Managing Your Pub 2008

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Contents

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Contents MANAGING YOUR PUB 2008

Facing The Future

Catering Essentials

Profit Margins

The Irish pub trade is in a position to prosper, despite the challenges it faces, argues Padraig Cribben, Chief Executive, VFI ......................................3

Your food menu says a lot about your business, so are you making the right impression?........................................20

Assessing and monitoring profit margins is vital, if you are to ensure your pub survives and thrives in today’s ultracompetitive environment ..................42

Coffee Serving quality coffee in your pub could bring massive profit potential, and not just at lunchtime. The Kenco Coffee Company offers a complete coffee solution for your pub.........................26

The Challenges Ahead Michael Patten, Chairman of the Drinks Industry Group of Ireland (DIGI), on the challenges facing the drinks industry in 2008, from taxation to regulation .......7

Pensions Just 10% of employees in the hospitality sector have occupational pension coverage, which is an extremely worrying statistic................................12

Food Safety The Food Safety Authority of Ireland provides guidelines to correct food handling and preparation in pubs.....17 Published by: Tara Publishing Co. Ltd Poolbeg House 1-2 Poolbeg Street Dublin 2.

T: 01 241 3095 F: 01 241 3010 E: kathleen@tarapublishingco.com W: www.tarapublishingco.com Commercial Director: Kathleen Belton Editorial: John Walshe Advertising Executive: Steven Larkin Origination by Rooney Media Printed by Graham & Heslip

T A R A

Human Resources How to get recruitment right, conducting staff appraisals and keeping your staff happy and motivated ........44

Ladies’ Night Alcohol Advertising Rosemary Garth, Director of the Alcohol Beverage Foundation of Ireland, states that the drinks industry must rise to the challenges of new codes of practice, which place considerable restrictions on alcohol advertising in Ireland .......................30

Stock Levels How to avoid over-ordering your beverages, while ensuring you don’t run out of your top-sellers .......................32

Stock-Taking By implementing some basic stock control procedures, you can minimise losses in your busi .............................33

Washrooms Ensuring your toilets and washrooms are properly cleaned and serviced is vital from a Health & Safety perspective, but also ensures a good impression of the premises ......................................34

Cost Control The golden rules of cost control .......41

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While most pubs cater for their male clientele, the enterprising pub owner is ensuring that girls’ nights out are equally well catered for, and is reaping serious rewards ..................................46

Waste Management Implementing a proper waste management system in your pub is not just a case of promoting green issues: it can also save you money ..................54

Cellar Management BOC Sureserve have implemented a solution to minimise the risks associated with drinks dispense gases in cellars and cold-rooms.........................................58

Beer-Gardens Whatever your needs, Exclusive Blinds have Beer Gardens covered..............60

Security It is an offence to work as a security guard or door supervisor without a licence from the Private Security Authority (PSA), or to employ someone without a licence ...............................63

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Padraig Gibben

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Facing The Future MANAGING YOUR PUB 2008

The Changing Face of Pubs Despite challenges, the Irish pub trade is in a position to prosper, says Padraig Cribben, VFI Chief Executive.

that Cribben and the VFI can rise to the challenge. Since its establishment in 1973 from a number of smaller associations, the Federation has doggedly fought for the protection and betterment of the livelihood of publicans. With a membership consisting of approximately 5,000 publicans, it maintains a firm foothold as a strong national trade organisation.

Padraig

Cribben took the role of Chief Executive on January 1, 2008, replacing Tadg O’Sullivan. This was no small task, since O’Sullivan had been in his position for 25 years. Picking up that sort of mantle was a considerable responsibility, the new CE contends: “Our members need the input of a federation. Someone in that position for 25 years would have garnered a lot of knowledge, information and contacts. It is a serious role – they are serious shoes to fill.”

One suspects, however, that Cribben is more than able for the task. Prior to taking up the role, he worked in the food business for the duration of his working life. Hailing from Summerhill in County Meath, he worked with the Kerry Group for 15 years, before becoming Chief Executive of poultry processing company, Carton Group. For nine years before joining the VFI, he worked as Managing Director of Johnson, Mooney and O’Brien bakeries.

Cribben, Chief Executive of the Vintners’ Federation of Ireland (VFI), is fully aware that changes are afoot, and seems ready, willing and able to face whatever challenges the pub industry may face.

“We have to realise that consumer expectations are changing,” he says.

“Consumers have a higher expectation today than they had five years ago. Many publicans have reacted in a timely and strong manner towards these changing trends and publicans are bearing the fruit of having bought into the changing trends.

Yes, consumer demand will change further.

There will be an onus on individual publicans to not only meet the expectations, but also surpass the expectations of the customer. Those that do will thrive. Bear in mind, there are challenges, but there are significant opportunities as well.”

It is a decidedly optimistic outlook in a trade that is burdened with rising costs and legislative duties, but one suspects

Considerable Responsibility

Padraig Cribben, VFI Chief Executive.

With this background in mind, what does he bring to the role of VFI Chief Executive?

“I bring the experience of having been involved in businesses, having run businesses, knowing the day-to-day issues that people in business experience firsthand, knowing that someone’s problem today, the single biggest issue they have, needs to be addressed today and not tomorrow,” he avows. ”I also bring experience of understanding business and negotiations, whether it is on the supplier side or the regulatory side.”

Was he required to clue himself up on certain issues before entering the position?

“If you are long enough around the block, you have to hit the ground running, and that is what I’ve tried to do,” he says.

Services to the Publican When it comes to offering services to publican, Cribben knows exactly what is required. The VFI offer advice in the form of legalities – licensing law, planning law, employment law etc. – as well as day-today issues pertaining to publicans, be they in the realm of accounting, taxation,

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Padraig Gibben

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Facing The Future

or general business practices. On the other hand, the VFI have the responsibility of creating the best possible environment in which the pub trade can operate: monitoring and influencing, where possible, legislation, regulations, and various issues that might arise.

Earlier this year, for example, Cribben spoke out about calls to reduce the drink-drive limit below the current threshold, arguing that the real issues that needed to be tackled included speeding, drunk driving, inexperienced driving, fatigue and reckless driving.

But there is little doubt that the trade faces significant challenges moving into the future. In recent years, there has been a move from the on-trade to offtrade. Figures released from Revenue reveal a decline in the number of pub licenses granted across the country. And according to a recent report in the Sunday Business Post, in 2006 and 2007, pub licences in Ireland declined by more than 600: Leinster lost 115 pub licences; Dublin lost 20, while the number of pubs in the southwest fell by 172. The largest decrease, however, was in the Border Midlands West (BMW) region, where the number of licences fell by 300. Off-licenses, on the other hand, have been thriving. In 2007, 320 additional off-licences were issued.

no different. If you look at the turnover and level of business, it is an issue. We have a growing move away from consumption of alcohol in the on-trade to the off-trade, or home drinking. That is a serious problem from the perspective of our members.”

Now that the trade has settled itself after the introduction of the smoking ban, why does he think that consumers have been turning to off-sales in increasing numbers?

“It has, to a large extent, been facilitated by the repeal of the Groceries Order - that facilitated pretty irresponsible marketing and sales of alcohol, as a loss leader, by major multiples,” Cribben argues. “In many respects, alcohol sold in an uncontrolled environment has not

The Challenges Ahead Cribben ponders on the challenges facing the pub sector in 2008 and beyond.

“In any business, the two most critical areas are volume of turnover and control of costs,” he says. “The pub business is

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only had an effect on our members, but it has also had a real effect on society in the context of increased domestic environment, which is evident every weekend, when you pick up the papers. It has also led to increased binge drinking, particularly increased underage drinking.”

Rather than cry into their cup, the VFI have been proactive as far as this challenge is concerned, and have embarked on a series of campaigns to address the situation. For example, they recently launched a major advertising campaign, and are in the process of upgrading their website to facilitate weekend trippers and holidaymakers from abroad. The idea, explains Cribben, is to help tourists plan their trip around pubs, and everything that the pub offers, “from music to sport to conviviality”. The VFI has also revamped its public relations set-up to portray a “more positive image”.

“There are a number of other initiatives that we are looking at regarding the promotional side of the business,” he adds. “All of which focus on significantly increasing footfall to pubs.”

Legislation There is also the issue of legislation, rules and regulations to contend with. The alcohol advertising codes, introduced earlier this year, have yet to affect the pub trade. With continued restrictions, there are less external outlets for major manufacturers to support their brands.

However, this opens up opportunities for publicans: where better to publicise brands than at point-of-sale in the pub.

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Facing The Future MANAGING YOUR PUB 2008

Waste disposal is a significant cost as well, and there are many other factors that are not internationally driven. There is an enormous amount of red tape around businesses – it gets greater every day – it would appear that there are serious disincentives to running your own business.”

While the trend of pubs outside Dublin shutting up shop is continuing, it has slowed down, but how about in cities where the price of property has, for some time, outweighed the price of the business. In recent times, around 300 or 400 pubs have been closing annually, many of them due to the lure of the property market. According to Cribben, while this might have been true up to about nine months ago, considering a decline in the property market, this is unlikely to be the case at present. After all, the development potential of sites is not as strong as it was in years past.

Changing Your Pub

Cribben suggests that, in the context of alcohol advertising and sponsorship restrictions, the pub could benefit.

But when it comes to the Intoxicating Liquor Bill 2008, which was recently introduced in the Dáil, he believes that the law did not go far enough. “It started out with great aspirations but became significantly watered down over the course of time,” he contends, “particularly in the context of segregation of alcohol in the multiple trade. Initially, when the Minister announced the Bill, we envisaged a scenario where alcohol would need to be sold within a segregated area within the off-trade. That hasn’t happened. We wait to see the type of Code of Practice that is brought forward by the retail trade, and how it is monitored by the regulatory authorities. Other than that, as the Minister said, the particular act is just a holding Act. A broader brush will be introduced later in the year.”

Will it effect take-home sales from pubs? “Most customers and publicans adapt to particular legislation as it comes into place, and the current legislation is

no different. They will find the relevant and apt way to ensure that the law is adhered to,” he says.

Rural Pubs Cribben believes that the Intoxicating Liquor Bill will not have a major effect on rural pubs, but contends that these pubs are definitely facing significant challenges. These include footfall and everincreasing costs.

“On the one hand, we are led to believe that all the cost increases are outside our control – they are driven by international factors – but there is only an element of truth in that,” he says. “A lot of the significant cost increases that our members are facing are not driven by international factors. Rates, for example, are a very serious issue for some of our members. Water charges have significantly increased over the last 12 to 18 months. In some cases they have trebled – a small pub with a relatively low turnover, is facing water rates of around €10,000. That’s up from €2,000 to €3,000: a very significant increase.

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As the landscape changes, so too do pubs. Is it important that publicans offer a one-stop shop, where customers can avail of food, entertainment, perhaps even take-away coffee? The VFI Chief Executive believes it is less about generalising, more about specialising.

“There are many people in the pub trade who are doing very good business with food, there are many who do very good business without food,” he says.

“The important thing, for any publican, is to recognise their niche in the market, and then to be the best they possibly can within that niche. If they do that, whether with food, sport, music, entertainment, or whatever, as long as they do it well, that is the key to success in any business. Recognise your niche and be good at what you do.”

While the Irish pub milieu might face increasing challenges, we have the benefit of a vibrant trade, according to Cribben.

There is no doubting his optimism, as he looks forward to the years ahead.

“There are many people out there who are doing an extremely good job,” he says. “I believe - and I wouldn’t be here if I didn’t believe it - that there is a great future for the pub trade in Ireland.

Yes, there are challenges. Yes, there are changing demands. And yes, there are great publicans out there who are in a position to meet those demands, publicans who will thrive and prosper over the years ahead.”

CBE New

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Michael Patten

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The Challenges Ahead MANAGING YOUR PUB 2008

Raising the Bar Michael Patten, Chairman of the Drinks Industry Group of Ireland (DIGI), on the challenges facing the drinks industry in 2008, from taxation to regulation.

When

, it comes to the strength of the Irish drinks industry, Michael Patten, chairman of the Drinks Industry Group of Ireland (DIGI), has no doubts. A new report, entitled The Economic Contribution of the Drinks Industry in Ireland, has proven overwhelmingly positive about the importance of this sector to the Irish economy. The report, undertaken by Anthony Foley of Dublin City University Business School, revealed that the alcoholic and non-alcoholic drinks industry employs the equivalent of 61,600 full time employees in Ireland.

Include part time employees, and this adds up to around 100,000.

“It is an industry that generates massive revenue for the Government,” says Patten, who is also Corporate Relations Director for Diageo. “When you put VAT and excise together, the Government is yielding €2.2 billion from the drinks industry. In addition to generating that level of revenue, the industry is also a huge utiliser of domestically manufactured or produced goods, such as agricultural raw

Michael Patten, Chairman, DIGI.

materials. The impact of the drinks industry is not just about taxes per se, or even jobs per se. There is also a spin-off effect in terms of dairy farming, cereal production, packaging, marketing, and so forth.

It’s a huge reach.”

When it comes to exports, the sector is thriving. Patten admits that a small number of Irish brands are performing well on a global scale - Baileys, Guinness, Jameson, and to a lesser extent, Magners – but with €1.3 billion produced in foreign earnings during 2007, this is not to be sniffed at. In comparison

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terms, drinks exports are now yielding more than dairy. But with an economic winter dawning on Ireland – one that is unlikely to improve over the coming years – how can these conditions be maintained? How can the industry stay healthy and continue to generate these types of returns and revenues?

The outlook, at present, is not rosy.

Ireland has to contend with a growing cost base, while competitiveness in the Irish economy has been diminishing for a number of years, says Patten. “Businesses operating in Ireland have to absorb Irish costs - labour costs, raw material costs and they’re facing significant disadvantages versus our global competitors,” he notes. ”Another issue, certainly from a Diageo point of view, is that we have to make sure that our operations are internationally competitive from a scale perspective. But even when you remove the issue of scale, our cost base is very high.”

The Taxation Issue Both Patten and Foley’s report suggest that, despite the industry’s potential, it receives disproportionate burdens.

Amongst them: taxation. The report released a number of findings: beer excise in Ireland is the second highest in the EU; wine excise in Ireland is the highest in the EU; Ireland’s beer tax is 10 times that of Germany and seven times that of France; Ireland’s spirit excise is the second highest in the EU; and Ireland’s cider tax is the second highest in the EU. How does this affect beer sales at ground level? For every pint sold, the Government receives approximately €1.16 (29.7% of the price); €1.18 from a half glass of spirits (33.2%); €15.24 (62.3%) from a bottle of whiskey in an off-licence, and 37.9% from a €10 bottle of wine.

“It puts a very heavy burden on the industry,” contends Patten. “I know the taxation systems are different in other coun-

Michael Patten

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The Challenges Ahead

tries, but it is remarkable that in France the excise regime tends to favour domestically produced products such as wine. Spain and Germany are the same.

Ireland is imposing tax on its domestic industry that is in stark contrast to how other countries are addressing their own indigenous industries.”

Why does he think the duties are so high? “It’s partly due to a Government revenue strategy that has focused on low direct taxation and high indirect taxation,” he states. “The problem with that strategy is it creates disproportionate burdens.”

Alcohol Consumption Levels Recent excise adjustments, including one in 2002 pertaining to the spirits industry, have been designed against the backdrop of alcohol consumption levels, but the DIGI chairman says that this is not reason enough for these tax burdens. After all, Ireland has had the highest tax levels in Europe for 20 years, to little avail.

“The Irish industry has been a huge contributor to the debate about alcohol misuse and has been pulling more than its weight,” he notes. “Right now, nobody, including the Government, spends more on alcohol education than the Irish drinks industry. We have been

putting our money where are mouths are.” He cites the example of industry’s €20m responsible drinking fund, “which is not matched by the State”.

Of course, the argument might be made that excise duties in Ireland are disproportionate to other European nations, simply because our problems regarding alcohol consumption are equally disproportionate. The report, however, found that consumption in Ireland peaked in 2001 and has declined by over 5% since. The report also found that the proportion of total personal consumption accounted for by alcohol has declined from 9.7% in 2000 to 8% in 2006.

“If you look historically, where alcohol consumption peaked in various European countries, you will find that the level of Irish consumption, when it peaked in 2001, was substantially lower than similar peaks in other countries such as France, Austria, or Italy,” says Patten.

“One of the realities is that Ireland has a much younger demographic - and demographics play a far bigger role in alcohol consumption than a lot of other factors. We are seeing a slow, gradual decline in alcohol consumption in Ireland, largely because our population is getting older. I don’t think the situation in Ireland is radically different. I think we have particular issues over the nature of consumption. In other

European countries, alcohol consumption tends to be more frequent but in lower amounts, whereas in Ireland it tends to be ‘don’t drink during the week, save it up, then have a big night out at the weekend’.”

So he recognises notable problems in regard to binge drinking? “Yes, but the evidence is clear. If tax were to solve this problem, it would have done so a long time ago. The challenge we face in Ireland is addressing culture and acceptability of behaviours around alcohol misuse. Generally, society has tolerated these issues. If society becomes less tolerant, the issues go away far faster than any concept of imposing narrow regulation on one part of the supply chain.

Consumer attitudes and behaviours are driving a lot of the misuse problem.”

Taxation Findings on taxation included: • Beer excise in Ireland is the second highest in the EU. • Wine excise in Ireland is the highest in the EU. • Ireland’s beer tax is ten times that of Germany and seven times that of France.

• Ireland’s spirit excise is the second highest in the EU. • Ireland’s cider tax is the second highest in the EU.

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Michael Patten

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The Challenges Ahead MANAGING YOUR PUB 2008

Competitiveness at Stake

Intoxicating Liquor Bill 2008

In recent times, much of the debate around alcoholic drinks has pertained to the area of responsibility. But peel this away, and it is evident that the competitiveness of the domestic industry has been eroded. According to the report, Ireland’s share of the domestic market has declined by 22%, and imports have grown by 90%.

Wine is now the second largest alcohol category in the state: 10 years ago, it barely had 8% market share. Of course, much of this is attributable to changing lifestyle issues, a shift from on-trade to off-trade, and a growing range of products and formats for home consumption.

But neither has the regulatory environment helped, says Patten. “If you look at the body of Government regulation that has taken place around alcohol since 2000, while the different pieces of legislation have been designed to address particular issues, accumulatively they have inadvertently created a marketplace that is favouring imported products,” he says.

With this in mind, the industry now has another obstacle to overcome: the Intoxicating Liquor Bill 2008. One of the main changes is the restriction of offsales of alcohol to between 10:30am and 10:00pm from Monday to Saturday, and between 12:30pm and 10:00pm on any Sunday. There is provision in the Bill for test purchasing by minors, and severe penalties for infringements, ranging from fines to temporary closure orders. Late night licenced venues must now close at 2.30am, except for Sunday, which is 1am. Extension licences were increased in cost by several hundred percent to €400 a night.

DIGI did not take a formal outlook on the Bill, due to the fact that its members held different opinions - the Group tends to lobby on issues over which there is a united view. When there is not a united view, individual member organisations make their own stance.

The vintners, for example, considered

Key Facts •

• • • • •

Ireland’s broad drinks industry employs the equivalent of almost 62,000 full time jobs but numbers employed by drinks manufacturers has fallen by 27% since 2000 [2006: 4468 people in manufacturing].

The Government’s tax take from the sector is equivalent to one in every three Euro spent on alcohol by Irish consumers.

Alcohol accounts for €1.3 billion of Irish exports and generates a substantial trade surplus.

Drinks manufacturers spend total of €1.9 billion on purchases each year.

The industry pays out €256 million in wages and salaries each year.

54% of pubs had sales of less than €200,000 a year

(Source: The Economic Contribution of the Drinks Industry in Ireland, 2008)

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provisions of the Bill in a different light to off-trade.

From a personal perspective, however, Patten contends, “a lot of the provisions of the Bill are designed to support the public order agenda. We are now waiting to see if it will do that. Will measures, such as reducing the opening hours of off-licenses, have any knock-on effect in terms of late night drinking and other issues? Or will consumer behaviour simply adapt to the new regime? It’s a question that only time can answer.”

Surely a lot of the provisions will cause misery for publicans? Say a customer wants to buy a carry-out at closing time, the Bill will make this illegal.

“Those are precisely the situations where consumer behaviour can adapt reasonably quickly,” he responds. “If consumers want to bring beer home, they will have to buy it before 10:30pm.

It’s not that difficult.”

But that means they will be sitting at their table with a plastic bag full of alcohol for the last few hours of a pub’s opening. “I understand the argument, but the Bill is now a reality,” Patten explains. “We have to now see how the market will adapt to it. Hypothesising whether this is a good or bad thing is, in my mind, irrelevant. The Bill is here - now we have to see how the market reacts. At a personal level, I believe that consumers will adapt. If there’s one thing clear from working in the drinks industry, it is the high degree of consumer adaptability over the last number of years.”

Voluntary Code of Practice As part of the Bill, the Minister commissioned a Voluntary Code of Practice from retail trade bodies. This will provide for the location and display of alcohol within premises, signage, warning signs, instore advertising and staff training standards, meaning that more stringent provisions in the Intoxicating Liquor Bill (regarding the structural separation of the sale of alcohol in mixed trading premises) will be deferred.

These Codes are largely being led by the retail groups, under the mantle of the Department of Justice: Retail Ireland, which represents the multiples; RGDATA, which represents convenience stores; and NOffLA, on behalf of the offlicences. DIGI has, however, long been advocating Codes governing the sale and marketing of alcohol in the off-trade.

Michael Patten

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The Challenges Ahead MANAGING YOUR PUB 2008

Under the auspices of DIGI, the various retail bodies have liaised in regard to the responsible serving of alcohol programmes - and how these programmes dovetail and harmonise nationally.

“We were also, for some years, advocates of a national retail voluntary code for alcohol,” continues Patten.

“Work had been underway within the Department of Health and this has been consolidated into a new initiative by the Department of Justice. If a basis for voluntary action can be achieved, we should only look at legislation as a last option.”

Advertising & Marketing DIGI were, however, central in devising a new range of codes that restrict the advertising and marketing of alcohol in Ireland. The codes, made effective in July 2008, include a range of measures designed to restrict young people’s exposure to alcohol advertising – where, for example, more than 25% of an audience is under 18.

Michael Patten explains: “There has been a growing awareness over the years of the need for the industry to make sure that its advertising is appropriately targeted in terms of both its media and its message. The latest advertising codes are continuing that journey, and looking at the areas where the rules have not been sufficiently well defined. We are trying to ensure that proper consumer marketing and responsible advertising is a critical underpin of value within our industry - we have to make sure that it is done in a way that is appropriate.”

The new regulations include audience profiling across all forms of media, so the same rules are applied across the

spectrum. Because of this, the amount of alcohol advertising will not be disproportionate in any publication or broadcast. Meanwhile, increasing the audience profile to 75% adults more accurately reflects the national demographic.

“The new rules around sports programming also ensure that the big sports shows are not overwhelmed by alcohol marketing,” continues Patten.

“There is plenty of room for great alcohol marketing conducted in a tasteful and targeted way. The new rule changes tighten it up and make sure there is no room for abuse. I feel they are welcome changes; the industry is hugely committed to implementing them. They will be a change for the better and, again, it is a bit like the Intoxicating Liquor Bill: we will have to look back in a couple of years and measure its effect.”

Facing the Challenges For now, however, the Irish drinks industry is looking to the future. And DIGI is

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wondering how it can protect itself from ever-increasing challenges. A substantial proportion of competitiveness issues are due to the high cost base of doing business in Ireland, whether they be in the realm of energy, raw materials or labour.

The cost of capital investment in Ireland – versus, for example, construction costs – threatens the drinks industry, as it does the food industry and other manufacturing sectors.

“As we progress into national wage agreements, where we are looking at the whole area of inflation in our economy, we have to start accepting that if we want to sustain long-term competitiveness, we have to create the right conditions,” Patten stresses. “Why are energy costs in Ireland 40% higher than they are in GB, which is just across the water?

Waste management costs have been going through the roof. These tend not to be taken into account, when we’re looking at the amount of Governmentinduced cost that is there.”

What are the solutions? “There are a couple of actions that we want to see rising from this report. We have to stress the huge challenges that are facing our domestic industry, and the importance of ensuring that we do not put any further disadvantage on the domestic industry. We don’t believe that further taxation is a good thing. We don’t believe it will be economically beneficial for the Government. In fact, it would inflate the demand to source products outside the State. It would also put further pressure on consumer trends between the on-trade and the off-trade. There is a real need to stop and think.”

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Pensions

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Pensions MANAGING YOUR PUB 2008

Pension Plans for Bar Employees Employers’ Legal Obligations Employers are obliged by law to provide their employees with access to a Personal Retirement Savings Account (PRSA) provider, allow them time to see the provider and to make the relevant deductions from payroll, but they are not obliged to contribute to an employee’s pension. The Pensions Board will issue on-the-spot fines and prosecute any businesses found in breach of their obligations: check-out the Pensions’ Board’s Trustee and Employer Checklist on www.pensionsboard.ie for a more complete list of obligations and further information.

Government Support

Just 10% of employees in the hospitality sector have occupational pension coverage, which is an extremely worrying statistic.

The

Irish pub is the well known location of many a heated debate on hot topics of the day and breaking issues. However, one essential topic, albeit not so hot but certainly vital, which seems to have eluded the bar industry is pensions, with only approximately 10% of employees in the hospitality sector having occupational pension coverage (Source: CSO Quarterly National Household Survey 2006).

The decision to start a pension lies with the individual. However, it is understood that those who have been introduced to a pension through the workplace demonstrate greater propensity to take-up a pension.

Life Expectancy A man retiring at 65 now can expect to live to 85 and a woman retiring at 65 can expect to live to 88. Given the physical and socially demanding elements of working in the bar industry, for most, retiring at 65 years would be the preferred option. This basically means that you/ your employees/ colleagues will need to save enough over a working lifetime to fund a retirement of perhaps 20 to 23 or more years: best get into the savings habit now.

Pensions Made Simple The word ‘pension’ in itself can be offputting for a lot of people, especially young people, as they tend to think pensions are too complicated. Pensions are more simple than many realise, comprising of three basic elements: The individual’s personal contributions + the employer’s contributions (if they make any) + Government support (by tax relief) = Your Pension.

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The Government is keen to encourage the individual to save for their own personal pension. As a result, the Government allows for pension contributions to be deducted from the wage/ salary before tax. In other words, if someone wanted to put €100 into a pension and they’re on the higher rate of tax (41%) the cost to them is €59, if they’re on the lower rate of tax (20%) the cost to them is €80. Put simply, by contributing to a pension, the individual pays less tax.

PAYE employees can also receive relief from the PRSI and the health levy.

A Good Deal for Your Business As mentioned, there is no obligation on any business to contribute to a pension scheme. However, a pension scheme has been long recognised as an important asset for both the business and its employees. With a pension scheme in place, your business benefits from having: • An enhanced reputation and respect as a good employer; • A workforce that feels valued and important; • Increased loyalty and commitment from staff; • An enhanced staff recruitment, reward and retention package.

PENSIONS MADE SIMPLE Your personal pension contributions

Your employer’s contributions (if they make any)

Government support (by tax relief)

YOUR PENSION

By law your employer must provide you with access to a pension, whether you’re in full-time, part-time, temporary, contract or casual employment.

Pension scheme contributions benefit from income tax relief at your highest rate of tax. If you contribute 100 per week and you pay the higher rate of tax (41%) the net cost to you is 59 per week. If you pay tax at the lower rate (20%) the net cost to you is 80 per week.

Visit the Pensions Calculator at www.pensionsboard.ie Talk to your employer, trade union, bank, insurance company, building society or financial advisor about starting your pension today.

Pen ManagePub A4 .indd 1

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Pensions

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Pensions MANAGING YOUR PUB 2008

More Information

For those unsure as to their pension options, or what a PRSA is, or who the providers are, or for those who would just like further information, log onto the Pensions Board web-site www.pensionsboard.ie or

To better understand how pensions work, the employer, employee and individual should check-out the Pensions Calculator available at www.pensionsboard.ie.

call LoCall: 1890 65 65 65. They should then talk to their employer, trade union, bank, insurance company, building society or financial advisor about starting a pension.

Pensions Calculator THE Pensions Calculator allows you to estimate the amount of money you would need to contribute to your pension in relation to your age and current yearly salary to end up with the level of pension you expect in retirement.

Sample Details Sex:

Female

Current age

25

Current Salary

Additional Relief: Contributions will also be relieved from PRSI and the Health levy, if you pay these charges.

30,000

** Target Pension as % of Pre-Retirement Salary

This calculator only gives a sample indication of the funding contributions for your pension and no reliance should be placed on it. This calculator does not take into account any contributions an employer might make to a pension. For a full and accurate assessment of your personal finances and any tax relief you may be entitled to on your pension contributions, you should always consult with a professional financial adviser. Visit the online Pensions Calculator at www.pensionsboard.ie

50 %

Notes: Sample is based upon today’s money and pension starting at age 65.

How Your Pension Is Made Up Estimate Private Pension at age 65

3,388

Estimate State Pension at age 65 *

11,612

Estimate Total Pension at age 65

15,000

The Age You Start Your Contributions

Age 25

Age 30

Age 35

Age 40

Yearly as % of Salary :

4%

5%

6%

7%

Yearly Contributions :

1,200

1,500

1,800

100

125

150

175

Less Tax Reliefs :

( 20)

( 25)

( 30)

( 35)

100

120

140

80

** Entitlement to a full contributory state social welfare pension is assumed and is included as part of the target pension. The current state social welfare pension is €11,611.60 per year (or €223.30 per week) as of January 2008.

2,100

Gross per Month :

Net Contributions Per Month :

* If you currently have a pension fund, this entry is the current value of this fund.

LVA Pension Scheme for Bar Employees HARDLY a week goes by without some Government or media commentary on the ‘pensions timebomb’ and the general lack of pensions among private sector workers.

There is no doubt that workers are increasingly focusing on pensions as part of their overall remuneration. Equally, most responsible employers want to reward key, long-term staff with pension coverage. In terms of the Dublin licensed trade, the LVA Pension Scheme offers both publicans and staff a tailor-made solution.

•

Key Features of the LVA Pension Scheme include:

Membership is open to all categories of staff (bar staff, chefs, kitchen staff etc) irrespective of whether they are unionised or non-unionised. Noting the difficulties in retaining good, experienced staff, the LVA Pension Scheme is a proven means of providing additional benefits.

If you would like to find out more, contact Erin O’Neill in the LVA on 01 – 6680215 or email penions@lva.ie

• • • • • •

• •

•

Proven, well established financial security; Defined Benefit Pensions; Personal accident and mortality cover; Suitable for Additional Voluntary Contributions (AVCs); Over 1,000 current staff and pensioners involved; Portable throughout the Dublin trade;

14

Pensioners are fully guaranteed for five years after retirement; Benefits are reviewed every three years; Given the benefits, contributions are reasonable. From 1st July 2008, they are: - Employer €36 weekly - Employee €18 weekly As the Scheme is fully Revenue-approved, these contributions are tax deductible.

LVA Pension Ad

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The Licensed Vintners Association Pension Scheme for Bar Employees

Considering a Pension Scheme for key staff?

The LVA Pension Scheme is the answer for all career staff in the Dublin trade.

Established in 1974 our scheme offers: Total financial security Defined benefit pensions Regular benefit reviews Personal accident insurance Significant mortality benefit Additional Voluntary Contributions (AVC’s) Retirement planning counselling Expert pensions advice tailored to the needs of the trade

Our scheme is specially designed for the Dublin licensed trade

For more information contact: Erin O’Neill, Administration Manager, LVA Pension Scheme, Anglesea House, Anglesea Road, Ballsbridge, Dublin 4

Telephone: 6680215 Ext. 212

Email: pensions@lva.ie

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Food Safety

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Food Safety MANAGING YOUR PUB 2008

Food Safety Tips for Publicans Ice cold tips: • ‘Keep cold food cold’: store in a refrigerated display unit at a temperature below 5oC. • Only freeze food once.

• Defrost food thoroughly in a refrigerator or microwave.

• Mark leftovers and discard after day two. Use leftovers first and do not mix with freshly prepared salads or salad fillings.

• Cool cooked food quickly (the temperature should reach less than 10oC in 150 minutes) and refrigerate when cool.

2. Good Handling Practices

Guidelines to correct food handling and preparation in pubs, from the Food Safety Authority of Ireland.

Under

the Food Safety Authority of Ireland Act, 1998, all food businesses have a legal obligation to produce safe food. Poor practices can lead to food poisoning. While food poisoning can be caused by viruses and fungi, most result from bacterial contamination (although not all bacteria cause food poisoning).

Symptoms range from mild discomfort, vomiting and diarrhoea to life-threatening illness. Infants, pregnant women, the elderly and the sick are most at risk from food poisoning. The consequences of food poi-

soning are serious for the food businesses involved and include legal implications, adverse publicity and commercial damage.

You can prevent your customers getting food poisoning by following these simple rules:

1. Temperature Burning hot tips: • Bacteria are present in many raw foods (e.g. meat, poultry, fish). These foods must be cooked thoroughly to kill any bacteria which maybe present. During cooking, the core temperature of the food must reach 70oC for 2 minutes (75oC instantaneously).

• To prevent the growth of food poisoning bacteria, it is important to ‘keep hot food hot’ (at temperatures greater than 63oC).

• Apply a ‘first in-first out’ policy for cooked foods (ensure the first batch of cooked food placed in the hot holding cabinet is served first).

• Use hot food within two hours.

• Only reheat food once and reheat to piping hot (>70oC).

• Discard hot food left-over at the end of the day.

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Bacteria are found everywhere (e.g. in soil, water, people, animals and food).

Food handlers who handle food incorrectly can transfer bacteria and contaminate food either directly or indirectly. You can prevent the spread of bacteria through good food handling practices and by maintaining good personal hygiene.

Food handling practices: • Don’t allow raw food to come in contact with cooked or ready-to-eat foods.

• Use separate work areas, utensils and equipment for preparing raw and cooked/ready-to-eat foods. If this is not possible, clean and disinfect utensils and work surfaces between tasks.

• Keep your service cloth clean and replace frequently.

• Do not handle food unnecessarily.

• Do not smoke, spit, pick your nose, lick your fingers, eat, chew gum, cough or sneeze near food that is being prepared or served.

Personal hygiene: • Wash hands regularly and in particular before starting work, before and after handling food, after using the toilet, after handling rubbish, after smoking, coughing, sneezing etc.

Food Safety

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Food Safety MANAGING YOUR PUB 2008

HACCP

Additional Reading: • • •

•

•

•

•

Safe Food to Go. Food Safety Authority of Ireland HACCP Information Pack. Food Safety Authority of Ireland Guidance Note 11 - Assessment of HACCP Compliance Revision 2. Food Safety Authority of Ireland Guide to Food Safety Training Level 1 - Induction Skills and Level 2 - Additional Skills). Food Safety Authority of Ireland Guide to Food Safety Training Level 3 – Food Safety Skills for Managers. Food Safety Authority of Ireland IS 340: 2007. Hygiene in the Catering Sector.

National Standards Authority of Ireland IS 341: 2007. Hygiene in the Food Retailing and Wholesaling.

National Standards Authority of Ireland.

• Be clean and tidy.

- Wear protective clothing.

- Keep hair clean and covered under a cap.

- Keep nails short.

- Don’t wear strong perfume, excessive make-up and restrict jewellery to a plain wedding band and small earrings.

• Cover cuts and sores with a blue waterproof dressing.

• Inform your supervisor if you have diarrhoea or an upset stomach.

3. Cleaning Bacteria grow on dirt and food particles: therefore, it is essential to undertake an effective cleaning procedure. Cleaning should be carried out using a detergent, followed by a disinfectant.

Detergents remove all visible dirt, while disinfectants reduce the bacterial population to an acceptable level. It is important that the detergent and disinfectant are used in the correct concentration and if they are used on food contact surfaces, they are suitable for such use. Always ‘clean as you go’ and keep your work area clean and tidy.

These tips should be incorporated into your food safety management system based on the principles of HACCP.

Regulation (EC) No. 852/2004 requires food businesses to put in place, implement and maintain a food safety management system based on the principles of HACCP (Hazard Analysis and Critical Control Points). The proprietor/manager has a legal obligation to understand what the Regulation demands and be able to explain how they have been applied in their own business.

HACCP is a systematic approach to identifying and controlling hazards (i.e. microbiological, chemical or physical) that could pose a threat to the preparation of safe food. By controlling hazards, a food business is minimising the risk of them occurring and causing a food poisoning incident, which could make people ill and result in closure of the business and prosecution of the proprietor/manager.

HACCP involves identifying what can go wrong and planning to prevent it. A food safety management system based on the principles of HACCP includes good hygiene practice and good manufacturing practice, as well as the HACCP system.

Any business that is preparing food for consumption on or off the premises may be breaking the law if they don’t have suitable procedures based on HACCP principles. However, the legislation allows flexibility in meeting this requirement, including the use and adaptation of appropriate guides to good hygiene. The FSAI’s Guidance Note 11 revision 2 outlines more details on flexibility.

Environmental health officers (EHOs) and other regulatory inspectors currently assess all food businesses for compliance with legislation. It is the responsibility of the proprietor/manager of a food business, not the EHO or other regulatory authorities, to develop and implement a food safety management system based on the principles of HACCP.

Training It is a legal requirement that staff involved in a food environment are trained and/or supervised commensurate with their work activity. The responsibility for the supervision and training of staff lies with the proprietor of the food business. Since January 1, 2006, staff responsible for the development and maintenance of the food business’ HACCP system must have received adequate training in the application of HACCP principles.

Food safety training is essential to the commercial viability of a food business as it: • assists the business in becoming more efficient, competitive and profitable; • raises performance standards; • reduces wastage; • assists in the production of safe food; • complies with food legislation requirements; • promotes a good image; • increases staff morale; • improves staff retention.

The implementation of knowledge acquired during food safety training requires the provision of the appropriate resources and motivational support by management. For food safety training to be successful, a training approach which proactively encourages the implementation of skills and knowledge in the workplace is recommended. This requires the involvement and commitment from management, the trainer and the trainees.

Further information can be obtained from the Food Safety Authority of Ireland at www.fsai.ie or by contacting their industry advice line on 1890 336677.

18

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Catering Essentials

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Catering Essentials MANAGING YOUR PUB 2008

Making Your Menu Work • • • • • • •

Your food menu says a lot about your business, so are you making the right impression?

Your

menu has often been described as your “silent salesperson”.

It is certainly a valuable marketing tool for your pub, and should be treated as such. After all, your menu (including the choice of food on offer, how it’s laid-out, your prices) is the key deciding factor in whether potential customers decide to eat in your pub or to take their business elsewhere.

There are several points to consider when conducting your approach to designing and implementing a new menu.

• Are the ingredients obtainable and seasonal?

• Have your suppliers been consulted to ensure sufficient supplies of your required products?

• Is the food suitable for the market that dines in your establishment?

• Is the menu language suitable to your market?

• Is there a recipe card system in place?

• • •

Has every ingredient been costed accurately?

Are your profit margins maintained with every dish?

Is your pricing calculated scientifically?

Where are you placing each item on the menu? Does it matter?

Do the prices end in .00 or .95?

Have your staff tasted the food on the new menu?

Have you looked at your competitors’ menus?

Are their prices higher or lower?

Are they busy?

Are children catered for?

Below are a series of simple guidelines to help pub owners/managers improve their menu.

same goes for too little choice. Make sure you offer a decent choice of food and are able to cater to possible ‘off the menu’ requests.

2. The Price is Right?

In order to turn a decent profit margin, you must charge a fair price for each dish. Before you do this, however, you need to know the cost of each item on your menu, which is a combination of the cost of each of the ingredients, with all the other costs associated with running your food business factored in. Then, by working out the profit percentage which you hope to attain, you can work out the right selling price for each dish.

1. The Question of Choice

3. Designing Your Menu to Ensure High Sales of High Profit Items.

Everybody likes to be given a choice, but if we are faced with pages and pages of menu items, it can be a turn-off. The

Placing certain items in specific locations on your menu will attract more consumers’ attention, and will almost ‘force’

Cully & Sully DEVELOPED from the Ballymaloe recipe, Cully & Sully’s Irish Stew and Seafood Linguini are two of their six new recipes recommended by the Bridgestone Guide. They are available nationally through Pallas Foods.

Cully & Sully’s new prepared meals are ideal quick and easy dishes for food service outlets wanting to expand a menu or to have something that is guaranteed right every time, even outside regular hours or if the chef isn’t there.

Publicans, cafés, hotels and clubs (leisure, kids, sports, etc) are finding

20

them great. They require only a small serving area and are heated in a microwave, which is very safe.

They are mono-portioned and heated straight from frozen, so there is no wastage. They can be prepared by any trained member of staff. C&S supply special bowls, serving information and menus if needs be.

Cully & Sully have won many awards for their products, including Bridgestone, The UK Great Taste Awards and the Meteor Producers Awards, as well as many fine reviews in Ireland’s national papers.

Catering Essentials

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Catering Essentials MANAGING YOUR PUB 2008

them to order the meals you want them to order. For a single page menu, this is generally right in the centre of the page, for a double-page menu it is on the left hand side of the right hand page, while for a triple-fold menu, again it is right in the centre of the centre page. Placing high profit items here can lead to a significant sales upsurge in these dishes.

4. Catering for Kids The importance of catering for children is often underestimated. What’s not often realised is that children make the decision on eating establishment a third of the time, and they influence the decision on where to eat as much as 90% of the time. Therefore, spending some time working on a kids’ menu is imperative.

Catering for children should be seen as a way to increase business, and not a hindrance to your establishment.

5. Know the Lingo Everyone eating in a bar/restaurant likes a description of the food on offer, but too much ‘flowery’ language can be extremely off-putting for customers.

Each menu item should have a simple description of what will be served: a little creativity in the language used is great, but too much is a turn-off. Let your menu tempt and prompt questions from the customer about each item: this will allow for your waiter to suggest alternatives and also assist in up-selling.

McCain MCCAIN Alternatives is a range of favourite foods which are lower in fat and salt but still deliver all the great taste you'd expect from McCain. Their Alternatives are well balanced, tasty solutions that help caterers deliver the lower fat foods their customers want, in cooking formats to suit all types of operations. McCain Alternatives help caterers to create healthier, better balanced menus without sacrificing flavour, enjoyment or convenience. They include oven-able products with just 5% fat, products that have not been fried, pizzas with added wheat germ and fibre, and fried chips that are lower in fat. Look out for the Purely Potato Range of Wedges, Dice or Slices, which are made from good quality potatoes simply peeled, cut and blanched ready for use as side of plate or as an ingredient. And because they’re non-fried, it is unrestricted on menus.

6. Finger Stickin’ Bad There is nothing worse than sitting down in any restaurant and picking up the menu to find sticky finger prints or worse. If you have laminated menus, make sure they are wiped down at the same time as each table (i.e. when the customer leaves the premises). It is imperative to ensure that all menus are clean before handing them to your customers.

7. Spelling Disaster While it may be amusing, spelling mistakes on your menu reflect unprofessionally on your establishment. Make sure you give your menu to several people to proof-read before sending it to the printers. Or alternatively, purchase menus that allow you to print off a sheet each day and place inside the plastic.

Then, if you make a mistake, all you have to do is reprint one page.

McCain Signatures are inspiring menu options with a difference. The Signatures Starters and Sides range are traditional starter and side favourites with a contemporary twist. This is great quality food that complements any menu, tastes a bit special and looks very appetising. The range includes products such as beer battered onion scoops, hot and spicy baby corn, cheddar stuffed jalapeno peppers, mozzarella cheese sticks and much more. They are the perfect solution to help

22

caterers stand out from the crowd and create extra loyalty by helping to enhance reputation overall. Signatures are unique, added value ideas that improve choice for consumers and profit for caterers. Developed for outlets creating a name for their food, McCain Signatures have fantastic appeal on the menu and on the plate, and they deliver outstanding taste, over and above the ordinary dining experience.

McCain

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It’s all good, in food service.

When we say it’s all good, we mean it.

Which is why McCain Foods have built a reputation for producing high quality food using the best natural ingredients.

We offer three ranges of good quality foods, from potato products to pizza, designed for different menu needs and eating occasions. McCain Classics, McCain Alternatives and McCain Signatures make it easier for you to find food ideas that are right for your business.

McCain Classics: Choose from nearly 30 products in our Classics range with everything from chips to hash browns, pizza to vegetable burgers and spiral fries to savoury herb dice.

McCain Alternatives: This is a range of favourite foods which are lower in fat and salt but still deliver all the great taste you’d expect from McCain. Select from our purely potato wedges to our 3% fat country style oven chips to our Cheese & Tomato Pizza Grande with added wheat germ and fibre.

McCain Signatures: A premium range of 18 great tasting food products from our Gourmet to our Rustic Chips. Signatures are unique solutions for chefs who want to stand out from a crowd.

Our Starters and Sides portfolio includes unique products such as our Beer Battered Onion Scoops, Hot and Spicy Baby Corn and Potato Scoops.

If you’d like to boost your business and your customers’ food experience, or would like more information about our range please call McCain Ireland on (01) 230 2839.

It’s all good.

Catering Essentials

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Catering Essentials MANAGING YOUR PUB 2008

HJ Heinz

Glanbia

HJ Heinz boasts an extensive range of products, though both its Heinz and HP brands, ideal for the bar food sector in both catering and single serve pack sizes.

Heinz Tomato Ketchup is available in a range of convenient pack formats, catering packs, single serve sachets and squeezy bottles, and offering a variety of ways to enjoy the unique taste of Heinz Tomato Ketchup.

Heinz Top Down Tomato Ketchup, available in 570g, 910g and 1.2KG sizes, incorporates an innovative stay clean cap, eliminating the wastage and mess associated with other Tomato Ketchup brands.

HP Brown Sauce is another musthave for the dining table, with a variety of sizes in glass and squeezy formats.

The HP BBQ Sauces range includes a variety in 250g glass along with Classic Woodsmoke and Spicy Woodsmoke varieties in a 430g squeezy pack.

In addition, under the Heinz and HP brands HJ Heinz offer an extensive range of single serve sachets including Tomato Ketchup, Salad Cream, Tartare Sauce, Horseradish, Mustard and Malt Vinegar.

Heinz also offer Ploughmans Pickle and Burger Relish and Mayonnaise in catering size packs.

Heinz also offer their famous baked beans in convenient catering size tins.

The Heinz and HP brands are synonymous with taste and quality.

In offering these competitively priced branded Food Service products you are assured that you are offering your customers the highest quality products without incurring unnecessary extra cost.

GLANBIA Consumer Foods are proud to introduce a new Foodservice range. Their new exciting range of cultured products has been developed by their resident chef with today’s busy foodservice partners in mind. Understanding your need for consistent, reliable ingredients, Glanbia Consumer Foods offer solutions to enhance recipes or provide accompaniments to an array of dishes. You can be assured of the highest quality standards from the Yoplait and Avonmore brands.

Glanbia’s Yoplait brand introduces: Yoplait Natural Probiotic Yogurt 2kg: an ideal base for smoothies or simply to serve as a breakfast addition.

Yoplait Greek Style Yogurt 2kg: developed for easy use in sauces or to enhance the flavour of curries, casseroles and fricassees.

Yoplait Crème Fraiche 2kg: easily whipped or ideal to add texture to soups and sauces.

Glanbia’s Avonmore brand introduces: Avonmore Set Sour Cream 2kg: ideal for dips, toppings and dressings Avonmore Low Fat Soft Cheese 2kg: a perfect addition to sandwiches, bagels, baguettes and crackers.

Avonmore Luxury Soft Cheese 2kg: a superior ingredient for sumptuous cheese cake, starter option, soufflés, appetisers and canapés.

In addition to these new foodservice offerings from Glanbia, a full range of Yoplait and Avonmore products are available. Call your local sales manager or the Glanbia offices at 1890 923 392 for more information.

8. Professional Delivery If your menu has text scribbled in by hand, frayed edges or is full of stickers with price changes, this gives the impression that you don’t care about your customers. This should be avoided at all costs. Your customers are the life-blood of your business and you should be aiming to make their eating experience as pleasant as possible, while ensuring that your profit margins are maintained.

24

Getting this right leads to a popular and profitable food offering.

This article was supplied by www.barkeeper.ie, the website for food and beverage professionals, a one stop shop for all aspects of managing a successful bar/restaurant business in Ireland.

Glanbia .5

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Glanbia Consumer Foods As Ireland’s biggest supplier of branded and value added liquid milk, yoghurt, cheese, soup, spreads and butters, Glanbia Consumer Foods’ brands have a widespread presence within the Irish foodservice sector, perfectly meeting Irish consumers’ desire for fresh quality products.

Investment in new product development, support by Glanbia Consumer Foods Kilkenny-based innovation centre, additional human resources and a dedicated division focused on foodservice, have been the key drivers of growth. Their expertise in the hospitality sector, including the pub trade, has formed the backbone of the company’s expansion.

With a network of over 380 vehicles, Glanbia Consumer Foods interact with the majority of their customers six days days a week, sometimes twice daily, as the growth in eating out of home continues unabated.

Understanding proprietors’ requirements has driven recent additions to the foodservice range in the form of smoothies, cereal bars, milkshakes, new Yop products and Yoplait Mixed Seeds, as well as 2kg soups, and a range of “back of house” Greek Style Yoghurt, Natural Probiotic Yoghurt, Luxury Soft Cheese, Low Fat Cheese, Set Sour Cream and Crème Fraiche. Glanbia Consumer Foods also have more Irish brands in the top 100 than any other supplier.

For further details please contact: Alma Rowan (01 4881166) or our call centre (1890 923392)

Glanbia Consumer Foods - Unit 3008 – Lake Drive - Citywest Business Campus - Dublin 24

For expertise and excellence when shopping for seafood or dining out, look for the Circle

seafoodcircle.ie

Coffee

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Coffee MANAGING YOUR PUB 2008

Kenco Has Coffee Covered The

Kenco Sustainable Development was introduced to the range in 2006 in response to customer demand for ethically sourced products.

The Kenco Coffee Company offers quality coffee blends, top class coffee machines and unsurpassed levels to its Irish customer base.

Kenco Coffee Company has been roasting and blending coffee for over 80 years, which means that they know more than most about meeting changing consumer tastes and delivering great coffee in a wide range of environments. They understand that a quality coffee offering in the on-trade environment is a lucrative opportunity for publicans to counteract some of the adverse affects caused by changes in alcohol consumption patterns.

Choosing a quality coffee blend is the key to ensuring customers enjoy their coffee, whether you want to serve a simple black coffee or a range of specialities, such as cappuccinos or lattes. Iced coffees make an innovative and sophisticated beverage option to offer customers this summer, and when made with low fat milk, they provide a great, healthy alternative to sugary carbonated drinks. Iced coffee drinks are not only easy to make but are also a great way to increase profit margins.

Great Blends

from around the world, hand picked and slow roasted to make an espresso of outstanding quality. This really is the ‘champagne of all coffees’. The Brazilian Cerado bean is slightly sweet with good body and low acidity, the Guatemalan Strictly Hard Bean brings body, balance and flavour, the Columbian Bucaramanga bean adds intensity of aroma and finally, the Ethiopian Moka Sidamo introduces signature chocolate and fruity floral notes.

Espresso Originale di Splendid, the number two brand in Italy, is a dark espresso roast that embodies the Italian style.

Founded in Andezeno, Northern Italy in 1969, Espresso Originale di Splendid is an authentic Italian espresso, a perfect balance of aroma and acidity that delivers a full-bodied flavour, yet a delicate, creamy taste. The secret of Splendid’s smooth well rounded taste is a slow roasted traditional Italian recipe. Young, vibrant and contemporary, it is the very embodiment of the Italian spirit.

The Kenco Coffee Company offers a range of blends, the latest of which is Kenco Coffee Sustainable Development, which Machines was introduced to the range in Kenco also under2006 in response to customer stand that it’s not just demand for ethically sourced about the coffee products. This blend is available blend. Great coffee in a comprehensive range of needs a great coffee great tasting, ethically sourced machine that is suited products made entirely from to your operational coffee certified by needs. That’s why the the Rainforest Kenco Coffee Company Alliance. offers a complete range Other of traditional, bean-toblends include cup and filter equipment Jacques Vabre from industry-leadEspresso Originale di Splendid, the Grands Crus, a magnifiing manufacturers, number two brand in Italy, is a dark cent blend of four of the offering you quality espresso roast that embodies finest Arabica coffees and peace of mind. the Italian style.

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quality & consistency

barista training skills

equipment & ancillaries

service & solutions

customer satisfaction

For more information please call 01 6052 665 or email info@kencocoffeeco.ie www.kencocoffeecompany.co.uk www.rainforest-alliance.org OV1757

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Coffee

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Coffee MANAGING YOUR PUB 2008

be there for customers if they have a problem. “Our service and maintenance offering consists of a dedicated equipment manager and a team of expert engineers who are based right across the country,” notes Deirdre O’Riordan, Business Operations Manager, The Kenco Coffee Company. “This means

that they can respond quickly, efficiently and professionally to your product and equipment needs, from machine maintenance and calibration to emergency call-outs. In fact, our service team achieved a 97% customer satisfaction rating in our latest customer satisfaction survey.”

Ireland’s Coffee Culture

Jacques Vabre Grands Crus is a magnificent blend of four of the finest Arabica coffees from around the world.

“The success of the Kenco Coffee Company is down to providing a tailored solution for each and every customer and each and every area of your establishment,” explains Daphne Hosford, AFH Marketing Manager, The Kenco Coffee Company. “We are not bound to any particular coffee equipment supplier and so can offer our customers the widest range of coffee equipment available, including machines from Marco, Gaggia, Brasilia, Rancilio and Schaerer.

“Everyone at the Kenco Coffee Company is committed to delivering customer satisfaction,” she continues. “Ensuring you can consistently serve the best quality beverages to your customers is very important to us. We have recently formed a specialist barista training team with Julie Murray to offer a variety of coffee appreciation programmes, from basic coffee skills through to advanced barista training.”

IRELAND has truly embraced coffee culture, which is good news for the licensed trade. Serving quality coffee in your pub could bring massive profit potential, and not just at lunchtime.

A decade ago, Irish consumers were lucky to get anything other than instant coffee in a pub. Those days have long changed, however, with coffee lovers willing to part with their hard-earned cash for quality coffee products, as Ireland’s love affair with the second most traded product in the world continues.

Rising disposable incomes are giving the majority of consumers the means to afford higher-quality, premium products. Premium hot drinks are viewed as indulgent treats and affordable luxuries, which consumers are prepared to pay more for.

The speciality coffee range is expected to expand, beyond the ever-popular cappuccino, as consumers become more accustomed to speciality coffee blends. The pub that doesn’t offer a range of latté, cappuccino, mocha etc. to its clientele is almost certainly losing out to its competition, whether that be another pub or a café.

Excellent Customer Service Their unrivalled commitment also means that the Kenco Coffee Company needs to help customers to keep their equipment in excellent working order, and to

28

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Garth Interview

15/08/2008

15:11

Page 1

Alcohol Advertising

Practice Makes Perfect There

New codes of practice place considerable restrictions on alcohol advertising in the state, but the drinks industry must rise to the occasion, according to Rosemary Garth, Director of the Alcohol Beverage Foundation of Ireland.

is an old adage in business: “every challenge is an opportunity”. This certainly seems to be the perspective of the drinks industry, on foot of some of the most restrictive codes ever introduced for alcohol marketing in Ireland. The Codes on Alcohol Advertising, Placement and Sponsorship are designed to reduce the exposure of young people to alcohol advertising, barring drinks ads from certain media and public environments.

Rosemary Garth, Director of the Alcohol Beverage Federation of Ireland (ABFI), who helped draft the Codes, believes that this is an opportunity for the drinks industry to prove itself. “Ultimately, we are seeking a level playing pitch,” she says. “We want to ensure that our products are marketed in a responsible way, but we also want people to understand that we are a valuable industry and we play an important role in the Irish economy.”

The drinks industry has not created an easy path for itself. As part of the new codes of practice, alcohol advertising is restricted to 25% of the advertising space in any media. There is to be no sponsorship by alcohol companies where participants in a sports event are under 18, or where less than 75% of the audience is over 18. Further regulations include: a ban on advertising during breakfast time TV (6am-10am), a ban on sponsorship of sports programmes, and a reduction to 25% (from 40%) of total advertising minute-age per viewing in cinema.

In public spaces, the ban on advertising alcohol within 100 metres of schools has been extended to “youth clubs, scouting and girl guide groups”.

Advertisements on sides or rears of buses have been banned. Also, the Internet

30

and other digital media have been brought into the mix. The codes also have a provision whereby RTE can designate a list of programmes that are of particular interest to children: regardless of the audience profile, alcohol advertising will not be allowed to accompany these shows.

Rosemary Garth contends that the codes pose numerous challenges, largely because of the breadth of media covered: broadcast, cinema, outdoor, and (for the first time) print and digital.

In essence, 75% of any audience needs to be above 18 years of age before an advertisement can be shown: this in itself is a giant hurdle. “The complexity of the codes will make them difficult to apply,” says Garth. “They are very restrictive and will have an impact on the volume of alcohol advertising permitted to the Irish market.”

Will it lead to diminished income on the part of the drinks companies? “It will make alcohol advertising more expensive, certainly, because there is less space. The same number of companies will be competing for less space, so that will inflate the price of advertising. It is not, and nor should it be, without pain for the industry. These are serious codes of practice: despite what detractors might say, they will have a real impact.

I think that if you ask anybody who works in media or advertising, they will certainly see these codes as challenging. They are probably some of the most stringent codes that apply anywhere in the world, to any industry.”

Organisation of the Codes From an organisational perspective, the codes necessitate a lot of work. In June, the ABFI ran a workshop for practitioners, discussing the practical implications of the codes. The Federation is also developing a training course, which will teach compliancy. Ultimately, it will be up to drinks companies to ensure that their marketing departments and adver-

Garth Interview

15/08/2008

15:11

Page 2

Alcohol Advertising MANAGING YOUR PUB 2008

The ABFI “The Alcohol Beverage Federation of Ireland was established in October 2007,” explains Rosemary Garth. “It builds on from Drinks Manufacturers of Ireland, but what is different is that it now covers all sectors of the industry, so it is an umbrella organisation for the supply and manufacturing side of the industry. We also encompass the Irish Brewers Association, the Irish Spirits Association, Irish Cider Association, and the Irish Wine Association.

“We represent the industry and advocate on their behalf on various issues. Clearly, when there are sector or category specific issues, then the brewers, or spirits, etc., will activate.

We bring everyone’s common concerns together under one voice.”

proactive and forward looking in our approach to these areas,” she says. “I’m not suggesting that other countries should or shouldn’t look at similar approaches. What we’re saying in Ireland is: from an industry perspective, legislation won’t work because of the volume of media that comes into Ireland from out of state, particularly in terms of television, and out in the ether in terms of digital media. This is the best way.”

Regulating the advertising of Irish drinks brands perhaps poses the biggest challenge of all, but the industry claims that, by including digital media in the codes, they hope to futureproof the sector. “We’re trying not to look at to what happened in the past, but also what will happen in the future,” says Garth.

The Retail Challenge tising agencies are up to speed, a process that the ABFI are trying to facilitate. The codes are self-imposed, so penalties will not be dealt out under the mantle of law, but Garth says that noncompliancy would threaten the entire industry: “If the industry does not comply, then the government will legislate.

There is no greater threat or penalty, from an industry perspective.”

Certainly, the Government is keeping a close eye on the effectiveness of the codes. Speaking at their launch, Mary Wallace TD, Minister of State at the Department of Health and Children, said, “Adherence to and implementation of the revised codes on Alcohol Marketing and Sponsorship will be one of the important factors for Government to consider in deciding what further measures might be necessary.”

Ireland’s Particular Challenges The drinks industry launched its previous set of codes in 2005, but these updates make them amongst the most restrictive across Europe. Ireland necessitates such restrictions because the country has “particular challenges” in regard to alcohol misuse, according to Garth, specifically in regard to binge drinking and underage drinking.

Legislative measures are clearly not in the industry’s best interests, but neither would they solve the problem, insists the ABFI Director.

“We’re trying to be much more

But will the new codes be negated by retail? While alcohol advertising might be further restricted in the public forum, many retailers still display alcohol, floor to ceiling, in shop windows. The ABFI believe that the “high standards” upheld by manufacturers and suppliers should also pertain to alcohol retail, as should the fear of imposed legislation.

“The Intoxicating Liquor Bill 2008 is currently going through the Dáil,” says Garth. “We advised the Minister, before he drafted it, that he should work with the industry and retail sector. I’m pleased that there will be new codes of practice in regard to responsible promotional placement of alcohol in stores.

My understanding is that it will go a long way toward addressing concerns.

The onus is on the retail sector to make sure they are sensible and responsible about how they place alcohol in a store.

We expect that everybody who carries responsibility to take this issue seriously. The Minister proposed legislation about structural separation: there is obviously a lot of concerns about public order and promotion and placement of alcohol in-store. But if the retail sector can come up with a more practical and effective way of dealing with the Minister’s concerns, we would support that.”

On top of the issues concerning cost competitiveness, alcohol misuse and environmental impact, the Codes on Alcohol Advertising, Placement and Sponsorship present yet another chal-

31

lenge to the already beleaguered drinks industry in 2008. Rosemary Garth, however, is confident in the sector’s future sustainability and competitiveness, approaching these issues with her glass half full.

“I think we’d all go home if we took the view that things were going to get worse,” she says. “Clearly there are challenges, but I think the industry is more prepared and able to engage on issues in a meaningful way than it ever was before. The Government decided to go with our codes of practice rather than legislate: that is an incredible vote of confidence.

“Increasingly, Government and other stakeholders are recognising that the industry is ready to tackle the industry in a meaningful way. Often, when you work with the industry, you get a far more effective solution to a problem.

I’m pleased with this decision in particular, but the broader move toward engagement and working in partnership is very positive.”

Rosemary Garth ROSEMARY Garth began her career working for the Directorate General for Economics and Taxation in the European Commission in Brussels.

She later took up the role of European Analyst for Food and Drink Industry Ireland (FDII) in IBEC’s Brussels office.

After spending five years at EU level, Rosemary returned to Dublin as Assistant Director of FDII with a particular focus on consumer foods.

What does she bring to her current role as Director of the Alcohol Beverage Federation of Ireland? “I spent many years in lobbying and advocacy at both Irish Government and EU level,” she says. “I bring a wealth of experience of knowing how to interact with Government and how to present industry’s position in often challenging areas, to Government and to the media. Also, I am accustomed to working with a diverse industry in a challenging environment, facilitating and leading them in a positive direction.

“My experience in the food industry, and many of the challenges I faced there, can be applied to the drinks industry. Obviously the drinks industry has unique challenges. But I think the experience with food enabled me to hit the ground running.”

Stock Levels

15/08/2008

15:13

Page 1

Stock Levels MANAGING YOUR PUB 2008

Getting Your Stock Ordering Right How to avoid over-ordering your beverages, while ensuring you don’t run out of your top-sellers.

The

basics of ordering and storing your beverages are very simple. Only order what you need and store it in a tidy manner: yet a considerable number of establishments consistently over-order.

Maintaining sufficient stock levels without over-storing or under-ordering requires a little thought and organisation but allows you to utilise your cash flow in areas where it is needed more.

How do you know if you are overstocked? Well, if you are paying your suppliers before actually using the stock, then the chances are that this stock has been sitting unused for between 30 and 50 days and you are over-stocked. With deliveries every week in almost every corner of the country, there is rarely the need to store such quantities on hand at any one time.

Step 1: Knowing the Consumption To know what to order, you need to know what you use. This sounds easy, but you would be surprised how few managers placing orders actually consider the combinations of usage and stock on hand. If you have an Electronic Point of Sale, then you will be able to print off usage figures by date range easily. This is where it becomes important to have a button for every item sold, so that you can analyse the sales of each product individually.

You will need to keep a running record each week of your usage if you do not have an EPOS system.

Step 2: Know the Stock on Hand Basing your orders solely on consumption could mean that there is stock in storerooms gathering dust, expiring and

costing you money. Hire an external stock-taker if you don’t have the time to undertake a stock-take prior to each ordering day.

Step 3: Know your Business Find out what extraordinary events take place during the next ordering period, such as local GAA matches, World Cup qualifiers, conferences in the area etc., so that you can increase orders where necessary.

Step 4: Combine the Above Once you have amassed the above information, it’s time to combine the results to make your best estimate on your stock requirements. Take an average of the usage for a week. Work out how much of this stock you expect to have in stock on the delivery date and place your order for the remainder. Obviously, any additional circumstances that may require changes to an average stock should be considered at this point. Don’t leave yourself stuck on a Saturday night without Guinness, whatever happens. It’s better to be a little bit overstocked and learn from it than to run out.

Step 5: Measure the Results If you get your ordering right, you will neither run out of stock nor over-stock.

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To measure your progress, we recommend working out the cost of sales for an average week (ie: opening stock + purchases – closing stock) and then dividing this figure into the value of your stock on hand. This gives you the number of weeks’ stock holding. So if your cost of sales was €5,000 and you have €10,000 stock on hand, then you have two weeks of stock holding. You should aim for between 14 and 20 days stock in hand to keep your stores as liquid as possible.

As you repeat this process, it will become easier and you will develop more of a gut instinct with regards to stock on hand and expected usage.

When this happens, you will instinctively control purchases to maintain low stocks at all times.

Step 6: Start All Over Again.

Determining the right beverage stock levels is an on-going process and should be treated as such.

This article was supplied by www.barkeeper.ie, the website for food and beverage professionals, a one stop shop for all aspects of managing a successful bar/restaurant business in Ireland.

Stocktaking

18/08/2008

15:41

Page 1

Stock-Taking MANAGING YOUR PUB 2008

Taking Control of Your Stock By implementing some basic stock control procedures, you can minimise losses in your business, writes Patrick Mc Dermott, Managing Director, Stocktaking.ie.

8. Staff identified as working in bars with continuing losses are warned, warned again and then dismissed (there are never more than three staff per bar).

So, the next time you look at your stock-take results and wonder how to get them right or if there is any light at the end of the tunnel, remember that if an operation with that kind of turnover can get it right, so can you.

It’s just a matter of systemising all aspects of your purchasing/sales function: • Ordering • Receiving • Storage • Issuing • Transferring • Lending/Borrowing • Selling • Cashing

Speaking

to a nightclub owner recently who turns over €100,000+ per week in his busy city centre premises, I learned that his weekly variance/stock loss is less than €200 at cost.

I know of other businesses taking in €6,000 per week that have the same losses. So how does the nightclub owner do it?

It’s actually quite simple: he systemises his business and has implemented basic procedures to control stock from receipt to eventual sale: 1. All stores are kept neat and tidy. There are no part-full cases and no cases are mixed. This way, all stock is visible and there are no ‘surprises’ under other cases.

2. The FIFO (First In First Out) rule is enforced to ensure efficient stock rotation.

3. All stock is ordered using a Purchase Order system. This ensures that your delivery docket matches the quantity which was ordered before it is signed off and placed into the stores.

4. All bars are stocked separately. Stock is “sold” (on paper only) to each bar. This way, every item of stock is tracked and if there are stock variances, then you know exactly which bar they are coming from.

5. Staff are assigned to a specific bar each shift and cannot work in other bars without management direction. This makes the staff members accountable for any stock losses/cash shortages.

6. All bars have stock-takes undertaken separately at the end of each night. This takes 10 minutes per bar and identifies losses on the spot.

7. Bottles transferred between bars are recorded on transfer dockets and used as part of the stock-take.

Record all stock movement: it can be the difference between a profit margin of 68% instead of 65% at the end of the year.

Stocktaking.ie use the latest in hand-held barcode scanning technology to offer their food and beverage stocktaking service to Pubs, Hotels and Restaurants, which allows all reports to be presented on-site on the day.

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Washrooms

15/08/2008

14:52

Page 1

Washrooms MANAGING YOUR PUB 2008

Servicing Toilets & Washrooms of who these problems need to be addressed to.

There are a range of surfaces in a washroom, and the employee must be aware of the correct procedure for cleaning each of them. Additionally, the replenishing of stock is an essential element of cleaning washrooms. All this work should be carried out in a timely and effective manner, adhering to all company policies.

General Cleaning

Ensuring your toilets and washrooms are properly cleaned and serviced is of paramount importance for your business, from a Health & Safety perspective and due to the fact that clean, freshsmelling toilets create a good impression of the premises.

This

article is intended as a practical guide for bar owners and managers to effective maintenance and servicing of guest toilets and washrooms, including cleaning, appliance maintenance (ensuring the employee knows who problems must be addressed to in the case of problems with the mechanics of appliances in the washroom), cleaning equipment, protective clothing, hazard warning signs etc.

Servicing and maintaining the cleanliness of guest toilet and washroom facilities is paramount. Health & Safety is of the utmost importance when dealing with these issues.

It is vital, when cleaning areas such as toilets and washrooms, to be aware of the types of products used and their purpose. Many hazardous materials are used in the cleaning of such areas, and correct usage is essential. Health and safety standards must be maintained, and protective clothing must be worn when cleaning toilets and washrooms.

It is equally as important to ensure that all appliances are working correctly, and are clean and free from debris. If there are any problems with the mechanics of the toilets or wash basin facilities, the employee must be aware

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As all guests and visitors use them, washrooms and toilets must be kept immaculately clean.

Washrooms and toilets must be cleaned and sanitised regularly for the following reasons: - Regular cleaning will prevent the spread of bacteria from people using the toilets.

- Bacteria grows quickly in warm and wet conditions. These must be removed often.

- Leaks, blockages and smells will get worse and could cause damage to drains and appliances if toilets, urinals etc. are not cleaned regularly.

- Clean and fresh smelling toilets and bathrooms create a good impression of the premises.

There are many areas which must be cleaned regularly throughout the day.

The surfaces in these areas are mostly shiny surfaces and therefore show up any water marks easily. Staff will need to clean toilets, urinals, taps, basins and so on. There are a variety of surfaces to be cleaned including ceramic, stainless steel and plastic.

Servicing Toilets and Washrooms It is important when servicing toilets to do the following: - Ensure that the correct warning signs are used.

- Ensure that all systems are flushing freely and remove any debris and

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11/8/08 13:57:46

Washrooms

15/08/2008

14:52

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Washrooms MANAGING YOUR PUB 2008

cleaning materials required for their working day and check that all items are clean, undamaged and all stock levels are at the required levels.

Cleaning Equipment & Materials

There are a range of surfaces in a washroom, and the employee must be aware of the correct procedure for cleaning each of them.

-

-

-

marks from toilets.

Ensure all supplies are replenished for guests.

Wear appropriate protective clothing at all times.

If staff come into contact with guests, they should be polite and courteous.

Always use the correct cleaning equipment and materials for the job in hand.

If there are any blockages, free these accordingly.

Empty all waste paper bins.

Ensure all cleaning equipment is correctly stored after use.

their supervisor to be briefed on the day’s events and tasks to be completed.

They should ensure that they have all the

Cleaning equipment should include a bucket and mop, toilet brush, signage for ‘Cleaning in Progress’ and ‘Wet Floor’, smaller cleaning brushes for harder to reach places, scouring pad for stubborn stains and marks, special cleaning cloths and sponges for toilets, as well as polishing and cleaning cloths for all other surfaces in the washroom.

Other basic products required for cleaning toilets and washrooms include: - Chemical based disinfectants: these cleaners decrease the level of bacteria and are therefore important for hygienic reasons.

- Neutral detergent: these are used for general cleaning purposes. Bleaches, liquid detergents and other general cleaners are classed as neutral.

- Hard surface cleaners to remove stubborn stains. These are usually abrasive detergents and scouring powders. Always use correct gloves and protective clothing. Delicate surfaces can be damaged.

- Polish, glass cleaner, cleaners for stainless steel.

- Glass cleaner, stainless steel cleaner, metal polish.

- Warm water.

When using these chemicals, staff should: - Never use too much of the product.

These are usually costly and also too much could be harmful.

- Always check sell-by dates to make sure that all chemicals are working to their potential.

- Do not mix chemicals with other solutions – they could react badly.

- Follow all the instructions relating to each chemical carefully.

All spillages should cleaned up immediately by flushing with cold water and mopping up thoroughly.

Each day, before cleaning begins, the employee responsiClean and fresh smelling toilets and bathrooms create a good ble for cleaning and servicing impression of the premises. the washrooms must report to

36

Protective Clothing Health and Safety requirements state that protective clothing should be worn at all times when

CWS Silversense

18/08/2008

16:35

Page 1

Imro .5

18/08/2008

11:25

Page 1

Reduce water costs with

• • • • • • •

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Tel: 00353 1 864 3363 Fax: 00353 1 844 3217 Frank Loughran floughran@mtagencies.ie www.mtagencies.ie

Reduces water consumption by up to 80% Reduces washroom odours Solenoid valve activated with PIR sensor Hygiene Flush for periods of non-use Ensures compliance with Water Regulations Can be concealed to reduce the risk of vandalism Mains or battery powered option in the same box - no external transformer required • Pipe, wall or ceiling mounted sensor: exposed, or flush with ceiling or wall • On DEFRA’s Water Technology List

Washrooms

15/08/2008

14:53

Page 3

Washrooms MANAGING YOUR PUB 2008

paper towels alone. The machine will now be installed in all new venues and refurbishments across the Town & Country Inns network.

Reducing the environmental impact of the company’s offices and facilities was also a big challenge for EDF Energy.

“We were getting through nine million paper towels annually across just eight sites,” notes Mark Hoskins, Branch Facilities Manager at EDF Energy.

“Nobody used the old hand dryers because they weren’t effective. As a company, we have now set a target to reduce our waste to landfill to zero by 2020. The environmental benefits of the Airblade hand dryer for us were paramount.”

using hazardous materials and chemicals – especially cleaning agents and working in unhygienic areas.

These should include rubber gloves to protect hands against any chemical substances or detergents, aprons or overalls to protect clothing from spillages and safety masks to protect against any strong or chemical fumes.

Hazard Warning Signs Hazard Warning Signs are essential when cleaning toilets and washrooms. These signs advise guests and other employees that the floor may be wet and slippery, and accidents may occur.

Potential Source of Income Finally, don’t forget that your washrooms could be a potential source of income, through washroom advertising, either advertising your own business or third party advertising. Examples of advertising include highlighting upcoming sporting events, live music etc.

CWS National Linen

The Dyson Airblade hand dryer dries hands in just 10 seconds, and uses up to 80% less energy than warm air hand dryers.

Dyson Airblade Talk to people about hand dryers and they’ll probably roll their eyes. They’ve been around for more than 60 years now, and they still don’t work properly.

Using paper towels in the toilets is even worse: they can be expensive, they’re bad for the environment and they cause a mess, forcing bar staff to keep an eye on the toilets to maintain good standards.

In the licensed trade, managing operating costs and offering a real point of difference is vital to success. This includes finding an effective alternative to energy-hungry warm air hand dryers and paper towels.

The Dyson Airblade hand dryer solves all these problems. It dries hands in just 10 seconds, and uses up to 80% less energy than warm air hand dryers.

Not only is it the fastest hand dryer, it also purifies the air before blowing it onto hands, so it’s hygienic too.

For pub owners, energy saving has become increasingly important. Donal O’Sullivan, proprietor of O’Sullivan’s Bar, recently opened the doors to his newly renovated bar in Douglas, Co. Cork. Part of the work was to improve the bathroom facilities, often a part of the customer experience that lets many pubs down.

Having seen the Dyson Airblade hand

Employing over 600 people across seven locations nationwide, CWS National Linen is Ireland’s leading provider of hotel and restaurant linen, washroom hygiene, work wear, clean room, sterile surgical supplies and dust control mats.

The company operates a network of state-of-the-art laundries, equipped with the most technically advanced washing, drying, folding and sorting equipment available on the Irish market today. Not content with the lion’s share of their market, however, the company has recently further enhanced its serv-

dryer on RTE’s Late Late Show, Donal decided to install the machines in the newly renovated restrooms. Not only would its unusual design be a talking point for customers, it was also much more functional and energy-efficient, and it would help the pub to stand out from the crowd.

“It’s become a big talking point for the locals,” comments Donal. “We spent €3.5 million on renovating our premises and all people are talking about are the Dyson Airblades. You can lip read people coming out of toilets talking about the ‘hand dryer from The Late Late Show.’ They really fit in with our new look.”

The Cock & Hen public house in Fulham, London, wanted to improve the bathroom facilities and the pub experience. Pub manager Phil Sutton, explains: “It has attracted interest and intrigue from pub managers across the Capital Pub Company - all wanting to know if they can have them installed in their venues.”

Town and Country Inns, who recently installed the Dyson Airblade hand dryer in Mechu Bar The CWS Silversense, with its innovative smudge & Grill, Birmingham, estimates it resistant surface in a sleek metalic finish, is setting new standards in washroom hygiene. will save Stg£6,000 per year on

39

Washrooms

15/08/2008

14:53

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Washrooms MANAGING YOUR PUB 2008

ice to customers, following a comprehensive re-branding and the addition of CWS Complete Washroom Solutions to its range.

Since the company began trading in 1998, they have worked to continuously improve the quality and range of their service and this was further supported by the incorporation of National Linen into the CWS-boco Group in 2005, which enabled the company to add the internationally renowned CWS brand to its portfolio. The company’s new title of CWS National Linen reflects this development and brings it into line with sister companies within the CWS-boco Group.

CWS-boco is a leading international service provider in the areas of work wear, textile services, washroom hygiene and dust control mats and is active in 19 countries, where its CWS and boco brands are leaders in their respective markets.

CWS operates its own in-house Research & Development department and prides itself on setting new hygiene standards. The fruits of their labour include the introduction of a new antibacterially processed cotton towel

roll, BestCotton, to the Irish market.

Developed from space-age technology, it uses a silver ionisation process to ensure that the end user, through the latest technology in hand towel dispensers, will always get a fresh, hygienic piece of towel that consistently remains free from 99% of all harmful bacteria. Also highly environmentally efficient, the BestCotton roll can be used 15,000 times, compared to 100 times for a standard cloth towel, and is equivalent to 40,000 paper towels.

Silver particles are embedded into the BestCotton towel roll, which prevent the growth of bacteria on the towel, ensuring that it remains free from bacteria from time of delivery until time of collection – no matter where or how long the rolls are stored. The antibacterial effect of silver ions is medically proven and according to the international standard JIS 1902:2002, kills 99 percent of all known bacteria and also blocks bacterial growth, comprehensively protecting the towel. Silver damages the cell membrane of the bacteria, and disrupts cell metabolism, irreversibly invading the cell core and destroying it.

CWS National Linen has a strong commitment to the environment and to reducing Ireland’s carbon footprint. A number of energy-saving and environmentally friendly procedures have been implemented in their plants nationwide, including water recycling. These measures are designed to reduce energy usage by 50%. Innovations include a modern water recovery system, a stack economiser, which will recover heat from the boiler chimney, an infra red detector within the dryers, an energy management system and invertors on all meters.

An emphasis on environmentallyfriendly production has been a core value of CWS National Linen from its inception and reflects a similar philosophy within HTS International, which operates to the highest world standards, with many of its products and processes carrying the ‘Blue Angel’ environmental mark.

The basis of this article was supplied by www.barkeeper.ie, the website for food and beverage professionals, a one stop shop for all aspects of managing a successful bar/restaurant business in Ireland.

Reducing Water Usage and Costs in the Washroom valves offer considerable water saving compared to traditional systems featuring uncontrolled cisterns that flush all urinals together regardless of washroom usage levels. The Cistermiser infrared or Cistermiser hydraulic urinal flush controls will generate water savings of around 80% compared to header tanks installed with no valves. A new alternative concept, Cistermiser Direct Flush operates directly on mains water, allowing each urinal bowl to be flushed individually after every use, with programmable flush volume providing further water efficiency.

When it comes to water, infrared technology is playing an important role in water saving. MT Agencies, distributors for Cistermiser in Ireland, are looking at the need to save water and how infrared technology can make a difference.

Why Save Water?

Water is a precious commodity, a resource that is becoming in ever shorter supply as the level of demand grows and thanks to poor water infrastructure in Ireland. As a nation, our water consumption is growing every year, so the Government is continually looking at ways to slow down or even reverse this trend. Cistermiser have been working on water saving products and devices for a number of years and these, coupled with the changes in legislation, will help make a difference.

Cost Benefits

Infared Technology and Energy Saving Cistermiser infrared urinal sensor controls are designed to operate in conjunction with autoflush urinal cisterns. These

Novatap, the hands free infrared sensor activated basin spout from MT Agencies, distributors for Cistermiser in Ireland.

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Although designed principally for water saving properties, infrared washroom equipment can provide savings in addition to water efficiency and lower water bills. For any washroom installation, consideration must be given to water saving and the requirement for this is only going to increase as more legislation is passed. Infrared sensor technology offers an effective solution when incorporated into the design of products in which water saving is the most critical factor.

Cost Control

15/08/2008

14:39

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Cost Control MANAGING YOUR PUB 2008

The Golden Rules of Cost Control Barry Chandler MIHI, Director, Stocktaking.ie advises on how to maintain efficient cost control.

1. Keep It Simple Because the hospitality industry relies as much on customer service as effective cost control (neither will exist without the other), any cost control system has to be simple for all involved. Over-complicating systems will keep your staff from the guests, as well as allowing staff the opportunity to claim the system is too much work and difficult to complete, so keep it simple and practical.

2. Measure Like Against Like In order to set goals and targets and compare one period against another, both periods need to be the same. There is no point measuring a four-week period that had three busy calendar weekends against a four week period that had four busy calendar weekends. By keeping periods the same (ie Monday to Sunday every week) you can start to identify trends and plan better for future periods.

3. Insist on Speedy Reporting If it takes you too long to get the vital information you need from your business, then the chances are that any cost losses incurred during this period have continued into the subsequent period too, before you have had a chance to address them. Identify your KPIs (Key Performance Indicators) for each revenue department and be able to extract these figures as needed to give you a snapshot of how well you are doing and give you peace of mind until you get the report proper.

4. Don't Stop Controlling If you stop controlling or see it as a oneday activity a couple of times a year, then

you have missed the point. Control is a continuous action and would be better referred to as a ‘Mentality’ than as an action. This goes back to a speedy reporting system and taking the time each day to review the KPIs. By tweaking smaller parts of the operation on a daily basis, you will achieve greater and smoother results, as opposed to making large-scale changes periodically, which may meet with opposition from less likeminded staff.

5. Measure it to Manage it When it comes to Purchasing and Receiving, think like a bank clerk who has no allowance for cash handling errors. If he makes a mistake, he pays for it. Why operators allow any less of a mentality at the receiving door is beyond me, but adhere to this principle and you won't go far wrong: “If it's ordered by weight, weigh it; if it's ordered by count, count it”.

6. Know What Your Costs Should Be I have lost count of the number of operators who, when asked how things were going, replied by saying that turnover was up, which they were happy with.

However, further questions revealed that they agreed the costs associated with the increased turnover were not proportionate and the expected profits were not forthcoming. Why? Because all of these businesses had one thing in common, none of them knew what it should cost to generate their turnover levels. Few oper-

41

ators had costed their menus down to the sprig of parsley and fewer could tell me the price of a loaf of bread. Don't fall in to the same trap. Know what your costs should be, irrespective of turnover.

That way, you will be less likely to be faced with unwelcome surprises.

7. Know the Relationships of Costs One principle which was drilled into me when I was a trainee manager was that costs are all relative to one another and no single cost can be examined independently of the other related costs. In other words, it's no good having a fantastically low cost base in your beverage if it has cost you double the normal labour costs to achieve that. Learn to relate the relevant costs with each other and review these costs together.

By investing the time and effort into establishing a watertight but manageable control system, you will be laying the foundations for a well managed and successful business. If you think it's expensive to set-up and implement such a control system, just think what it will cost you if you don't!

You have been warned.....

This article was supplied by www.barkeeper.ie, the website for food and beverage professionals, a one stop shop for all aspects of managing a successful bar/restaurant business in Ireland.

Profit margins

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Profit Margins

How To Monitor Profit Margins

Assessing and monitoring profit margins is vital, if you are to ensure your pub survives and thrives in today’s ultra-competitive environment.

Naturally, the larger the margin, the better the chance for bottom line profit. In the licensed trade, which generally involves selling tangible products, it seems easy to ascertain unit costs and margins achieved. But is it that simple?

To get an accurate picture of how well your stock is performing, you need to go further than subtracting the ‘buy’ price from the ‘sell’ price of each unit. Calculating your true margins means looking at the overall picture. So to get a reading of how strong your margins really are, you must include a share of expenses and overheads to each unit.

After all, you must provide the wherewithall to house the product, even if it is only a store-room.

Your unit cost includes its share of the marketing budget, store-

room space, shelf space, staff wages and all the other bills that come with having a pub to sell this product. There are many packages out there which help you deal with the financial side of a business.

Once you have calculated your total costs accurately, you must then allocate a percentage to each item. Having set up a realistic model to calculate your margins, you must now look for ways to improve them.

Better Value Products To compete in the marketplace, you should always be on the lookout for better value products. However, when looking at the potential of a product, the question should not only be ‘how cheap can I get this item?’ You must also ask ‘what price will a customer be willing to pay for it?’ ‘What is the achievable retail price?’ This is why it is necessary to evaluate each and every item and analyse how much of a mark-up or margin you can realistically put on each product. To know this, you must know your customers and their buying habits.

Maintaining

healthy profit margins is vital for any business, as true for the licensed trade as it is for any other sector. At its simplest, profit margin is the difference between the cost of the unit and the retail price achieved for it.

By managing your business more effectively, you will be able to provide better value attract more customers, improve your average sales transaction and improve the allocation of costs to each unit you sell.

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As with any trade, stock is made up of bread-and-butter items and luxury goods. The bread-and-butter items are those that sell every day and they are the core of the business. Your customers expect you to have these items and you can be assured of making a reasonable margin on them, each and every time.

On the other hand, luxury items, such as premium vodkas, liqueurs etc, may achieve higher margins but there is no guarantee they will sell on a regular basis. Tastes change rapidly, so you must be careful you do not end up with a store-room full of yesterday’s news.

Reading trends is a difficult task and it would be wise to allow some leeway for getting it wrong now and again.

Comfort Margin Those who have been in the trade for a long time know the value of having a cushion to fall back on in leaner times.

If you are going to survive, you need to work out what your comfort margin is, what mark-up is needed to keep you and your business surviving from day to day and weathering the occasional crisis. The bar sector can be volatile and unless you leave a little extra to stay afloat in bad times, you will not be in the business long. With this in mind, you should be forever vigilant, looking for opportunities to increase your margins so that you can have a healthier bottom line. However, be careful not to undermine the value and quality of the product in an attempt to increase your margins.

As each unit takes a share of running costs and overheads, reducing any of these costs means an improvement in your margins. For example, insurance costs are a major drain on the business.

It will pay to take time to find better deals.You may find specialist brokers who can reduce your overall insurance costs. Each year, it would be time well spent shopping around, in case you can improve your policy terms.

Similarly, if you have a mortgage or business loan, take the time to check out new deals. Financiers are always vying to take business from each other, so why not take advantage of any new incentives to reduce your loan costs? When shopping for better deals, it is best to do so from a position of strength rather then wait for a crisis and go begging from a position of weakness.

Suppliers Negotiating better deals with suppliers is not easy but if you are a loyal customer, then there is no harm in trying. It may be possible to secure discounts, if you purchase some items on a large scale. Try reducing the number of suppliers, as you will have better negotiating power as your order size will be larger. This is particularly true when it comes to ordering food or catering supplies.

It may also be possible to purchase direct from distributors or manufacturers. There are many new options now, with the internet and products can be purchased from non-traditional sources, especially if these are commodity type products which do not require brand names or a regular backup service from a local agent – this could include suppliers of napkins, cutlery, condiments etc.

However, if customers prefer certain brands, stick with those brands and look for cheaper sources to supply them.

Sometimes, it may not just be worth it if you have a good relationship with a local supplier who provides an outstanding level of service: indeed, sometimes it is even worth paying extra for good service. It is pointless having a cheaper source if they cannot keep you supplied.

Value You might also find ways to add value to your service, thereby attracting more

customers. Most pubs across the country now have a food offering, as well as offering a variety of coffees (once seen as luxury items, but no more). Good marketing design is important and higher margin popular sellers should be highlighted to stand-out, enticing the customer’s interest. Remember not to reduce the quality or desirability of the product, as an increased margin is counter-productive if the customers do not like the products you offer.

Inventory Keeping tight control on your inventory is vital. Many businesses have implemented computerised systems to manage, control, and track products. Keep a tight rein on stock and do not accept deliveries you cannot use or arrive too late for a particular season. Computerise your business to streamline everyday tasks and business procedures and develop a tracking system for those products that are your best sellers.

By managing your business more effectively, you will be able to provide better value, attract more customers, improve your average sales transaction and improve the allocation of costs to each unit you sell. By doing this, you improve your margins. There is no magic formula to success. It takes vigilent tracking and monitoring of stock, sales and overheads to achieve greater margins and a healthier bottom line.

Computerise your business to streamline everyday tasks and business procedures and develop a tracking system for those products that are your best sellers.

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Human Resources

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Human Resources

Taking the Headache out of HR who most closely match your original criteria (this should not change to suit the candidate).

Tips on how to get recruitment right, conducting staff appraisals and how to keep your staff happy and motivated.

Whether

you’re looking for new staff for an established business or starting up a new hospitality venture, staffing is one of the most important and yet notoriously difficult factors you’re going to have to deal with. You want the right fit for your establishment, someone who is going to work hard and preferably someone who is going to stick around. More than that, hiring the right staff and retaining them can increase your bottom line.

Unfortunately, it is particularly difficult to find good staff, and hold on to them, in the hospitality industry. The best way to

avoid staffing issues is to get your recruitment strategy right in the beginning.

The following tips will help to get staffing right in your establishment: • Have a well defined job description and person specifications and ensure this is readily available for potential candidates; • Have a competitive salary and benefits package; • Be open minded about who you are hiring – there is a lot of talent out there, don’t discriminate!

• When using recruitment agencies, be specific about what it is you’re looking for; • Give feedback as to the quality of candidates you are receiving; • Think about what it is the potential candidates are going to be looking for and do your best to offer those things; • Use trade-specific communications for direct advertising to attract more suitable candidates; • Decide how many applicants you are willing to interview; • Short-list your applicants to those

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Once you have made your decision, have a contract drawn up and signed.

Keep one copy of the contract in your files and one copy is for the employee.

You should then ensure you give your new employee a good induction into your establishment, outlining your “house policy” and general procedures and do everything to make your new employee’s first week as seamless as possible.

Once you have taken on staff, however, there is still more to do. You should have regular career development meetings and monitor your employees’ progress, recognising their achievements to make them feel appreciated and motivated to remain in your establishment.

Obviously, employees’ needs and behaviours vary from person to person, but the more you can do to motivate them and in turn retain them, the better it will be on your bottom line.

Staff Appraisals An appraisal is a performance review which is carried out with every member of your staff, from staff in training to your deputy general manager, at least once per year, by the manager of each department or the general manager with their department heads.

By completing an appraisal with a staff member, it will allow you to review their performance over the past months, set future goals and allow the staff to air their views on how work is going for them.

The following points should be discussed: • How the staff member performed over the last period; • What aspects have gone well; • What aspects did not go quite so well and what will be done in the

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future to develop further and improve performance to the benefit of the individual, their job and the establishment.

There are many advantages to conducting an appraisal with your staff. It is an opportunity to identify and discuss the employee’s strengths and weaknesses. Some areas may need further training and development, while others may be carried out consistently well by the employee, for which they should be commended. It is a time to set clear standards of performance, objectives and targets, which they can aim to achieve. An appraisal will also help to keep your staff focused and motivated.

When you are planning to give a staff member their appraisal, it is a good idea to let them know in advance and in writing. This way, they will be aware that the appraisal is serious and it is official, as a copy will be held on their file with the personnel department.

Guidelines for Appraisals There are several guidelines to follow when conducting an appraisal: • •

• •

•

•

Ensure that the staff member is informed in advance and in writing; Ensure that the area where the meeting will take place is private and away from passing staff members; If the employee is a friend, then there must be no favouritism shown; Do not criticise weaker staff members, instead encourage them and make it a point of telling them that more on-the-job coaching will be provided; If there has been a personal indifference with a staff member, this is not to be used as pay-back time; Mean what you say and say what you mean. Make the appraisal sincere and be specific: otherwise, it diminishes the impact of the appraisal.

Communicating With Your Staff Communicating with your staff is important for many reasons. It is your opportunity to gain insight into how they feel their work is progressing, as well as ensuring that staff are kept up-to-date with policies, issues and day-to-day events in the business. This in turn has

Incentives

the effect of making your staff feel involved and provides them with an opportunity to have an input.

As well as regular one-on-one talks, there are also methods of communication you can establish to make sure that communicating with your staff is regular and effective.

Team meetings are a great way to ensure that your staff are kept informed and involved with what’s happening with the business. Staff can use this opportunity to provide you with their feedback. You can also use team meetings as an opportunity to provide training, such as new legislation or new policies for the business.

Organising team meetings can be a difficult process. It is best to organise them at the beginning or end of a shift and if attending staff are not rostered on, it can be a good idea to provide incentives such as food and drink to reimburse them for their time.

As well as staff meetings, staff notice boards can be a good way of providing staff with information about upcoming events, industry newsletters and so on. The trick with notice boards is to keep them updated and eyecatching.

If your hospitality business is large, you could consider developing your own internal staff newsletter, featuring achievements from staff (both inside and out of work), upcoming events, policy updates and so on.

Whichever method you employ to communicate with your staff, the most important thing is that staff are also given the opportunity to have input and involvement. Keeping your staff feeling like they are involved in your business is a key step in helping to keep your staff happy.

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Incentives are a great way to encourage staff to keep motivated and working hard.

Incentives don’t always have to be monetary and sometimes the best incentives are more about recognition.

If you are looking to include incentives to help keep your staff motivated, you need to be clear about what it is you are trying to achieve. Are you trying to improve sales of a particular item? Less sick days? Better time management? Whatever it is, decide first what the measures of success will be and choose a reward that reflects the values of your staff.

You also need to be clear about whether you want the whole team to be rewarded or one person in particular.

Incentives such as sports events, nights or days out as a team etc. can be a great way to reward your staff, as well as providing a great team-building experience. Whatever incentive you choose, recognising your staff achievements is a great way to help keep your staff happy.

Staff Turnover No matter what you do to keep your staff happy and motivated, staff turnover is an inescapable part of the business. Clearly, the higher the turnover, the higher the cost to you as an employer.

In most cases, where staff morale is high, the turnover tends to be lower, so staff communication and incentives can go a long way in helping you keep your staff turnover down.

Providing reasonable wages and working hours, as well as providing your staff with career advancing opportunities can also help to keep the turnover down.

But remember: it all starts at the beginning, so make sure you employ a stringent recruitment process so you can find the right staff with the best fit for your business and they’ll be likely to stay with your business for longer.

This article was supplied by www.barkeeper.ie, the website for food and beverage professionals, a one stop shop for all aspects of managing a successful bar/restaurant business in Ireland.

Ladies' Night

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Ladies’ Night MANAGING YOUR PUB 2008

Attracting the Ladies take advantage of a ladies’ night out. You do, however, have to adhere to certain principles, which include: - A cocktail menu; - A wine menu; - Friendly bar-staff; - Music; - Clean and well-serviced bathrooms.

Anecdotal evidence suggests that pubs which provided these services enjoyed a massive upsurge in sales around the opening weeks of films like Sex And The City and Mamma Mia, and not just at the weekends. Putting a little effort into marketing your pub to female clientele could add serious profit potential to your premises. Targeting promotions at females is one way to seriously highlight your bar as a prime location for a girls’ night out.

After all, many bars specifically target the male market, primarily through sporting events, and target both sexes through quizzes, live music etc.

While most pubs cater for their male clientele, through sports events, the enterprising pub owner is ensuring that girls’ nights out are equally well catered for, and is reaping serious rewards.

Diageo Ireland

The

Irish pub was once the preserve Baileys is currently ranked seventh in the of the male, a place where men bonded international league of top selling globover beer, whiskey and probably at least al premium spirit brands (Source: Impact an hour’s conversation about sport. Times Magazine, 2007) and is a delicious drink have changed for the better, however, and that tastes great anytime. nowadays, you’re as likely to see groups Baileys over ice is the classic Baileys of women in the pub, letting their hair serve, but there are plenty of other ways down and enjoying a girls’ night out.

The recent success of the Sex And The City movie is proof positive that there is enormous profit potential in catering specifically for female clientele.

Everywhere the film was shown, there was a massive upsurge in business, and the big winners were the pubs that targeted this clientele with specific theme nights, promotions or merely by marketing themselves as sophisticated, modern bars.

Of course, you don’t have Baileys is currently ranked seventh in the international to be a shiny new superpub to league of top selling global premium spirit brands.

46

n i a t p a C ® n a g r o M ! d e v i r r has a • The 6th largest premium spirit in the world by volume* ® • Exactly the same liquid as Morgan’s Spiced but with a different label • Available for the first time in both 1ltr and 70cl bottle sizes • Remaining at the same trade pricing

your So, when placing forget... ’t n o d r e d r o t x e n ® is now called d e ic p S ’s Morgan

® n a g r o M n i a t p Ca Gold

Original Spiced

*Impact Mag; Feb 2008

Captain Morgan - Managing Pub.indd 1

The CAPTAIN MORGAN and MORGAN’S SPICED words and associated logos are trade marks. © Captain Morgan Rum Co. 2008.

Captain Morgan® is…

7/4/08 3:53:44 PM

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Ladies’ Night MANAGING YOUR PUB 2008

successful Bushmills brand, as well as Captain Morgan, the spiced rum brand which is gaining in popularity all the time.

FindlaterGrants

Captain Morgan, another popular brand from Diageo Ireland.

to enjoy Baileys Irish Cream for every occasion. Why not shake it up a little?

Pour 50ml of Baileys into a cocktail shaker with ice, shake thoroughly, strain into a Martini glass and enjoy the silky smooth taste of Baileys Shaken. Blended Baileys is another refreshing option: just add five chunks of ice to a blender, pour in 50ml of Baileys per person, blend and serve: it tastes delicious.

Baileys Irish Cream makes for a premium addition to a host of alternative cocktails including Baileys Chocolatini, Baileys Emerald Isle and for coffee occasions, Baileys Latte and Baileys Espresso Chill. For cocktails with a twist, why not try the latest additions to the Baileys family? Baileys with a hint of mint chocolate and Baileys with a hint of crème caramel are delicious new variants of Baileys available now. For a full list of cocktail recipes using Baileys, visit www.baileys.ie.

The Diageo The perennially Ireland portfolio also popular Bushmills includes the hugely brand.

Carolans Irish Cream is a unique tasting, high quality Irish cream liqueur from FindlaterGrants, which is produced in Co. Tipperary. Carolans combines Irish spirits and whiskey with rich double Irish cream and derives its superior taste from the subtle blending of flavours, principally honey. Staying at the vanguard of the drinks industry, Carolans’ fresh and contemporary livery means that the brand is well placed to capitalise on its position as the second biggest selling Irish cream liqueur in the world. For a ladies night out why not try offering your customers a Carolans cocktail? For a ‘Mudslide’, simply mix equal parts of Carolans Irish Cream and Tullamore Dew Irish Whiskey and pour over ice into a tall glass.

Irish Mist, flavoured with honey, herbs and spices, dates back to the mists of Irish history.

back to the mists of Irish history, when the chieftains called it their ‘Heather Wine’. 400 years on, it is still a wonderfully complex flavour. To make a ‘Cranberry Mist’, fill a tall glass with crushed ice; add a large measure of Irish Mist; top with cranberry juice, add a squeeze of lime and stir.

Russian Standard is Russia’s number one premium vodka and the newest premium vodka on the Irish market.

Four times distilled and filtered twice

Russian Standard is Russia’s number one premium vodka and the newest premium vodka on the Irish market.

For the lady who likes her spirits but doesn’t necessarily like whiskey, there is Irish Mist. Irish Mist, which is flavoured with honey, herbs and spices, dates

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Carolans Irish Cream is a unique tasting, high quality Irish cream liqueur from FindlaterGrants.

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Ladies’ Night

through charcoal to achieve absolute transparency and purity, Russian Standard Vodka is a superbly smooth spirit with a pure taste. It is the perfect choice for those who appreciate tradition and high quality, and enjoy a great tasting vodka.

Enjoy Russian Standard cocktails and don’t forget to toast ‘ZA MILYH DAM!’ – To Lovely Ladies!

Edward Dillon & Co. Ltd Hennessy City Cocktails are enjoying enormous success in Ireland since their major international launch in 2006. The entirely new way of drinking Hennessy in the attractive new-look Hennessy tumblers - be it with ginger ale in the Hennessy Shanghai or with fresh lime juice and mint in the Hennessy Miami results in a cocktail where consumers can really taste the delicious premium spirit.

The Hennessy Premium Hennessy City Cocktails are enjoying enormous range of XO, Paradis and success in Ireland since their major international launch in 2006.

Richard Hennessy remain musthaves for discerning Cognac plains west of Warsaw, Poland. drinkers who appreciate prestige, qualFollowing traditions dating back over ity and elegance.

600 years, Belvedere is handcrafted in Belvedere Vodka hails from the small batches to ensure superior qualismall town of Zyrardów in the Mazovian

ty, meeting only the highest of standards.

First introduced to North America in 1996, Belvedere single-handedly created the luxury vodka segment (now the fastest-growing category in distilled spirits). Now, Belvedere's high character and uncompromising integrity are recognised internationally. Consumer demand continues to increase at an accelerated pace and worldwide recognition of the brand is at an all-time high.

Finlandia Vodka is Ireland’s leading premium vodka, enjoying phenomenal growth of over 75% year on year, according to Edward Dillons.

Finlandia Vodka is a premium vodka of Finlandia Vodka unequalled natural is a premium purity that uses pure vodka of glacial spring water, unequalled which has been natu- natural purity that rally filtered through uses pure glacial spring water. glacial moraine formed during the Ice Age over 10,000 years ago.

Drostdy-Hof's New Clothes!

LEADING South African Wine Drostdy-Hof, from the house of Distell, has unveiled a new look. Drostdy-Hof’s new premium look has achieved a fresher and more modern design, while maintaining the heritage which is synonymous with the brand.

Drostdy-Hof wines represent the best in New World tradition.

The wines are bold and confident, an element which Distell were keen to maintain through the new packaging.

With exceptional balance and harmony, these wines are as elegant as their namesake, De Oude Drostdy, the manor house which remains as the centrepiece of the new label, so re-enforcing the established heritage of the brand. The label itself has been upgraded and now has a torn effect to give texture and to reflect the mountainous setting surrounding the manor house in the Cape.

Drostdy-Hof enjoys great success as a pouring wine in the on-trade around Ireland and it is also available as part of Febvre’s Wine by the Glass programme. The full range is available in 75cl bottles, while the Cape Red and Steen (Chenin Blanc) are available in 187ml bottles.

Belvedere Vodka is handcrafted in small batches to ensure superior quality, meeting only the highest of standards.

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Ladies’ Night MANAGING YOUR PUB 2008

achieved critical acclaim in Ireland and Demand for Havana Also from Edward the rest of the world.

Club is being driven Dillons, this summer saw the The Green Point NV Rosé is the first both by trade profesexciting introduction of Crown Seal in Ireland and Europe. With sionals and consumers Green Point Non-Vintage wine quality as the key objective, they who recognise it as a Rosé to Ireland: a fresh have chosen to seal all of their hot brand, with strong sparkling rosé in the ‘méthsparkling wines with a stainless steel quality credentials. ode traditionelle’ style, crown seal. As with screw-caps, Havana Club’s blended from the classic now widespread for still wines, roots are firmly varieties. Chardonnay, the crown seal ensures uniestablished in Pinot Noir and Pinot form maturation from bottle cocktail herMeunier are blended to bottle and eliminates the itage, making with a small amount risk of cork taint, thereby the brand a of Pinot Noir ferensuring Green Point key ingredient mented on skins, to sparkling wines maintain for popular create a vibrant and the style and quality as cocktails; fruit driven Brut intended by the wineMojito and Rosé style. maker.

Daiquiris.

Green Point Havana Club is situated on a is experiencspur of land runIrish Distillers ing significant ning from Ltd Wines & growth both Yeringberg Hill Spirits in Ireland and to the Yarra Malibu is the iconic West Coast This summer saw Cooler: massively globally.

River in the Caribbean White Rum the exciting popular Also from Demand for heart of the Yarra liquor with a distinctive introduction of throughout Green Point Non- Valley. The site IDL comes West Havana Club coconut flavour.

Ireland. is rising Vintage Rosé to Coast Cooler, was chosen by Caribbean rums are across the Ireland. which is an ideal summer country and Moët & Chandon lighter and more delicate then drink, adding fizz and in 1986 as the ideal location for other rums due to their subtle globally. bubbles to summer. their first Australian vineyard and sugar cane and soft butter rum Malibu is the winery – Domaine Chandon notes. This premium liqueur is iconic Caribbean Australia. Green Point wines have White Rum liquor easy to mix, making it the idebecome the Australian benchmark with a distinctive al component for cocktails, Cassidy Wines for excellence in cool-climate including the hugely popular coconut flavour.

GALLO Family Vineyards have three sparkling and still wines and have Malibu and Cranberry.

Rosé wines to choose from: Gallo Family Vineyards White Zinfandel, White Grenache and Shiraz Rosé. With more people opting for rosé throughout the summer months, it’s little wonder why leading bars across the country are encouraging people to give ‘Rosé on the Rocks’ a try: Gallo Family Vineyards White Zinfandel served in an oversized glass over ice. Gallo Family Vineyards White Zinfandel is a light bodied wine with a gorgeous jewel-like colour, with a distinctive red berry bouquet and crisp, fresh fruit finish.

Brinkman Beverages COOLE Swan, the super-premium Irish Cream Liqueur, is a perfect accompaniment for any occasion this summer.

Created from the highest quality, all natural, ingredients, the diversity of the liquid and the freshness of flavours in Coole Swan make for the perfect summer offering and the brand can be combined with an array of fresh summer fruits for a ‘Coole’ cocktail.

Coole Swan uses fresh double cream from Ireland’s richest dairy-lands, which is blended with Single Malt Irish Whiskey, tempered with the softest charcoal-filtered spirit. The heart of the blend comprises bittersweet notes of velvety-smooth white and dark chocolate, delicate infusions of Madagascan vanilla and rich cocoa from Cote d’Ivoire.

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BPM Media BPM Media, based in Dublin, are suppliers of background music/video playout systems for the retail and hospitality sectors.

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BPM Media pride themselves on providing business with: - The right atmosphere at the right time for the right customers; - Unparalleled digital signage opportunities for in-store advertising and branding; - Potential to generate a revenue stream from your in-store display screen network or audio system.

Pubs can create a unique entertainment experience for patrons with cutting-edge visuals and a perfect content strategy that always plays the right music for the right patrons at the right time.

With BPM Media, you can exploit the revenue earning potential of your screen network.

Their Velvet Media Player is a uniquely innovative music and video player for pubs, clubs and restaurants.

Key Features include: - Remarkable automatic beat-mixing between songs and videos adds an extra 'wow' factor to your atmosphere.

- Manage your own on-screen promotional messages and images through an easy-to-use web-based interface.

With BPM Media, pubs can create a unique entertainment experience for patrons with cutting-edge visuals and a perfect content strategy that always plays the right music for the right patrons at the right time.

BPM Media create custom schedules for your venue to ensure your music policy matches your changing customer profile throughout the week.

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-

-

Easy override of preset schedules can be done with one button press.

In addition to unlimited songs stored internally, new music videos and audio tracks are automatically uploaded daily via an internet connection.

Potential to generate an additional revenue stream for your business through third party video advertising on your screens.

Choice of control surfaces including BeatTouch, their easy to use 17" touchscreen. You can choose how much control over the music policy you want to give your staff.

In addition, all Velvet Media Player installations now come with selfupdating images of upcoming sports events showing on your venue's screens. The service is provided at no additional cost and requires no additional work for venue owners or managers.

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NEW 2008 GIFTS FOR CATERER’S CATALOGUE NOW AVAILABLE Contact foodservice@batchelors.ie or telephone 01 8823217 to get your copy now.

Repak

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Waste Management MANAGING YOUR PUB 2008

Minimising Your Waste

Pictured at the Repak Annual Members Conference are (l-r): Minister of State at the Dept of the Environment, Heritage & Local Govt, Tony Killeen TD, Andrew Hetherington CEO of Repak, and Siobhan Connelly, Symantec.

Implementing a proper waste management system in your pub is not just a case of promoting green issues: it can also save you money, according to Repak.

business discipline for all pubs. Legal obligations apart, the good news is that implementing a waste management and recycling strategy correctly will not only save you money but will also introduce a strong CSR ethos to your business.

Each year, Repak host the Repak Recycling Awards to commend businesses that are aiming to make a difference and raise awareness of the type of activities that companies are performing to improve their recycling rates. These awards promote a pub’s recycling activities to their suppliers and to their customers and as recycling becomes more prevalent in the consumer’s eye, this can be an invaluable boost to any business.

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Beyond the CSR element, more businesses are now obligated to fund recycling under new legislation introduced in April of this year. Under the new rules, all Irish companies, who supply over 10 tonnes of packaging on the goods they sell or supply and who have a turnover of over €1m, will have a legal duty to ensure they fund the recycling of the packaging they put on the market. In order to make

the current economic climate, cutting cost is paramount in most people’s minds. A business needs to be aware of when and where they can cut costs, even when it comes to waste The increasing costs of managing waste and the introduction of new compliance legislation means the management of waste has become an essential

New Legislation

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compliance easier for the newly obligated companies, Repak has developed two offers, one for independent retailers, hardware stores, hotels, and pubs who do not brand any of their own products (known as scheduled members) and a second for smaller newly obligated brand-holders/importers.

For the newly obligated scheduled members who are between 10-25 tonnes, Repak membership now costs a fee of €400 (down from €980 minimum fee for those over 25 tonnes). Brandholders/importers who produce 10-25 tonnes will be offered a minimum fee of €735 for the remainder of 2008.

It’s all well and good ensuing that your pub is compliant but a pub also needs to put in place a strong and robust waste management system. Implementing a waste system does not have to be a painstaking process: indeed, in a pub, it is relatively simple. The most difficult part is getting staff on board and creating an overall ethos of individual responsibility to work with the recycling scheme that is introduced. Outlined below is a step by step guide to implementing a simple best practice waste management system in your pub.

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Management Commitment Designate Waste Co-ordinator Complete a Waste Audit Prioritise Waste Streams A phased approach to recycling Internal Collection Medium What investment is required Staffing : who is responsible What Contractor Implement and Monitor Review Success and Failure

1. Management Commitment Re-engineering your current waste practices to improve recycling rates and potentially save costs will require the commitment of the management to support change and resource the implementation. The main objective is to

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Any business with a turnover of €1million that places 10 tonnes, or more, of packaging on the market, must comply with the newly amended packaging regulations – or face prosecution. Compliance is as easy as joining Repak, from as little as €1 per day. 47 companies have already been prosecuted and, with over 3,000 inspections a year, your business could be next. Why risk heavy fines and even prison?

Find out more about your company’s obligations under the amended packaging regulations - and how Repak membership can help – by visiting repak.ie

MEMBERS FUNDING PACKAGING RECYCLING

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Waste Management

reduce your waste management costs.

Recycling is increasingly a way to achieve a reduction on your waste charges, as landfill has become excessively expensive.

2. Designate a Waste Co-Ordinator This will be the person who will own the project and be responsible for: • Conducting a waste audit; • Designing a collection system; • Educating employees; • Selecting a contractor; • Monitoring progress.

They will have an overseeing role to ensure segregation systems are maintained and contamination is identified and avoided. Separate segregated bins are maintained and emptied as required.

They will also encourage employee participation.

3. Waste Audit The purpose of a waste audit is to draw together all relevant information on waste handled and current disposal methodologies. It will also generate baseline data to measure potential improvements against. Therefore, you should gather as much information as possible to allow informed and valued decision making to take place.

Information that should be gathered should include: contractor(s), annual or monthly costs, disposal methodologies, quantification of waste arising on premises, characterise waste onsite (i.e. paper, food, glass, cardboard, plastic, office paper, organic)

The total amount of used packaging diverted from landfill is in excess of €3.6m tonnes since 1998.

4. Prioritise Waste Stream From the audit, you should now have a handle on the main types of waste arising in your business and the approximate quantities of each type. Therefore, you can start to prioritise/rank these in order of quantities: - Waste Minimisation opportunities - Tonnages arising - Contamination level of material

- Recycling Potential Going forward, the most readily available and economically viable waste for recycling should be prioritised for segregation and recycling. In the case of a pub, this will generally be cardboard and glass.

5. Introduce a Phased Approach to Change/Recycling Don’t try to change everything at once. Start with the larger/easier to segregate items like glass and cardboard first, before looking at food waste, for example. It is important that you take progressive steps when trying to change staff behaviour. Educate them on reasons why you are implementing change.

It is better to start small, achieve success and expand, than to start with grand plans and fail in implementation.

6. Examine Internal Collection Methods Is everything currently put into the one bin under the counter? If you want to segregate glass, you need to look at separate bins for glass in pub versus ashtrays.

Glass should be segregated into different colours for collection.

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Waste Management MANAGING YOUR PUB 2008

If all glass goes into one bin in the pub, it will need to be segregated into the different colours afterwards for collection.

You should have separate bins in the kitchen for food waste. All office paper should be segregated from other materials for recycling. All cardboard is collected up in both the kitchen and bar and tied/baled in the yard. Internal collection/segregation of material is best, as this prevents materials being mixed and often contaminated, thus preventing recycling.

7. Investment Required To facilitate appropriate segregation and presentation of your waste, it may be necessary to make some capital investment in balers and additional bins etc.

You may need more bins for internal segregation, as well as separate bins for the different glass colours. Do you need bins in the different areas like at the bars, kitchens, storage areas or the office? Are you generating large enough quantities of cardboard, say per week, to facilitate investment in a baler? If material is well segregated and baled, a contractor will often quote a more competitive price for the collection service. Some businesses may not be generating large enough quantities to justify investment in a baler.

Baled material should be stored in a dry covered area, and ideally on pallets off the ground to keep them clean, but if the storage area is kept swept and clean, this may not be necessary. Rather than going out and investing in a baler, however, you can rent one from a contractor.

If a pub has implemented a strong successful Waste Management Scheme, Repak would like to advise these businesses to enter the Annual Repak Recycling Awards.

ends up being illegally dumped, you will be held responsible. Clarify issues of collection cost, frequency of collection, what materials the contractor will handle etc. Often, you will get a better deal from one contractor, who can handle all your waste types, including recyclables.

10. Implement and Monitor Once you have completed the above, you are ready to prioritise you waste streams and implement a phased recycling system. Maybe you should start with a phased approach, such as recycling your glass, then maybe look at your cardboard, then your office paper, followed by your kitchen food waste.

8. Staffing Appoint a site/waste champion, who is responsible for waste management and policing segregation procedures. It is always useful to choose someone who has an interest in the environment. Raise awareness and educate staff about changes: reasons why, what will be done, who will be responsible and when it will commence.

9. Choose a Waste Contractor Consult the Repak list of audited recyclers. This ensures you are using a correctly licensed and permitted contractor for recycling and that material collected for recycling is actually recycled.

However, remember that responsibility for your waste lies with you, so you should always ask for copies of a contractor’s licence or permits. If your waste

11. Review Success/Failure You should continually review and monitor your waste strategy, evaluating the quality of the scheme and identify areas for improvement. If you continually monitor and report on your now segregated waste stream, you should be able to identify slippage and problems as they arise. What gets measured gets done.

Note: Dublin City Council offer a cardboard collection scheme.

How To Deliver a Recycling Strategy?

It is all well and good knowing how to set up a waste management system, but how do you keep it working throughout all levels of the staff and encourage staff to take ownership over their responsibility for the recycling scheme.

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Firstly, you need to educate staff as to the reasoning behind the implementation of the scheme, the CSR ethos of the company and also the money-saving benefits for everyone. Also, when new staff join, they should be given initial training on how the scheme works, where they fit in to the recycling chain of the business and how they can play their part.

If a pub has implemented a strong successful Waste Management Scheme, Repak would like to advise these businesses to enter the Annual Repak Recycling Awards. It can help staff feel that their hard work has paid off and is being recognised on a national level. Outlined below is an easy guide to starting a recycling scheme in your business

Delivering a Recycling Strategy 1. Identify key personal responsible for recycling initiative.

2. Establish an audit of your current waste practice and costs.

3. Identify waste you wish to recycle.

4. Segregate recyclable wastes: i.e. place cardboard in one bin, plastic in another etc.

5. Recycle all non-returnable glass and separate it in to different coloured glass for recycling.

6. Bale cardboard and plastic.

7. Ensure staff understand and appreciate importance of segregation.

8. Work in partnership with your Repak RPS waste contractor.

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Cellar Management MANAGING YOUR PUB 2008

Ensuring Safety in Your Cellar BOC Sureserve have implemented a solution to minimise the risks associated with drinks dispense gases in cellars and cold-rooms.

BOC

Sureserve is the largest supplier of drinks dispense gases in Ireland.

The gas supplied is a mixture of Nitrogen (N2) & Carbon Dioxide (CO2) in pressurised cylinders (200 bar).

CO2 is an asphyxiant gas that is colourless and odourless, thus giving no warning that it is present in the atmosphere. Sufficient quantities of this gas in a confined space can lead to suffocation.

A confined space is considered anywhere on your premises that gas has the potential to accumulate to dangerous levels should a gas leak occur.

Even at low levels, a CO2 gas leak can cause dizziness and headaches and

cause discomfort for those working in this environment for any length of time.

Should any part of the gas system leak (either at the cylinder storage area or in the cold-room) there does exist a potential risk of asphyxiation if the area is a confined space. The gas systems are not unsafe, as they are installed and maintained to strict international standards: however, gas leaks most commonly occur through human interaction with the gas and beer dispense system by incorrectly tapping on/off cylinders and kegs or leaving shut-off valves open in gas storage areas and in cold-rooms.

gency plan must be put into effect to deal with the situation in a safe manner.

Overall Solution Your Legal Duty Publicans have a legal duty under Health and Safety legislation and the Confined Spaces Regulations (2001) to assess all the risks relating to their cellar/cold-room, including those from dispense gases, by carrying out a risk assessment. Based on this assessment, you must put in place measures to eliminate or minimise those risks and ensure a safe system of work is in place.

In order to determine whether your outlet is affected, the risk assessment of the areas where gas is present must be carried out by a competent person. BOC Sureserve have an ongoing programme of carrying out risk assessments in all outlets they supply gas to and make recommendations that will ensure a safe working environment can be achieved for you and your staff.

These recommendations include, where ventilation is not an option, the installation of a Carbon Dioxide monitoring system that will forewarn members of staff that a gas leak has occurred and it is hazardous to enter the area monitored. Once notified, the local emer-

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BOC Sureserve are currently providing an overall solution to dealing with this matter, in line with the Confined Spaces Regulations (2001), and with the full backing of Health and Safety Authority.

This includes: • A comprehensive risk assessment to determine risk; • Installation of monitors by qualified electricians; • Annual inspection & service of equipment; • Staff training on the dangers associated with gas in confined spaces and effecting an emergency plan; • Seven-day assistance and support though their Customer Service Centre on 1850 390000.

Carrying out this risk assessment solution means that you can ensure you are compliant with all aspects of Confined Spaces Regulations in relation to asphyxiant gases and ensure a safe working environment for those working on your premises.

For further information please contact Colin Delaney of BOC at 087-6378468.

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1850 39 0000 Dangers from beer dispense gas leaks.

An accidental release of carbon dioxide (CO ) into a confined space - for example, a cellar or cold room - reduces the amount of oxygen in the air. Carbon dioxide is also toxic and, even at low concentrations; it can cause serious effects such as breathing difficulties and dizziness.

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At higher concentrations, it can result in asphyxiation effects and, eventually, death. And because you can't see this gas or smell it, you or your staff could unknowingly enter and start work in an area where there may be high levels of CO .

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A Cellaguard Installation A Cellaguard can help you protect staff from these risks. It can also help you meet your legal obligations, under Health & Safety Regulations, to provide a safe place of work. A Cellaguard monitor alarm will give you immediate warning of unsafe levels of CO within your premises, so that you or your staff can avoid potential dangers.

Simply by installing a Cellaguard carbon dioxide monitor system in your cellar or cold room , you can reduce the risk of asphyxiation that would arise if there was a serious CO leak from dispense gas cylinders, the pipes or gas system.

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Cellaguard is a simple, effective solution that will give you the peace of mind of knowing that you are protecting your employees from harm and complying with the law.

Technology at your service The Cellaguard carbon dioxide monitor uses the latest technology to provide continuous, reliable protection.

Its features include: • Continuous monitoring of CO levels in the cellar.

• two pre-set alarms; the first identifies a rise in CO levels; the second alarm is • activated if CO contamination reaches the maximum allowable level for safe working • infrared sensor ensures a fast (30 seconds) response to rising CO levels • A failsafe fault indicator that provides protection against incorrect operation.

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The Cellaguard carbon dioxide alarm repeater is a remote audio and visual alarm that can be located near the entrance to the cellar or in the bar area.

A passing glance at the Cellaguard repeater unit before you enter your cellar can ensure your safety and protect you and your staff from the effects of asphyxiation. If either the Cellaguard monitor or repeater unit is activated, entry to the area must be restricted or prevented.

Installation and service For an annual fee BOC Sureserve will install and maintain a Cellaguard alarm on your premises. Call 1850 39 0000 for more information.

1850 39 0000

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Beer Gardens MANAGING YOUR PUB 2008

Covering All Eventualities Exclusive Blinds are the sole suppliers of Promoshades, Ireland’s leading range of printed internal and external blinds, promotional interior and exterior banners, parasols, branded outdoor wind-breakers, and TerraceScreens.

unique to your outdoor area. The parasol can be printed with your logo or any sponsors’ brand, thus adding visual appeal to your terrace. With a portable stand or an in-ground sleeve option, there are systems to suit individual fixing requirements.

Terrace Covers The ultimate in terrace protection, Promoshades’ TerraceCovers offer a fully motorised and beautifully illuminated solution to all-year outdoor activity. In a range of fabric and profile colours, this unit is both weatherproof and guttered, offering a full wrap-around option. Your logo or brand can be printed for maximum visibility inside or outside the TerraceCover.

Wind-Breakers With the Promoshades’ selection of colourful continental-style outdoor wind-breakers, complete with uprights or TreeBoxes, the exterior of any bar, restaurant or café can be transformed into a vibrant extension to the business. Another ideal branding opportunity, they can be personalised with any logo or message. The wind-breakers are weatherproof, durable and the uprights are multi-directional for ease of assembly.

The

introduction of the smoking ban in March 2004 has changed the way we feel about outdoor socialising forever. For many years now, our European counterparts have had working terraces all through spring and summer and enjoyed al fresco wining and dining day and night.

Finally, in this country we have the range of products to make us feel at home outside our bars, restaurants and cafés, where both tourists and locals alike can sit peacefully and watch the world go by. The streetscape of our cities and towns now include valuable and vibrant outside seating areas, which, properly maintained, can increase turnover considerably. A well designed, well constructed terrace can start your season earlier and finish it later and lets you and your customers profit greatly from your outdoor area.

Canopies and Awnings The Exclusive Blinds range includes a selection of external branded canopies or awnings, which both decorate your premises and serve as a functional overhead cover for your patrons. Stylish and

easy to operate, both manually and motorised, they are available in standard print or full-colour, ink-jet graphics.

TerraSols are a stylish way of protecting your outdoor space, using two Awnings effectively back-to-back on a ‘goalpost’ structure. This product can be free-standing, with a wide spanning projection of up to six metres. Complete with weatherproof materials, this unit is fully motorised, allowing each side to be operated individually for maximum flexibility.

Internal Blinds Designed in-house and manufactured to the highest possible standards, the range of internal blinds come with a selection of black-out fabrics to suit individual requirements. Using a range of printing techniques, any corporate logo or identity can be reproduced. Stylish and practical, they will keep your brand permanently in the public eye.

Banners TerraceScreens and Parasols The range also includes a very popular TerraceScreen with robust square glass top, as well as a range of giant umbrellas, which provide a low-cost way to expand trade and raise the profile of your outlet.

With a huge range of colours, shapes and sizes, the umbrella range also offers optional extras such as valances, guttering and side-sheets to create an atmosphere

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Finally, Exclusive Blinds offer a range of quality indoor and outdoor banners, with a choice of fixtures and fittings, which can be produced for any launch or event. In conjunction with their graphic design studio, you can promote your business or product cost-effectively and with maximum impact.

The inkjet process, in particular, offers excellent flexibility, with digitally reproduced large format, full colour prints.

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Security

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Security MANAGING YOUR PUB 2008

Are Your Security Staff Licensed?

Geraldine Larkin, Chief Executive, Private Security Authority.

It’s more than a year now since it became an offence to work as a security guard or door supervisor without a licence from the Private Security Authority (PSA), or to employ someone without a licence.

The

latest statistics from the security industry regulator, the Private Security Authority (PSA) show that over 23,900 door supervisors and private

security guards had applied for a licence from the PSA, and over 13,000 licences, together with identity cards, have been issued. Successful prosecutions have been taken by the PSA against unlicensed operators in counties Wicklow, Wexford and Kildare, with fines and costs of up to €25,000 being awarded.

80% of the applications received by the PSA are for security guarding licences, with the remaining 20% applying for door supervisor licences or licences for both positions.

All pub owners and managers must ensure that all security staff on their premises have applied for or received a licence from the PSA. Since April 1, 2007, it has been an offence to work as a security guard or door supervisor without a licence. Even part time staff have to be licensed.

All applicants receive written confirmation from the PSA that their application is being processed and these letters should be available to show to PSA Inspectors or employers, as having proof of having applied for a licence.

Applicants should carry these letters on them when providing a security service.

Application Forms To obtain a licence, applicants must provide evidence of having training relevant to their sector, provide a Criminal Record Certificate where appropriate, and complete a Garda vetting form.

Applicants refused a licence may appeal the decision to the Private Security Appeal Board.

“The greatest difficulty we face in licensing individuals is that as many as six out of every 10 application forms we receive are incomplete,” explains Geraldine Larkin, Chief Executive Officer of the PSA. “People often forget to tell us when they move address and if we have a query, we don’t have their new address and so cannot contact them. We want to keep these inadvertent refusals to a minimum, so pub owners and managers must encourage their private secu-

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rity employees, all of whom should have applied for a private security licence at this stage, to notify the PSA if or when the employee changes address.

Notification can be in writing or by email to info@psa.gov.ie.

“When the PSA refuses or rejects the application”, she continues, “it can have serious implications for the employee and the employer, with the employee continuing to work in the industry, not knowing the application has been refused. The first time either the employee or employer might realise that the application has been refused is when criminal prosecution proceedings commence against the employer for employing an unlicensed individual.”

PSA Inspectors are Enforcing the Law The PSA has a dedicated Enforcement Team that travels around the country and carries out inspections of licensed premises and individuals working in the private security industry. Accompanied by the Gardaí, the PSA team typically visits premises at random, as well as on foot of specific intelligence or information received. Private security contractors who have staff working in pubs are also inspected. Anyone found not to be in compliance is given a warning and a prosecution may follow if they do not apply for and get a licence. Any licensed premises employing an unlicensed individual or contractor to carry out their security duties could be prosecuted. The penalty can range from a fine of up to €3,000 and/or imprisonment for each employee.

When six teams of PSA Inspectors and Gardaí carried out night-time inspections on 49 premises in Dublin city centre, 33 of 49 premises visited (68%) had security contractors providing security, 11 (22%) employed in-house security staff and 5 (10%) did not employ any security staff.

“We were delighted to find that the individual compliance rate for those who

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Security MANAGING YOUR PUB 2008

employ in-house security staff was 40 out of 44 (91%),” noted Geraldine Larkin.

“The compliance rate for employees of security contractors was lower, at 111 out of 160 (69%).”

The PSA recently inspected 45 venues in the Sligo/Donegal area and found there was 100% licence compliance in three venues where security contractors are employed. The rate of compliance among individuals employed by contractors and those employed in-house was 64% and 63% respectively. 56 out of 89 individual private security employees were licensed and of those, 49 out of 78 in-house employees had a valid licence.

“We were delighted that the security contractors we inspected were all compliant and operating to a high standard of service”, says Geraldine Larkin. “We

“Anyone found not to be in compliance is given a warning and a prosecution may follow if they do not apply for and get a licence. Any licensed premises employing an unlicensed individual or contractor to carry out their security duties could be prosecuted. The penalty can range from a fine of up to €3,000 and/or imprisonment for each employee.”

will follow up on all the cases where we found non-compliance with the licence and we are planning to return to the area to do further inspections. We will be in the North West again in the near future.”

“Prosecutions proceedings have commenced against those individuals found without a licence, the security contractors who are employing unlicensed staff and the publicans who employ unlicensed staff,” the PSA emphasises.

Under Section 38 of the Act, publicans who employ unlicensed contractors can be prosecuted. The PSA is aware of publicans terminating contracts with unlicensed security companies and Geraldine Larkin advises all publicans to check that their service provider is licensed.

“The PSA takes licensing very seriously and we already have a number of convictions under our belt, with more cases awaiting Court hearings. One company was recently fined nearly €30,000, with another convicted person having served a jail sentence, so risking prosecution can result in very stiff penalties,” she warns.

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Part-Time Security Staff Personnel working part-time security jobs in pubs, in addition to their regular day jobs, must be licensed too.

“Staff may feel if they only work a few hours here and there, that they are exempt from the new licensing laws.

This is not the case,” stresses Larkin.

“We have written to every pub and nightclub, informing them of their obligation to ensure that their security staff are licensed. Anyone providing a security service without a licence, engaging an unlicensed security company or employing unlicensed personnel, risks prosecution.”

Improving Standards The PSA was established under the Private Security Services Act 2004, commencing operations in October that year.

The key responsibilities of the Authority are to control and supervise people providing security services and to maintain and improve standards in the provision of those services.

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World leading brands Diageo Ireland has a deep rooted commitment to deliver world leading brands to our customers.

We invest in our brands to ensure rigorous quality standards are achieved and quite simply, we believe it’s what our customers deserve.

Heineken Ireland is a member of MEAS which promotes responsible drinking

Celebrating life, every day, everywhere, responsibly.

All brands are trademarks and are registered and/or otherwise protected.

Enjoy Our Beers Responsibly