four Seasons Hotel

Christie Oreskovich, assistant human resources manager, MTCC