Pacific/Prairie Restaurant News - June 2016 by Ishcom Publications

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P A C I F I C / P R A I R I E June 2016 | Vol. 22 | No. 3

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Ritual employees earn a certified living wage By Bill Tremblay, Assistant Editor

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VANCOUVER — In the absence of gratuities, staff at Ritual are earning a certified living wage. The west Vancouver restaurant, which opened in late March, pays its employees $20.68 an hour plus benefits following a probation period. The pay rate earned certification from the Living Wage for Families Campaign. “I’ve worked in kitchens as a cook for over 10 years. I felt tips were not fairly distributed amongst all employees,” said Nevada Cope, chef and owner of Ritual. “I was really passionate about making it fair for everyone, from dishwashers to servers to cooks. I kind of levelled the playing field.” The campaign determines a living wage based on the amount of money a family of four needs to meet its expenses including costs like rent or groceries. The wage fluctuates from about $16 per hour to $21 per hour depending on the region of British Columbia. Cope said in Vancouver dishwashers typically make less than $12 an hour. “That is not good for living in Vancouver. You’d need quite a few roommates for sure,” she said. Cope added paying a living wage creates a stable work environment, and helps retain employees. “I thought the servers would still want to be on tips, but I found a lot of servers still applied. In some cases they were happy this was going to be a living wage restaurant,” Cope said. “They’re really happy to just have something stable.” To help cover the cost of paying a living wage, Cope increased menu prices by about 15 per cent.

Nevada Cope “They don’t even really notice,” Cope said. “I’ve had a few customers who are a little more price conscious, but they see the quality of the food and service and understand where the money is going.” As well, customers are asked to not leave tips for staff. “There’s actually been a few customers who get kind of mad, they say ‘I want to leave you money.’ They’re surprised,” she said. If a customer leaves a tip, it’s donated to A Living Spoon, a charity that provides nutritious meals to people with HIV or AIDS. In its first seven weeks, the restaurant raised about $4,000. Cope worked at catering facility, Italian Cultural Centre, before opening Ritual. The 48-seat restaurant and its 10-member staff serves classic American and Mexican comfort food.

Although an above average pay rate for her employees created stress as Cope established a customer base, her socially responsible approach to business attracted like-minded clientele. “We’ve had charities come in for lunch with a whole group of people and there’s lots of sharing on Facebook,” Cope said. “People like the message. It’s been really positive.” While Ritual staff are paid a living wage, Cope said she understands the practice isn’t sustainable for all restaurants. “Sometimes restaurants have a lot of partners. If they have six people in the pot of wealth, money is a little bit thinner,” she said. “I’m the sole owner and chef. I have a little more playing room, it would work for some restaurants, but maybe not everyone.”

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CCFCC converges in Windsor WINDSOR, Ont. — The Windsor, Ont., riverfront was a sea of chef whites as the 53rd annual Canadian Culinary Federation (CCFCC) National Convention descended on St. Clair College Centre for the Arts in mid-May. The five-day event, themed Leading the Way, was filled with seminars, meetings and competitions. Ontario chef and conference chair Ryan Marquis was named Chef of the Year. Marquis, whose day job is corporate chef and ingredient sales for C.W. Shasky & Associates, is a dedicated member of the CCFCC. He is the former central region vice-president and was instrumental in establishing the CCFCC Oakville, Ont., branch. Regional nominees included Mark Davie, Victoria branch president and University Club of Victoria executive chef, and Jennifer Bryant, product developer and food stylist at Canada’s Smartest Kitchen at the Culinary Institute of Canada in Charlottetown. Association business announced at the annual convention included a partnership with Friends of We Care. David Franklin, corporate chef for Sysco Southwestern Ontario, replaced Marquis as central region vice-president. Sean Beckingham, owner of Toronto-based Branding and Buzzing, gave chefs a primer on social media marketing within the restaurant space focusing on “The Big Three” platforms: Facebook, Twitter and Instagram. He walked delegates through the progression of Facebook, which evolved from a space for making connections, then let brands in on

the action. Recently, Facebook “shut the door,” on the engagement to which companies had grown accustomed. Only 10 per cent of people who like a page see its posts and the most engaged users see posts more often. “Facebook had an answer: advertising,” said Beckingham. The more people engage with your posts, the more people Facebook will show them to, said Beckingham, noting the platform should be used for “hero moment opportunities,” such as sharing a news story or blog post. Beckingham compared Twitter to microblogging and encouraged restaurateurs to make connections and interact with followers. “It’s almost like a text message to your fans and influencers,” he explained. To keep up with the ever-changing platforms, Beckingham encouraged people to try Twitter Polls and Periscope, noting moving images always perform better than still ones. “When Facebook puts out something new, try it out, because Facebook will typically reward you,” he added. Beckingham said it is more important to have quality photos than many photos, particularly on photo-based Instagram. “If you can’t do it yourself, hire someone to take your photos,” he said, noting there might already be capable photographers and marketers within a restaurant’s employee pool. “Find these people, empower them.” During the final sessions on May 19, the Saskatchewan Canola Development Commission (SaskCanola) presented its documentary Licensed

to Farm.“What we wanted to achieve from this is conversation,” said executive director Janice Tranberg. SaskCanola partnered with Joe Schwarcz, director of McGill University’s Office for Science and Society, for the presentation, which aimed to debunk common food myths. Schwarcz took to task the Food Babe blogger and “one of your own,” Jamie Oliver. He said they are guilty of making a fundamental error: that something that is used in one way cannot be used in another. For example, shellac is also a food ingredient. “Chemicals. These are not dirty nasty things, they are the building blocks of life,” Schwarcz said. He added many food myths also confuse correlation with causation. “What all of this commotion has done, is confuse people,” said Schwarcz. “It’s no surprise that people are confused — they don’t know who to listen to.” It’s the job of scientist to separate the sense from the nonsense. “The presence of a chemical does not equate to the presence of risk,” said Schwarcz. He illustrated this by listing the naturally occurring chemical makeup of an apple, which includes acetone and formaldehyde. Keynote speaker Ned Bell rallied the troops to join the Chefs for Oceans cause, which already has about 660 partners. The executive chef at Four Seasons Hotel Vancouver’s YEW seafood + bar feeds almost half a million guests every year.

“I feel that I have a responsibility to know where that food is coming from,” he said. “Seafood is the last wild protein that we get to still eat.” He encouraged delegates to try species further down the food chain and added that well managed fishery operations also include aquaculture. The convention concluded with the President’s Gala, where dinner was prepared by Culinary Team Canada, both the juniors and seniors, as well as Bocuse d’Or Canadian representatives James Olberg (2017) and Trevor Ritchie (2019). Claudio Ferrer, the continental director representing the Americas from WACS, lauded the participation of the junior chefs throughout the convention. Ferrer told the chefs to share their knowledge with future industry leaders. “There are no secrets anymore,” Perrotte said. The winners of the chef competitions, which ran throughout the convention, were announced during the gala. The Saputo National Junior Culinary Challenge winner was Benjamin Hodder, who recently graduated from Nova Scotia Community College (Kingstec Campus). Vancouver chef Sandy Chen, of Torafuku restaurant, took the title in The Sysco Great Canadian Cook-Off, despite losing points for time. “The flavour in her dish just blew everybody away,” said judge and CCFCC board chair Jud Simpson. Next year, the national convention will be held in Calgary in late May.

MTY Food Group to double its units with acquisition of Kahala Brands MONTREAL — In a move that will double MTY Food Group’s units, the Montreal-based company has signed an agreement to acquire the shares of Kahala Brands in a deal estimated at $300 million (US). The acquisition, announced on May 25, is the largest in MTY’s history, following the purchase of Extreme Brandz in 2013. Board chair and MTY chief executive officer Stanley Ma called it “one of the most important days” in the company’s history. “MTY had been searching for the right foundation for its U.S. expansion for the last three

years, and it has finally found the perfect match. The combination of the two companies’ portfolios and expertise will produce tremendous opportunities in Canada, in the United States and worldwide,” Ma said in a press release. The Serruya family purchased a majority interest in Kahala in August 2013 and the remaining stake in early 2014. Kahala chairman and chief executive officer Michael Serruya said he feels this merger is in the best interests of shareholders, franchisees and employees. “My brothers and I have known Stanley Ma

for many years. He is an extremely competent, and professional CEO, who successfully leads an outstanding company,” Serruya said. Kahala currently franchises and operates about 2,800 stores under 18 brands in 25 countries and generates annual system sales of more than $950 million. In Canada, Kahala’s brands include Cold Stone Creamery, Pinkberry and Taco Time. MTY already held Canadian franchising rights for Taco Time. The combined entity will have a portfolio of approximately 5,500 stores under 57 brands. Kahala’s head office is located is Scottsdale,

Ariz. Following the transaction, MTY’s United States head office will move into Kahala’s current offices. During the 12 months following the acquisition, the combined entity is expected to generate over $90 million in EBITDA, $250 million in revenues and $2 billion in system sales. “Combining the best of both companies and the knowledge and weight of each company in their respective markets is expected to yield significant acceleration in the growth of the combined business in North America and worldwide,” said Ma.

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P A C I F I C / P R A I R I E

EDITORIAL

Restaurants step up in time of need Canadian foodservice operators opened their wallets and their doors when tens of thousands of people were evacuated from the Fort McMurray area. Press releases flooded in detailing chains and independents pledging a percentage of sales and lump sum donations to Red Cross relief efforts. Tim Hortons co-founder Ron Joyce and his family made a personal donation of $2 million to the fires appeal. Stories of people providing support to those fleeing their homes brought pride to Canadians in the midst of a devastating loss. Edmonton restaurants put the word out about offers of meals to Fort McMurray residents. Operators brought food to evacuation centres. Mohamed Tarrabin, who runs the only restaurant in Fort Chipewyan, Alta., estimated he cooked 200 meals and served them free of charge to those arriving from Fort McMurray by plane. “The restaurant will be open to every-

body and whoever needs help,” Tarrabin, who runs Chips Family Restaurant, told CBC. Restaurants Canada’s western vice-president Mark von Schellwitz said the association is extremely proud of the response from its members and the industry. “There are so many different stories from small independents all the way up to the big chains,” said von Schellwitz. “There was just a huge amount of generosity and the industry has really showed itself to be a great community leader in response to this.” There are about 200 restaurants and 3,500 employees in the Fort McMurray area. At press time, residents were being allowed back into their city and only a Tim Hortons and Wendy’s — both with their own water filtration systems — had been allowed to operate. With the area still under a boil water advisory, von Schellwitz estimated it would be a couple more weeks before even the restaurants that hadn’t sustained any damage could reopen. “There’s a pretty big list of what they

have to do before they reopen,” he said. “If there is any sort of hint of mould or smoke damage, we’re talking about a considerable amount of renovations and repair even for something that on the outside may not look damaged.” Von Schellwitz said early reports indicate not as many foodservice operations were destroyed as was first feared. “Even the ones that are left standing, they may look like they’re not completely destroyed, but once you take a look at what has to be done to get up to code, they may as well have been,” said von Schellwitz, indicating there is a long road ahead for the city’s foodservice community. Despite the challenges ahead, there is no doubt that the industry will play a role in Fort McMurray’s rebuilding and revival in the coming months and years.

EDMONTON — Alberta’s provincial government is consulting with stakeholders — including employers, social service organizations and low-income earners — about changes to minimum wage. According to the province, discussion topics will include future increases, meal and lodging deductions and phasing out the differential liquor server rate. About 59,000 Albertans earn minimum wage, according to the province, with 43 per cent of those working full time and 77 per cent at permanent jobs. More than 300,000 Alberta residents earn $15 per hour or less and more than 33,000 of those are single earners with children. Restaurants Canada is recommending the province “not proceed with another large minimum wage increase in 2016, maintain the liquor server wage currently scheduled to be eliminated in October, and implement a youth minimum wage.” An industry survey conducted by Restaurants Canada about the impact of a $15 minimum wage indicated that 94 per cent of respondents felt it would have a “very negative impact.”

Mooyah expands in Canada WINNIPEG — In May, Mooyah Burgers, Fries & Shakes opened its third Canadian location in Winnipeg on Kenaston Boulevard. The Manitoba location joins the existing Mooyah franchises in North Vancouver and Chilliwack, B.C.

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The Texas-based gourmet burger chain serves 100 per cent fresh American beef and all-natural turkey on fresh-baked buns as well as hand-cut french fries and icecream shakes. The new location was opened by the Dhillon family, who also own 10 Subway franchises. Mooyah, which first opened in 2007, has about 100 locations, mainly throughout the United States. The burger chain also has a presence in Mexico, Saudi Arabia and the United Arab Emirates.

Brewpub restrictions lifted CALGARY — Calgary’s municipal council has agreed to change regulations that previously forbade craft alcohol producers from selling their products outside of industrial areas. Changes to land-use zoning will distinguish breweries, distilleries and wineries from other manufacturing businesses and allow the alcohol producers to set up shop in commercial areas. Alcohol producers will also be allowed to sell their products at on-site retail stores and open tasting rooms without being subject to excessive red tape. Calgary is currently home to seven microbreweries.

BC Restaurant Talks launched VANCOUVER — BC Restaurant Talks launched in early May at Granville Island Brewing, as 48 industry insiders gathered to hear Douglas Scott, assistant deputy minister liquor control and licensing branch,

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NEWS BRIEFS Alberta begins consultations on minimum wage hike

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Ministry of Small Business and Red Tape Reduction, address the changing landscape of the province’s liquor regulations. “The biggest question on the minds of attendees was around incentive legislation and hospitality pricing for restaurants,” said British Columbia Restaurant and Foodservices Association president and CEO Ian Tostenson. “For many operators, the two are very much tied together. If restaurants were able to purchase products at a discount, then incentives (though currently illegal) would be less of an issue for operators.” Another session was held in June and tackled the topic of labour shortages.

Distribution deal for Sazerac MONTREAL — The Sazerac Company and Charton-Hobbs Inc. have entered into a new long-term national distribution agreement for the Sazerac brand portfolio in Canada, effective June 1. Previously, Charton-Hobbs represented the Sazerac portfolio in western Canada and some of its brands in eastern Canada. The Sazerac portfolio offers a full palette of well-known spirits including Fireball, Buffalo Trace Bourbon, Blanton’s Single Barrel Bourbon, Southern Comfort, Dr. McGillicuddy’s, DeKuyper, Red Tassel Vodka and Silk Tassel Canadian Whisky. “We are delighted that our two familyowned companies share in common long histories, many core values, and aligned strategic vision for the future of Sazerac brands in Canada,” said Guy May, global sales director of Sazerac Company.

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Karma Café helps feed homeless and its customers’ conscience By Bill Tremblay SASKATOON — The Karma Conscious Café and Eatery is offering its customers more than caffeinated beverages and nourishment. The new downtown Saskatoon restaurant also offers its clientele an opportunity to feel spiritually satisfied. Alongside its regular menu, customers are able to purchase food and beverage items for the karma board. Homeless people are then able to pick an item from the board to redeem at the café. “Karma café is all about good karma. I’m a strong believer in karma myself; I come from a Hindu family where karma plays a big role,” said Vivek Patawari, who owns the café with his wife Roshni Jain, brother Ashish Tiwari and his sister-in-law Richa Kumari. “You don’t have to make a big donation to earn good karma. Every small gesture in your day-to-day life adds to your good karma.” The karma wheel, which Patawari compares to the Wheel of Fortune, is another way customers may contribute to the Karma board. The wheel features nine options, three to buy food for the board, three for good karma and three options where the café must add items to the board. “Every morning when we open, whatever the opening person wants they can put on the wheel,” Patawari said, adding he considers the karma board a success within his customer base. “We have food on the karma board everyday. We have lots of engagement.” Before opening the café, its owners consulted with various people on their proposed business model. The possibility of homeless people hanging around the establishment, and discouraging customers, was a recurring concern. Patawari responded “we’ll have to go with the flow, we can’t judge them right now.” The board has yet to create a problem for the café. After selecting an item from the board, the homeless usually wait at a nearby bench. When it is ready, Karma Café’s staff them bring them their order. “Nobody really hangs around. We’ve had no trouble for the month and a half we’ve been doing it,” Patawari said. Alongside the karma board, the café also donates three per cent of its total sales to charity. The Saskatoon Food Bank and Learning Centre will be the first organization to receive a donation from the café. “Every three months the charity is going to change,” he said. To select the second charity, Patawai plans to interview a number of organizations throughout the city and create a shortlist of three. From there, Karma Café’s customers will decided the next recipient. “Our customers will be picking the next one by voting,” Patawari said. Karma Café, located in the former home of Café Noir, seats about 25 people and serves Indian/Canadian fusion cuisine. The menu is vegetarian, in order to fill a void noticed by its owners while dining out in Saskatoon. “We love going out to eat. It was a little challenging at times when we went out. We thought why not just start something,” Patawari said. “The café turned out to be paradise for vegetarian people.” The menu includes items like an oatmeal latte (oatmeal with an espresso shot), the karma drink (mango lassi with chia seed and churned with maple syrup), caramel espresso and a variety of sandwiches with naan bread as the base. Patawari explained vegetarianism held religious im-

portance before immigrating to Canada in 2009. Now, it has become a lifestyle choice. Yet, the sparsity of vegetarian options in Saskatoon signalled a risk for opening a vegetarian restaurant. “When we took over the business, we were a little nervous,” Patawari said. “But people loved the food.” A lack of foodservice experience didn’t help to ease the tension. “My wife is a baker and it was a hobby to start with, but she is absolutely blessed with this whole thing,” Patawari said. “She can absolutely cook anything and it tastes great.”

Ashish Tiwari, Vivek Patawari, Roshni Jain, Richa Kumari.

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Consumers expect businesses to source responsibly, respect the environment and support the community. While this may make the foodservice industry more complex, it might also make good business sense. We reached out to industry experts about how to be more sustainable and why operators, chefs and suppliers should.

Sustainability Then and Now By Bruce McAdams

or the majority of restaurant operators “sustainability” is a word that entered their worlds about a decade ago. Back in the mid-2000’s, sustainability was most closely associated with environmental issues. Fair trade coffee had been established, the push on local food was underway and many companies were already tackling the issue of energy conservation. Fast forward to the present and we not only find more topics in the discussion, but they are also more far reaching. While the environmental issues of sustainability still top the list, there is an ever-increasing focus on the social side of sustainability. Perhaps the hottest topic is the increasing importance of health and welfare to consumers. Although where food is produced is still of importance to many consumers, the big shift has been towards “what’s in my food?” By itself this topic is far reaching, touching on healthy diets right through to the ethical treatment of animals. Look no further than A&W’s “Beef Guaran-

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tee” and you can see consumers are concerned about what’s in the their food and are making an ever-increasing number of purchasing decisions with this in mind. Gluten-free diets, a shift to more plant-based

dishes and regulation on the menu labelling of caloric and fat content are all hot button topics that operators are dealing with and will continue to do so. On the environmental side of things, the importance of energy has stayed front-of-mind with electricity prices increasing. While many restaurant companies have been implementing plans to conserve on energy through the purchase of Energy Star equipment and LED lights, a new issue has gained huge traction worldwide. According to the Sustainable Restaurant Association based out of London, England, food waste has become the most pressing problem in the world food system. It’s also an issue for foodservice. While restaurants are usually quite effective at controlling food waste during production, food left over from a diner’s meal (plate waste) is a concern. A study we conducted at a restaurant in Guelph, Ont., showed that 12 per cent of food that was served came back to the kitchen uneaten. When looking to what the future holds for sustainability in restaurants food waste is once again front and centre. With an increasing

amount of accountability by governments to reduce greenhouse gases, restaurants need to be prepared for an increase in regulation. Our belief is that you will also see more restaurant companies working to become better global citizens as there is reason to believe this can provide competitive advantage. B Corp certification is one example. The Neighbourhood Group of Restaurants just became B Corp certified, only the second of any restaurant in Ontario. (There are also two in Vancouver.) Only time will tell if this strategy will have positive financial ramifications. No matter what your level of commitment to sustainability, it will become increasingly important for operators to be aware of the issues facing the industry. Whether it’s increasing regulation or the ability to gain competitive advantage, sustainability is here to stay. Bruce McAdams is an assistant professor at the School of Hospitality, Food, and Tourism Management at the University of Guelph. He has more than 20 years of experience in leadership roles within the foodservice industry and is co-founder of the University of Guelph Sustainable Restaurant Project.

Business as a force for good From left: Fountain Santos, Neil Dubois, Marc Bosboom, Bob Desautels, Paul Randall, Court Desautels and Jason Waterfall. Photo by Chris Tiessen. By Kristen Smith GUELPH, Ont. — In mid-March The Neighbourhood Group of Restaurants became a Certified B Corporation, bringing the number of restaurants with the designation in Canada from three to seven. “B Corp certification is to sustainable business what Fair Trade is to coffee and LEED certification is to buildings,” explained group leader and chief operating officer Court Desautels after proudly announcing the designation at the University of Guelph Sustainable Restaurant Project’s annual symposium. The only other restaurant group to have this certification is Grand Rapids, Mich.-based Essence Restaurant Group, which has three eateries under its banner. There are less than 20 B Corp restaurants in the world. Chris Klugman’s Paintbox Bistro and Catering in Toronto was the first restaurant in Canada to receive the designation. Vancouver’s Save on Meats and Smak Food were certified in June of 2014 and last September, respectively. Instead of opening the Regent Park establishment as a charity or non-profit association, Klugman decided to operate Paintbox as a social enterprise. Paintbox’s mission is the training and career development of marginalized individuals, those who have some sort of barrier to employment. Klugman said B Corp status lends authenticity to the work Paintbox is doing. “It certifies that I am what I say I am,” he said. “One of the things about B Corp that has been great for me is that it’s not just a certification, but it provides me with a road map to the operation of the business,” Klugman said. “I’m using the B Corp survey to identify areas that could do with improvement. I’m almost customizing the business to become a better B Corp as much as I am going in my own direction.”

Bob Desautels opened the Woolwich Arrow Pub in Guelph, Ont. — The Neighbourhood Group’s flagship — in 1990. “That restaurant, when it opened, focused on serving craft beers and local food — nobody knew what a craft beer was, nobody knew what local food really meant,” his son, Court Desautels, said. “It was this new way of thinking about how to run a restaurant, supporting local farmers and brewers. There weren’t a lot of craft brewers at that time, but there were enough to fill 12 taps.” They expanded the concept and almost lost everything. In 2008, the father and son opened Borealis Grillhouse & Bar. This time they looked at where they were sourcing everything: uniforms, paper products and straws, for example. It took three years to break even, Desautels said. “We kept sticking to what we believed in and we didn’t waver from those things,” Desautels said, adding when Borealis opened in Kitchener, Ont., in 2011, they turned a profit in the first year. “We had an uphill battle, but things changed. Last year, we had our most successful year,” he said. The group opened a fourth restaurant, Miijidaa — Ojibway for “let’s eat”— last September. “How did we do this? We were authentic,” said Desautels. “We’re doing well by doing better.” Desautels thinks of sustainability as “by neighbours, for neighbours.” The restaurants support local initiatives and organizations such as Lucky Iron Fish and The Grand River Conservation Authority. They source from local producers such as Y U Ranch and Zocalo Organics and serve Ocean Wise recommended fish and seafood. In the restaurants that support solar panels, they are used to heat water. Uniforms are made from organic cotton and purchased from Me to We. Inspired by the book Let My People Go Surfing, written by Patagonia founder Yvon Chouinard,

Desautels and the restaurant group decided to tackle the B Corp certification process. “I realized that using business as a force for good, is good for business. It’s true, I’ve just proved that. We’ll almost do $9 million in sales this year from a little wee company that almost went bankrupt, twice,” he said. They started the assessment more than three years ago and got a score of 72, eight points below what is needed. “[B Corp holds] you accountable for every single thing you say that you do; you have to back it up, you have to provide them with documentation,” Desautels said. Seeing this as the perfect way to lend legitimacy to its projects and practices, the restaurant group team starting working to improve the business for its employees — it provides medical benefits to anyone who works more than 20 hours and full coverage after three years. It also placed a focus on reducing waste. “We spent three months hand weighing our garbage,” Desautels said. Serving more than 7,000 guests per week, average waste across the restaurants came out to 1.3 pounds per guest, a number that only decreased to 1.1 pounds once recyclables were removed. They started re-engineering menus (mashed potatoes are now served with skin on, for example) and found a pig farmer who could use the vegetable scraps (which have to be stored in the freezer between pick ups). They were able to reduce the number to 0.7 pounds per guest. “That’s still a disgusting number,” said Desautels, adding they are trying to find ways to reduce it further without making large capital expenditures. The restaurants have been carbon neutral since 2015, and through Guelph-based Shared Value Solutions, they recently started purchasing offsets from Anwaatin, which aims to certify offsets generated on First Nations land. “This is the first time that making the best decision has also been the cheaper decision,” Desautels said. “Normally, when I or my father

come up with these ideas, it usually ends up costing us more money than what we thought and this one, we just saved some money, so this one was a little feather in the cap.” In an industry with already tight margins, the local, responsible business model takes time to develop and get right. “It’s not just all about passion, there is a science behind it too,” he said. “There’s money to be had, and as we become smarter at running our businesses this way our margins are continually increasing. We’re not the most profitable company out there, but we’re profitable and more profitable than most other restaurants — we’re hoping to hit around a 10 per cent profit margin this year.” Desautels thinks what the Neighbourhood Group is trying accomplish socially and environmentally is becoming more and more important to consumers because of shifting perceptions of value, which includes more than simply price. “More people are going to farmers markets for food and they are paying more for food for the most part,” he said, adding guests care about more than the meal, they care that their food dollars are helping to support their community. “We are nothing without our community,” he said. “Strengthen your community and you’ll be able to accomplish a lot more together.” While these B Corp certified restaurateurs wouldn’t hesitate to suggest the process for other operators, Klugman doesn’t see it as the solution to all the industry’s problems, although he’s keen to figure it out. He noted that those who are paying close attention to their operations likely have a betterrun company. “Whether you’re certified or not, I think it’s very instructive to look at your operations with regards to issues of social or environmental good, and you can’t help but be stronger for doing that,” Klugman said. “There’s a lot of opportunity to be more profitable and more equitable and less prone to a lot of the issues that plague the industry.”

June 2016 | 7

A&W tackles waste reduction VANCOUVER — A&W Food Services of Canada has made multiple headlines for its sourcing commitments. The company started with a switch to serving beef raised without the use of hormones or antibiotics and its recent pledge of $100,000 to Farm & Food Care Canada in an effort to be able to offer cage-free eggs (without antibiotics) within two years. More quietly, the company has been making moves to reduce waste. “We officially created an environmental strategy in 2009. The first part of that strategy was creating baselines: what is our impact, what are the areas that we could impact, what could we change in terms of improving said impact. It was from there that we knew that we had to focus on waste,” said Tyler Pronyk, director of distribution, equipment and packaging. The company started by implementing a zero waste initiative. “Products that couldn’t be recycled or composted would get converted into energy,” said Pronyk. With a handful of different waste streams,

the onus was placed on the guest in terms of sorting. “Really what happened was they just didn’t put their garbage away. The by-product was really messy dining rooms and confused, irritated guests,” said Pronyk. “We had to make this easy for them.” This set A&W on the path of looking at its packaging, and building on the frosty glass mug, determining where else it could implement reusable items. Offering glass and ceramic mugs for dine-in pop and coffee eliminates the use of 35.2 million paper cups. Switching to wire baskets for fries and onion rings saved 23 million paper bags. This cut down on the amount of waste created in the first place, but the company didn’t stop there. In cases where reusable packaging was not possible, it was important to ensure it all went to the same waste stream. “Let’s not have one bag be recyclable and another compostable, let’s make everything compostable so your food waste and paper waste can go in the same bin,” Pronyk explained.

A&W tested these developments in its new urban concept stores. “It was so well received, that in 2013, we rolled it out across the country,” he said, adding ceramic plates and reusable cutlery were rolled out the following year for breakfast. Using real plates and utensils for breakfast, eliminated the use of 4.5 million paper plates and nine million plastic knives and forks. He said this was rather simple to do because there were already dishwashers in the restaurants and staff was used to managing reusable dishes. With waste reduction under its belt, A&W then looked to the steps it would take get the restaurants in its system to compost. There are about 855 A&W restaurants across the country, and growing. Of those, about 220 are in malls; they don’t have their own dining rooms and hence can’t control their own waste. After partnering with an environmental consultant, A&W determined about 250 had the infrastructure already in place, a composting processor in their marketplace. “In urban centres it’s easy to adopt it, but if

you’re in North Bay, Ont., there is nobody from a commercial level that could take your waste,” he said. Today, about 90 A&W restaurants are composting. “Our challenge now is engaging with our franchisees and helping set them up, across the country, with the processors,” said Pronyk, adding the goal is to have all the locations that can compost doing so by the end of 2017. This means there is some onus back on the customer to sort waste, but five years have passed and there is less to sort. “As a consumer, the majority of what’s on your tray goes into one bin — we’ve made it a lot easier,” said Pronyk, adding millennials, in particular, want to compost and are used to doing so. “It is a journey, it never ends, there is no destination and we learn more and more as we go along. It’s just looking for those small and big opportunities where we can make a difference,” he said. “A small change when you’re a big chain can make a profound impact.”

A business case for green restaurants BOSTON — Michael Oshman founded the Green Restaurant Association in 1990 at the age of 19. As is the case for many young adults, he wanted to make an impact, as big of one as possible. Realizing that environmental issues transcend borders and socio-economic status, Oshman decided this should be his focus. “This was the one issue, didn’t matter who you were, rich or poor, which country you lived in, these issues were going to affect all of us,” he said. When he started the business, Oshman said there wasn’t much context for green business, so there was more of an education process for restaurateurs. “As of five or six years ago, it’s clear to most businesses that consumers want this,” he said. “The pain point for restaurants became: I know I should do this, but what should I do?” So the Green Restaurant Association became a source for unbiased information to make decisions around energy and water conservation, packaging and sourcing. “When we work with a restaurant, we don’t care how they save their energy, a kilowatt-hour

8 | Pacific/Prairie Restaurant News

saved is a kilowatt-hour saved,” Oshman said. Whether a restaurant wants to replace equipment or can only afford a retrofit, Oshman said there are options to reduce a restaurant’s environmental footprint. “Our approach is about the end result of saving that energy or saving that water and whether you buy this product to do it or that product to do it, as long as we verify that this and that product can get you there, then the restaurateur can make those decisions,” he said. The Green Restaurant Association recently partnered with Restaurants Canada, the details of which are still being worked out. The Boston-based company started in California and has about 1,000 restaurants certified in 47 states, with about 30,000 restaurants in its network. In Canada, certified establishments include Durham College Centre for Food, The Standard in Ottawa and InterContinental’s on-site restaurants in Toronto and Montreal. The association’s four-star certification allows customers to know what the foodservice establishment is doing for the environment, and Oshman noted that customers care. It also al-

lows operators who are already doing well, to make improvements. It isn’t the association’s role to preach to restaurants about climate change or how pollution is affecting the lives of children — although Oshman is happy to talk about it if asked. “We’re going to speak the language that everybody understands, which is this is good for your business,” he said, adding operating more efficiently saves money. “From a financial perspective, you can’t ignore this anymore — it’s fiscally irresponsible to not comprehensively attack these issues.” Not only do consumers prefer an environmentally responsible restaurant, Oshman noted that this is also important to an establishment’s employees and could help quell turnover. “The businesses that are more successful in this century, or at least in the beginning of this century, are the ones who are addressing these issues and the ones who are working with the 20th century mentality are going to be less competitive,” he said. While what to do to get started depends on the situation and budget, Oshman provided some measures a restaurateur should imple-

ment if they haven’t already: spray valves over 1.4 gallons should be switched to those under a gallon; change to LED lighting; and install aerators on hand-washing sinks. “We call these no-brainers — they are things that every single restaurant should do, yesterday,” said Oshman.

Hooked on Slow Fish

BURNABY, B.C. — Chef Scott Jaeger not only wants to meet the farmers who supply his restaurant, he also wants to know the fishermen. He opened The Pear Tree Restaurant in Burnaby, B.C., in 1998 with his wife Stephanie Jaeger. With the Chefs’ Table Society of British Columbia, Jaeger participated in last year’s Slow Fish Dinner, which saw some of the province’s top chefs highlight ling cod, gooseneck barnacles and geoduck. In addition to using more off-the-beaten track species, Jaeger noted it is important that the ones we are familiar with are harvested properly. Instead of using the word “sustainable,” accountability is key at the 50-seat-restaurant, where the clientele has learned over years that halibut will only be available in season and salmon only appears on the menu for two or three weeks every year. “Our halibut comes from one boat; we have one supplier,” said Jaeger, noting if the boat can’t go out for some reason, he can face some very disappointed customers who made the trip specifically for the fish. “I believe in this one fisherman,” he said. “If you can find somebody who you really can trust and share values with, then that’s the seafood supplier for me.” Similarly, Jaeger buys salmon from a family who has an onboard live well and who bleed the fish properly. “This is a very premium product and if you treat seafood that way, it’s a whole lot less about the mass industry of it, it’s a lot more about the specialness of this creature,” he said. According to chef Dennis Johnston, sustainable fish and seafood is more than how a particular species is farmed or harvested. It also means fair value has been paid. The pioneering locavore chef and his wife Monica Bauche operated Fid Resto in Halifax for 13 years, closing in 2013, and now run Fid Kitchen, which does catering, consulting and a variety of events. He also partners with East Coast Outfitters — run by Slow Fish advocate Dave Adler — for Dock & Dine feasts. Johnston had to develop relationships with farmers and fishermen over the years. “When you get to know these people, they’re quite the characters,” Johnston said. You also learn more about the products you’re putting on the plate, whether they’re grown, caught or farmed responsibly. “The word ‘sustainability’ is kind of confusing. A lot of people throw it around, but if you look at it relative to the fishing industry, there are two types of chains,” said Johnston, pointing to the supply chain and the value chain, the latter being “where the chefs come into play.” He illustrated this with an example of determining cost, where the supplier suggested $3 a pound. “I said, ‘well wait, let me use this and see what the client will pay and what it will actually turn out to be worth.’ In the end, I suggested $4 a pound,” Johnston explained.

“That is the value chain: the chef is working with the fishermen to determine price.” He questions why cod, haddock and halibut all have different prices. They are all being caught by the same hook and pulled from the same water. “It’s a white, pescatarian protein; there should be no difference in the price,” said Johnston. A value-added supply chain would see the fisherman calculate price with respect to his time, repairs, and gas for the boat, he said, working it backwards from what was invested in catching the fish. Active in bringing Slow Fish Canada to fruition, Kristin and Dan Donovan — chefs by trade and owners of Toronto fish shop Hooked — are dedicated to advancing the movement. “At this stage, what we’re doing is trying to establish common ground, within the Americas, of what the key concerns are,” said Kristin Donovan. Some of these include catch shares in Canada — which differ on the East and West coasts — and educating people about what the key issues are in fisheries and fishery management. “It’s not all to do with the fisher,” she said, noting global warming and human intervention is a bigger threat than over-fishing. “Certainly over-fishing doesn’t help, but it also doesn’t help to put everything on the backs of the fishers.” Five years after opening Hooked, the Donovans have a second location, a seasonal outpost in Muskoka, and sell wholesale to more than 100 restaurants in the Greater Toronto Area. Instead of using the word “sustainable,” Kristin and Dan think in terms of what’s responsible and respectful, from their staff and customers to the fishers. Instead of telling them how much they will pay, they ask how much the fishers need for their catch. “That has been the most powerful thing in the world for them. Fishers are often dealing in a commodity market and it’s really difficult for these people to make a living and there are fewer and fewer of them out there because of this,” said Donovan. “So when they hear somebody say, ‘what do you need to make out of this?’ It’s a huge difference. It changes the entire relationship.” Jaeger said finding and buying sustainable seafood is as difficult for chefs as it is for the general public. He has seen chefs fall for what was simply a good campaign. “There were guys who had [this product] on their menu who should have known better,” Jaeger said. He also thinks people have been missing parts of the story about aquaculture and sees great potential for land based operations. “I think in order to keep feeding human beings fish, it’s something that’s going to have to become more mainstream,” he said. “There are a lot of chefs out there doing the right things and being accountable … and we are only getting better at it,” Jaeger said, adding no one is resting on their laurels.

June 2016 | 9

Calgary’s River Forth train offers a taste of 1920s dining By Bill Tremblay CALGARY – A restored 1920s train car is providing a glimpse into Canada’s culinary past. Last year, the River Forth Train in Calgary’s Heritage Park added a refurbished dining car to its Tuesday afternoon route for the summer season. Seating on the 36-seat railcar, which serves a three-course lunch inspired by its time period, quickly sold out and many hopeful diners were added to a waiting list. “It really has that feeling of stepping back in time,” said Barb Munro, a spokesperson for the park. “We wanted to tell the other story of rail travel, the luxurious side. In the ’20s, that’s when train travel really was luxurious.” The train car was originally used as a solarium for well-to-do tourists in the 1920s and was sold to the park for $1 by Canadian Pacific (CP) in 2011. “It was very luxurious. It had this beautiful mahogany wood panelling and oriental rugs. At the time it was this gorgeous train car,” Munro said. “By the time we got it, it had been pared down to nothing, like an old business car.” The park’s staff was able to salvage enough of the rusted out train to recreate its once luxurious interior. “When we got it, we started stripping back some of the paint. We found one salvageable

piece of the wood panelling underneath and we replicated that,” Munro said. In an effort to ensure a genuine experience, no detail was overlooked in renovating the car. “We’ve researched everything with the restoration for this train car; how the car looks, how the staff looks, the menus. It is a very authentic experience,” Munro said. The train travels throughout the 127-acre heritage village making three stops on the two-

hour ride. “They serve the courses as the train is stopped at the different stations. They have it quite well timed,” Munro said. The three-course meal, which costs $129.90 for two, starts with a pear and fig salad with prosciutto and balsamic drizzle. The main course is a choice of pan-seared British Columbia steelhead trout with potato rosti, charred summer vegetable ragout and French vinaigrette or filet mignon lyonnaise with sweet pea purée,

potato pavé, buttered squash and spring carrots. Vanilla and toasted almond crème brûlée, seasonal fresh berries and a lemon sugar cookie are served for dessert. To design the menu, Heritage’s Park’s executive chef Leighton Smyth and staff researched menus from 1920s CP dining cars. “We kind of wanted that to inspire our menu, but the menus back then, even the fancy menus, were quite simple compared to what we expect now for a high end meal,” Munro said. “There was a lot of celery as an appetizer. I feel like celery must have been a new thing back then.” The meal is prepared in the kitchen of the park’s Selkirk Grille and plated on board the train. The menu is complemented with heirloom vegetables grown on the property. “There’s spotted purple beans and blue potatoes, things you don’t see around very much these days,” Munro said. “We incorporate a lot of those vegetables into our menus.” The River Forth is one of 20 foodservice establishments available within the park, with options ranging from fine dining to hot dogs and cotton candy. Cuisine is often used to help tell a story within the heritage village. “Dining is a big thing here. We really like to focus on food,” Munro said.

Just Eat adds local delivery data to its service menu TORONTO — Just Eat is now offering its roster of restaurants data-driven stats that outline what its customers are craving. The web-based delivery company is working to expand its service to include an analytical approach to online ordering. “The great thing we’re starting to do for our restaurant partners is to give them more insight into what their customers are ordering off their menus,” Adrien Blair, Just Eat’s chief operating officer, said during a recent trip to Toronto. Through the ordering platform, restaurateurs will be able to gauge which menu items are profitable and popular and which are not. “We can go to a restaurant owner and say, for example, ‘out of the 100 dishes you have, these five are not selling at all and these five are your most popular,’ ” Blair said.

As well, the company is able to offer insight into what consumers are ordering elsewhere and price comparisons for similar restaurants. “One of the nice things about being the market leader is we have so much data and insight into what’s going on,” Blair said. Currently, the information is provided by Just Eat’s territory managers, rather than accessed directly thought the company’s platform. “It’s not something we’ve productized yet. It’s not completely self-serve at this point,” Blair said. Offering its data isn’t Just Eat’s attempt at menu consulting, Blair explained. Sharing information boosts sales, which in turn boosts commissions collected by Just Eat. “We only make money when the restaurants are making money. We’re trying to understand

what we can do to make our restaurant partners more successful,” Blair said. Just Eat’s data has also revealed a customer who orders online is likely to spend more than those who place an order via telephone. Blair said many restaurants now try to move customers that would typically order over the phone to the Just Eat platform. “The check increase outweighs the commission we charge on the order,” Blair said. Just Eat was founded in 2001 in London, England. The company operates in 15 countries and launched its online food ordering and delivery service in Canada in 2009. “Canada is one of the key markets for us,” Blair said. “We have a coast-to-coast presence, we’re the only truly nationwide player in our industry in Canada.”

Adrien Blair

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1 0 | Pacific/Prairie Restaurant News

Clayoquot restaurant’s new culinary direction Cookhouse brings local, progressive menu to Vancouver Island glamping Witcher, who joined the resort in January, is on a mission to bring more refinement to the culinary component at the resort, a unique property in remote Tofino, B.C., in the Clayoquot Sound United Nations Educational, Scientific and Cultural Organization (UNESCO) Biosphere Reserve, on the west coast of Vancouver Island, offering wilderness vacations centered on luxuriously appointed tents and spa — with food to match. Specifically, Witcher wants to offer guests sophisticated, creative fare appropriate to the setting, yet still at an “approachable” level, especially in the morning and afternoon dayparts. This refined-yet-approachable style is seen in breakfast choices such as eggs Benedict with seaweed hollandaise and crab salad, and poached eggs with soft truffle polenta, and, at lunch, activated charcoal-crusted tuna niçoise with poached quail egg, and Alberta bison burger with guava ketchup and pickled cucumber. At dinner, Witcher gives full expression to his French-inflected flights of fancy and capitalizes on the region’s plentiful natural bounty, with such dishes as roast Haida Gwaii halibut with Serrano artichoke fricassee and pea verjus emulsion; whole steamed Dungeness crab with potato purée and spring vegetable nage; and North Island spot prawns with bone broth and fava bean purée.

By Don Douloff TOFINO, B.C. — The menu at the Cookhouse restaurant at Clayoquot Wilderness Resort is heading in a more elevated direction thanks to new executive chef Justin Witcher, who is intent on raising the level of food befitting the five-star glamping-style property. Witcher aims to “move the cuisine into the future, taking advantage of what’s available at our fingertips. We want to be as local and progressive as possible, and work with local farmers,” he said on May 26, as he and the resort team were busy preparing to open the property for the season (which typically runs from May to the end of September). Elevating the Northwest-style cuisine, especially at dinnertime, is an undertone of French technique. It’s a natural fit for the Relais & Chateaux property and a cooking style close to the heart of the classically French-trained Witcher, who was born in Nelson, B.C., and perfected his French cookery skills at another Relais & Chateaux property, the Wedgewood Hotel in Vancouver. His C.V. also includes stints in Australia, where he worked as chef de partie at Jamie Oliver’s Fifteen and as chef de cuisine at both Sumac and Sketch, all in Melbourne.

Executive chef Justin Witcher plates pistachio-crusted spring lamb rack. To broaden guests’ dinner choices, he’s introduced an à la carte menu, and now offers the table d’hôte menu — previously the sole dinner option — only on the final night of the guests’ stay. Taking local to a new level, the resort’s team foraged blueberries and spruce tips, which pastry chef Merri Schwartz dried and used to fla-

vour house-made chocolate bars. Despite some tweaks, such as new equipment in the kitchen and clay dinnerware, the 42-seat restaurant’s log-cookhouse décor is unchanged and completely in tune with the resort’s turnof-the-(19th)-century, Adirondack-style Great Camp ambience.

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Top

75 Chains Report R E S E A R C H BY P E T E R E L L I OT T

RANK 2016 RANK 2015 COMPANY

Please send changes to pelliot t@canadianres taurantnews.com

SALES 2016 ($MILLIONS) SALES 2015 ($MILLIONS) UNITS 2016 UNITS 2015

Tim Hortons (Restaurant Brands International)

1,591.8

1,507.4

881

875

McDonald's Restaurants of Canada Ltd.

1,262.9

483

A&W Food Services of Canada Inc.

638.2

589.5

449

441

Boston Pizza International Inc.

604.1

570.8

212

207

Starbucks Canada

526.0

526

Subway Franchise Systems of Canada Ltd.

402.5

475.1

1,089

1,071

KFC Canada (Yum! Brands)

281.3

278.7

243

239

Earls Restaurants Ltd.

255.0

265.0

Keg Restaurants Ltd.

210.0

Wendy's Restaurants of Canada Inc.

203.0

129

Dairy Queen Canada

170.0

168.0

340

336

Pizza Hut Canada (Yum! Brands)

166.7

155.0

189

167

White Spot Limited

165.0

160.0

Cactus Restaurants Ltd.

130.0

120.0

Panago Pizza Inc.

126.0

123.0

167

164

Original Joe's Restaurant & Bar (Franworks)

112.0

110.0

Moxie's Restaurants L.P (NOR)

110.0

108.0

Ricky's All Day Grill (FDF Restaurant Brandz)

106.4

92.0

Smitty's Canada Ltd.

106.0

105.0

Browns Socialhouse

100.0

75.0

Montana's (Cara)

94.0

85.0

Pizza 73 Inc.

92.6

89.7

Burger King Restaurants of Canada Inc.

91.0

90.0

Swiss Chalet (Cara)

88.0

88.9

Denny's of Canada Inc. (Dencan) (NOR)

87.0

88.0

Domino's Pizza

78.0

156

Milestones (Cara)

75.0

70.2

Quiznos Canada Restaurant Corp

72.0

80.0

144

160

MR MIKES Steakhouse Casual (RAMMP)

70.0

65.0

Papa John's

68.0

51.0

Booster Juice

67.6

163

Triple O's Burgers (White Spot)

63.0

60.0

Taco Time (MTY Food Group)

60.5

61.0

121

122

British Columbia Ferry Services Inc.

59.3

56.7

Red Robin Restaurants of Canada Ltd.

53.0

52.0

Humpty's Family Restaurants

51.0

48.0

Little Caesars of Canada Inc.

50.5

101

Menchie's Frozen Yogurt

48.0

46.0

Edo International Food Inc.

47.5

45.0

1 2 | Pacific/Prairie Restaurant News

* In some cases sales and unit numbers have been estimated.

RANK 2016 RANK 2015 COMPANY

SALES 2016 ($MILLIONS) SALES 2015 ($MILLIONS) UNITS 2016 UNITS 2015

Second Cup Ltd.

46.2

49.9

Jugo Juice (MTY Food Group)

45.5

Fatburger Canada - Frankie's Burger Enterprises (FDF)

44.0

43.0

OPA! of Greece

41.5

40.0

Blenz The Canadian Coffee Company Ltd.

39.0

38.4

Fresh Slice Pizza

36.0

36.9

Chili's Grill & Bar

35.0

30.0

Mucho Burrito (MTY Food Group)

34.0

27.2

Old Spaghetti Factory Canada Ltd.

34.0

Cora Franchise Group Inc.

31.0

28.0

100

Freshii

31.0

11.0

Joey's Only Franchising Ltd.

29.0

31.0

Extreme Pita (MTY Food Group)

28.0

33.0

Mary Brown's Inc.

28.0

24.8

New York Fries (Cara)

27.0

20.8

Bean Around The World Coffees

26.0

24.0

Brewsters Brewing Company and Restaurant

26.0

22.0

Mr. Sub (MTY Group)

25.5

N/A

Pizza Hotline

25.0

Pita Pit

24.0

23.0

Arby's of Canada

24.0

36.0

Harvey's (Cara)

23.0

25.6

Good Earth Cafes Ltd.

23.5

23.0

Pizza Pizza Limited

22.0

21.2

De Dutch Pannekoek House Restaurants

22.0

23.0

Perkins' Restaurant & Bakery

22.0

Albert's Family Restaurants

22.0

Wok Box Fresh Asian Kitchen

21.0

20.0

Roma Ribs Ltd.

21.0

22.0

ABC Country Restaurants Inc. (FDF Restaurant Brandz)

21.0

30.0

Marble Slab Creamery

20.4

Taco Bell Canada (Yum! Brands)

20.3

23.4

Nando's Flame Grilled Chicken

20.0

Robin's (Chairman's Brands)

19.5

Waves Coffee

19.0

The Canadian Brewhouse

19.0

17.0

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10 Breakfast Chains RANK 2016 RANK 2015 COMPANY

SALES 2016 ($MILLIONS) SALES 2015 ($MILLIONS) UNITS 2016 UNITS 2015

Ricky's All Day Grill (FDF Restaurant Brandz)

106.4

92.0

Smitty's Canada Ltd.

106.0

105.0

Denny's of Canada Inc. (Dencan) (NOR)

87.0

88.0

Humpty's Family Restaurants

51.0

48.0

Cora Franchise Group Inc.

31.0

28.0

De Dutch Pannekoek House Restaurants

22.0

23.0

Perkins' Restaurant & Bakery

22.0

ABC Country Restaurants Inc. (FDF Restaurant Brandz)

21.0

30.0

International House of Pancakes IHOP

17.0

Salisbury House of Canada Ltd.

17.0

19.0

* In some cases sales and unit numbers have been estimated.

June 2016 | 1 3

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10 Chicken Chains RANK 2016 RANK 2015 COMPANY 1

SALES 2016 ($MILLIONS) SALES 2015 ($MILLIONS) UNITS 2016 UNITS 2015

KFC Canada (Yum! Brands)

281.3

278.7

243

239

Swiss Chalet (Cara)

88.0

88.9

Mary Brown's Inc.

28.0

24.8

Nando's Flame Grilled Chicken

20.0

Chicken Chef Canada Ltd.

16.5

16.0

Chicken Delight

9.5

10.0

Church's Chicken

7.0

Buffalo Wild Wings

5.0

Wild Wing Restaurants

4.5

5.0

Chicken on the Way

2.5

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10 Burger Chains RANK 2016 RANK 2015 COMPANY

SALES 2016 ($MILLIONS) SALES 2015 ($MILLIONS) UNITS 2016 UNITS 2015 1,262.9

1,262.9

483

A&W Food Services of Canada Inc.

638.2

589.5

449

441

McDonald's Restaurants of Canada Ltd.

Wendy's Restaurants of Canada Inc.

203.0

129

White Spot Limited

165.0

160.0

Burger King Restaurants of Canada Inc.

91.0

90.0

Triple O Burgers (White Spot)

63.0

60.0

Fatburger Canada - Frankie's Burger Enterprises (FDF)

44.0

43.0

Harvey's (Cara)

23.0

25.6

Five Guys Burgers and Fries

14.0

13.0

Carl's Jr. Restaurants

11.5

8.0

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10 Pizza Chains RANK 2016 RANK 2015 COMPANY

SALES 2016 ($MILLIONS) SALES 2015 ($MILLIONS) UNITS 2016 UNITS 2015

Boston Pizza International Inc.

604.1

570.8

212

207

Pizza Hut Canada (Yum! Brands)

166.7

155.0

189

167

Panago Pizza Inc.

126.0

123.0

167

164

Pizza 73 Inc.

92.6

89.7

Domino's Pizza

78.0

156

Papa John's

68.0

51.0

Little Caesars of Canada Inc.

50.5

101

Fresh Slice Pizza

36.0

36.9

N/A

Pizza Hotline

25.0

Pizza Pizza Limited

22.0

21.2

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* In some cases sales and unit numbers have been estimated.

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10 Sandwich Chains RANK 2016 RANK 2015 COMPANY 1

Subway Franchise Systems of Canada Ltd.

SALES 2016 ($MILLIONS) SALES 2015 ($MILLIONS) UNITS 2016 UNITS 2015 402.5

475.1

1,089

1,071

Quiznos Canada Restaurant Corp

72.0

80.0

144

160

Extreme Pita (MTY-Extreme Brandz)

28.0

33.0

Mr. Sub (MTY Group)

25.5

Arby's of Canada

24.0

36.0

Sandwich Tree (Rest-Con Management Systems Ltd.)

7.0

N/A

Pressd Sandwiches

6.5

4.5

Badass Jack's Subs & Wraps Co. Ltd.

3.0

5.0

Cultures (MTY Food Group)

3.0

4.0

Great Canadian Bagel, Ltd., The

2.0

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10 Coffee/Pastry Chains RANK 2016 RANK 2015 COMPANY

SALES 2016 ($MILLIONS) SALES 2015 ($MILLIONS) UNITS 2016 UNITS 2015

Tim Hortons (Restaurant Brands International)

1,591.8

1,507.4

881

875

Starbucks Canada

526.0

526

Second Cup Ltd.

46.2

49.9

Blenz The Canadian Coffee Company Ltd.

39.0

38.4

Bean Around The World Coffees

26.0

24.0

Good Earth Cafes Ltd.

23.5

23.0

Robin's (Chairman's Brands)

19.5

Waves Coffee

19.0

Serious Coffee

12.0

12.5

N/A

JJ Bean Coffee Roasters

18.0

17.0

Reach new customers with national and regional advertising options. Our sales team will work with you to develop a cost effective and competitive print and digital strategy to reach your target audience. Contact our sales team for our 2016 rates and editorial calendar. Debbie Mcgilvray | 905-206-0150 ext. 233 dmcgilvray@canadianrestaurantnews.com Kim Kerr | 905-206-0150 ext. 229 kkerr@canadianrestaurantnews.com * In some cases sales and unit numbers have been estimated.

June 2016 | 1 5

Sustainable foodservice for a sustainable campus VANCOUVER — UBC Food Services is one of the country’s largest self-operated post-secondary foodservice operations, running 35 establishments, and it’s getting even bigger. “We’re growing really fast,” said Colin Moore, director of UBC Food Services, part of the University of British Columbia’s Student Housing and Hospitality Services. In addition to restaurants, markets, cafés and food trucks, there are 10,000 residence beds on the main campus and about 3,330 students on a meal plan. UBC Food Services operates two residential dining restaurants. With Orchard Commons opening this summer and adding another 1,000 beds, UBC Food Services has created Hero Café & Market and Open Kitchen, which boasts 400 seats and nine food stations in a marketplace-style environment. “Our culinary focus utilizes local Pacific Northwest ingredients and will feature globallyinspired concepts and menu choices,” Moore said. Residential dining accounts for about one

third of UBC Food Services’ business, which is self-funded and contributes a dividend to the university. It also franchises a number of national and regional brands (three Starbucks, two Tim Hortons and a Triple O’s, for example). More than a third of UBC Food Services’ business comes from these franchised chains and brands developed in house. There are 25 outposts ranging from cafés, minimarts and grab-and-go quick stops to full service restaurants, namely The Point Grill and Sage. The university launched its first food truck less than three years ago and now there are five. Moore said developing brands is where UBC Food Services really shines. “I would prefer to operate all of my own brands and not pay royalties, but you have to have national brands,” he noted. Moore said the catering division, which will be rebranded into Scholar’s Table and Scholar’s Pantry from Wescadia Catering, also accounts for about one third of revenue, serving functions from small lunches and business meetings

to weddings at Cecil Green Park House, plus large conferences. David Speight, who came to UBC from Rogers Arena, is the culinary director. Under him, there are three executive sous chefs each heading up a division of the business: commissary and retail; residential dining; and restaurants, food trucks and catering. “Our biggest strength is our culinary talent,” said Moore. With an international student population of more than 20 per cent, the culinary team must prepare a diverse culinary experience for a food-savvy, educated clientele. Students want local and sustainable food on the Fair Trade campus, but they also want a four-dollar burger special. “And I love that because they’re going to hold us accountable … Students push us and that’s good,” Moore said. Leaders in sustainability, the independent foodservice company is the largest customer of the UBC Farm. “We buy as much as they can sell us — if we could buy more we would,” said Moore, not-

ing 60 per cent of ingredients are sourced from within 150 miles. UBC Food Services is working toward zero waste and has made strides in waste recovery with a four stream system, reusable container exchange program and compostable packing. All fresh seafood purchased by UBC Food Services (and by campus partners AMS Food and Beverage Department) meet Ocean Wise standards. UBC Food Services opened about eight new concepts in the past two years and with about 20,000 transactions in a given day, Moore said all of the foodservice provider’s categories are seeing increased sales. “Our same-store growth is pretty strong; it’s six to eight per cent over the last couple years,” he said, adding this is despite new competition from other campus operators. “What do we do? Obviously we feed people but we’re really connected to a bigger objective here, which is changing the world, nourishing the minds of the people who are going to go on and do great things,” Moore said.

Phillips Beer recruits bald eagle to deliver its pilsner VICTORIA, B.C. — While drones are delivering packages for online retailers, Phillips Beer has decided to take delivery in a different direction. The company has recruited the help of Hercules, a four-year-old bald eagle, to deliver its new pilsner. The eagle’s service will be made available to a few Phillips fans via the Beer from a Bird online contest. “We were talking about what’s analog and what’s digital, and how Amazon’s drone delivery is a digital solution to an analog problem,” said Matt Phillips, founder of the beer company. “We thought we should do an analog version of a drone delivery, hence the bird.” Hercules honed his delivery skills at Pacific Northwest Raptors in Duncan B.C., where eagles are trained in bird abatement tasks like clearing runways. “They knew the bird could do it and thought it was a fun project,” Phillips said. “It’s a really well-trained bird.” Hercules, however, isn’t cleared for take off yet. The B.C. Ministry of Forests, Lands and Natural Resource Operations isn’t too happy with the delivery system. “When we talked to the bird people, they thought there was no issue with this, but the

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ministry is up in a bit of a flap about this,” Phillips said. “We’re waiting to find out if it’s going to fly at all.” If all goes according to plan, Hercules will deliver the pilsner about 1 kilometre to each contest winner’s home. Phillips explained the bird would have no trouble spotting its destination. “It’s pretty phenomenal. They have incredible vision and they know what their trainers look like,” Phillips said.

Hercules will carry the beer in a special pouch held in his talons. “We asked if a backpack would work, but they need the centre of mass low in the bird,” Phillips said. “We thought it would look cool if it looked like scuba tanks or something, but no dice on that one.” Phillips often holds concerts and events to promote its products, but the Beer From a Bird contest is the first time the company has thought this far outside of the box.

“We try to have fun with our labels and stuff, but this is the first time we’ve done something as foolish as this,” Phillips said. The idea is working from a marketing standpoint. The contest has garnered attention from across North America. “It’s really captured the American imagination. We didn’t think of that, but with the eagle being a symbol, the American media is really interested in it,” Phillips said. For the general public, the majority of feedback for the contest has been positive. “Most people love it. There is of course some that don’t like the idea of birds being used for anything. We’ve heard from them for sure,” Phillips said. “It’s a working bird and it was born in captivity, it’s not like it was captured for this kind of thing.” While Phillips Beer is likely the first delivered by eagle in Canada, the brewery is also the first in Canada to malt its own hops. The malt house began production last year sourcing about 40 per cent of its grain from Vancouver Island, and the rest from its home province. “Traditionally, breweries all used to have their own malting plants. That went away and malting became its own industry,” Phillips said. “We’re able to make great malt and tailor it to our brewing process.”

Chef Iain Rennie

Delta Grand’s restaurant rethink KELOWNA, B.C. — An ambitious overhaul will recast Delta Grand Okanagan Resort and Conference Centre’s restaurant to take advantage of the bounty found in the neighbouring Okanagan Valley. The restaurant rethink is part of a $9.4 million construction project that’s dramatically modernizing the hotel’s entranceway, lobby, restaurant and deck. Starting last December, and on track (at the time of writing) to finish in June, the 2016 project will seamlessly integrate the lobby, lounge and restaurant. The reimagined restaurant, OAK + CRU Social Kitchen and Wine Bar, located on the waterfront with panoramic lake views, will feature 263 seats, including 150 outdoor patio seats and 72 lounge seats, and boast a new, engaging, upper-casual look — highlighted by ample oak throughout — created by designer mackay wong. The menu, overseen by executive chef Iain Rennie, will draw inspiration from the bounty of the Okanagan Valley’s 300-plus wineries and profusion of farms, purveyors and artisans. Signature menu items will include smoked brisket with compressed pear, cambozola blue cheese, hoisin tomato sauce and fresh mozzarella; marsala prawn flatbread with goat cheese, cilantro, marsala sauce and fresh mozzarella; and cast iron-seared ribeye steak. Rennie’s resume is impressive, reflecting a career during which he’s risen through the ranks of British Columbia’s culinary scene. His C.V. includes stints at the Pan Pacific Hotel in Vancouver; the Savoy Hotel in London, England; Fairmont Empress Hotel, in Victoria, B.C.; Vancouver’s Fairmont Waterfront; and Westin Bear Mountain Golf Resort & Spa in Victoria, where he worked as executive chef. Over the course of his career, Rennie has garnered 18 gold medals and five silver medals in world culinary competitions. Fronting the kitchen will be a 10,000-pound Wood Stone oven producing breakfast items, roasted meats and even desserts such as crème brûlée. As its name implies, the restaurant and wine bar are intended to be the lobby’s social, interactive hub. Besides featuring 300 Okanagan labels, the wine bar will offer a tasting program and communal table for up 10 people. Complementing the wines will be a cocktail program, overseen by food and beverage manager James Addington, featuring a full slate of drinks, many bourbon-based, as well as a selection of non-alcoholic drinks served in the morning. Spilling out from the restaurant will be the rebuilt deck, extending into the lagoon and outfitted with propane heaters, firepits and a retractable awning covering a sizeable portion of the terrace.

June 2016 | 1 7

PEOPLE

Meet Shanna Munro, the new Restaurants Canada CEO TORONTO — In her new role, Shanna Munro plans to meet with foodservice and hospitality stakeholders across Canada. The industry veteran officially took on the role of Restaurants Canada president and chief executive officer on June 1. “One of my missions and priorities is to get out across Canada and get into the communities. I’m truly an operator and it’s about getting out there, meeting people, shaking hands, talking about the business, understanding their needs and wants, creating the strategies that support it, then delivering,” she said. “I’m pretty excited about that.” She also hopes to bring the provincial and national associations together. “With the collaboration of all the associations together, I think we’re more powerful and we could influence more change — I know that,” Munro said. She joined the association in September as chief operating officer, replacing Carmine Aquino after his departure in late July of last year. “When I joined Restaurants Canada I kind of stayed in the background and that was deliberate in many ways, as I was learning the association,” said Munro. “When I think about an association, I really believe that it’s very similar to a business, it’s a

business entity, and it needs to be considered as that and run as that. It has the potential of everything a business has, and I think that framework and those elements will bring great opportunity for the organization.” Munro’s career in the foodservice industry spans more than 25 years, starting with Priszm Brandz, previously Scott’s Restaurants, where the Ottawa native progressed from an hourly employee into a senior vicepresident overseeing multiple YUM! Brands concepts across Canada, including KFC, Pizza Hut, Taco Bell and Long John Silver. “I started in the foodservice industry back in the ’80s,” said Munro, who was born and raised in Ottawa. Putting herself through school, she took a job at a KFC. “I never planned on staying,” said Munro, who had aspirations in interior design. But opportunity knocked and she worked her way up to management, district manager, and then director of operations. Munro credits much of her success in busi-

ness to having the opportunity to tap into the expertise of great leaders. When a recruiter reached out to her about taking on a role with the association, Munro thought it was a perfect fit. “The foodservice industry always held a deep spot in my heart,” she said. “It took me back to my foundations … and I felt it was an opportunity to give back to a community that I could contribute a great deal to.” Munro aims to help operators of all sizes. “Let’s face it, it’s a tough industry. The complexities within the foodservice industry are far different and more complex than those in any other industry, and I know that from what I’ve gone through,” she said. Munro is looking forward to working with Restaurants Canada’s diverse board of directors, made up of CEOs and independent operators. She hopes she brings a unique approach to discussions, with the ability to think strategically, but also like an operator: “strategy is execution.” There are some changes on the horizon for

Restaurants Canada. British Columbia’s CONNECT Show is on “pause” for the time being. Munro said the association has plans to have a presence in that province, but it might not necessarily be in the form of a typical tradeshow. “I really think, as a national organization, we need to get involved in the local community and invite those from the community to participate,” she said. By getting industry stakeholders together — including suppliers, distributors and farmers — she thinks the association will “be a stronger force.” She hopes this will help influence change for foodservice. “It deserves it; it’s a noble profession,” Munro said. In a time when margins are being squeezed and operators might be considering saving their membership fees, Munro thinks the membership model has great potential for growth — think Netflix or Dropbox — but the value proposition must be clear and targeted to both chains and independents. “I think there are things that we do today that we could articulate better,” she said, pointing to Groupex as an example. There are also new things coming down the pipeline to add to the restaurant association’s value proposition, but Munro said she would save those details for later.

Fairmont Lake Louise sommelier to represent Canada LAKE LOUISE, Alta. — Fairmont Chateau Lake Louise sommelier Seamus Dooley will represent Canada at La Chaîne des Rôtisseurs International’s Jeunes Sommeliers competition, which will be held Aug. 25-26 in Vaduz, Liechtenstein. Dooley joined the hotel industry in 2014, with previous experience in boutique and high-volume retail wine sales, bars, restaurants and event planning. At the Fairmont Chateau Lake Louise,

Dooley supervises wine sales and service throughout the property’s food and beverage operation; plans and conducts wine tastings and seminars for internal staff and external guests; and participates in supplier and industry tastings. He recently received the LQA (Leading Quality Assurance) Outstanding Employee Award recognizing him for his exceptional service. Prior to joining The Fairmont Chateau Lake Louise, Dooley was sommelier at Res-

taurant Le Beaujolais in Banff, Alta. Open to young professionals between the ages of 21 and 30 who have a pronounced interest and knowledge of wine and crafted beverages, the International Jeunes Sommeliers Competition is hosted by La Chaîne des Rôtisseurs. Competitors from around the world are chosen through selection competitions held in their respective countries, and are tested in three areas: theory, service and blind tasting.

Pacific and Prairie hotels welcome new chefs to their kitchens The Oswego Hotel, in Victoria, B.C., welcomed Kevin Koohtow as chef in April. As part of his new role with the Oswego Hotel, Koohtow has unveiled a French bistrostyle menu at O Bistro. Koohtow previously held the position as chef de partie for the Victoria Marriott Inner Harbour, and during this time was acting chef at Lake Louise during a four-month secondment. Koohtow is Red Seal Certified and volunteers with Breakfast Clubs of Canada through Mealshare. To reinvigorate the culinary experience at the property, chef Koohtow will be working with the Oswego Hotel’s team to develop an on-site herb garden and also plans to lead a mushroom-foraging group from the hotel. With the arrival of three new chefs, announced on April 25, SilverBirch Hotels & Resorts has added fresh talent to further strengthen its award-winning executive culinary teams. Curtis Toth joins the team at the DoubleTree by Hilton Hotel and Conference Centre

1 8 | Pacific/Prairie Restaurant News

sional, having worked as the opening kitchen manager for Chop Steakhouse in Edmonton, before taking on executive chef roles at Von’s Steak and Oyster House and then the Edmonton Petroleum Golf and Country Club.

Kevin Koohtow Regina, Brian McBride joins Radisson Hotel Edmonton South, and Adam Brack joins chef Willie White at the DoubleTree by Hilton West Edmonton. McBride, a native of Alberta, brings with him over 21 years of culinary experience, including several years at the Fairmont Jasper Park Lodge, during which time he was part of the team that prepared food for Queen Eliza-

Michael Batke beth II during her 2005 visit. Toth returns to DoubleTree by Hilton Hotel & Conference Centre Regina, having started his career at the hotel over 18 years ago. He has worked in prestigious hotels and restaurants, including the Hotel Saskatchewan, Catch Restaurant in Calgary, and Temple Gardens Mineral Spa, in Moose Jaw, Sask. Brack is an experienced culinary profes-

Arjun Channa, general manager of The Westin Calgary has announced the appointment of executive chef Michael Batke. This marks his return to the hotel, where he previously led the culinary team from 2006 – 2009. Batke was the executive chef at The Westin Bayshore, Vancouver, which was the host hotel for the International Olympic Committee (IOC) during the 2010 Winter Olympics. From 2010 – 2011, he was executive chef at the Delta Calgary South. In 2011, Batke helped open and run the kitchen for the Alley Burger Food Truck as coowner. He also served as chef de cuisine at Charcut Roasthouse from 2013 to 2015 and was corporate chef at Charbar, which he co-owns.

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