Restaurant Association newsletter THE Thymes July 2013 by Nicola Waldren

PHOTOS: THE GEORGE HOTEL, CHRISTCHURCH

JULY/AUGUST 2013

Report Underlines Hospitality's Contribution To NZ’s Economy Our third annual Hospitality Report, the definitive guide to the performance of New Zealand’s hospitality industry was released recently and highlights the significant role that hospitality plays in New Zealand’s economy.

think your café is the best? employment in focus

Winter, when business is generally quieter, is a good time to examine your employment systems...and implement some new ones. We keep you up to date with the latest employment news...

when is the best time to sell?

All too often owners make an impulsive decision to sell their business. However, without the proper preparation the sales process and the outcome can be seriously hampered.

challenge yourself, get competing

estaurant Association Chief Executive, Marisa Bidois, says that the past few years have been challenging for hospitality businesses however the industry is feeling more confident about business in 2013. “We saw strong growth in overall revenue in 2012 of 6.7 per cent and expect a more modest increase in 2013. Our industry continues to grow, and with recent reports of consumer confidence improving, that too will have a positive flow-on effect in the year to come, “ she says.

Highlights of the 2013 Hospitality Report, a joint project between the Restaurant Association and AUT University, include: SALE ST, AUCKLAND

are your employees entitled to work here?

Nationwide sales for 2013 are projected to increase by 3 per cent to $7.19 billion (2012: $6.98 billion) Number of outlets in 2013 is projected to increase by 87 to 14,636 (2012: 14,549) Number of employees in 2013 is projected to increase by 1 per cent to 104,525 (2012: 103,490) By region, Auckland and Bay of Plenty were the best performing. Both experienced double digit sales growth up 11.9 per cent and 15.3 per cent respectively. Sales in the Manawatu-Wanganui, Canterbury and Otago regions all contracted by between 3.3 per cent and 4.1 per cent. “The hospitality sector is a barometer of the economy. It is the first to feel any economic downturn and one of the first to recover when the economy improves,” says Lindsay Neill, one of the report’s authors and Senior Lecturer at AUT University. C O NTI NU ED ON FO L LOW IN G P AGE

F R OM P RE V IO US PA G E

DISCOVERING NEW ZEALAND’S ZEALAND’S HOSPITALITY PERSONALITY PERSONALITY For the first time, this year’s report includes research on the ‘hospitality personality’, as a way to begin to combat the skills shortage facing the industry. For this piece of research the Restaurant Association and AUT collaborated with psychometric expert Dr Lawrence Powell to analyse responses from employers about desirable personality traits. In this first for New Zealand, the industry has taken steps to begin to understand whether there is a discernible hospitality personality and identify the desirable traits of managers and employees. “Ultimately this research will allow us to create interview tools for the hospitality industry so the right people are employed. Targeted questions, in particular, will help employers to select candidates with the right mix of skills and attributes.” says Lindsay Neil. A more strategic approach to recruitment will help to professionalise the industry and should translate into better customer service and stronger profit margins.

CHALLENGES FACING THE THE HOSPITALITY INDUSTRY With slim profit margins, currently running at just under 5 per cent, Marisa Bidois says that remaining profitable is a perennial challenge. “Managing labour costs continues to be the single biggest challenge facing operators. We expect 2013 to be no different as the industry looks ahead.” Maintaining sales volume is the number two challenge for this coming year. Operators have to make sure they do all they can to connect with customers.

That means not only providing a great dining experience, but also presenting the right image and information online and making sure the website can be accessed by smart phone and tablets. Operating costs rounded out the top three challenges for this year as the industry continues to face cost increases across the board.

The top five challenges operators expect in 2013 are:

1 2 3 4

Labour costs (2012 #1 challenge) Building and maintaining sales volume (2012 #4= challenge) Operating costs (2012 #3 challenge) Lack of skilled employees (2012 #2 challenge) Food costs (2012 #4= challenge)

OUTLOOK FOR 2013 The long hot summer this year provided a much needed boost for the industry. Anecdotally the mood is more upbeat, and with the Christchurch rebuild flow-on effect, increased consumer and business confidence and reported increases in credit card spending, operators are cautiously optimistic. There is light at the end of the tunnel, but we are realistic about the challenges, says Bidois. “The hospitality skills shortage is a real and on-going problem for our industry which will hamper growth as the economy begins to improve, and margins will remain under pressure. “On a positive note, economic activity and confidence is on the rise, and the country’s employment levels are forecast to lift also. On that basis we expect nominal sales growth of around 3 per cent in 2013, and a small lift in employment and the number of outlets.”

MORE DETAILED ANALYSIS ANALYSIS OF THE INDUSTRY AND TIPS FOR HOSPITALITY OPERATORS IS NOW AVAILABLE. The 2013 Hospitality Report is available to Restaurant Association members at no cost and to the general industry, for $150.00. Contact us for your copy (info@restaurantnz.co.nz; 0800 737 827).

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ceo’s update

ceo update

November 2011

FROM THE CEO’s DESK THIS ISSUE OF THE THYMES THYMES IS FILLED WITH INSIGHTS FOR YOU AND YOUR BUSINESS… BUSINESS…

ur front page highlights some of the key points in our recent release of the 2013 Hospitality Report , a joint project with AUT University. This report has had great coverage in the media and is a key benefit for members to assist in planning. This report is free for members, saving you $150.00. We have just launched an exciting new member benefit with SummaBI to bring you an essential business reporting product which helps you manage your business from anywhere! Check out the great deal we have negotiated on your behalf on page 4. The Association is full steam ahead with submissions to the government at the moment – making sure the industry’s interests are represented on a number of important matters. We highlight the review of liquor licence fees and the significant increases proposed in this issue. We have also made a submission on the review of chefs on the Long Term Skills Shortage list, where the Association has strongly argued on behalf of the industry that the labour shortage is acute in this area. Further submission work is also taking place on the Food Bill. The Minister’s proposed amendments seek to clarify issues relating to industry programmes, food handler guidance, fundraising, regulations for charging fees, standards in relation to GM foods and ensuring the legislation is aligned to recent legislative developments. We’ll keep you updated on outcomes in upcoming issues of THE Thymes, on Facebook and the website. In employment matters, matters Kirstin Lethbridge, our Employment Relations Advisor, covers off a couple of very important matters to consider when conducting investigations and complaints in the work place. A recent case in the Authority also highlights the importance of understanding the requirements when an employee abandons the workplace. Hesketh Henry give us a run down on the Air New Zealand controversy regarding tattoos in the workplace and how this relates to the Human Rights Act.

A number of key events are happening in August with our own NZ Culinary Fare on the 18th 19th and 20th of August—with a special celebration happening on the 20th to celebrate 21 years of the New Zealand Culinary Fare. Dad and Daughter Date Night is on the 4th of August—a great initiative to get fathers and daughters out and about. The NZ Café of the Year has also started and is accepting entries. Auckland Restaurant Month and Wellington on a Plate kick off in August as well! The Rotorua Hospitality Awards were held recently and a great success. Congratulations to all the winners. The success of the evening comes down to the commitment of the organising committee and the dedication of sponsors – an excellent evening celebrating the many talented establishments in Rotorua. The Wellington Capital Awards were also held recently and a big congratulations to all the talented winners from the Wellington region. Be sure to check out all the details on our regional pages. Our revamped member directory, www.dinefind.co.nz, has been released and we have already seen thousands of unique visits to the site. We have banner ads for the directory on over 80 websites – helping to promote your businesses! Make sure your business is listed – it’s free promotion for members. Our Professional Development programme continues on as well so be sure to check out the great webinars on offer. These can be enjoyed from anywhere in the country so long as you have access to the internet. We have already had many members logging in and making the most of this great resource. Marisa Bidois marisa@restaurantnz.co.nz

proudly brought to you by Outdoor Concepts ceo’s update

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...don’t forget to support the people who support your Restaurant Association key partners...

MEMBERINITIATIVES MEMBER OFFER

INTELLIGENT BUSINESS REPORTING The Restaurant Association is focused on providing members with relevant services and benefits to add value to your businesses. One of the essential products to help you manage your business better is a superior business reporting system. The Summa BI product (www.summabi.com) is a specialised online hospitality business intelligence system home grown in New Zealand. Essentially, the system automatically collects sales and employee data from over 1000 hospitality tills/ POS systems across NZ and Australia each day. Summa displays your own POS data online in custom dashboards with drill-down reports, trend reporting and analysis tools for you as managers and business owners to view securely from your internet browser. And as it is cloud based you can view it whenever you like, from wherever you are. This means when you log in each day, you get a complete snapshot of your operation’s performance, so that you know straight away what to focus on. No spread sheets, which means no human error and no waiting for them to be compiled; just accurate, automated and up to date reports and analysis. All of this is provided with no upfront costs, no long term contracts, just a small monthly service fee.

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NEED MORE INFORMATION? Check out www.summabi.com and call the Restaurant Association on 0800 737 827 for more information on taking advantage of this offer.

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me mber initiatives

PRESIDENT’SVIEWPOINT MAKING RESERVATIONS IS A WAY OF LIFE... BY MIKE EGAN

eservations are the life blood of many full service restaurants. Taking and relying on reservations is a very tenuous agreement that is often weighted in favour of the customer. In a recent article, the Wall Street Journal reported that in large cities as many as 20% of reservations fail to materialise on any given night. With the US restaurant industry reporting slim margins of 3%-5%, like New Zealand, these no-shows of course impact severely on the viability of many restaurants. A PhD student, Jaelynn Oh, from Wharton University in the USA, has studied why customers find it so easy to break their commitment to dine at your establishment. Ms Oh believes it comes down to lack of perceived value. That is, when people make a reservation to dine it is a ‘no strings attached’ commitment, so if they decide to eat elsewhere then there is no cost to them for not turning up. In the restaurants case however, once the reservation is taken we have already sold the food and some drinks and in our mind have banked the money. There is, however, no value to the customer in either honouring or keeping the reservation. Her theoretical answer is to punish those that break their reservations and reward those that keep them. Punishing those that fail to keep or cancel immediately before their reservation is already established by high end restaurants. They will often place a charge to a credit card that the customer has had to offer at the time they made the reservation and then charge a cancellation fee if the customer does not show up or cancel in a timely manner. Some exclusive restaurants charge the full cost of the dinner upon booking. El Bulli famously allowed only one day of the year where you could call and request a reservation. All their slots were fully taken up and paid for within 24 hours. Great for cash flow!

However, Ms Oh’s suggestion to reward customers that do show up is an interesting one and some restaurants in her study offer flexible pricing so that making a reservation at an unpopular time, or day, of the week allows for a reasonable discount. Airlines and hotel chains are already the masters at this though I am sure they are helped by complex computer programs utilising algorithms to maximise revenue. Her study concluded that the best option is of course not just a straight reservation system for most restaurants but one which either accepted walk-in customers only or was a hybrid that allowed for some bookings as well as walk-ins. Pointedly her model is mathematical and concludes that a ‘no-reservations’ policy would not be attractive for customers at high-end restaurants, who often have an extreme aversion to waiting and in some ways the meals are priced to cover the no-shows. Some restaurants that accept reservations have a tiered system whereby there are two timeslots each evening and these are your only choices for dining time slots. This can maximise revenue in a similar scale to a restaurant relying on walk-ins only. However, the kitchen obviously has these two pinch points every night as the restaurant is filled and emptied in two distinct waves. The old restaurant adage “we don’t sell burgers, we rent chairs to people that eat burgers” is another way of saying that when a table is not being occupied it is not producing.

In these times of social media some restaurants name and shame no-shows or blacklist them from making future reservations. I personally don’t think we are ready for that yet!

Mike Egan mike@monsoonpoon.co.nz

proudly brought to you by Starline president’s viewpoint

THE THYMES J U L Y 2 0 1 3

EMPLOYMENT

IN F OCUS

Winter, when business is generally quieter, is a good time to examine your employment systems...and implement some new ones. To help you, this section looks at the latest in employment news...

employment matters

EMPLOYER OBLIGATIONS

WHEN AN EMPLOYEE LEAVES

When an employee departs their employment suddenly and unexpectedly, there is an obligation for the employer to make reasonable efforts to contact the employee to ascertain their intentions around returning to work. A fair and reasonable employer would not simply assume the employee had resigned without looking into the matter further, as a judgment by the Employment Relations Authority highlights.

n a very brief summary of this case, whereby the employee alleged an unjustifiable dismissal, the employee had been working at the establishment for a few weeks. One day as she was preparing to leave for the day she was called into the manager’s office to discuss some issues – in particular two other employees had complained that the employee was bossy and there were other issues over food waste. During the meeting the employee became very upset and hastily left the workplace in an emotional state before the manager had a chance to complete the meeting with her. The employee did not return to work the next day and as a result the employer determined that she had left her employment voluntarily. They did not investigate whether this was the case. The Employment Relations Authority found that an employer was not entitled to adopt that stance. They determined that as the employee clearly left the premises in an upset state of mind, a fair and reasonable employer would have made contact to inquire about the employee’s welfare and ascertain if she intended to return to work. Furthermore the employee’s employment agreement had an abandonment of employment clause that stated that “In the event the Employee has been absent from work for three consecutive working days without any notification to the Employer, and the Employer has made reasonable efforts to contact the Employee, Employee this agreement shall automatically terminate on the expiry of the third day without the need for notice of termination of employment.”

While the employer suggested that the employee’s departure was not abandonment, rather a resignation, the Authority deemed that as the employee did not return to work it was clearly abandonment. As a result there was an obligation for the employer, as per the terms of the employment agreement, to make “reasonable efforts to contact the employee”. Their failure to do so was a breach of this provision. The Authority further commented that they found it probable that the employers had found that the failure of the employee to return to work was an easy solution to their problem; hence there was no inclination to contact her. The matter of the obligation of an employer to inquire of an employee as to his or her intentions has been assessed by the courts on a number of occasions. In one prominent example the court commented that “the employer should be cautious in drawing an inference that the employee had abandoned their employment” and “clearly the need for trust and fair dealing in the employment relationship should encourage the employer to make inquiries to the employee where the employee has not clearly evinced an intention to finally end his or her employment.” In addition there is an obligation under the Employment Relations Act whereby the duty of good faith “requires the parties to an employment relationship to be active and constructive in establishing and maintaining a productive employment relationship in which the parties are, among other things, responsive and communicative…” C ONTI NU ED ON FO LL OWI N G PA G E

industry sales report F R OM P RE V IO US PA G E. Em pl oye r o b lig a ti ons when an em pl oyee lea ves

So what should an employer do when an employee unexpectedly leaves their employment? In the employment case outlined the employee left the workplace visibly upset. This in itself raises alarm bells that the situation needed to be addressed immediately. It is the Restaurant Association’s advice that in an event such as this the employer should attempt to make contact with the employee. If things seem to have happened in the heat of the moment we recommend that the employer communicates to the employee that they “sleep on it” overnight and return the next day to discuss any further issues. Like the abandonment of employment clause outlined in this case, the Restaurant Association’s employment agreement template provides that an employee who is absent without notice and good reason for three days in a row is deemed to have abandoned their employment (clause 9.6). However, you must, during the three days' absence without leave, make strenuous attempts to contact the employee. This may include ringing them and couriering letters inviting them to make contact and explaining to them that if no contact is made within a certain time frame they may be deemed to have abandoned their employment. The Association can assist you to draft a letter addressing the situation. You’ll need to make sure your staff records are up to date to ensure you can make the best effort to contact them – in particular you may find that mobile numbers change on a regular basis. It is strongly recommended that if you need to terminate employment for abandonment, you should seek advice from the Restaurant Association employment help line (0800 737 827). employment matters

EMPLOYEE COMPLAINTS

GET IT IN WRITING! Have you ever received a verbal complaint from a staff member about another staff member? The complainant will go into gritty details about how their colleague swore at them, they feel threatened and now they just can’t take it anymore.

ou hear them out and like a good employer you’re concerned, you want to do something about it and you want everyone to get along. Then they say “Oh…and I don’t want to put anything in writing and I want this to be confidential”. Sound familiar? You’re left thinking where to from here and how do I deal with the request for anonymity. Unfortunately we don’t live in a world where dismissing an employee who is subject to a confidential complaint means that you’re free from the dangers of a hefty personal grievance for an unjustified dismissal (and hey, you heard the complaint, so it must be true, right?). Unless of course, the complainant is in danger and naming them could put their safety at risk. An employer may be justified in withholding the identity of a complainant in these situations, however, this is extremely rare. There are several parts of the Employment Relations Act (ERA) which ‘test’ the justification of a dismissal and require the employer to act in good faith. Sections 103A and 4(1A)(c) of the ERA 2000 state that the employer must raise the concerns with the employee in question, that the employee has reasonable opportunity to respond and that their explanations were genuinely considered by the employer. Most importantly, section 103(A) explains the pinnacle of the Act...”…whether the employer’s actions, and how the employer acted, were what a fair and reasonable employer could have done in all the circumstances at the time the action occurred.”

affect an employees’ employment, or the continuation of employment, the employer must provide affected employees with access to information relevant to the continuation of the employees’ employment and an opportunity to comment on the information…before the decision is made. It’s these very sections that are often quoted in employment court cases, where employers lose the battle and pay the price of a costly dismissal. So what does this mean? Always get a complaint in writing! If it’s serious and shows signs of bullying or harassment, invite the employee in question to a meeting, also in writing, with reference to the complaint (and the complaint attached to it). The complaint needs to show clearly who the complainant is and details of the issue. Hearsay should not be ignored, it just means you need to conduct a thorough, bullet proof investigation and ask questions. You may find that once investigating a ‘he said, she said’ situation, there are contradicting versions of the story. Our advice at the Restaurant Association is to always get statements in writing as it will protect you and your business should you ever find yourself attending mediation or standing in a court room. If in doubt? Call our employment help line (0800 737 827). We can point you in the right direction and assist with composing the necessary letters.

Good faith, another principal element of the Act, explains that when an employer is proposing to make a decision that will

THE THYMES F e b r u a r y 2 0 1 3

employment matters

EMPLOYER RESPONSIBILITY IN THE INVESTIGATION PROCESS I recently attended a conference about workplace investigations and one of the most interesting points that was covered was employer responsibility during a formal process in the workplace. BY KIRSTIN LETHBRIDGE

ormal, disciplinary meetings can be foreign to some business owners. This makes sense…small businesses make up a big percentage of businesses in New Zealand, where communication maybe a bit more open than larger companies. Team dynamics are more closeknit and the environment resembles characteristics of a family. Issues can usually be ironed out with a bit of a ‘chat’ and with a small team, problems can be identified and tackled in their early stages. When misconduct (or serious misconduct) occurs employers have the option of approaching an external body and outsourcing an investigator to assist with the disciplinary process. However, getting someone in your business to find facts does not mean you can sit back while someone else makes the decisions for you. Equally as important, if you’re doing the investigating yourself, you need to ensure the facts stack up and you’re confident in making a decision based on those facts. The employer needs to retain overall responsibility for the process and make an independent decision based on the information that has been found during the investigation process. And if you do outsource the job to an investigator, don’t allow that individual to make a decision. The reason being is that the investigator would not know all the circumstances of the employee, the situation, the employment relationship or the conduct itself. Simply said, it is not a decision such a person would be qualified to make. The end decision must be made by the business owner. An employer needs to scrutinise information and take responsibility for the process. A well-known case, identifying a classic example of an employer getting the investigation process wrong, is the C v Air Nelson (2011) case. In this instance, a pilot was dismissed for serious misconduct following allegations of sexual harassment by a 19-year old flight attendant. The allegations came to light after a night spent together in a Napier hotel during a stopover. The flight attendant made a complaint of rape and sexual harassment to Air Nelson but did not want to press charges with the police. As a result, the pilot was dismissed.

THE THYMES J U L Y 2 0 1 3

There were several reasons for dismissal, other than the allegations (which were obviously rejected by the pilot from the outset). Those reasons included the pilot purchasing alcohol and breaching code of conduct (pilots are not allowed to consume any alcohol eight hours before flying) and a lack of judgement. The pilot raised a personal grievance and went to the Employment Relations Authority, where his claim was dismissed. Interestingly enough, the pilot then took Air Nelson to the Employment Court where the decision made at the Authority was overturned and they found that Air Nelson’s investigation was “fundamentally flawed”. The judge also reinstated the pilot to his former role. Some of the errors in the employer’s investigation included no factual evidence to conclude that the pilot did in fact breach the “eight hour rule”. The first officer, who witnessed the incident, provided evidence that the flight attendant in fact seduced the pilot, which corroborated with the pilot’s evidence. And finally, the allegations of over-consumption of alcohol and sexual harassment were unfounded and regarded as lightweight. As a result, Air Nelson was ordered to pay just shy of $64,000 to the plaintiff in the Employment Court – ouch! To put it very simply, the employer must take responsibility throughout an investigation process. Investigate the facts, ask questions if explanations don’t stack up and thoroughly examine your decision. If you need assistance in an investigation process the Restaurant Association can help to ensure a solid decision is made.

employment matters

industry salescall report need help? us on 0800 737 827

November September 2011 2011 November 2011

24 10 23

CHEF SKILL SHORTAGE UNDER REVIEW The senior chef occupation, which has been on Immigration New Zealandâ&#x20AC;&#x2122;s long term skill shortage list since 2005 is currently being reviewed as to whether it should remain on the list.

oles that are listed on the long term skill shortage list (LTSSL) are identified as positions that have a critical, ongoing skill shortage. Immigrant candidates qualified in these roles may find it easier to gain work visas to work in New Zealand and employers may likewise find it easier to employ international workers if their efforts to recruit locally have proven unsuccessful. Members will note that this review follows that of the restaurant, cafĂŠ, bar manager role at the end of last year. Despite our best efforts, the decision on that position, which currently is listed on the immediate skill shortage list, is to remove it at the end of this year. We were essentially given a one year reprieve on their initial judgment to remove the position from the list immediately.

At this stage however, there has been a preliminary inconclusive decision on the chef role. The Association has strongly argued on behalf of the industry that the labour shortage in this area is acute. In the year ending April 2013, 4,511 online advertisements were placed for vacancies in the Chef occupation, while national data provided by the Ministry of Social Development on people available to work or train suggests that there are currently 289 suitable jobseekers available to fill vacancies within this occupation. Members report extreme difficulty in recruiting for these key roles which are integral to the performance of a hospitality business and while most are committed to progressing existing staff from within the business, the demand simply outstrips available workers. The Association is confident that the decision will be made to retain this role on the LTSSL and will keep members informed of the outcome. employment matters

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managing your business

November 2011

TATTOOS IN THE WORKPLACE

- THE AIR NEW ZEALAND CONTROVERSY Subject to any guidelines, agreement, or policies to the contrary, an employee is allowed to turn up to work wearing an ugly tie or with a horrific haircut. An employee’s appearance, is, within reason, up to the particular employee in question. So why the recent fuss about tattoos – particularly those with cultural significance?

n recent weeks, Air New Zealand has become the poster child for this debate – on 28 May 2013 The New Zealand Herald ran a story about Claire Nathan, a prospective employee whose “dream of being an air hostess” was “dashed after Air New Zealand turned her away because of her ta moko”.

Air New Zealand also later claimed to The New Zealand Herald that tattoos were seen as “frightening or intimidating” in many cultures, and that a ban on visible tattoos was standard practice throughout the airline industry, although it appears that this was never discussed with Ms Nathan.

According to the story, Ms Nathan was asked to fill out a form asking if she had any visible tattoos. Ms Nathan had a ta moko tattoo on her left arm, referencing her children and heritage, and thought that Air New Zealand would “be quite proud to have someone with a ta moko working and representing New Zealand”.

Air New Zealand’s decision sparked a controversy that everyone seemed to weigh in on. Maori Affairs Minister Pita Sharples called the policy “a contradiction” and “ironic”, and the Prime Minister questioned the wisdom of such a policy in light of the fact that visitors to New Zealand who view aspects of Maori culture would see a number of tattoos.

Needless to say, she was wrong. Air New Zealand informed her that, as she was applying for a “customer-facing role”, tattoos that could not be covered by the uniform were unacceptable, and stopped a subsequent interview on the spot.

The New Zealand Herald followed up its reporting with an editorial on 30 May 2013 that took the opposite view: it supported Air New Zealand’s right to manage its business, including decisions on whether frontline staff could have visible tattoos or not. In essence, the editorial took the position that only Air New Zealand could judge whether customers would be frightened or intimidated by visible tattoos. It has also been noted that, somewhat ironically, Air New Zealand is the same airline that uses musicians and All Blacks with visible tattoos to promote its brand. It also prominently uses a koru image as its corporate logo and on the tails of all its aircraft.

WHO IS IN THE RIGHT? The Human Rights Act 1993 prohibits discrimination on the grounds of race or ethnic or national origins. Further, the Human Rights Commission’s website states that a “person of Maori descent may not be denied employment… because they wear moko visible”. While that passage refers to facial tattoos, it is equally applicable to any form of traditional cultural tattoo. This would seem to support Ms Nathan’s position. Yet there is a similar case that came out in favour of the employer. C ONTI NU ED ON FO LL OWI N G PA G E

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employment matters

F R OM P RE V IO US PA G E. Ta t toos in the wo rk pl ace

industry sales report

The Human Rights Review Tribunal decided in Haupini v SRCC Holdings Ltd (Hapuni) that a request by an employer to an employee serving customers (at a function) that the employee cover up her ta moko on her forearm was not discrimination under the Human Rights Act 1993. However, there are a couple of important things to note about Haupini. The first is that Ms Haupini was merely asked to cover up her tattoo (and had she not done so, the employer would not have stopped her working) – whereas Ms Nathan had to have hers covered up by a uniform, otherwise she could not work as a flight attendant. The second is that the Human Rights Review Tribunal clearly stated that its decision in Haupini should not be taken as binding precedent – as no evidence had been presented that Maori would see being asked to cover up ta moko as “disrespectful of their whakapapa, cultural tradition, and custom”. What does this mean for employers? It seems that Air New Zealand can adopt parts of Maori culture for commercial gain and, at law, it is entitled to have a policy that requires tattoos to be covered up. Any employer who wants to develop a policy on uniform or appearance needs to ensure it is for legitimate business reasons, and is not ‘targeting’ specific groups (be they religious, cultural or ethnic) with the requirements. Employers should endeavour to accommodate employees’ expressions of their individuality. If there is a policy that goes so far as prohibiting certain items (headwear, jewellery, tattoos/ta moko) then employers need to make employees aware of this (and the reasons for it) from the get-go.

ABOUT THE AUTHOR This article was written by Michael O’Brien, Solicitor, at Hesketh Henry email: michael.obrien@heskethhenry.co.nz

employment matters

SNOWED IN

&UNABLE TO OPEN what is your obligation to your employees?

With the weather playing havoc in some of our regions over the past weeks, there have been a number of calls from members about payment for staff when the business is unable to open.

f you are using the Restaurant Association individual employment agreement it includes a clause which gives greater clarity and direction on what will happen to the employment relationship in these circumstances. This is an acknowledgement from the employee that they will not be paid when the business is interrupted by unforeseen events such as natural disasters. Business Interruption Where the Employer's business is interrupted by unforeseen events beyond the control of the Employer (for example by natural disasters, damage to the workplace premises, governmental action, war, terrorism or health epidemic or pandemic) and the Employer is unable to provide work for you to perform ("Business Interruption"), the Employer will endeavour to consult with you before determining whether the employment relationship can reasonably continue, including consulting with you about whether your work and remuneration will continue following the event/s causing the business interruption. You acknowledge that the Employer will not be required to provide you with work or pay your remuneration where your usual work is not available due to Business Interruption. So the starting point (if you are using this agreement) is that the employee will not be paid, and the employer could stand on this clause. If you are not using the Restaurant Association employment agreement template, or your agreement is silent on this

subject then the general starting point is that if an employee is ready and able to work, and cannot do so because of the employer's decision to close the business for some reason, then they are entitled to be paid. Admittedly, if the area is snowed in, it becomes a little bit more difficult to say whether they were ready and able to work. It is important to remember that neither party is necessarily at fault. In order to retain goodwill, act in good faith, it’s a good idea for the employer to be seen to be sensitive to the employee's predicament – they will still have bills to pay and other financial commitments. When it comes to payment for time away from work in a situation where either an employee can't get to work, or the employer can't open their business, both parties can talk about it and agree what the time away from work will be classed as. For example, agreeing to take annual leave, a paid day off, an alternative holiday, or taking leave without pay. Which of these options you agree upon may depend upon the circumstances, including the nature and extent of the disaster or weather disruption and how long it lasts for. But without looking at the agreement and the specific circumstances, you can't assume that time away from work in these circumstances would automatically be paid or unpaid.

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17 05

WHEN IS THE BEST TIME? All too often owners make an impulsive decision to sell their business. However, if the proper preparation and processes arenâ&#x20AC;&#x2122;t followed, the sales process and the outcome can be seriously hampered.

SELLING A BUSINESS

SHOULD NEVER BE HASTY This process should begin three to five years prior to a sale to ensure the business is in condition to sell, listed at the right time, with a realistic price expectation and that the buyer is given the correct information. BY ANDREW HARRIS

eing able to immediately provide complete and robust information in the early stages of negotiations so that potential buyers can start due diligence means they are more likely to engage. In our experience, delays during due diligence can cool the buyer’s interest and raise questions that might not otherwise have been asked. Most information required to complete due diligence is often not ready or particularly robust, making the sales process far more difficult and raises questions about the integrity of the results. This is more important than ever in the current tough market conditions in the hospitality industry. If current trading results are down on previous years, the price offered is naturally likely to be less. So, the vendor may need to lower expectations, defer sale or do a lot of homework to justify why the decline in sales is only temporary.

Negotiate the best possible terms, as buyers will generally want a long term left to run on the lease but broken down with rights of renewal.

OUTSTANDING EXPENSES Remember you will have creditors to pay after the sale of the business, which will reduce the cash left post sale.

REVENUE AND GROSS PROFIT PROFIT Ensure all sales have been captured through the accounts, as buyers won’t recognise cash sales when evaluating the purchase price. As part of the due diligence the vendor will generally review GST and PAYE returns to confirm the sales and wage costs presented in the accounts.

KEY SUPPLIERS Supply documentation of key supplier contracts and any rebates or deals being offered should be highlighted. Are the supply contracts beneficial to the on-going operation or do they restrict flexibility for the potential purchaser? Detailing the background of supplier relationships may be beneficial.

STAFFING AND OPERATIONS OPERATIONS The buyer must be aware of employment agreements and any unusual terms, such as a high level of holiday entitlement, guaranteed hours, guaranteed bonus terms, long term service entitlement or redundancy pay-out. Employment agreements for all staff should be current. The purchaser will want details of all the contract types within the business.

Other key points to consider when selling your business:

TIMING If your business is seasonal, the buyer won’t necessarily want to take it over off peak. To create impetus for the buyer to move quickly, list a few months before the high period and try to start negotiations as you are coming into peak sales time. In doing this you should bank some of the high season and leave some upside for the buyer if they move quickly.

FUNDS Check the buyer has sufficient finances to buy your business before going into due diligence and releasing sensitive information.

TAXATION Tax depreciation recovered on fit-out and plant and equipment can be a real tax cost to the vendor. Understand this and manage it as part of the sales negotiations.

LEASE TERMS OF A BUILDING BUILDING Factors such as price, rental, the term of the lease, and OPEX costs can have a significant impact on sale price and perceived risk for the purchaser.

business matters

Potential purchasers will also want to know about historical licensing matters and details of the operational systems also need to be made clear. The aspects above are a just a snapshot of things to consider when selling a restaurant, cafe or bar. We recommend you start planning and seek advice early in the selling process to maximise the sale price and present your business in the best light. ABOUT THE AUTHOR This article was written by Andrew Harris Partner, Privately Held Business Grant Thornton New Zealand Ltd Phone: (0)9 308 2986 Email: andrew.harris@nz.gt.com

THE THYMES J U L Y 2 0 1 3

THE TIMES THEY ARE ALL A-CHANGIN! Buyers and sellers of businesses with liquor licenses or gaming machines need to be aware of the legislative changes underway. BY CLYTH MACLEOD

he Sale and Supply of Alcohol Act 2012 will increase costs, compliance requirements, risk/analysis issues, and Local Area Policies may vary in different areas (hours/ proximity to schools/AA-Meetings/hospitals and Churches). As the Act is in a transitional period, this is very much a work-in-progress. Gaming Law is undergoing potentially the largest overhaul in a decade. Some sites will increase in value, some may be reduced. Transferable licenses may provide some leverage with landlords. And ‘sinking lid’ policies endanger some licenses. Potential buyers and sellers should obtain professional advice from specialist consultants in these types of businesses.

business initiatives

Owning A Hospitality Business …. The best investment We have been selling food and hospitality businesses for over 50 years. We believe that they give the owners independence, security, and challenge – and control over our destiny. Compare the risks and returns in recent years from investing in finance companies, property shares, or term deposits. As I write, we are marketing a takeaways in the suburbs. The owners have run it for 8 years and sales are around $8000 per week. In that time the owners have purchased 3 investment properties and are now launching a new business without borrowing to do so. The business they currently own and we are marketing is only open 6 days per week, 48 weeks per year.

THE THYMES F e b r u a r y 2 0 1 3

SPOTLIGHT ON

THE HIP GROUP Jackie Grant and Scott Brown are the dynamic duo quietly making a big noise on Auckland's food scene. We uncover some of secrets to their success.

international update

November 2011 MEMBERSPOTLIGHT SPOTLIGHT

Scott and Jackie, owners of The Hip Group opened their first café, Café on Kohi, in 2003 after extensive hotel experience overseas. They felt that the hotel ethos could be applied to create a better experience for café and restaurant customers in New Zealand. Today, the same fundamental business principles and core values that inspired Café on Kohi apply across each of their sites.

he ultimate goal is a positive customer experience - every time. $$ are viewed as a by product – it’s all about the customer experience. Ten years later, The Hip Group now own and operate 11 different sites in Auckland; Cafe on Kohi, The Bar on Kohi, The Store on Kohi, Rosehip Café, Takapuna Beach Cafe & Store, Richmond Road Café, The Store on Britomart, Ortolana, Milse, St Heliers Café and Bistro and Matua Rd Farms. They quickly understood that it was impossible for them to control each and every touch point or customer interaction and focused their energy towards empowering their staff. Their roles are that of the conductors of their establishments. In a recent survey conducted by the Restaurant Association the biggest challenge that faces our industry is managing wage costs; number two is the lack of skilled employees. Compared to many other industries hospitality businesses are particularly labour intensive and that’s not going to change. The Hip Group employ a large pool of workers, so to achieve the company goal of creating a consistent positive customer experience, the owners’ priority is their employees rather than customers. business initiatives

Scott estimates that labour management takes 90% of his time.

Scott says he calculates 10% of existing staff are underperforming at any given time.

Jackie and Scott are not solely focused on the profit and loss statements and don’t ask their managers to be either. They are building businesses that will hopefully be there in years to come and view their businesses as a long term investment. Likewise, they teach staff not to focus on individual transactions or head spend; each customer experience is a lifetime transaction. A 35% labour cost is acceptable as long as the staff can perform exceptionally and the customer experience is value for money. They are both analysing reports constantly however, and find using both Wizbang and their business reporting system helps in simplifying the process and provides up to the minute, accurate reports.

He advises accepting that you will never have the perfect team and that the most useful attitude is to adjust your approach to problems; brainstorm to come up with solutions and involve your staff. Staff daily reports from each establishment include both the positive and negative elements of their day or shift. At management meetings, head chefs and managers are asked - who is your worst performer, second to worst? How can we fix it? If a staff member is not performing, what is the problem with our training or induction process?

Implementation of procedures and policies is vital. With a high turnover of staff in the hospitality industry, systems make the process transparent, as quick and easy as possible and get new staff up to speed quickly. There are Hip Group checklists - morning, afternoon, opening and closing - that need to be signed, as well as company policy that each and every staff member is made aware of.

The Hip Group are always looking ahead; to the outsider it appears they have expanded very rapidly – 6 of their sites have opened in 6 months. But in reality, each concept and site takes years of planning, talking and negotiating with landlords or property developers. Most of The Hip Group establishments are a result of at least 5 years research and development. Continued expansion of The Hip Group is on the horizon, both in New Zealand and overseas, where they will continue to push the boundaries of customer experience. THE THYMES September 2012

CHALLENGE YOURSELF

GET COMPETING

Entering competitions has a number of benefits for business: competition is the critical driver for innovation and performance. It makes you up yo your ur game, identify strengths and weaknesses, makes way for creative thinking and stops complacency. There are a numb number of great events you can get your workplace involved in over the coming months, from the NZ Culinary Fare, NZ CafĂŠ of the Year, NZ Beef and Lamb Excellence Awards and more...

The Restaurant Association is proud to bring you the 21st annual New Zealand Culinary Fare. Over three days in August the hospitality sector’s best and brightest will battle it out in the heat and steam of twenty four kitchens at this event.

he NZ Culinary Fare, held from 1818-20 AUGUST AT ASB SHOWGROUNDS IN AUCKLAND AUCKLAND, UCKLAND is the largest culinary competition in the Southern Hemisphere, playing host to more than 700 competitors across 56 classes.

We encourage you to come along and witness the event. Watching the competitions in action is an enthralling spectacle. And with so many of the industry gathered in one place you’ll find the event is also a great opportunity to catch up with colleagues and other industry professionals. One of the changes you will see at the 2013 NZ Culinary Fare is the addition of a mini TRADE EXHIBITION SPACE. SPACE We are offering our supporters an opportunity to exhibit at our show and reach a wider market – both trade and consumer. Exhibitors will be located in the NZ Culinary Fare hall, so they’ll be right among the action. Confirmed exhibitors include AUT, Crown Institute of Studies, EasiYo, Goodman Fielder, HMC Workforce, Manukau Institute of Technology, New Zealand Chefs Association, Punjas, ServiceIQ, SKYCITY, Southern Hospitality, The Limit. If you want your brand showcased too, call us today.

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For more information contact Emily Harrison at the Restaurant Association on 0800 737 827 or go to www.restaurantnz.co.nz

SOUTHERN HOS

P I TA L I T Y

We're also planning a wonderful celebration to mark the NZ CULINARY FARE 21ST BIRTHDAY. BIRTHDAY It will take place on the final night of the event (Tuesday 20th August) at Ellerslie Event Centre from 7.00pm. Our 21st birthday promises to be a great night – a memorable evening with friends and colleagues to celebrate this important milestone for our national competitions. Along with a glamourous cocktail function we’ll announce the winners of the key competitions at this year’s NZ Culinary Fare.

LTD

For all your h

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These are the businesses that support our event…. PREMIER SPONSOR

PREMIER SPONSOR

international update

November 2011

NZ CAFÉ OF THE YEAR IS BACK! Registrations are now open for the 2013 NZ Café of the Year competition. Sign up now, prepare to start gathering votes, and your café could have the honour of being named NZ’s #1!

iwis love their cafés, and everyone has a favourite. Whether they go to be seen or to escape, for trendy treats or unpretentious eats, café culture has a special place in the lives of New Zealanders everywhere.

HERE’S HOW THE COMPETITION WORKS: 1

Register by going to www.nzcafeoftheyear.co.nz. To be eligible to win, all you have to do is feature a dish on your menu which uses one of the following

The winner of this year’s competition will be awarded both the #1 title and an awesome Fiat 500S. Plus all cafés that register by August 19 will be profiled on the new NZ Café of the Year smartphone app, designed to provide café lovers with a comprehensive guide of the country’s top eateries.

Wattie’s products (canned corn, beetroot, tomatoes, peaches, pears or Black Doris plums) and one of the following Meadow Fresh/Tararua products (Meadow Fresh cream, custard or yoghurt (including Naturalea yoghurt); or Tararua buttermilk, cream cheese, sour cream, cottage cheese or crème fraiche). 2

Last year’s search for New Zealand’s best café reaped entries from more than 400 establishments from July to November competing for the inaugural title. And with more than 3,000 cafés now operating from Cape Reinga to Bluff, the competition in 2013 is bound to be even tougher.

18 regional finalist cafés will be selected via public voting between September 2 and October 24, with the 2 regional winners announced on November 25 and the top urban and rural café going headhead-toto-head for the final round of judging.

Cafés can now register online at www.nzcafeoftheyear.co.nz and café-goers will soon be able to vote for their favourite by smartphone as well as text, online and Facebook.

PROUDLY SUPPORTED BY

A select panel of expert judges will decide on the overall winner, to be announced on December 4.

Eighteen finalists will be chosen on the basis of the most votes gained in each of the six regions with the finalists judged by an expert panel to find the café of the year. The judges are provided by the Restaurant Association of New Zealand and event supporters are Heinz Wattie’s and Goodman Fielder. The judges visit the finalist cafés and score them on appearance, atmosphere, staff, meals and the overall dining experience. Chief judges this year are Mark Gregory and Kerry Tyack.

So for the second year running, the hunt is on for the country’s top café. Could it be yours?

THE THYMES J U L Y 2 0 1 3

ceo’s update

member benefits

CELEBRATING NZ CHEESE! The inaugural New Zealand Cheese Month will launch on October 1, giving cheesecheese-loving Kiwi’s a monthmonth-long excuse to purchase, eat and enjoy New Zealand speciality cheese.

ew Zealand Cheese Month is about celebrating our country’s delicious and diverse range of cheeses, trying new cheese, using cheese in a vast range of recipes and discovering new cheese and beverage pairings. Driven by the New Zealand Specialist Cheese Association (NZSCA), New Zealand Cheese Month will be marked throughout the country via various regional and national events, in-store promotions, tastings, demos and much more.

www.dinefind.co.nz

NOW LIVE!

Don't miss out on this membership benefit to promote your business...

e are pleased to announce that our new www.dinefind.co.nz dining guide website, which exclusively promotes Restaurant Association member establishments is now up and running. Take a moment to check the site, www.dinefind.co.nz, and let us know what you think!

If you are not listed on the site yet… why not?

To find out what’s happening in your region, and how you can get involved in and support New Zealand Cheese Month, keep an eye on the New Zealand Cheese Month website.

This is free promotion for you business and is the driving force for consumers deciding where to use the Restaurant Association gift vouchers and restaurant gift cards. Simply put if you are not on there, you are missing out.

Further details of significant national and regional events and promotions will be revealed at a later date.

Visit www.cheeselovers.co.nz

Contact us today and we will send you a simple questionnaire to complete asap ~ you can do it online, or the old fashioned paper way.

lease show your pride in the Restaurant Association and your industry by displaying your 2013 membership window decal (right) on the window or other prominent place of your operation. By displaying your decal you are identifying to potential customers that you are a member of the Restaurant Association and that you are committed to the standards that it represents. If you have not received your sticker this year, please contact the Restaurant Association today on 0800 737 827 or email info@restaurantnz.co.nz.

need help? Call us on 0800 737 827

THE THYMES J U L Y 2 0 1 3

international update

November 2011

DAD & DAUGHTER DATE NIGHT Dad & Daughter Date Night is an unofficial holiday falling on the first Sunday in August to celebrate the special bond shared between a father and his daughter/s. This year it will be on Sunday 4th of August.

hough we live in an increasingly digital world, we always appreciate the enjoyment that good oldfashioned face-to-face quality time brings. Dad & Daughter Date Night is just the excuse Dads need to make the time for their daughter/s. We’re encouraging restaurants to get behind Dad & Daughter Date Night because providing the perfect venues for those special celebratory events in our lives is what we are all about. If you think you’d like to be a part of this event; Download a copy of the poster (shown right) from

www.restaurantnz.co.nz and display it in your establishment to show your support. Tweet, Facebook and pop an update on your website.

THE THYMES J U L Y 2 0 1 3

To promote your business’ complimentary offer or dining deal for dads and daughters please: Post your offer to the Dad &

Daughter Date Night Facebook wall. www.facebook.com/ dadanddaughterdatenight Or email deal, price and conditions information to livlacey@gmail.com This is the third year for Dad & Daughter Date Night and in keeping with tradition, falls on a day not a date – the first Sunday in August.

THE THYMES F e b r u a r y 2 0 1 3

july-september, 2013

JULY

-31 August Monteiths Beer & Wild Food Challenge

-21 September Americaâ&#x20AC;&#x2122;s Cup regatta, San Francisco

- November 06 New Zealand International Film Festival, venues around the country

-28 NZ Chefs Association annual conference, Christchurch

www.monteiths.co.nz

www.americascup.com

www.nzff.co.nz

www.nzchefs.org.nz

29 Start of school Term 3

AUGUST

-31 Auckland Restaurant Month

Applications open for the Beef and Lamb Excellence Awards

www.biglittlecity.co.nz

www.nzexcellenceawards.co.nz

-04 The Food Show, Auckland

Selaks New Zealand Roast Day

Dad and Daughter Date Night, everywhere

www.foodshow.co.nz

www.selaksnzroastday.co.nz

www.facebook.com/ dadanddaughterdatenight

Restaurant Association national webinar, Employment Law Update, presented by Alison Maelzer

-10 Beervana, Wellington

-25 Visa Wellington on a Plate

Restaurant Association national webinar, Health by Stealth, presented by

Whitebait season opens (everywhere except West Coast (opens 1 September))

Asher Regan

www.beervana.co.nz

18 -20 NZ Culinary Fare, ASB Showgrounds, Auckland

www.restaurantnz.co.nz

SEPTEMBER

www.wellingtononaplate.co.nz

www.restaurantnz.co.nz

Bidvest Food Show, Timaru

Bidvest Food Show, Christchurch

-1Sept. LA Times The Taste Food & Wine Festival, Paramount Studios, Los Angeles

www.restaurantnz.co.nz

www.bidvestfoodshows.co.nz

www.events.latimes.com/taste/

Asparagus season opens (main supplies now until December)

Restaurant Association Auckland Visiting Hour

-05 South Island Hospitality Show, CBS Canterbury Arena, Christchurch

-07 Food and Hotel Thailand, Bangkok

www.restaurantnz.co.nz

www.sihs.co.nz

www.foodhotelthailand.com

Restaurant Association professional development @ taste, ,45 Normanby Rd, From Running A Section...To Controlling The Kitchen, presented by Michael Van De Elzen & Stephen Thompson

-15 The Food Show, Christchurch

Restaurant Association professional development @ Cobb & Co New Plymouth, Developing a Sales Focused Team, presented by Margaret Main, Turning Tables

Entries open for the Marlborough Wine Show 2013, Blenheim

South Canterbury Anniversary Day (regional public holiday)

www.foodshow.co.nz

www.restaurantnz.co.nz

Restaurant Association professional development @ taste, ,45 Normanby Rd, Building Supplier Relationships & Understanding Contracts, presented by John Stokes & Julika WahlmannWahlmann-Smith

www.restaurantnz.co.nz

eventsâ&#x20AC;&#x201D;national & in ternational

THE THYMES J U L Y 2 0 1 3

new members

November 2011

we would like to welcome the following new members of the restaurant association who have recently joined us:

congratulations... you have joined the only organisation that exclusively assists you to safeguard the viability of your café or restaurant. We will help guide you through the regulatory minefield that exists in today’s business environment. You have joined 1700 of New Zealand’s most dynamic and profitable hospitality businesses. 35 Degrees South Aquarium Restaurant & Bar,

Pukeko's Nest Café, Auckland

Paihia

Q Theatre, Auckland

Afrika, Wellington

Servo Café, Auckland

Bay Brewery Bistro, Whitianga

Sierra Cafe - Botany Town Centre, Auckland

Best Café, Dunedin

Taylors on Jackson, Auckland

Bien Japanese Cuisine, Auckland

Thai Flame, Auckland

Bolero Tapas Bar, Auckland

The Blue Breeze Inn, Auckland

Cafe Botannix, Omokoroa

The Coffee Club - Constellation Drive, Auckland

Cafe Drina, Auckland

The Coffee Club, Mt Maunganui

Casablanca, Orewa

The Coffee Club - Wyndham, Auckland

Flame Bar & Grill, Queenstown

The Coffee Club, Taupo

India Village Restaurant, Auckland

Tiny Triumphs Limited, Auckland

It's What I like, Rangiora

West Coast Coffee Co., Auckland

Kilim Café, Paraparaumu

Wholesale Boot Company, Wellington

Lenardo's Pure Italian, Rotorua Mahuhu Espresso, Auckland Mea Culpa, Auckland Pita Pit Barrington, Christchurch

AND these supplier members supporting the industry… (go to www.restaurantnz.co.nz and click on ‘partners’ & ‘industry guide’ for contact information on a range of industry suppliers of good and services)

Transactor Technologies, Auckland e: sales@transactortech.com w: www.transactortech.com

Interested In Advertising In The Thymes? The next issue of The Thymes is 16th September, 2013. To find out more about advertising options, upcoming dates and advertising prices, or to book in for the September issue (the deadline for advertising material is 9th September, 2013) please contact the Association on 0800 737 827 or email: nicola@restaurantnz.co.nz

LIQUOR LICENCE FEES INCREASE SIGNIFICANTLY The Ministry of Justice is considering a new fee regime for setting licensing fees (for both liquor licence and duty manager licences). This will undoubtedly mean a significant hike in licensing fees...

need help? call us on 0800 737 827

he Sale and Supply of Alcohol Act was passed in December 2012 and is now in force, although transitional arrangements are currently in place until it is fully rolled out by the end of December this year. A new fees regulations will need to be set by December when the Act comes fully into force, leaving little time for businesses to budget for any increases.

What does the new Act allow? One of the objectives of the new Act is to fully recover, as far as practicable, the total costs associated with: administering and processing licence and managers certificate applications; undertaking monitoring and enforcement and; operating the Alcohol Regulatory and Licensing Authority (ARLA). It has been estimated that currently just over half (56%) of these costs are being recovered by the fees licensees pay. The other half is currently met by ratepayers. This is about to change. The new Act also provides the power to allow for “risk-based” licensing fees. Whereas at present all licensees pay the same fees (an on-licence, offlicence or club licence is $793 paid every three years), the new Act allows for different levels of fees to be payable on the basis of identified “risk factors”. The Government considers that it is unfair that a low risk operation, such as a small golf club, or daytime cafe, pays the same amount as a much higher risk 24-hour nightclub – effectively crosssubsidising the businesses that require more monitoring. In addition, while we are moving towards a full costs recovery regime, it has also been estimated that overall costs in administering the new Act are likely to increase significantly (not least because it is estimated that there will likely be more opposed licence applications than there are currently and this takes time / manpower to consider, there will be an increase in monitoring compliance and enforcement strategies and staffing numbers are likely to increase). legislation

What businesses are high risk? The Ministry of Justice has identified a number of risk factors for which it has attributed different weightings, which it is proposing will be used to calculate the ‘riskiness’ of each licenced premises. These factors include the type of licensed venue, closing times and the history of previous enforcement against the licensed premises. Restaurant Association members are in support of such a proposal, with 84% of members surveyed indicating their agreement that higher risk operations pay a higher fee. It is proposed that restaurants should be subdivided into “classes” according to the relative costs / risks they pose and regulations will be set to specify the criteria that Councils would need to apply in order to classify restaurants. While at this stage the criteria has not been set it is suggested a “Class 1 restaurant” may be large restaurants that operate larger discrete bar facilities in the nature of a tavern and a “Class 3 restaurant” would include small restaurants without discrete bar areas. “Class 2” is presumably somewhere in between the two. Licensed cafes don’t seem to feature. In the Restaurant Association’s opinion it will not be easy to fit many restaurant businesses into blanket formulas like this ‘3 class’ criteria. Nor do we believe that it is necessary to have to use this formula to regroup restaurant and café businesses. Based on the Ministry of Justice’s feedback from a survey of a number of Councils / territorial authorities, the focus of their regulatory efforts is (in descending order of effort): 1. Liquor stores, 2. Taverns (onlicence), 3. Supermarkets, 4. Grocery / small off licences, 5. Night clubs, 6. Clubs, 7. Taverns (off-licence). Restaurants do not feature in the top 7 and are generally recognised as being low in terms of demands placed on Council’s resources. For most of our Restaurant Association member

November 2011

businesses total beverage sales (including non-alcoholic beverage sales) make up less than 30% of their total sales. Alcohol sales are not the main focus of their businesses, but come as part of offering a wellrounded dining experience. We recommend as a result that if the above criteria is adopted (grouping types of premises and attributing a weighting based on their cost/risk) restaurants and cafes should not be split up but be broadly recognised, as a group, as lower risk / lower cost outlets, with heavier weighting of risk applied to the top seven licence types listed above. Trading hours are another one of the risk factors used to calculate the level of risk for a premises. One factor to take into consideration here is that although an establishment may have longer licensed trading hours, their general operating hours may vary significantly from these. Premises often have longer trading hours which allows for flexibility for special events and busy nights – this may be less than ten times per year as an example. Most of our members have a licence that allows them to trade until 1.00am, however most indicate that they close by 10.30pm – 11.00pm. The Ministry of Justice survey that was conducted across a number of Councils / territorial authorities showed that premises that had had serious breaches in compliance over time were subject to significantly more inspection or other monitoring. As a result this comprises the third proposed criteria for calculating the cost / risk factor of an operation. The Association believes this is the most important criteria in assessing the risk / cost category for licensed premises and agrees that it should carry the heaviest weighting. We fully support a proposal that premises that have had enforcements against them should pay more for their license fees and likewise think that good operators should be rewarded. C ONTI NU ED ON FO LL OWI N G PA G E

THE THYMES J U L Y 2 0 1 3

F E AT U R E D P R O D U CT . . .

need help? call us on 0800 737 827 F R OM P RE V IO US PA G E, Li quo r l icence ne w fees reg i me

A risk based fee system which applies in Australia (Victoria) charges a higher base fee for businesses with offlicences, based on the rationale that off-licensed premises supply more than three quarters of all alcohol in Australia and are therefore more likely to be associated with alcohol-related harm than on-licensed premises. In New Zealand off-licenses make up three quarters of all alcohol sales. The Association believes that the proposed cost / risk criteria could be significantly simplified into “off-licence”, “onlicence”, “BYO licence” etc, instead of the potentially complex breakdown of type of premises that is proposed. It is appropriate that off-licence suppliers should carry the most significant proportion of the cost recovery burden.

How will the fees be set? Currently licence fees are set nationally. To be decided is whether they will continue to be set nationally, or alternatively, locally (set by individual Councils). The preferred option going forward seems to be for the fees to be set locally. One argument supporting locally set fees is that Councils can set the fees to fully recover their costs, whereas nationally set fees won’t be able to take into account that different Councils operate with different costs. This means not all Councils would necessarily fully recover its costs, while others may ‘over recover’. Our concern is that if Councils are able to locally set the fees there is no particular incentive for them to manage themselves efficiently and profitably – they would simply need to increase fees to ensure they still had full cost recovery. With nationally set fees they may be incentivised to operate more efficiently within the structure set at a national level. The Association’s preferred option is for nationally set fees—a simple and consistent approach. The fees would

THE THYMES J U L Y 2 0 1 3

still be structured according to criteria which assesses cost / risk factors. This is a less costly option as individual Councils would not need to develop their own bylaws to set their fees. The Ministry of Justice have indicated that their preferred scheme is for locally set fees which are set within a regulated framework (meaning a wide range of different fees across the country). The cost / risk categories for assessing which business should pay higher licensing fees would still be set nationally, as would default fees which would apply unless a Council decided to set their own fees. There would be reporting obligations set so that Councils would need to show how the fees they recover match the actual costs that they incur. This reporting requirement does offer transparency but does provide any requirement for Councils to operate in a particularly efficient manner. The Association hopes that if this option is chosen a “maximum fee” applies which Councils would be unable to exceed.

In summary Operators need to realise that these are not just proposals. The licensing fee regime for businesses is changing and new regulations will be in effect by the end of December this year. Liquor licences for businesses will move from a renewal every three years to an annual renewal (manager’s certificates will continue to be renewed every three years) and for most operations the fees will increase significantly. The cost of renewing a manager’s certificate will also more than double. While the Association understands that the intent of the new Act is for a full cost recovery fee regime, it is concerned that this allows little time for businesses to budget for the increases and comes on top of other significant rises in operating costs over the past few years. The Association has advocated for transitional arrangements to be put in place so that the new fee regime is phased in over several years.

November September 2011 2011 November 2011

24 10 23

Sale of Liquor Signage The Restaurant Association has a range of signage and resources related to the sale and supply of alcohol which are available to members. Sale of liquor signage comes in an attractive gold or silver brushed metal finish and comes ready to be affixed to the wall. Choose from: Trading Hours / Duty Manager signage Responsible Host signage Evidence of Age signage Liquor supply statutory notice (Restricted, Supervised or Undesignated available) Also available: Restaurant Association business resources: Developing a host responsibility policy (guideline and sample policy) - FREE of charge ORDER NOW… The Restaurant Association’s sale of liquor signage is available from just $34.75 (incl of GST and P&P) - order online through www.restaurantnz.co.nz or call 0800 737 827.

Help is never far away! The Restaurant Association appreciates that hospitality is a 24/7 industry and as a result employment issues can occur at a variety of times. A reminder that we have a HELP DESK, capably managed in-house by CEO, Marisa Bidois, which is contactable Monday to Friday 8.00am6.00pm on

0800 737 827 and outside these hours on 027-559 7777. The service is for members with urgent employment problems.. legislation

need help? call us on 0800 737 827

5 INTERNATIONAL FOOD TRENDS Wondering what trends are shaping this year's food service industry internationally? Here some of the changes that were the talk of this year's NRA show in Chicago, USA.

t's not easy being a restaurant owner. In addition to staying on top of dayto-day operations, restaurateurs have to navigate the trends that shape the industry and define first-class dining experiences. This year's National Restaurant Association show in Chicago featured many of the trends that will impact restaurants and food service in the coming months. In a recent report, American publication, Fast Casual, highlighted some of those trends, many of which involve menu items in the casual dining sector.

HEALTHY MENU ITEMS Healthy menu items continue to be a rising trend in food service, especially when it comes to kids' menus. With more and more brands modifying their menus to accommodate healthier food choices for kids, baked snack chips, whole wheat crackers, pretzel snacks, mini candy gelato and other healthy foods were prominently displayed at this year's show. GREEK YOGURT Greek yogurt also continues to grow in popularity among consumers and industry experts. Food service providers are offerings wider assortments of flavors in Greek yogurt and are even presenting Greek yogurt as a healthy alternative to mayo or sour cream.

BREAD VARIETIES Believe it or not, simple bread may not be enough to impress diners anymore. Many of this year's show attendees expressed interest in alternatives to traditional bread items, opting instead for products like flatbread and naan.

SAUCES Sauces have always been of interest to diners and restaurateurs alike. But this year, sauces are becoming more sophisticated as restaurant owners lean toward sauces with spice ingredients that have so-called "super-food" qualities. Expect to see even more variety in sauces and spices, with cayenne pepper, cinnamon and turmeric leading the list of popular ingredients.

BEVERAGES Beverages are profit centers for most restaurants and restaurateurs are offering a broader variety of beverages to cash in on diners' thirst. The beverages that were most visible at this year's show included coffees, specialty coffees, smoothies, juices, teas and iced teas

Although an awareness of current trends is useful, it's just as important to understand the other factors influencing the strategic position of your business. In some cases, market factors may need to take precedence over current food service trends.

Source: Resources for entrepreneurs www.gaebler.com

THE THYMES J U L Y 2 0 1 3

THE 24 10 23 PRICE OF LUXURY DINING... A November September 2011 2011 November 2011

luxury, British website has created a once-in-a-lifetime epic travel itinerary that will take one couple to all 109, three -Michelin-starred restaurants around the world, for the cool sum of about $275,000. It’s a six-month culinary odyssey that will take two people to the world’s top dining addresses across 12 countries, including Lung King Heen in Hong Kong, Sushi Yoshitake in Tokyo, Per Se in New York and Le Meurice in Paris. Created by VeryFirstTo.com with www.holidaysplease.co.uk, participants will sample some of most iconic, famous and avant-garde dishes in contemporary gastronomy, such as “salmon poached in a liquorice gel” at Heston Blumenthal’s The Fat Duck and “pineapple bubbles” at Juan Mari Arzak’s Basque restaurant Arzak. Visits will average one restaurant every other day. According to the Michelin ranking system, restaurants that boast all three stars represent dining destinations which are “worth a special journey.” Dishes are nothing short of exceptional, distinctive and precisely executed and use superlative ingredients. Between sampling the finest foods in the world, participants will also stay at fivestar luxury hotels such as the Trump International in New York; the Conrad in Tokyo; the Hotel de Paris in Monte Carlo; and Claridge’s in London. Meanwhile, the around-the-world eating tour comes from the same website that recently sold a vacation package worth $1.5 million to a wealthy Chinese man this past spring that will take him to all 962 UNESCO World Heritage Sites over two years.

Source: www.luxo.com

REGIONAL UPDATES

REGIONAL ROUNDUP… … HAWKE’S BAY

September 2011

news from

wine country

feel a little guilty writing this report in shorts and T-shirt in Rarotonga, whilst back home is in the depths of winter...but the guilt only lasts a couple of moments.

Winter FAWC After the success of the inaugural summer Food And Wine Classic (FAWC) in November 2012, Hawke’s Bay Tourism launched the winter version which kicked off on 20thJune. Labelled ‘summer’s hot and slightly cheeky little sister’, Winter FAWC was a smaller condensed version of the event, and was targeted towards the local market in an effort to get the Hawke’s Bay community out of their warm homes and into restaurants, cafes and wineries. Events ranged from a whiskey master class at Pipi, a Blues & Barrels session at Trinity Hill Winery, ‘Duckastation’ at Deliciosa, to a long lunch with James Beck. At Milk & Honey we set ourselves the challenge of bringing the winter fire into our food and drink and created cocktails and dishes that were influenced by smoke. The whole event was very well supported and increases the profile of the brand. Summer FAWC 2013 runs from the 1st -10th November.

president’s viewpoint WINTER FAWC AT TE AWA

Cranford Charity Wine Auction The Annual Vintners wine auction in support of Cranford Hospice took place on 1st June at Church Road Winery. The event has been running for 22 years and was started by local winemakers as a way of supporting the Hawke’s Bay’s hospice which has cared for so many local families in times of need. This year’s event was even more special with two tribute lots included for Joseph Brimer and Sir Paul Holmes. Sacred Hill donated in honour of Joseph Brimer, son of talented local photographer Richard Brimer. For many years Richard has photographed all the winemakers for the auction catalogue and is known as one of New Zealand’s prominent photographers, especially within the wine industry. Joseph often assisted Richard on photo shoots and was equally known in the wine community. In January of this year Joseph lost his battle with illness and close friend Tony Bish; winemaker for Sacred Hill wanted to honour Joseph’s strength and courage. Sir Paul Holmes needs no introduction and the Gimblett Gravels Association contributed a 2010 vintage selection, which was independently selected by Sydney based Master of Wine Andrew Caillard in honour of Sir Paul’s constant support of the Hawke’s Bay wine industry. The whole event was a huge success and raised over $91 000 for Cranford.

MISTER D, CUISINE GOOD FOOD AWARDS BEST NEW RESTAURANT (RUNNER UP)

Cuisine awards The revamped Cuisine restaurant awards (the Good Food Awards) featured a strong representation of Hawke’s Bay restaurants. Highlights included seeing Mister D named runner up for Best New Restaurant and Black Barn Bistro awarded as runner up in the Best Winery Restaurant category. Five of the region’s restaurants received scores of fourteen (out of twenty) or better. Overall the feedback to the new format has been positive, especially aligning the scoring system with Australia’s “hat” system, but there will always be debate. Personally I believe Pacifica restaurant should have received a much higher score...but that’s just my opinion. Winter closures A few well known restaurants and wineries use the quieter winter season to take a break and get some holidays off the books. Restaurant Indonesia, Pacifica, Deliciosa and Terroir at Craggy Range have all closed at some stage over the last couple months. It is a good opportunity to re charge the batteries and get on top of maintenance. Others who are open are happy to reduce the competition for a little bit as well. On the move Local wine representative Steve Olley (winner of this year’s Hospitality Awards Outstanding Sales Representative) has moved “Hills” from Trinity Hill to take up a new sales role at Elephant Hill. Winter may be cold, but at least it gives us a legitimate reason to open another bottle of Hawke’s Bay red. Stay warm.

Sean Burns Hawke’s Bay Branch President Milk and Honey e: sean@themilkandhoney.co.nz m: 027 623 2223 THE THYMES J U L Y 2 0 1 3

REGIONAL ROUNDUP… … WELLINGTON

regional updates

November 2011

from the capital: from the capital:

hot plate coming through rumours, happenings and events

Taylor’s on Jackson. Jackson Mama Brown, a café, has opened on the corner of Tory and Wakefield Streets.

Things that make you go MMMMMMMMMMM

Visa Wellington on a Plate This event is now in its 5th year and has over 100 participating restaurants from around the region. One of the highlights of the festival, Burger Wellington, has a record 65 restaurants featuring a signature burger on their menus during the event. Over 110 unique events are being organised with many selling out in minutes when the tickets go on sale. These events range from; Stag Night -a feast of venison offal, to kids pizza making classes, to a banquet featuring the food from The Hobbit movie. Check out the event at www.wellingtononaplate.com Capitol Restaurant has opened a new restaurant on Victoria Street called WBC. WBC It is located in the former Wellington Boot Company building, hence the name. Glen Taylor, formerly chef at Hummingbird restaurant on Courtenay Place, has opened a new restaurant on Jackson Street in Petone and it is called

THE THYMES J U L Y 2 0 1 3

Beer in cans Beer in cans is ubiquitous in most countries. Sold in supermarkets, convenience stores, vending machines and served on aircraft and in stadiums. Except in New Zealand where you are hard pushed to find more than 6 different types of canned NZ beer in the supermarket. What little choice there is are marked up at nearly twice that of the equivalent beer sold in a bottle, making it unaffordable. Our local New World supermarket sells 6 cans of Tui Draught for $16.79; that is nearly $70 for 2 dozen. Why? Cans are much better for the environment in many ways compared to bottles, they use much less energy to produce and to recycle. The shipping costs are reduced due to the lighter weight. The savings on space are significant, as trays of cans take up to 40% less space on a pallet. From a beer quality point they are of course immune to the product suffering from exposure to light. Modern beer can technology means that there is no taint whatsoever from the can due to the high quality linings used in their manufacture. In fact in many blind beer tastings the same product was judged superior served from a can to the bottled sample.

Also, and importantly, they are very easy to chill when enjoying a beer in the great outdoors. If anyone from the big breweries can explain their reluctance to produce beer in a can and sell it at a competitive price we would like to know. The craft beer producer Garage Project has just launched a range of their beers in cans so maybe competition will improve the situation. Brewery Deals Whilst on the subject of the breweries some fortunate members have been able to access loans from the breweries to pay for equipment such as beer systems, chillers and fridges. Whilst these contracts are finite there is a pitfall at the end of the term of the contract with regard to the residual value of the equipment. Whilst a standard depreciation rate would be the normal way to value these chattels, in fact often the formula for deciding this value is written in the fine print as to be decided solely by the brewery. We had the case of a member who fulfilled all the volume obligations but at the completion of the contract the brewery tried to compel them to re-sign an exclusive beer supply or have to pay nearly original value to retain 7 yr old equipment. Our advice is to make sure that it is very clear how the value will be determined at the conclusion of the contract. Kind regards Mike Egan, Restaurant Association National President e: monsoonpoon@actrix.co.nz m: 021 966 667

re gional update

REGIONAL ROUNDUP… … WELLINGTON

Wellingtonians don't support November 2011 24 hospitality industry crack down

regional updates

RESTAURANT ASSOCIATION ASSOCIATION OF NZ OUTSTANDING RESTAURANT, ORTEGA FISH SHACK & BAR

Menu Mate Outstanding Maitre d': Matt Bocock, Capitol Moet Hennessy Outstanding Chef : Jamie Armour, Duke Carvell's Swan Lane Emporium

uke Carvell's Swan Lane Emporium scooped two of the top awards at Wellington's premier hospitality awards, the Capital Awards. Duke Carvell's chef Jamie Armour took out the most outstanding chef award, with the restaurant winning the most outstanding casual dining experience. Hawthorn Lounge also came out on top, with the gentleman's club-styled bar winning most outstanding bar and bartender Peter Lowry named the best bartender. The best Maitre d' was Matt Bocock, of Capitol restaurant, while the best front of house team award went to Floriditas Cafe & Restaurant. The most outstanding local establishment was The Hop Garden, with the most outstanding restaurant award going to the Ortega Fish Shack and Bar. Former restaurateur, TV chef and Anglican priest, Des Britten, was given the lifetime achievement award. In the 1970s Father Britten hosted two television shows, Thyme for Cookery and Bon Appetit, and wrote several cookbooks. He was also the owner of top Wellington restaurant The Coachman. He was the boss of Wellington City Mission for 17 years, before retiring in 2011.

THE FULL LIST OF WINNERS ARE regional update

Chilli Outstanding Supplier: Moore Wilson Negociants NZ Outstanding Front of House Team: Floriditas Toops Wholesale Ltd Outstanding Local Establishment: The Hop Garden Beam Outstanding Bar: Hawthorn Lounge Curtis McLean Outstanding Barista: Aaron Smith, Cuckoo Cocktail Emporium Seresin Estate Outstanding Wine List: Ancestral Meadow Mushrooms Outstanding Casual Dining Experience: Duke Carvell's Swan Lane Emporium Restaurant Association of NZ Outstanding Restaurant: Ortega Fish Shack and Bar Havana Club Outstanding Bartender: Peter Lowry, Hawthorn Lounge Crombie Lockwood Best Ambience & Style: Havana Bar Outstanding Sales Representative: Rachel Taulelei, Yellow Brick Road Sanpellegrino Outstanding Café: Nikau Café Outstanding Beverage List: Hawthorn Lounge Le Cordon Bleu Outstanding Contribution to Wellington Hospitality: Rachel Taulelei Bidvest Foodservice Outstanding Emerging Chef: James Pask, Matterhorn

A Research New Zealand survey shows that a strong majority of Wellingtonians enjoy and value the central city hospitality and entertainment scene, and do not support undue restrictions on wellwell-run licenced premises. The Wellington Branch of Hospitality New Zealand and the Restaurant Association of New Zealand, commissioned Research New Zealand to conduct a survey on public perceptions of the Wellington scene. The two organisations wanted a credible snapshot of how Wellingtonians saw the situation now and how they thought it could be improved in order to inform their submissions on the draft Wellington City Council Local Alcohol Plan (LAP). The hospitality industry believes regulations should be proportionate to the risk of harm. Local Alcohol Policies should avoid penalising people who consume alcohol in moderation and avoid penalising outlets which serve alcohol responsibly. Most respondents agreed or strongly agreed that the Wellington hospitality scene is diverse and vibrant and helps define the city’s character. 87% of respondents said hospitality venues were currently open the hours they liked. A majority (68%) disagreed that the scene would be improved by a "one way door" policy at 1am. If respondents could not get into a bar at 2am, less than a quarter said they would go home. Most would try to get into another bar (41%), go to a party (13%) or eat in town (13%). That is not the result supporters of earlier closing hours wanted. The survey showed that 72% ‘preloaded’ (drank at home before heading in to town) and 11% admitted to ‘side loading’ (drinking in cars or public places while out in town). These issues will not be addressed by restricting the activities of licenced premises which operate in a highly regulated manner and who are responsible for the behaviour of their patrons. The survey results strongly suggest that Wellington City Council should take a careful approach towards their Local Alcohol Policy. The final LAP should not unduly target significant local businesses, their hard working THE THYMES J U L Y 2 0 1 3 staff or their responsible customers.

REGIONAL ROUNDUP… ROTORUA

kia ora from

rotorua

ia ora from Rotorua. We have just celebrated the second year of the Rotorua Hospitality Awards which saw 320 business owners and their staff; dine in style in the sky, at Skyline Rotorua. When you put your trust in hospitality gurus such as Bruce Thomasen and Lynley Martin, I knew, along with everyone else, that it was going to go well. A full moon lit up the sky and Lake Rotorua and Mokoia Island were in full sight as guests ascended in the gondola up to the restaurant. The views were spectacular and the lights of Rotorua city provided the perfect backdrop to celebrate Rotorua hospitality. Sponsors arrived to pre-dinner drinks and canapés hosted by Volcanic Hills Winery. It was a great way to show our appreciation of their support and showcase the spectacular venue. Guests arrived looking great and enjoyed a welcome cocktail. Then the doors were opened and guests were seated. The table settings were beautiful, black chair covers and a tall martini vase with purple gel and lights set the tone for the night. Guests were welcomed followed by a karakia and then they enjoyed antipasto platters and wine sponsored by Tohu as the awards kicked off into full swing! Kingi Biddle our Master of Ceremonies kept the evening flowing as the best of the best in our region were recognised and awarded for their contribution to making Rotorua hospitality what it is today. Guests were then entertained by DJ Samuel Hema and live band Rewa Ututaonga & Friends.

A very special thank you to Ricky Bowen (Owner/Operator) of Gilmours Rotorua for being our foundation Associate Sponsor for a second year. The committee and I would like to say thank you for the continued support and for the many other facets that he helped us with. Gilmours took out 2012 Outstanding Supplier which was well deserved. Ricky and his assistant Ken Thompson were always on hand to provide assistance where needed. Amazing!

SHARON WALLACE AND THOMAS GEORGE, WAIARIKI INSTITUTE OF TECHNOLOGY

WINNERS OF THE ROTORUA HOSPITALITY AWARDS:: MORE FM OUTSTANDING BAR

Brew I Craft Bar Pub RESTAURANT ASSOCIATION ASSOCIATION

OUTSTANDING BARISTA Simon Kerr, Zippy Central Cafe BEAM GLOBAL OUTSTANDING OUTSTANDING BARTENDER

A big thank you to all of our category and product sponsors for your valuable support. Without you all, these awards would not be possible and we are deeply grateful.

Jonathan Dalby, Brew I Craft Beer Bar HEINZ WATTIES OUTSTANDING OUTSTANDING CAFÉ

Lime Caffeteria SKYLINE OUTSTANDING CATERER

Our illustrious committee John, Mericia and Vanessa (Event Manager) - thank you for all the hard work and time you put in, with your vision and passion you have truly created an iconic event for Rotorua. Thank you to Marisa and Emily from the Restaurant Association for your guidance, I know you had a great time. To all our winners and finalists, CONGRATULATIONS, you should be proud for what you have achieved, well done!

Eurest UNILEVER FOOD SOLUTIONS SOLUTIONS

EMERGING CHEF Kane Peni, Skyline Rotorua BARKERS OUTSTANDING CHEF

Craig Martin, Peppers on the Point MENUMATE

OUTSTANDING HOTEL RESTAURANT RESTAURANT Regent of Rotorua

Thank you to the Skyline Team Fred (Executive Chef), April, Saied, John (Food & Beverage Manger) and the staff along with 12 of my hospitality students who worked on the night as well. Planning is well underway for the 2014 Rotorua Hospitality Awards, bring on 2014 I say!

SERVICE IQ OUTSTANDING OUTSTANDING MAORI

Naku noa na Sharon Wallace Rotorua Branch President Waiariki Institute of Technology

APRA AND PPNZ

CULTURAL DINING EXPERIENCE EXPERIENCE Te Puia PEPPERS ON THE POINT

OUTSTANDING SUPPLIER Fenton Quality Produce

OUTSTANDING RESTAURANT RESTAURANT Urbano Bistro THE DAILY POST OUTSTANDING OUTSTANDING TAKEAWAY

e: Sharon.Wallace@waiariki.ac.nz m: (027) 233 4146

Indian Star WAIARIKI INSTITUTE OF OF TECHNOLOGY

THE THYMES J U L Y 2 0 1 3

OUTSTANDING WAITER c e o ’ s u p d a t e Nitin Brijwal, Skyline Rotorua

2 0 1 3 r o t o r2 u a hospitality awards 3rd june, skyline rotorua

November 2011

MAINLY OF INTEREST TO auckland members... news. American Express Auckland Restaurant Month is back this August and along with the raft of exclusive restaurant dining events that will form part of the event, three international chefs will also be involved.

Everybody’s Izakaya

Sydney-duo, Ben Milgate and Elvis Abrahanowicz will be serving up ‘A Taste of Porteno’ to diners at Vivace. This rock n roll duo are high on the Australian culinary hot list with their Argentinean BBQ and tapas style of cooking, and were recently named the ‘it’ chefs by The Sydney Morning Herald. British born Luke Dale-Roberts will also be hitting town. World-renowned for his technical flair in the kitchen, bringing innovative food and exquisite presentation to his restaurant in Cape Town, South Africa, The Test Kitchen, Luke was recently awarded the ‘One to Watch’ award at the 2013 Sanpellegrino ‘World’s 50 Best Restaurants’ awards.

Honey, Takapuna

US-born Andy Ricker will be bringing his much acclaimed Asian dining banquet experience, ‘A Taste of Pok Pok’ to Everybody’s newly opened Izakaya. Andy is the driving force behind the Thai award-winning Pok Pok Empire, with seven restaurants in New York City and Portland. Pok Pok is currently number eight in the Bon Appétit ’20 Most Important Restaurants in America’ list. Balancing this international flavour with our own local ingredients, central city restaurants will also be hosting exclusive dining events throughout Restaurant Month providing even more of a taste of the inspiration, passion and talent of the city’s eating establishments. Watch out for wine makers’ dinners, food tours, themed evenings, opera, fashion, progressive dinners and wine and beer matchings. Imperial Lane restaurant, Everybody’s has rebranded as Everybody’s Izakaya, a Japanese bar and eatery inspired by the izakaya establishments Izakaya located on Japan’s side streets, back alleys and in basements. The Auckland equivalent is modern Japanese-inspired food designed by executive chef Nick Honeyman. Intended for sharing, they arrive as they are ready to go. Honey, Honey an all day café has recently opened in Takapuna. Located in Huron Street the café is in the old courthouse building and was formerly Verdict Cafe. Serving Atomic coffee, the menu has some comforting classics along with some more unusual items. Owner Jules Glasgow also owned Jam Organic Café, just up the road, but has sold that to focus on the new operation.

Mekong Baby, Ponsonby

The Dairy is one of the latest establishment to open in Ponsonby Central, luring locals with a combination of ice cream parlour, larder and deli-style café. It serves a lunch menu, alongside sweet treats and artisan cheeses. The Dairy is run by the owners of the neighbouring café, Foxtrot Parlour.

THE THYMES J U L Y 2 0 1 3

ceo’s update

MAINLY OF INTEREST TO auckland members... what’s on akl.

news. Orphans Kitchen is due to open on Ponsonby Rd on the site of the old Ella. A new venture from chef Thomas Hishon (previously head chef at The Hamptons and sous-chef at Clooney) and restaurateur Joshua Helm, Helm it will be a smartly priced casual bistro and bar, with Hishon's take on New Zealand cuisine. In “group” news, we hear that the Nourish Group (Euro, Fish, Shed 5, Jervois Steakhouse etc) are planning to open a new establishment. The Hip Group are also rumoured to be opening more (this year they’ve already opened, Ortolana, Milse, The Store and St Heliers Bay Café). And, Pack Group are also looking at opening in the Ponsonby Central precinct. More details next issue... Swoon Desserts make decadent desserts and other sweet treats, from out of the Restaurant Association’s production kitchen. They’re available from the La Cigale french markets every Saturday & Sunday.

01 -31 August Monteiths Beer & Wild Food Challenge www.monteiths.co.nz

18 - August 04 Auckland International Film Festival www.nzff.co.nz

Ponsonby icon, GPK Restaurant has closed and in it’s place Mekong Baby has opened. Still owned by Dominique Parat, Mekong Baby is a modern Southeast Asian restaurant influenced by Vietnam and Cambodian cuisine. The restaurant on Ponsonby Road formerly known as Prohibition and more recently as Nostalgia, has just undergone another transformation. It has now been renamed Brownstone Restaurant. Restaurant The Victorian décor remains the same but the menu has undergone a revamp at the hand of new chef, Dylan Franklin-Clegg.

-31 American Express Auckland Restaurant Month

www.biglittlecity.co.nz

Applications open for the Beef and Lamb Excellence Awards

Wynyard Quarter 2nd birthday party

www.nzexcellenceawards.co.nz

www.wynyard-quarter.co.nz

MEKONG BABY

Dad & Daughter Date Night

www.foodshow.co.nz

www.restaurantnz.co.nz

Restaurant Association national webinar, Employment Law Update,

SWOON

-04 The Food Show, ASB Showgrounds, Auckland

Restaurant Association national webinar, Health By Stealth,

presented by Alison Maelzer

presented by Asher Regan

www.restaurantnz.co.nz

-20 NZ Culinary Fare, ASB Showgrounds, Auckland

www.restaurantnz.co.nz

THE THYMES J U N E 2 0 1 3 BROWNSTONE RESTAURANT

2 0 1 3 h o2sn dpji tality report launch uly, ponsonby central, auckland

(till 21 September) America’s Cup regatta, San Francisco

The Food Show, Auckland www.foodshow.co.nz

Dad & Daughter Date Night www.facebook.com/dadanddaughterdatenight

Beervana, Wellington www.beervana.co.nz

Visa Wellington on a Plate www.wellingtononaplate.com

NZ Culinary Fare, ASB Showgrounds, Auckland

01-04

09-10

09-25

18-20

8 9 10

6 7

1 2 3 4 5

2014 ready to do even better!

0800 737 827

While you’re examining your beer, try an experiment: Tilt the glass to see if foam adheres to the side. If it does, that’s called “Brussels lace,” considered by some to be a sign of highquality beer — and clean glasses. To pour a perfect pint of the Guinness, you need to let it rest for exactly 119.5 seconds between the first pour and the top-up — a period called the surge and settle.

In Great Britain alone, 93,000 litres of beer are rumoured to be lost each year in facial hair.

The oldest known recipe is for a 4,000-year-old beer made by the Sumerians.

BEER NOTES...

WWW.RESTAURANTNZ.CO.NZ

Learn from the experience and come back in

Be humble in success

Be at prizegiving

are doing and do it to the best of your ability

Don't look at the other contestants, focus on what you

Have confidence in yourself

that could have been avoided

Read all of the rules, don't be disqualified for a mistake

Wear the correct uniform

Be on time

Be prepared

Practice, practice and more practice

IN NZ CULINARY FARE

TOP TIPS FOR COMPETING

Call Jo Birdsall on 0800 737 827 or email jo@tastenz.co.nz for a copy of the calendar or go to www.restaurantnz.co.nz for more information (look under the training tab).

The Restaurant Association Professional Development calendar for July—October 2013 is now available!

PROFESSIONAL DEVELOPMENT CALENDAR (July (July--October)

Check Out Out…

RESTAURANT ASSOCIATION OF NEW ZEALAND

Honey is the only food edible to humans that will never go bad. They have found edible forms of honey in ancient Egyptian tombs.

Did You Know?

Auckland Restaurant Month www.biglittlecity.co.nz

01-31

August

(till 31 August) Monteiths Beer & Wild Food Challenge www.monteiths.co.nz

July

Dates… Key Dates

rip it out and pin it on your noticeboard ..

Industry update for hospitality staff, bought to you by the Restaurant Association of NZ

Hospo Thymes staff page

The Restaurant Association was formed in 1975 with the aim of serving and representing owners and manger of foodservice operations. It represents 1,700 members throughout New Zealand who employ 13,000 full and part-time employees. This is an industry that has an annual turnover of over $7 billion, that employs some 100,000 workers, that is each week visited by 340,000 diners and serves another 1.15 million takeaway customers. This makes it a cornerstone of New Zealand’s economy. CHIEF EXECUTIVE: Marisa Bidois

NATIONAL PRESIDENT: Mike Egan (Monsoon Poon, Auckland and Wellington; Boulcott St Bistro, Osteria Del Toro, Wellington)

VICE PRESIDENTS: Bart Littlejohn (Sails Restaurant, Auckland) Steve Logan (Logan Brown, Wellington)

BRANCH PRESIDENTS: Auckland: Bart Littlejohn (Sails Restaurant, Auckland) Bay of Plenty: Andrew Targett (Elizabeth Café & Larder) Canterbury: Sam Crofskey (C1Espresso, Christchurch) Dunedin: Steve Richardson (Table Seven Restaurant, Dunedin) Hawkes Bay: Sean Burns (Milk and Honey, Napier) Manawatu/Wanganui: Lindsay McKinney Marlborough: Marcel Rood (Raupo Café, Blenheim) Nelson: Howard Morris (Harry’s Bar, Nelson) Southern Lakes: Cam Mitchell (The Bunker, Queenstown) Taranaki: Joe Deegan (Pacific International Hotel Management School, New Plymouth) Waikato: watch this space! Wellington: Michael Egan (Monsoon Poon, Auckland and Wellington; Boulcott St Bistro, Osteria Del Toro, Wellington)

RESTAURANT ASSOCIATION OF NEW ZEALAND KEY OBJECTIVES 1.

Protect, promote and advance the interests and rights of its members

Promote industry quality, reputation and excellence

Provide relevant value added services to members

As an organisation achieve best practice stewardship within the business association sector