Canadian Restaurant & Foodservice News Summer 2019

Canadian

&

Summer 2019

Restaurant Foodservice News Official Magazine of the Culinary Federation

DEVELOPING AN EPIC PATIO PROGRAM

DRIVE A SEASON OF RECORD-BREAKING REVENUE

Publication Agreement #40033126

READY FOR RTD? Ready-to-drink cocktails now rival your bartender’s best — Page 46

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Canadian Trailblazer David Deane | The Commodity Trap Better Data, Better Summer | Chef Q&A with Jesse Friesen

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contents Summer 2019 VOL. 10 NO. 2

SPECIAL SUPPLEMENT 27 The Culinary Federation’s À LA MINUTE

INDUSTRY INSIGHTS (FROM OUR PARTNERS)

16 Beef Goes Local

By Flanagan Foodservice

46 COVER STORY

FEATURES

18 Developing an Epic Patio Program Drive a Season of RecordBreaking Revenue

11 City Spotlight Sweet Spot: Winnipeg’s restaurant scene is just right

DEPARTMENTS 4 Editor’s Note More Seats, More Problems 6 Canadian Trailblazer Taking Flight 8 Chef Q&A Jesse Friesen: “We’ll become a dining destination” 50 Crunching Numbers Waste Not

“

12 Design and Decor The Fix is In 14 Minding Your Business Better Data, Better Summer 35 Stretching the Daypart A New Generation, New Lunch

26 Chef David Hawksworth: The making of a Canadian Culinary Champion

By McCormick Canada

39 Mobile Technology’s Impact on Foodservice Repair

By Heritage Parts

44 Dark Meat or White Meat: Which side are you on?

By Reuven International Ltd.

49 Recipe Club: Jungle Pork Curry

By McCormick Canada

40 Foodservice Focus Fish Trap 46 Beverage Feature Ready for RTD?

I think it took us a little time to realize we were behind the times, but we’re speeding to get there now.

”

-Jesse Friesen, executive chef of the Gusto Group, on Winnipeg’s restaurant scene

EDITOR'S NOTE

MORE SEATS,

MORE PROBLEMS

For restaurant-goers, summer means sun-soaked patios.

For restaurant operators, it just raises the stakes

F

rom the outside looking in, commercial foodservice seems like it’s always dominated by new tech, trendy food and celebrity chefs. On TV, chef-judges coolly tear apart poorly executed dishes; on Instagram, photos of bright, golden-hued turmeric smoothies fill users’ feeds; and food delivery via Uber Eats, Skip the Dishes or any number of upstart competitors is so common that some restaurants have cordoned-off lineups just for delivery people.

But the top-of-mind issue for those in the know is the oldest, and it probably has the least outside appeal. Restaurants, commercial kitchens and institutional cafeterias are all still run by people, and alongside food and beverage, labour is the largest expense in foodservice. Mismanaging it can be a business’s death knell. The problem is easy to spell out: too many workers evaporate thin profit margins; too few and, much to your guests’ frustration, basic day-to-day operations are too-hurriedly carried out, if at all.

Actually solving that calculus is incredibly difficult. Don’t worry, though; your business only depends on it.

Come summer, patios open and recast managers’ daily challenge. It adds more seats and more potential for revenue, and with it, more potential to over- or under-staff, bleed wages or lose regulars. Unpredictable weather looms over it all. No service will ever be perfect — there will always be something, however slight, that just doesn’t quite go to plan — but information, good planning and setting realistic expectations can go a long way toward making sure service doesn’t go off the rails.

Doug Radkey, the owner, operator and principal consultant of Key Restaurant Group, has tackled this problem before. In our cover story, “Developing an Epic Patio Program” (page 18), Radkey touches on everything that can make or break a patio program, from labour to outside noise. Despite the hot weather, small details can snowball into big problems — or revenue-generating success. Patio management isn’t the only challenge in foodservice, though. Read on for insight into: • The daunting problem of food waste and how foodservice operators can help, in Lori Nikkel’s “Waste Not” (page 50); • The commodity trap undermining seafood sustainability and food cost in Scott Wallace’s “Fish Trap” (page 40); • And the growing restaurant scene in Winnipeg, as told by the Gusto Group’s Jesse Friesen in our chef Q&A (page 8).

Labour isn’t the sexiest new thing in foodservice. It’s tough to capture in a reality TV show, doesn’t really “pop” on Instagram and doesn’t generate as much interest as an app that gets people their food faster. But good labour management makes for a good restaurant. A well-run patio makes it better, both for guests and the bottom line.

Gregory Furgala Managing Editor

4 Summer 2019 | Canadian Restaurant & Foodservice News

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Restaurant Foodservice News The official publication of the Culinary Federation, RestoBiz.ca, RestoBizBYTES and RestoBizGuide.

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Ryan Marquis

Executive Chef, Langdon Hall Country House Hotel and Spa

Corporate Chef, CW Shasky

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National Director of Culinary Services, Amica Mature Lifestyles Inc.

Andrea Carlson

Brent Poulton

Chef/Owner, Burdock and Co.

CEO, St. Louis Bar and Grill

Connie DeSousa and John Jackson

Doug Radkey

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Co-owners/chefs, Charcut/Charbar

Owner and Director of Operations Key Restaurant Group

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Published by: MediaEdge Communications Inc. 5255 Yonge Street, Suite 1000 Toronto, Ontario M2N 6P4 Tel: 1-866-216-0860 Fax: 416-512-8344 E-mail: info@mediaedge.ca • Website: www.restobiz.ca Copyright 2019 Subscription Rates: Canada: 1 year, $50*, 2 years, $90*, US $75, International $100 Single Copy Sales: Canada: $12* * Plus applicable taxes Publications Mail Agreement No: 40033126 PAP Registration No. 10983 ISSN 1494-7625. We acknowledge the financial support of the Government of Canada through the Publications Assistance Program towards our mailing costs.

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TAKING FLIGHT Hard work got Wing’n It off the ground, but a little luck along the way helped, too

By Gregory Furgala

6 Summer 2019 | Canadian Restaurant & Foodservice News

CANADIAN TRAILBLAZER

Any number of catastrophes can upend a new business. Given their high failure rate restaurants are vulnerable to even small obstacles. Rising rents, property damage and even just a poorly timed rough service can tank even the most prom isi ng projects. C onversely, sometimes everything just seems to work out. David Deane, president of Wing’n It, has seen both sides of that coin while building his restaurant chain up from a single franchise into a business with 16 locations in three provinces. Luckily, though, he’s seen more of the latter. “I don’t want to say we were lucky,” says Deane, “but there was a lot of luck involved.”

Deane’s life as a restaurant owner goes back nearly two decades to his 20s when in 2000, after working as a manager at a Shoeless Joe’s sports grill, he was brought in as an operating partner at another Shoeless Joe’s franchise in Maple, Ontario, just north of Toronto.

Removed from the restaurant-saturated downtown core, the franchise prospered, prompting Deane to open a Wild Wing — another sports-themed restaurant — further north in Innisfil. With two successful restaurants under his belt, Deane had the opportunity to take on a corporate role at Wild Wing, but declined. He already knew he wanted to strike out on his own.

Some of the pieces were already in place. Deane had already met his business partner, Glen McFarlane, in Innisfil, and together they had the makings of a plan. They were going to open up their own shop downtown — not in Toronto, though. At the time, Deane reckons that Ontario had around 90 Wild Wing restaurants, plus a long list of others, including Shoeless Joe’s, Sticky Fingers and St. Louis Bar & Grill. Ontario didn’t need another wing shop, so in 2010, Deane and McFarlane picked St. John’s, Newfoundland.

The world may have still been reeling from the collapse of the U.S. housing market in 2008, but in 2010, the local St. John’s economy was booming. “I really believe the timing was part of it,” says Deane. “The market there was crazy. Every restaurant was busy. There was a lineup everywhere you went. We happened to get lucky and found this place in downtown St. John’s.”

That buzzing first location was almost a non-starter. Deane was in Ontario when

they were looking for that all-important first shop, and after arranging to view a location in St. John’s, he decided to drive there, a trip that took him three days (“I had no idea there was a seven-hour ferry ride and a nine-hour drive once off the ferry”). After his long trek, Deane was told the place had been sold already. “When I got there, I called this gentleman, and he said, ‘Oh, it’s gone. You’re too late. I gave it away.’ So I made the trek to Newfoundland, and now we don’t even have a business or a property.” Despite the poor start, Deane found what would become Wing’n It’s first location in the Bates Hill neighbourhood in downtown St. John’s.

“We kind of lucked into the space,” says Deane. It was the perfect spot to sell chicken wings — at least until they lost their chicken supplier.

Two weeks after opening, Deane’s chicken supplier decided to back out. He was committed to cooking from fresh and was successfully navigating the problem of getting a different number of birds per five kilogram box. “It was a major blow,” says Deane. “No question about it.” A quick deal struck with Reuven International proved beneficial though, with Deane relenting on fresh and opting for frozen fresh. It proved to be an enduring call: Wing’n It ended up using them across the various franchises for yea rs. Its expa nsion across Newfoundland and into Nova Scotia was fuelled by Reuven chicken.

Wing’n It thrived in St. John’s, and the young restaurant grabbed its piece of the city’s flourishing restaurant scene — and then some. Barely past the chicken crisis, Deane’s first prospective franchisee walked through the door.

“When we opened in St. John’s, someone asked if it was a franchise, and I was like, ‘yeah, this is franchise,’” says Deane. He wasn’t lying; Wing’n It was a franchise at that point, albeit with one location and no larger agreement. “It was always the plan. We never had a franchise agreement done up per se, but when we went there to open, the plan was to franchise. It happened a bit quicker than we had anticipated.”

Without advertising, Wing’n It blew up from there, with franchisees setting up shop in small and medium-sized markets throughout the Newfoundland (their first franchisee now owns three restaurants).

Perhaps more than Deane’s Shoeless Joe’s in Maple or his Wild Wing in Innisfil, Wing’n

It has become the big fish in several small ponds. “They just kept coming from there,” says Deane, referring to the first franchise (or second, depending on how you count).

“The idea was to enter all the small markets across Newfoundland. It really is a great hub.

As you go down [the Trans-Canada Highway], there’s Gander, Grand Falls, Windsor, Clarenville, Corner Brook, and they’re all great hubs and small towns and small communities. Most of them don’t have the big franchises.”

Like a prospector, Deane headed west to help open the first Wing’n It in Grand Prairie, Alberta. His first attempt in 2014 fell flat — the price of oil was still at more than $100 per barrel and vacancy was low. Deane and his prospective franchisee, a property developer and Newfoundland expat, dropped the project. Two years later, though, the price of oil had plummeted, and Deane got another call from his would-be partner. He was working on a new building, and the cost of rent had dropped with the price of oil: was Deane still interested in Grand Prairie? “The market changed. Oil dropped, prices dropped, rents dropped, and he called me back again, and he asked, ‘Are you still interested in doing this?’ And we said, ‘for sure we are!’”

Deane has repeated the success he enjoyed in Newfoundland and Alberta with new locations in Sylvan Lake and Lloydminster, a development he at least pa rtia l ly att ributes to the preponderance of Newfoundlanders in A lberta (his f irst Grand Prairie franchisee being a case in point). He’s also working with an exportable model, though. Like wheat or canola, small towns lacking big restaurant f ra nch i s e s i s a not her abu nda nt resource in Canada. Follow the TransCanada eastward across the Alberta, Wing’n It’s could pop up in every town between Canmore and Medicine Hat. Go further, and they could become the go-to restaurant in Swift Current and Moose Jaw — Deane says he’d love to get into Saskatchewan.

Back west, Revelstoke and Salmon Arm could fit, and Deane nearly did strike a deal in B.C. There’s no shortage of potential locations. For Deane, there’s even a bit of luck — but he’s still keeping his fingers crossed. www.restobiz.ca | Summer 2019 7

Q&

JESSE FRIESEN “WE’LL BECOME A DINING DESTINATION”

Winnipeg’s culinary scene is growing up, and its young chefs are pushing it onto the national stage Jesse Friesen, executive chef for the Gusto Group, has bussed tables, run kitchens and won national cooking competitions, and he did it all in Winnipeg. While the city is rarely mentioned alongside Montreal, Toronto or Vancouver, Friesen says it’s enjoying a culinary renaissance and catching up quickly, driven not just by chefs eager to push new tastes and experiences, but by a new generation of Winnipeggers that have made dining out a lifestyle, and who demand their restaurants catch up. Friesen is happy to oblige them.

8 Summer 2019 | Canadian Restaurant & Foodservice News

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photo credit: Will Bergman

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This interview has been edited for length and clarity.

CRFN: How did you get into cooking?

Jesse Friesen: Part of me thinks it was destiny, but a lot of it was being in the right

place at the right time. When I was kid, just a week before I turned 13, I was in eighth grade and there was a field trip to Montreal for a week, and I was the only kid in my class who couldn’t afford it. Coincidentally, my English teacher’s husband owned an Italian restaurant. I asked if I could get a job, and she said sure, so I ended up bussing tables.

I got bored of doing that kind of stuff and always had my eye on the kitchen, so I asked the chef if I could wash dishes instead and just took it from there. I just stayed in the kitchen and never left, and I’ve been there for over half my life.

CRFN: You went to Red River College after high school — what was that like?

JF: It was great. I met a lot of good people and still stay in contact to this day with

the majority of my instructors, and it’s just really awesome because I graduated over ten years ago and they treat me like a colleague. I still stay in contact with everyone from the dean to the chair of the culinary program.

CRFN: What’d you do after Red River? How’d you move forward from there?

JF: I did a work term at a country club toward the end of my time in school, so I

stayed on there for a couple seasons. The executive chef there was my mentor for the most part, and he taught me a lot of stuff. He kind of opened the door to competing for me, because at first I didn’t really understand why someone would spend all their time competing and working and not getting paid, but he really drove it into my head that this is something you should do. So I worked there for a bit and competed as a younger guy, and then I stayed in contact with him and moved forward.

I kind of bounced around for a couple years and ended up at a steakhouse downtown as the sous chef. That was my first kitchen management position. From there I got kind of lucky, because within about a year of me being there the head chef quit and they approached me about taking over the kitchen versus hiring someone else. I know that was a huge gamble for them because I was only 23 at the time. I just wanted to prove myself, and that’s exactly what I did. I ended up staying the chef there for four years.

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Q&

Toward the end of my time there, it got bought by a local restaurant group here in Winnipeg that had more of a corporate-style structure. I did that for a bit with them, but eventually I didn’t know if I was into it anymore, so I ended up going to Pizzeria Gusto in 2016. I was hired as the executive chef of the group. There’s two restaurants, Pizzeria Gusto and the Merchant Kitchen. Gusto was where I started off, and about three months in, I went over the Merchant and did both.

In terms of [Merchant Kitchen], it’s definitely different. I love Latin food, it’s one of my favourites. I love Asian food too, but Latin is up there big time. I love spice and acid and cilantro and all those kind of notes. It’s one of the things I love about my job. I never get bored because today, for example, I’m going to be at Pizzeria Gusto until 2 o'clock prepping for a dinner we have tomorrow, and later I’m going to Merchant and I’m sure I’ll be cooking something completely different.

CRFN: So in all that time, how have you seen Winnipeg’s food scene change?

JF: Well, it’s funny because the majority of chefs in Winnipeg know that it’s behind the times, but the food scene has developed drastically over the past five years. It [used to have] a different vision of, when you go out to dine, it’s almost like a formal affair. Now it has progressed until it’s a daily routine for a lot of people. Back in the day, going out to dine was more of a privilege, but now going out to dine is more of a lifestyle. It’s more about sharing and telling stories, and using sustainable, local products.

CRFN: You’ve competed in a number of competitions, including the Gold Medal Plates, which you won in 2016. Could you tell me a little about that?

JF: In my first year [in 2015], I competed and got the silver medal in Winnipeg, so I was super happy with that. After getting that medal, the restaurant was just packed for months and months after. It was just a notable achievement.

And then in 2016, I ended up taking the gold medal, which was great. That was definitely a game changer for my career. A lot of different doors opened for me. And then, coincidentally, I won that competition again in Winnipeg last year. I’m the only chef in Winnipeg to ever have won that competition twice.

CRFN: Why do you think that is? What changed?

JF: I think a lot of people in Winnipeg travel to

other places, not only in Canada, but throughout the world, and they’re inspired by what they see.

They want to bring that stuff to Winnipeg, especially because there’s a lot of opportunity to be one of the first few people to bring something different to Winnipeg.

I think there’s definitely a lot of classic restaurants that have been more or less the same since they opened, and I love that because it’s consistent. But there’s a lot of places that roll with the times, and they’ve changed over the years.

They’re using more local products, using more vegetables versus proteins, that kind of thing. You have to give Winnipeggers what they want, and the people of Winnipeg go out and see other things and say, “I want that in my city.”

CRFN: Speaking of rolling with the times, you

now work with a few different culinary traditions: Italian and Asian and Latin street food. How do you manage the jump from one to the other?

JF: Well, Pizzeria Gusto is the fourth Italian restaurant that I’ve worked at in my career, so I’ve always been somewhat accepted into the Italian community in Winnipeg because of working for Italian families. Italian food is my heart. That was what I first learned how to cook, that’s what I love to eat more than anything, and it just comes naturally to me. I also married into an Italian family, so any time I go to my father in law’s house, it’s all Italian everything. I comes naturally and it makes me happy. It’s part of who I am.

10 Summer 2019 | Canadian Restaurant & Foodservice News

CRFN: Do you often get to show out-of-towners

around Winnipeg? What’s their reaction like?

JF: We host a lot of people of celebrity status

when they come into Winnipeg because of our relationship with the city. So we definitely do host athletes, actors, musicians, that kind of stuff. When they’re in town at our two restaurants, for the most part they’re amazed that there are these gems in Winnipeg. I’ve never personally had the chance to take these people on a dine-around throughout Winnipeg, but I’ve done that with other people from out of town, and they’re normally very, very surprised.

CRFN: So what’s next for you and the city?

JF: There are a lot of different food halls being

made in Winnipeg, similar to the ones in Toronto, Vancouver and Ottawa, where chefs have counters that are quick-service but serve chef-driven food. I think pop-ups and specialized one-time events are a big thing now, here, and they’ll continue to grow in Winnipeg, I just see the food scene growing. I believe it’s going to keep going in the same direction that it is right now, which is catching up to the bigger cities. I think it took us a little time to realize we were behind the times, but we’re speeding to get there now, and I think we’re going to keep going and going until we catch up. We’ll become a dining destination.

SWEET

SPOT

As a “little big city,” Winnipeg’s passionate community of chefs is redefining what makes a restaurant scene

By Gregory Furgala

Will Bergman has a simple philosophy that gets him through Winnipeg’s bone-chilling winters. “There’s no bad weather,” he says amiably. “Just bad clothes.”

A lifelong Manitoba farm boy, Bergman works the land near Winnipeg, where he co-owns The Oxbow, a natural wine bar and restaurant at the forefront of the city’s bustling food scene. But Bergman’s real passion is food education, and every winter he runs an annual ice fishing trip that serves as an immersive — and cold — classroom for chefs and cooks across Canada to learn about the origin of the produce, meat and fish they handle daily. They haul cooking equipment and lunch onto the ice and bond over hot food. Surrounded by like minds in the freezing air, it makes the abstract quality of place less so.

“It’s a magical experience,” says Bergman.

“It’s so vast, so huge, and there are villages set up on the ice, and this is something most people have never seen. They don’t realize what’s below their feet.”

But sitting on the “hard water” — a Manitoba-ism — the more notable part of the setting might be how close they are to Winnipeg proper. Few cities in Canada are better-situated for an excursion like Bergman’s. Two highways make a ring around city, a concrete delineation between it and the surrounding hinterland. But the distance from farm, pasture and wilderness to condos, Bell MTS Place — home of the Winnipeg Jets — and restaurants like Merchant Kitchen, Nonsuch Brewing Co. and Deer + Almond, is about as far as most Canadians’ daily commute. From his farm in Glenlea, it takes Bergman only 30 minutes to get to Oxbow. In Winnipeg, the distance between farm and table is relatively nil.

Part of that is Winnipeg’s size. About 750,000 people call it home — enough people to support a bustling restaurant scene, but not so big that its chefs, managers and patrons get lost in it, or start taking over land outside the ring. It thrives in its containment.

Jesse Friesen, executive chef at the Merchant Kitchen and Pizzeria Gusto, calls Winnipeg a “little big city, or a big small town.” He couldn’t make it to last winter’s ice fishing trip, but understands the appeal, even if many outside of Manitoba don’t. “Ice fishing is classic,” says Friesen. “You’re all fighting against the cold, and you’re kind of like, ‘Why the hell am I doing this?’ It’s because it brings you together.”

Despite Manitoba’s vast open space, it has a tight-knit, mutually-supportive community of chefs that intimately appreciate their rural surroundings. Bergman concedes Winnipeg’s chefs are often playing catch-up with their contemporaries in Toronto, Montreal and Vancouver, but that misses what makes Winnipeg unique. It’s not a daunting place to get to know. It’s inclusive and fuelled by camaraderie, not competition.

“What’s different is the attitude around here,” explains Bergman. “How people work together, how chefs works together and how consumers have embraced it.

When there’s a farm-to-table dinner, everyone in the city knows about it, which is a different vibe or feel than what’s happening in other major centres.”

It makes for a different kind of restaurant scene with different ideas. Raw Almond, founded by Winnipeg chef Mandel Hitzer, who owns Deer + Almond, and Joe Kalturnyk, an architect, invites diners to feast beneath a low-slung oblong dome on top of a frozen river. Chefs come from all over Canada and from around the world to participate as well. The concept has been exported to other cities in Canada, and even to Tokyo.

But — for obvious reasons — dining outdoors in the coldest month of the year still feels uniquely Winnipegan. Just wear warm clothes.

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DESIGN AND DECOR

THE FIX IS IN

You don’t need to re-invent your patio to get the most out of dining outdoors

By Chris Hannah

In Canada, patio season is very much a moving target. We are all anxious to embrace it and always want to be ready to take advantage when the good weather hits. Being ready means thinking about all the parts and how to maximize the impact of each element without breaking the bank.

A patio can be thought of as having a number of zones with varying degrees of comfort, privacy and activity.

Therefore, unless you are dealing with a very small space, you can create zones with different furniture heights, spatial separations and added activities to provide more reasons to want to be there. Some typical design considerations are doubly important when comparing a patio to an interior, but not ever y problem d e m a n d s a c o m p l e t e ove r h a u l .

There are simple, quick fixes that restaurant operators can make to their outdoor spaces to make sure they’re getting the most out of their patios this summer.

LAYOUT AND DESIGN

It’s no longer enough to put up a fence and throw out a sea of tables and chairs. Think about the patio just as you would an interior.

Create distinct zones by varying furniture styles to include benches and booths just as you would inside. Be wary of the elements, too, and use vertical screens made of glass or wood to protect from wind and provide privacy. Functional elements like bars and service stations can divide spaces as well.

operators can still control their budgets while providing a varied experience. For example, picnic tables can be combined with traditional table-and-chair seating, and less expensive plastic furniture can be paired with metal and wood.

But again, the elements will take their toll. Operators should avoid placing highly reflective surfaces like table tops directly in the sun, and also look for alternatives to wood to ease maintenance. Synthetics have come a long way, but if wood is necessary, some simple benches and booths can be made from cedar or other wellweathering wood without the need for an expensive craftsperson.

LIGHTING

FURNITURE

The bar has risen for what is acceptable in patio furniture, and the days of the $15 white plastic chair are long past. But by mixing styles and qualities of furniture,

12 Summer 2019 | Canadian Restaurant & Foodservice News

We often think that more light is always better, but too much is never a good thing.

Map out the sun’s path and look for annoyance lighting from the street and vehicles. Strategically placed plants and

DESIGN AND DECOR screens can mitigate the effects, while overhead trellises and sunshades add detail and spatial grounding to a patio (large umbrellas will do on a tighter budget). Sometimes power is limited, so look for ways to give good coverage from a few sources — LED string lights or lighting within trees and foliage add great ambiance to any outdoor space.

Adding lights onto exterior walls and other surfaces can provide reflected illumination which is much easier on the eyes than direct, while tea light candles can provide immediate intimacy at individual tables.

PLANTING

Despite the bad-weather warnings, if you have a patio, you have to embrace nature! Planting can be expensive, but if more of it can be permanent, it will be less costly in the long term. To that end, look for opportunities to plant small trees and climbing plants that keep their foliage in winter — a patio can and should look good 12 months of the year. If vertical structures are not available for hanging plants, use large planters to create height and spatial divisions. They have the extra advantage of providing much needed shade and a place for lighting as well. Since gardening isn’t everyone’s forte, don’t shy from hiring a professional to install new plants and deal with ongoing maintenance.

DETAILS

Don’t sweat the small stuff, but don’t ignore it either. If you have outstanding views from the patio, then less is more, but if not, make sure you keep the focus within the space. While water features can be a complicated maintenance nightmare, finding simple ways to bring in any natural element to the patio can be a big draw. A simple reflecting pool with an internal pump can provide much needed ambient sound if you are competing with traffic and other unwanted noise, and reflected light off a water surface can give a simple and magical effect.

TVs are somewhat less magical, and certainly more contentious. But like a lot of other elements, they may or may not have a place on your patio. If you are able to zone the space, then perhaps you can have the best of both worlds.

FOODSERVICE EQUIPMENT PARTS EVERY COMMERCIAL KITCHEN

YOUR POCKET-SIZE PARTS EXPERT

ACTIVITIES

The great-outdoors is synonymous with fun activities. If it fits with your operational model, a patio can be a huge draw for patrons. Adding outdoor chess tables, bocce, table tennis or an outdoor shuffle board will bring further animation to the patio (horseshoes may be a step too far).

Consider the size and surfaces you have to work with, and assess potential danger There are many things you can do to improve your patio. Start with the basics, make in comfortable and then build layers of detail.

Chris Hannah is the principal of Cricket Design Company Inc. in Toronto. The firm was founded in 1988 and specializes in hospitality projects, from kiosks to casinos and everything in between. Hannah also teaches at Ryerson’s School of Interior Design.

For more information visit www.cricketdesign.ca — and check out recent news at www.facebook.com/CricketDesignCompany/posts Email: channah@cricketdesign.ca

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www.restobiz.ca | Summer 2019 13

MINDING YOUR BUSINESS

BETTER DATA, BETTER SUMMER Smart use of smart tech can help maximize your restaurant’s seasonal revenue

By David Hopkins

The technological landscape is rapidly changing for today’s restaurateur, and with it comes a number of opportunities to improve not only improve a restaurant’s guest experience, but also its bottom line. Restaurateurs’ physical landscape has expanded too, if only temporarily: patios bring more seats, more people and more chances to make money — or more chances to make mistakes. The seasonal real estate can become a headache unless the right systems and tools are in place to manage it.

The most obvious tool available is new point-of-sale technology. POS systems have been around since the 1970s, with McDonalds being the first restaurant to introduce it, and became more mainstream in the 1990s with the Remanco or Squirrel system. Back then, POS was mostly a glorified cash register, but now the innovative tools that have been implemented in most POS systems can be incredibly useful for restaurant managers and owners who have more ground to cover in the summer months. These systems increasingly handle more than just transactions, too.

With the right POS system, every guest can contribute data, which makes gathering and reviewing information much easier than in the past. Restaurant owners and managers are first and foremost decision makers, and they need valuable information to make good decisions. Whether it’s labour cost, menu mix, ordering preferences, time-of-day sales or kitchen efficiency, the better the information your team has, the more effective its decision making will be. Any and all developments in terms of reporting tools, reporting specifics and reporting details make it easier to run a successful restaurant properly.

For most restaurateurs, that means first and foremost assessing and managing labour needs. Cloud-based

labour scheduling software like Ameego, Hot Schedules and 7shifts have transformed the pen-and-paper art of scheduling into a tech-optimized science.

Sales projections, staff availability and hourly wage rates can be easily factored into staffing decisions to ensure that, on any given day, a restaurant has the ideal number of staff on hand to ensure a high standard of service without breaking the bank on labour. That patio?

The right call made on the right data can ensure that it is covered efficiently, and that operators get return on their cost of labour.

Back of house, software and hardware extensions to existing POS systems are changing hospitality operations. A kitchen display systems (KDS) is a digital screen that replaces printed or handwritten ticket orders in commercial kitchens by connecting to the restaurant’s POS system. The two main benefits of KDS include a more efficient and seamless transfer of information from order taker to kitchen, as well as valuable operational feedback regarding preparation time per order, preparation time per station, order

wait times and more. While KDS existed and was used in restaurants five to 10 years ago, it is only recently that the systems have been refined and streamlined into a tool that’s useful enough for restaurants of every size.

Increasingly, those screens represent out-of-house customers, not dine-in guests. Companies like Uber Eats and Skip the Dishes have made meal delivery a requirement for quick-service and fastcasual concepts alike and replaced the oldschool process of taking phone orders and punching items into a POS system.

Seamless integration between online ordering and POS systems greatly improve operational efficiencies while limiting errors in ordering processing.

This type of integration will continue to be critical to restaurant operations, as online ordering to home delivery becomes the standard in the industry.

While these systems are great tools for restaurant owners and operators, one should also be cognisant of what is still the most important factors to success: delivering an exceptional value, guest experience and fiscal responsibility. The latest technology won’t overcome an undesirable menu, poor service or a budget heading into red ink. It’s easy for operators to get caught up in newest tech and lose focus on their overall brand experience. But their focused, informed use of the suite of tools available can enable them meet seasonal goals and business objectives. Patio season should bring a smile to everyone’s face, guests and restaurateurs both.

David Hopkins started his career in restaurant management in 1990 and has held various senior management positions in the industry. In 2001, David formed The Fifteen Group Inc., a consulting company dedicated to maximizing restaurant profits through effective sales generation and disciplined cost control management. You can reach David at dhopkins@thefifteengroup.com.

14 Summer 2019 | Canadian Restaurant & Foodservice News

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AC Nielsen 52 weeks ending January 5, 2019. Based on dollar sales. ®Reg. TM The French’s Food Company LLC. Used under licence.

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ADVERTISING FEATURE

WITH CARVE, FLANAGAN FOODSERVICE HAS MADE GOOD ON THE POTENTIAL OF LOCAL ONTARIO BEEF By Gregory Furgala Lo cal fo od isn’ t just trending: it ’s the new normal that restaurant-goers expect w h e n t h ey din e o u t . It ’s a n et p o si ti ve, to o. F o o d g row n a nd ra is e d cl o s e to h o m e s u pp o r ts l o c a l e c o n o m i e s a nd, done right, is environmentally friendlier than importing it from elsewhere.

Lucky for Ontarians, their province is agriculturally blessed, and every spring and summer they get to enjoy their backyard bounty. Local pork, stone fruit, Niagara wine — there’s not much that’s not available. But Ontario beef has rarely made it onto menus. With Carve Premium Ontario Beef, Flanagan Foodservice is fixing that. “Local demand is still growing,” says Jackie Oakes, marketing manager for Flanagan. “We recognize the need to build a sustainable province and want to help elevate the Ontario food supply.”

Carve isn’t built on beef; it’s built on beef raised through the Ontario Cattle Feeders’ Association’s (OCFA) Quality Assurance Program. Unique in Canada, the Quality Assurance Program ensures each cow is raised in a healthy, safe environment that includes stress management, safe animal handling practices and prescribed a mandatory feeding program by animal n u t r i t i o n i s t s . T h e re ’s n o c o m p ro m i s e

involved: pasture-raised and finished on a high-energy grain-based diet for their final 150 days, the cattle Ontario farmers raise for Carve are graded AAA or higher, meaning they achieve the level of marbling and fat quality that makes for the perfect steak. Carve takes the added step of aging its beef for a minimum of 21 days and trimming it to a 1/4 inch of f a t o r l e s s , s a v i n g c h e f s o n l a b o u r.

Locally-sourced, ethically-raised beef i s n ’t re v o l u t i o n a r y. B u t u n t i l C a r v e , i t hasn’t been readily available to Ontario foodservice providers in the quantity and consistency they need. Tapping into its well-developed network of suppliers in Southern Ontario, Flanagan Foodservice filled that void for commercial foodservice, says John Baker, business development manager for the OCFA. “They wanted to develop a program that could deliver consistent, high quality Ontario beef.”

Ontarians have already shown their commitment to local food, but seldom had the chance to show their preference for local beef. Now, foodservice providers can buy local, buy quality and buy ethically, and they can finally buy it in enough volume to pass it along to their customers.

They can meet the expectations of

consumers who increasingly demand that what they eat comes from their own backyard, and that it’s grown and raised in conditions that they feel good about.

Chefs can sear it, baste it and plate it knowing it’s incredibly flavourful and will make regulars out of first-time visitors.

“As a Canadian-owned family business serving all of Ontario, Flanagan F o o d s e r v i c e a p p re c i a t e s t h e s t o r i e s behind our food supply and, more impor tantly, about the individuals that nourish our province,” says Oakes. “We have amazing farmers and processors whose passion for their product is palpable. Not only is the beef delicious, but it helps operators connect with their customers, tell a story and become memorable in their hearts and minds.”

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w w w.c a r ve b e e f.c a www.restobiz.ca | Summer 2019 17

COVER STORY

DEVELOPING AN PATIO PROGRAM Your patio can drive a season of record-breaking revenue — or leave you with empty seats and major problems

By Doug Radkey

Patio season: two words seemingly every Canadian looks forward to after a long cold winter, including local restaurant and bar owners. If your property is lucky enough to have this additional space and seating, it’s critical to take advantage of this revenue generating opportunity.

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COVER STORY

N EPIC M

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COVER STORY

A patio can be a double-edged sword. While it opens up more seats and potential revenue, it does so during a time when many restaurateurs are seeking a smaller footprint, and can cause labour, logistical and other operational challenges, as well. With something as complex as patio season, there needs to be an action plan to combat those challenges. It needs to be well-organized around strategic goals and incorporate series of risk assessments. It needs to determine cash-flow needs, staffing requirements, inventory levels, marketing requirements and any additional training requirements to ensure a smooth operating season.

As with any seasonal, strategic, or marketing related program, it’s crucial to adopt a mindset that’s SMART: Specific, Measurable, Attainable, Realistic and Timely. Furthermore, the development of an action plan is a fantastic opportunity to utilize your staff to help brainstorm menu items, themes and other special events to ensure your venue and patio becomes the desired destination that it deserves to be. So how can owners, operators, and managers take advantage of this opportunity and maximize its potential while limiting day-to-day challenges?

LABOUR MANAGEMENT

Let’s start with the biggest elephant in the room. Depending on the size of the restaurant and patio, additional staff may be needed to handle the extra covers that are sitting outside. The first question you need to honestly and realistically answer is, will your traffic increase, or will it merely be the same traffic, just transplanted outside?

This is where planning, strategic goals, historical data and understanding your target market and local competition come into play. With an hourly breakdown of foot traffic (historic and potential), and an understanding of your dayparts, you can begin to determine your staff requirements. To be fair to yourself, your team, your new hires and your guests, you need to ensure you leave yourself enough time for interviewing, talent selection, on-boarding and training before the peak of patio season truly hits.

CULTURE RESET

As you’re reading this, you may be saying phrases like “good luck finding more staff,” or “I can’t even keep the staff I have now. How am I going to staff an increase in traffic this summer?”

They’re fair statements — if you lack the elements of culture. I think we’ve all heard by now that there is a shortage of qualified hospitality staff. If you’re experiencing this first-hand and had those phrases go through your mind, it may

20 Summer 2019 | Canadian Restaurant & Foodservice News

be time to hit the reset button on the culture within your venue.

An entire article could be written on this subject alone, but I’ll summarize: put a stop to the excuses right now. You can overcome these challenges with the right mindset toward culture and by emphasizing your core values, team experience, employee engagement, good hiring practices and providing above-average pay and a positive work environment. It can be that easy — or that hard. It depends on you and your leadership team. The way out of this shortage starts with you and your brand.

LABOUR SYSTEMS

Both front-of-house and back-of-house systems and teams need to be reviewed to ensure all operations are prepared. Customer service and speed in the kitchen and bar should not be hindered by additional seating. Plan ahead, create mock schedules and see where there may be gaps to ensure the high standards of service inside is going to be matched with, a high standards of service outside.

How will this affect your labour cost? Are you going to be able to control it against the potential revenue opportunity? What happens if the weather doesn’t cooperate one day and you’re over-staffed?

What’s your contingency?

Restaurants today have the ability to cross-train and create more of a “one-house” approach to maximize their personnel by hiring based on values instead of experience. This mindset toward labour systems ensures your patio becomes easier to manage and that staffing your restaurant throughout the entire year becomes much less of a headache, mitigating what most would agree is the biggest year-over-year challenge within the industry.

T: 905 361 0305 F: 905 629 9305 REVISION:

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DATE:

DOCKET: xxxx

MAY 10, 2018

CLIENT: McCormicks

COLOUR: CMYK

PROJECT: Thai Kitchen Ad

TRIM SIZE: 3.375” x 9.563”

COVER STORY

DESCRIPTION: Canadian Restaurant FoodService News-Half Page Vertical Ad - ENGLISH

BLEED SIZE: n/a

CONTACT: Barbara MacDonald

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DATE REQUIRED: 2018

creations

SEATING AND TABLES

To effectively control your labour, you need to review your seating arrangement and overall patio capacity. Outside of making it enticing, inviting and clean, there are numerous ways you can step up your patio game. There should be more to it than just wiping down the tables, setting up the chairs and sweeping the ground free of the past winter.

Similar to that of seating strategies inside your venue, you need to have a strategic setup of tables and chairs outside. Consider a restaurant revenue management (RRM) approach that can be defined simply as selling the right seat to the right customer at the right price for the right duration of time. A strategic setup includes understanding your target market, their ideal length of stay and average party size in addition to overall space for comfort and traffic flow for both guests and staff. Again, this additional seating must also align with production levels in the kitchen and bar. What would happen if you were at full capacity, both inside and outside?

Have you analyzed your revenue per available seat-hour (RevPASH) to maximize each moment throughout the day?

You also want to analyze the number of steps taken for staff from the pass and bar to the patio section. Many patios are a distant walk for staff. How many steps does each staff member take to serve a guest? What’s the cost of this distance over the course of a day, a week or a season? Are there ways to reduce this burden? The answer may be hiding in the way your patio is setup for a successful season.

KITCHEN

Thailand

From

to Your Tables

Thai Kitchen has one simple goal — to help you bring the Thai experience to your diners. Our high quality, authentic, easy-to-use Thai ingredients will make it easy to satisfy even the most discerning palates.

PATIO-DRIVEN MENUS

The answer to efficient labour and revenue management as it relates to your patio program may just lie within your menu. If you have the space, consider taking the grill outside (or any equipment you can) to launch an exciting new outdoor experience. This will push your restaurant to create unique outdoor menus, redefine your guest experience and stay a step ahead of your competition. This will not only improve on the guest experience, but reduce wear and tear on your staff, cut down ticket times, reduce walking distance and boost staff morale.

TAKE THE PRODUCTION OUTSIDE

Equipment today is extremely versatile. You can now develop costeffective mobile kitchens specifically made for patios, and that handle a variety of weather patterns. With minimal square footage

clubhouseforchefs.ca McCormick Canada Food Service ® Reg. TM McCormick & Co., Inc. Used under licence.

www.restobiz.ca | Summer 2019 21

COVER STORY

and utility requirements, you can grill, fry and bake a targeted food menu right on the patio. The fun doesn’t stop there: mobile bars can ensure the drinks continue to flow on the patio and that theatrical cocktail shaking is both seen and heard, keeping the energy level high every day of the season. Patio kitchens and bars both work towards elevating guests’ visual, auditory, olfactory and gustatory experience right on the patio.

Don’t be discouraged if you don’t have the space for bar or kitchen equipment outside, though. Create a seasonal menu that’s inspired by an outdoor patio, anyway. Develop a menu plan with your entire bar and culinary team with your target market and concept kept close in mind (and reward them for that creativity). As always, keep this specialized menu small and inviting to reduce inventory, prep time, waste and any other staff requirements. Be creative this year and start thinking outside the box.

SUPPORT LOCAL

Your guests today are likely looking for new flavours and innovation, as well as creative seasonal takes on traditional menu items. There’s no better way to stay ahead of this need than by utilizing and building stronger relationships with your local farmers’ market. Provide your team with the means to develop unique, limited-time offers with seasonal produce and a variety of barbecue-related flavours.

Innovation shouldn’t stop with just the food; beverages need to be included into the mix, too. The garden-to-glass trend continues to grow and new, refreshing spirits are becoming readily available to develop flavourful drinks with unique vessels and memorable presentations. Beer, spritzers, lowABV cocktails and mocktails should also be featured as well.

TEMPERATURE CONTROL

Unfortunately, we can’t dictate the weather. Throughout the patio months you’re going to see rain, wind, storms and even

22 Summer 2019 | Canadian Restaurant & Foodservice News

days where it may feel too hot, or evenings where it may feel too cool to be out on a patio.

Restaurants and bars should consider these weather elements by offering more than just an umbrella or patio heaters. Look for other solutions to shade your patio, block wind and prevent heavy rain from ruining a potentially prof itable day or night on the patio. These investments will pay off by continuing the positive cash f low even when mother-nature tries to disappoint you.

PEST CONTROL

While you can’t control the weather, you do have a say about the wildlife. Take the time to meet with your pest control vendor and discuss your plans for outside. They can suggest safe bug repellents and means of keeping away other animals and critters like mice, squirrels and even birds. Sanitation is a critical component in any restaurant, and the patio cannot be overlooked. Put a preventative action plan in place to deter any bugs or animals from potentially ruining a guest’s experience.

NOISE CONTROL

With outdoor seating, you’ll likely encounter noise issues that start beyond the boundaries of your patio, i ncludi ng vehicle t ra f f ic, const ruct ion a nd other neighbourhood noises. To reduce this burden, consider noise reduction strategies such as walls, bushes or, better yet, a catchy playlist.

Music, can deliver the right, on-brand ambiance, attract your target demographic, increase overall profits and drown out other noise on the patio. No matter the concept, guests enjoy their food, drink and company more when music is playing, which ultimately makes them stay longer and, of course, spend more of their hard-earned dollars on your patio.

DOCKET: MC18-022

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COLOUR: CMYK

PROJECT: BBQ Ad (Cattlemen’s & Club House La Grille)

TRIM SIZE: 3.375” x 9.563”

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COVER STORY

MARKETING PLAN

Now it’s time to tie all of this together. Remember, if you build it, they still might not come. An epic patio season could be destroyed if it’s not coupled with an epic marketing campaign. It is vital to inform your guests of your patio and the plans you have for it throughout the season. Each week and month should be properly planned to ensure the buzz of your patio never cools down.

To maximize your patio program’s reach, have a plan in place to promote seasonal events, including a patio launch party, menu launch party, live music, a comedy night and the many others you and your team come up with. You’ll need to create buzz not only prior to the event, but during the event and afterward.

Give guests (and potential guests) a means to engage with your brand. You’re also giving potential guests an opportunity to experience a bit of FOMO, making them intrigued about your brand and eager not to not miss your next scheduled event.

Don’t just communicate events, though; tell a story.

Venues must now ma ke thei r story mea ni ng ful, persona l, emotiona l, si mple a nd authentic. This storytelling should f low to your patio program as well, but don’t conf ine it to the written word. Colours, decor, vendors, staff members, plating and glassware — even the simplest visual segments within your brand and patio messaging — can paint a picture worth a thousand words. Video is cheaper than ever to produce and distribute, requiring only a smartphone and social media presence. Whatever route you take, ensure you’re capitalizing on all of your resources and media channels.

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AC Nielsen 52 weeks ending January 5, 2019. Based on dollar sales.

*Reg. TM McCormick Canada ®Reg. TM The French’s Food Company LLC. Used under licence.

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COVER STORY TAP SOCIAL CIRCLES

A successful patio program also relies heavily on the opportunity to reach out to sporting teams, bike clubs, and other outdoor enthusiasts. Can your venue host after-parties? Can your venue host a social-media-only party or tasting event? Don’t be afraid to reach out and partner with other local businesses and organizations. Every campaign should have a social media or communitydriven strategy behind it.

END GOAL

A good benchmark the success off your seasonal programs and associated campaigns is having your guests return to your restaurant at least three times.

There’s some flexibility in that number; given your target market, is it realistic to see a guest return three times per week, three times per month or once per month over the course of your patio season?

When you truly understand your key demographic’s lifestyle and spending habits, you can develop events and campaigns to drive loyalty and provide a targeted guest experience.

When restaurant operators collect information, set goals and plan accordingly, their effort is typically met with a better guest experience and a positive ROI. The patio season provides an opportunity to think outside the box, but don’t go overboard with menu changes and special events. Know your target market, know your concept and know your budget. Develop a program that is simple but memorable, profitable and effective, and that doesn’t place undue stress on your kitchen, bar or service staff.

Focus your patio program on presentation, energy levels, storytelling, and developing a personalized guest experience. Doing so will develop a sense of community and culture, setting your venue up for success, even as the weather (and often sales) begin to cool down come fall.

Doug Radkey is the principal owner of Key Restaurant Group, a global restaurant/bar start-up development agency based in Ontario. Being in the food and beverage industry for over 17 years has allowed him to become a leading voice in the development of feasibility studies, unique concepts, business plans, marketing plans, memorable menus, guest experiences, and financial management systems.

Continue the conversation by visiting keyrestaurantgroup.com.

24 Summer 2019 | Canadian Restaurant & Foodservice News

*Reg. TM McCormick Canada

|

®Reg. TM The Frenchʼs Food Company

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ADVERTISING FEATURE

Every year, chefs across Canada step out of their restaurants and into a national competition for the Hawksworth Young Chef Scholarship (HYCS) where they not only cook to impress but also gain outside inspiration and much improved skill development.

Overseeing all rounds is Chef David Hawksworth. Having started in Vancouver before cooking across Europe in Michelin-accredited restaurants, Chef Hawksworth has a proven eye for technical skills, quality preparation and talent worthy of further development.

We spoke to Chef Hawksworth to discuss this grand scholarship, its collaboration with Club House for Chefs, plus we attain his advice on how future budding chefs can stand out among their fellow HYCS competitors.

1. The Hawksworth Young Chef Scholarship invites talented young chefs across Canada to compete for the opportunity to receive $10,000 and a stage at a top international restaurant. Explain the application process, specifically what you’re looking for in the applicant’s dish submissions in terms of flavours, ingredients and pairings?

At the beginning of the year, we put out a list of ingredients from which applying chefs must create a main course dish recipe that could be served to four people in a 90-minute completion time. The application package also includes food costing, candidate info, employment and qualifications. We review the whole package and pick ten competitors for each regional heat held in Vancouver, Calgary, Toronto and Montreal.

Each competitor cooks a dish for four at the regional heats. We are looking for dishes that are perfectly cooked, correctly seasoned, with balanced flavour. Competitors are also judged on their kitchen skills including technique, time management, etiquette and professionalism. From there, we take the two best contestants from each city and advance them to the finals, which this year will be held in Vancouver.

2. What had made Club House such a compatible fit for what has now been a long-term collaboration with your competition, and how does it bring value and benefits to the sponsorship as it continues to grow each year?

Club House is a very well known brand in the culinary world and is a high-quality product, very first rate. It’s great to have Club House on board, a real stamp of approval for our scholarship.

Having a company that has all of the products we’re looking for, and wants to be associated with us, is amazing.

3. What to you defines a Hawksworth Young Chef Scholarship Champion?

Someone who is organized, dedicated, focused on his or her craft, thorough in approach, proud yet humble and someone who simply lives, breathes and loves cooking.

4. What are the biggest flavour challenges that these young chefs face when stepping into a kitchen with a unique but prearranged pantry?

When constructing a dish, it is important to consider different flavour profiles and textures. Flavours should not compete on the plate but compliment each other with balanced acidity, salt, spice and sweetness.

We want to see a quality dish that you could have in a restaurant and be happy to pay money for. Dishes must stand out among the other competitors but not be so wild that it’s crazy or too far out.

5. When the different competitors are using Club House products, why do you feel it’s important for them to be introduced to these quality spices while they’re preparing their competition dishes?

There’s a lot on the line, a lot, and they’re putting dishes in front of all of the best chefs out there, from Mark McEwen to Derek Dammann. We need the finest products in Canada and Club House is definitely in that category. I appreciate the backing by Club House and am very comfortable with them supplying the spices because I know all of the competitors are getting the very best products to use.

6. Each regional heat is judged by some of Canada’s industry leaders such as Connie DeSousa, Mijune Pak, Derek Dammann and Mark McEwan.

What are the judges looking for these chefs to bring to the table?

26 Summer 2019 | Canadian Restaurant & Foodservice News

Organization, cleanliness, they have to work well with their assistants and run their stations efficiently. When it comes down to the dish, they are looking for something that’s not too complicated and makes sense on the plate. So much can happen in those 90 minutes when you’re making four servings and it can sound quite easy but it’s a difficult competition when you’re actually doing it under pressure.

It’s about nailing the cooking and the seasoning of the dish, but also making sure that other elements are taken into account as well; hot plates, consistency, organization, portion sizes. For example, are the vegetable ingredients nice and green? Does each plate look exactly the same? We will pick the dish apart and ask if it would be something we could serve in our own restaurants.

7. What’s one piece of advice you would give to the chefs participating in this competition?

I’d say practice as much as possible and don’t go overboard by trying to do a 4 hour job in 90 minutes.

Also, slow and steady wins the race here too. It’s better to let other people make the mistake of pushing as fast as they can from the start and then running out of gas.

8. In the years to come, how would you like to see the partnership with Club House for Chefs grow?

We’re absolutely open to any ideas from Club House on how to expand the relationship, for sure. As much information as I can get the young chefs about the products, that’s key; learning about where everything comes from, how it’s all done. The whole reason people are involved in the scholarship is to learn. We get very wrapped up in the monotony and day-to-day life of restaurants but everything becomes a lot clearer when you know where your ingredients are from and the best way to use them.

THE CULINARY FEDERATION’S

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WHY WE’RE HERE Reflecting on the past and present of the Culinary Federation

DEAR CF MEMBERS, COLLEAGUES AND FRIENDS, For a few days in 1974, members of the Canadian Federation of Chefs de Cuisine, the Culinary Federation’s predecessor, traded in their chef’s hats for white Stetsons, the iconic widebrimmed cowboy hats that Albertans call their own. They also convinced 700 chefs from around the world to do the same. It was a special occasion for the young federation: for the first time, it was hosting the World Association of Chefs’ Societies, which selected the picturesque Banff, Alberta, for its bi-annual congress. It was only the second time the association held its conference outside of Europe, and it was the federation’s introduction to the world stage.

The Stetsons didn’t catch on, but Canadian chefs did. Since Banff, we’ve continued to impress our contemporaries on the world stage — Canada even held the World Association presidency for several years — but that effort starts here, at home, with us. It’s why we gather annually for our National Conference, and why we constantly engage with our communities, young chefs and one another.

It’s also why we embrace change. The federation has gone by a handful of names since it was founded in 1963. In 1982, it became the Canadian Federation of Chefs and Cooks; in 2003, the Canadian Culinary Federation; and last year, simply the Culinary Federation. At each step it became more inclusive of all culinary arts and skills. What started with a handful of hotel cooks and chefs scattered across Canada now includes pastry chefs, culinary managers, instructors, students, brand representatives and more. The federation represents a broad, diverse industry now.

The mission is the same, though. The Culinary Federation continues to unite culinary professionals across Canada, and is as dedicated as ever to professional excellence. The first meeting had two dozen chefs and cooks. This year, more than 250 people registered for the 56th National Conference in Niagara to learn, network and celebrate the Canadian culinary arts and the growing community of professionals practicing them, and we’re only going to get bigger — and better — from here.

Best regards, Simon Smotkowicz President, Culinary Federation

28 Summer 2019 | Canadian Restaurant & Foodservice News

UPDATES

FOUR COURSES, FOUR AWARDS AND ONE BIG NIGHT Young chefs and long-serving professionals alike gathered to celebrate the Culinary Federation’s best CULINARY Federation Winnipeg held its annual President’s Awards Dinner on March 14 at the RBC Convention Centre. CF members, culinar y professionals and young chefs all gathered to celebrate the work of federation members throughout the year — and to enjoy a fantastic meal, as well.

The evening opened with a reception featuring the talents of the junior branch and high school culinary students who served up an array of tantalizing tastes.

The young chefs were led by chef Raymond Czayka, an instructor at Kildonan-East Collegiate; Andy Ormiston, a teacher at Lord Selkirk Comprehensive School in Winnipeg; Ian Shapira, president of the CF Winnipeg Young Chefs; and Jesse Friesen, executive chef of the Merchant Kitchen and Pizzeria Gusto.

Saputo also provided a specialty cheese board that featured a variety of flavours and textures to whet the appetites.

Executive chef Quentin Harty created the fourcourse feast that followed, featuring the products of branch associate members. Each course was served in fine style, and as the guests wined and dined, the program unfolded with acknowledgements of the friends of the event who make the event a success year after year.

The highlight of the evening, however, was awarding Chef of the Year to Donald Pattie. Pattie is a teacher, mentor and culinary artist, and he continues to share his knowledge and experience with the up-and-coming chefs of the community. Last year, Pattie became a member of the Culinary Federation Honour Society, which recognized his lifetime contribution to the Canadian culinary landscape.

Chef Peter Ecker accepted Sysco’s Award for Association for Year, and Lifetime Associate memberships were given to Grant Avery of Pratt’s, and to Arthur and Bernie Gunn of Gunn’s Bakery. Young Chef of the Year was awarded to Chef Argie Garcia. A special award was given to Janet Schweitzer for her many years of volunteering to support the events of CF Winnipeg.

Proceeds from the event went to the CF’s young chefs competing on the national and international stage, and to aid the Culinary Federation Winnipeg in providing opportunities for young chefs to grow.

“EACH COURSE WAS SERVED IN FINE STYLE.”

UPDATES

THE BATTLE OF RED RIVER COLLEGE In a six-chef showdown, junior members vied for the right to represent CF Winnipeg at Niagara Falls WITH THE COOPERATION of Red River College, the Winnipeg Branch of the Canadian Culinary Federation hosted the Junior Chef Challenge for Manitoba. The event was held at Red River College, Notre Dame Campus on Saturday March 8, 2019, and was a fantastic display of our province’s young talent. Chef Michael Fitzhenry, a culinary instructor at Red River College, organized the competition, which was the qualifying event to select the junior chef who will represent Manitoba at the Culinary Federation’s 2019 National Conference.

There was a field of six students representing colleges, the industry and apprenticeships. In a black box competition, the candidates were given one hour to complete a dish consisting of the compulsory ingredients.

From the outset, it was clear that it would be a close contest, with fine displays of the skills and creativity of our up and coming culinary stars on fully display.

The competition resulted in the selection of chef Ian Shapira, who works at the Merchant Kitchen, as our representative for the national competition. Second place was awarded to Anthony Carino, and third place went to Elissa Polkowski. Adam Mysak, Vien Salimbacod and Marie Agatep all received honourable mentions.

Local members of the CF educational community participated in the competition and selection of the candidate, including chefs Fitzhenry, Ron Dobrinsky, Chris Coombs, Dov Korkh, Jeremy Lavallee and Jose Noboa Sanchez. Special thanks to Red River College, Notre Dame Campus and the culinary team for a successful event.

The six chef-combatants

ONE DOWN, ONE TO GO Joey Polo Park’s Jordan Carlson beat the competition at the Senior Sysco Challenge for the chance to compete on the national stage SYSCO Winnipeg and the Winnipeg branch of the Culinary Federation hosted the Senior Sysco Challenge for Manitoba at Sysco Winnipeg in April.

The winner, Jordan Carlson of Joey Polo Park, is representing Manitoba at the Culinary Federation’s 2019 National Conference and will receive help from Jesse Friesen, Ron Dobrinsky, John Reimers, Helmut Mathae, Paul Lemire and guest junior judge Jared Lavallee.

The competition consisted of a black box of mystery ingredients, including one special ingredient, “cactus pads,” that the contestants had to incorporate into their dishes. The second and third place winners were separated by only half a point, with Anniina Hyvättinen of Sodexo Canada just managing to edge out Dove Korkh, head chef at Chabad-Lubavitch of Winnipeg for the runner-up spot. Thanks to Sysco Winnipeg, Friesen and chef Peter Ecker for organizing the event.

30 Summer 2019 | Canadian Restaurant & Foodservice News

UPDATES

SLÁINTE! A night of Scotch pairings made for a rousing — and carousing — success WINE PAIRINGS tend to get the most attention in hospitality, but what about Scotch? Members of CF Winnipeg were treated to a persuasive seminar on the neglected pairing, tasting four rounds of whiskey, each one representative of a method, process and region that make it special. Gary Dawyduk, a product ambassador for the Grant Park Liquor Mart, took chefs from defining Scotch whiskey through to looking at the role of oak, blending and Scotch’s unique coastal inf lu e n ce s . Lo c a l ch ef m e m b e r s we re instrumental in preparing the fantastic food pairings. Working with Mo Razik, president of Fenton’s Wine Merchants, Dawyduk shared his vast knowledge and experience, answering many questions from the floor. It was truly an educational and delicious event.

First up, chef Jason Wortzman, of Granny’s Poultry, prepared Dijon herb tartlets with Granny's cranberry-chipotle sausage and Manchego cheese. This was paired with Famous Grouse Blended Scotch and Glenmorangie Original 10 year, which Dawyduk used as a benchmark for the evening. After, Dawyduk discussed the role of oak and blending, while chef Jared Lavallee of Assiniboia Downs and Via Rail prepared the accompaniment: seared veal meatballs seasoned with fresh herbs, which he skewered alongside roasted bell peppers, cherry tomatoes and red onions, and served with a toasted walnut demiglaze. Two favourites, the Lowland Auchentoshan 12 year and Johnnie Walker Black, made for bold — and educational — accompaniments.

Chefs Jesse Friesen and Ian Shapira, both of the Merchant Kitchen and Pizzeria Gusto, put together a heady dish of smoked salmon, beets, horseradish, candied turnips and a winter truffle puree. The smoke and heat highlighted the briny coastal influence of Orkney Isles’ Highland Park 12 year and the peat from the Bowmore 12 year, which hails from Islay. The islands are off the north and west coast of Scotland, respectively, and are known for producing smoky, ponderous Scotch.

But Dawyduk saved the strongest stuff for last, pouring a final tasting of Aberlour a’Bunadh Batch 59 Cask Strength, which doesn’t get watered down to the usual 40 per cent ABV. The night showed the chefs the finer tastes of the whiskey, and the points of the process used to produce unique tastes and characteristics of smallbatch products. Special thanks to Razik, the Manitoba Liquor Mart and the chefs for their efforts in making this a great event.

Wine pairings tend to get the most attention in hospitality, but what about Scotch?

www.restobiz.ca | Summer 2019 31

UPDATES

ALL YOU NEED IS LOVE CF Winnipeg members helped give some deserving volunteers a much-needed break MEMBERS OF CF Winnipeg gave back last spring by preparing lunch for the volunteers and staff of Agape Table, which prepares meals for individuals that are homeless, at-risk, lowincome or otherwise vulnerable and in need. The word “agape” is derived from ancient Greek and translates to unconditional and universal love, and CF chef members took it upon themselves to recognize the team of volunteers who put the term into practice providing hot breakfasts for Winnipeg’s most needy throughout the year. It was only fitting that this event took place during National Volunteer Week.

The chefs prepared a three-course lunch for the crew and the scores of volunteers without whom the program could not run. Agape Table provides nourishment and companionship to Winnipeg’s underprivileged, with volunteers feeding guests from Monday to Friday.

Our chef members were happy to feed such a deserving bunch. With the assistance of local high school students, the chefs provided a delicious sit-down meal for this hard working bunch. Overall, it was a great day of breaking bread with some cool and caring folk. When good people do something good, good things can happen.

Four chefs who showed a little love for Agape Table

BACK TO SCHOOL Stephen Schulz, a career chef, is bringing his skills to the classroom AN IMPORTANT position has been created at the Oakville Branch of the Culinary Federation that will work with high school and college culinary programs. “This is a first for our organization,” says Kira Smith, president of the Oakville branch.

“We want to give youth who are looking at the culinary field as a career as many resources and direction as possible from culinary pros. This is why I am proud to announce that chef Stephan Schulz is now our branch's new culinary school and young chef liaison.”

Schulz works across Canada with corporations introducing new, tested, product items to the menus of the restaurant trade. He showcases these products at major trade shows and works with food brokers to develop recipes for major restaurants and restaurant chains. During his national tours, he also promotes a line of high quality seafood that he is passionate about. In his product development training he works with approximately 400 chefs each year.

In his new role, Schulz will visit various high schools and college culinary departments, offering assistance to students eyeing culinary careers. Schulz is open to visiting whatever schools he can make it to; all he needs is an invitation. He can be reached by email at chefstephanschulz@ gmail.com, his Instagram handle, @chef_schulz, or via CF Oakville at oakville@culinaryfederation.ca.

32 Summer 2019 | Canadian Restaurant & Foodservice News

UPDATES

GETTING THEIR DUE Two hard-working CF members receive some well-deserved recognition TWO CF OAKVILLE members have been awarded for their professional accomplishments.

Chef Steven Benns, chef-professor at Fleming College in Peterborough, was awarded his certified chef de cuisine designation after completing the theory courses at Southern Alberta Institute of Technology and challenging the practical exam at Humber. Chef Spencer Gibbons, executive chef of LaSalle Park Luxury Retirement Community in Burlington, is one of this year’s recipients of the Ontario Hostelry Institute’s Top 30 Under 30 Award.

Benns is dedicated to the culinary arts and goes above and beyond to promote the industry. At a provincial level, he is the chair of the Skills Ontario Technical Committee and has been involved with the program since 2003. He is also on the Skills Canada national technical committee, and as an instructor, many young cooks have progressed within the industry thanks to Benns’ passion, guidance and professionalism.

Gibbons 30 Under 30 Award recognizes his excellence in the kitchen and his commitment to others both in, and beyond his primary work place. In October 2018, Gibbons enrolled in the Canadian Armed Forces and is currently completing basic training on weekends, and as a devoted husband and father of an energetic 2-year-old daughter, he endeavors to do it all while modelling good citizenship and a joy for life. As an active member of the Culinary Federation’s Oakville branch, Spencer also volunteers when the branch takes on community support and charitable events.

Spencer Gibbons, left, and Steven Benns

SKILL BEYOND THEIR YEARS An impressive display from two junior chef-members from the CF’s Oakville THE CULINARY Federation’s Central Region Young Chef Competition took place at Humber College in March, and the show of talent was incredible.

Shining bright were two young chef-members of the Oakville branch, Minh Ngoc Tran and Lei Dai, who placed first and third respectively. With her victory, Minh earned the right to represent the central region at the Culinary Federation’s National Young Chef Competition. Chefs Hat and King Cole Duck hosted the event.

Both Minh and Lei are students of the Culinary Management Program at Centennial College, and are supporters of the student satellite branch there. Many thanks to chefs Rene Chauvin and Sam Glass — two of the many amazing professors at Centennial who continually support the growth and development of their students.

UPDATES

EAST COAST EDUCATION Atlantic Canada and Quebec are producing talented young chefs. Given the calibre of the culinary schools, there’s no wonder why CULINARY SCHOOLS are the cornerstone of the industry and the federation. They provide a skilled work force, professional development opportunities for chefs and a gathering place for networking, giving young chefs the opportunity not just to develop their skills, but to find kitchens to practice them in as well. Luckily for us — and diners in eastern Canada — there’s no shortage of great schools training young adults to get on the ground floor of the industry. Below, a list of some of the best schools in eastern Canada.

Newfoundland The College of the North Atlantic has culinary programs spread across five campuses. The programs include a 34-week cook certificate, a two-year advanced diploma in cultural culinary arts and tourism and a retail meat cutter certificate program. To find out more on these programs visit cna.nl.ca.

Prince Edward Island The Culinary Institute of Canada is part of Holland College and has a campus in the heart of Charlottetown. It offers a two-year diploma in culinary arts and a one-year certificate in pastry arts. The Tourism and Culinary center is also home to Canada’s Smartest Kitchen and the National Youth Culinary Team. For more information visit hollandcollege.com.

Nova Scotia The Nova Scotia Community College has four different programs over six campuses across the province. These programs include a one-year culinary skills certificate, a two-year diploma in culinary management, ship’s cook certification training and a one-year pastry arts certificate. The Provincial Apprenticeship program for cooking is also instructed at these campuses. Check out nscc.ca to find out more about these programs.

34 Summer 2019 | Canadian Restaurant & Foodservice News

New Brunswick New Brunswick Community College has three culinary programs at two campuses, with a one-year cooking and culinary arts program, as well as a two-year culinary arts management program. NBCC also offers College 4 Kids summer camp programs with a focus on cooking, baking and culinary skills.

For more information about culinary training in New Brunswick, visit nbcc.ca.

Quebec The Institut de tourisme et d’hôtellerie du Québec is one of many culinary schools in Montreal. There’s no shortage of specializations available, with classes on cucina italiana, contemporary professional cuisine, cuisine and gastronomy, professional pastry making and advanced culinary arts all on offer. The Institut also offer a wide range of workshops and master classes for professionals who want to hone their expertise and enhance service at their own establishments.

Information on these programs go to ithq.qc.ca

STRETCHING THE

Daypart

New generations are making for a new kind of lunch

By Mark Jachecki

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primary drivers of growth for this d ay p a r t w it h 5 6 m i l l i on m or e occasions than last year.

WHERE TO EAT?

At the 2019 Terroir Symposium, I noticed a seemingly neverending supply of breakfast sandwiches coming from the kitchen. Along with some of my Gen X colleagues, I couldn't help noticing how our younger lunch companions lustily devoured these tasty sandwiches. It’s not that we were unfamiliar with breakfast sandwiches; we’re just used to eating them at breakfast.

But all-day, breakfast-for-lunch is increasingly the norm, and it’s being driven by younger generations with different priorities. Canadians, like most people, are creatures of habit when it comes to lunch. But these habits are different, demographic to d e m og r aph i c , a nd t hey i n clu d e differences in what consumers eat and drink, and when. According to data from NPD Crest, which continually t rack s c onsu mer us e of U. S . restaurants, the traditiona l peak lunch time is between 12 and 2 p.m.

It ’s no g reat surprise, since the traditional work day still tends to revolve around a nine-to-five schedule with a lunch break somewhere in the middle of the day. Over the last few years, however, lunch has been getting pushed later into the day.

When we look at compound annual growth rates in traffic at Canadian foodservice, the data demonstrates that the largest increase in lunch is now at 3 p.m. In other words, lunch is creeping into traditional afternoon snack territory, with the 3 p.m. time slot experiencing the strongest annual growth on average. The noon hour, however, still holds the highest proportion of consumer visits at 45 per cent.

Using NPD data to go deeper, we know that the 3 p.m. eater is most often a single-party consumer having a quick working lunch. In fact, this single working consumer represents just over half of the traffic occasions during this hour. Although they only represent 20 per cent of the lunch market collectively, younger and older Gen Z consumers have been the

36 Summer 2019 | Canadian Restaurant & Foodservice News

On-premise occasions continue to drive growth at lunch, which saw 37 million more occasions than last years, with a five per cent compound a n nu a l g r ow t h r at e . H owe ve r, delivery continues to be the fastestgrowing access mode when it comes to Canadian foodservice. Delivery has been growing by eight per cent on average and experienced strong double-digit volume growth on the year, even though it only represents two per cent of lunch traffic occasions overall.

In my experience, ful l- ser v ice r e s t a u r a nt s h a ve a l w ay s b e e n cha l lenged when it comes to competing for lunch business. This is mainly due to the price points, brick-and-mortar locations and the time that it takes to eat a sit-down lunch. The top items ref lect that c on c er n w it h t he m o st volu m e growth at FSRs being seafood, nonfried vegetables and East Asian and S outheast Asia n f lavours — a l l relat ively qu ick to prepa re a nd g e n e r a l ly h e a lt hy. T h ey ’r e nevertheless dif ferent than other segments.

LUNCH

Retail-based foodservice is becoming increasingly important.

Establ ished bra nds outside of foodser v ice a re i ncreasi ngly investing in it, including grocery, clothing and furniture retailers. I was shocked when a friend of mine told me that she grabbed lunch at a Shel l gas station before a work meeting. Then I went to Nordstrom’s and had a coffee and a crème brûlée.

Foodservice is becoming increasingly i mpor t a nt component to bra nds outside of the industry. The retail segment will always have hot dogs, sausages and fries available, but the top items that show the strongest volume growth most recently are surprising: side salads, salty snacks and, again, non-fried vegetables.

This indicates that our interest in perceived health and wellness is evident even when purchasing food at retail.

When it comes to non-alcoholic beverages at lunch, we continue to see a mix of caffeinated beverages, like coffee and tea, carbonated soft drinks and healthier options like milk, water (both tap and bottled), and juice.

Specialty coffee, tap water and iced tea in particular made signif icant gains, while juice, though still in the lunch beverage top 10, suffered a steep volume decline.

ALL GROWN UP

For the last five years, everyone has been on pins and needles trying to better understa nd Mi llennia l consumers. Now that generation is gradually transitioning into lives as parents, and their cares and concerns are changing with them. It ’s an opportunity, and the industry will have to both re-establish who the Millennial consumer is and set its sights on the next large demographic, Gen Z, which is now entering the workforce. GenZers tend to meet up for a late breakfast in a group or have a quick late lunch at their favourite QSR, and as their lives progress, they are only going to get busier. Soon they will be going food shopping, and when the opportunity arises to go to a FSR, they will likely continue to eat quickly and explore globa l trends with strong, bold flavours, either alone or with friends.

The lunch daypart is changing along with the generations that engage with it, and that shift demands operators’ accommodate them if they want to remain relevant. Operators need to consider grab-and-go food offerings, as we l l a s h e a lt hy l at e b r e a k f a s t offerings. Lunch has already been pushed to 3 p.m.; maybe there’s room for a 2 – 5 p.m. menu. Depending on your food platform I think either option could be a potential winner.

Top lunch foods by index Deli Sandwich 180 Soup 159 Chicken Sandwich 159 Burgers 155 Main Salad 141 Side Salad 116 French Fries 139 Pizza 83 *Indexed against total Commercial FS traffic

Chef Jachecki is a consultant with the NPD Group and a chef-professor at Humber College.

Top Movers in QSR Breakfast Sandwich 57.9% Pizza 6.1% Main Salad 22.9% Side Salad 5.6% Steak Sandwich 27.8% Other Sandwich (category other than chicken) – 40.2%

www.restobiz.ca | Summer 2019 37

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By Heritage Parts Canada

When it comes to mobile technology, foodservice tends to lag behind other industries, but the good news is it’s now rapidly catching up.

Top-of-the-line service companies are typically the first movers when it comes to mobile technology. For some time now, techs have been utilizing rugged laptops, tablets and smartphones. These tools are linked into their company’s operating systems, enabling those in the field to have immediate access to necessary information that makes their job easier and more efficient.

Still, it’s not always easy. With the large number of foodservice equipment manufacturers and a fragmented industry, even trained techs need assistance with taking the correct steps to access the necessary information for repairs. This is where mobile technology can be most beneficial. Just two years ago, five per cent of the traffic on Heritage Parts’ site was accessed with mobile devices; today that number is between 30 and 40 per cent and increasing rapidly as the industry converts to using these vital tools.

It’s not just about buying the part that’s needed. Today, technicians need to be wellequipped to service their customers, from ordering components to billing customers and signing necessary paperwork.

Fortunately, one tool is all that’s needed to accomplish these and many other tasks using apps and online portals.

The benefit of Heritage Parts’ free mobile app is, whether used on a tablet or smartphone, it can be opened immediately to search for what’s needed. It’s all about efficiency. The app is created for foodservice techs and engineers in the field to get the job done with minimal steps or hindrances.

Creating a way to make buying simple is where Heritage Parts’ My Equipment360 comes in. With this technology, customers can log all of their equipment onto their account. Then, when looking for a part or service manual they simply click on the equipment their looking at, which includes all the necessary information, such as manufacturer, model and serial number as well as the exact location of the unit in the event the operation has m u l t i p l e locations. This provides the peace of

mind that the repair will be done right the first time.

Everyone knows time is valuable in foodservice. With this technology, a smooth operation is almost guaranteed and customer service is taken to the next level. Forget about old school maps and pen and paper. Techs can plug a laptop into a service truck console for the fastest route to their next appointment. Or they can get immediate access to the customer’s name and number if they’re running behind or to provide an arrival time. At the service call, the tech can easily pull up a manual of researched parts, clock his time for billing, write notes down and it’s all integrated in one system.

The goal with equipment repair and replacement parts is to verify and buy.

Technology is not always about the bells and whistles, but instead should be easy to use and make tasks simpler. It’s all about confidence. When it comes to foodservice equipment, the worst case scenario is not being able to fix the problem.

This piece was first published on heritageparts.ca www.restobiz.ca | Summer 2019 39

FISH

p a Tr

Huge numbers of species are often lumped together under one name, a practice that undermines efforts toward making fisheries sustainable. But chefs — if they want to — can drive positive change

By Scott Wallace

Chefs are influencers. When they become infatuated with an ingredient, in time it tends to filter down into our daily lives — think kale and pomegranates — and there’s no shortage of new trends. But with seafood, most diners are only aware of a few highly valued and well-known species, like Atlantic lobster, halibut, sockeye salmon or Chilean seabass, while the true diversity of the world’s wild-caught seafood remains unknown to the average consumer.

40 Summer 2019 | Canadian Restaurant & Foodservice News

FOODSERVICE FOCUS Instead, larger volume species often get lumped into broad commodity categories such as cod, snapper or sole, which actually represent hundreds of different species. Taken together, they comprise the general whitefish market and are considered interchangeable, competing among themselves and with imported farmed substitutes such as tilapia and catfish. As a result, despite the species ranging widely in quality, flavour and environmental performance, they are sold at similar basement prices to the consumer. Imagine if different craft beers were being mixed together and sold on the cheap as generic beer — this is exactly what we are doing to our last truly wild food source. This commodity trap drives prices into a downward spiral and ultimately provides very little revenue to the harvesters.

Although seafood is sold as a commodity, there is no food more individually unique than a wild seafood product. Wild fisheries catch thousands of distinct species from a variety of marine ecosystems. The flavour and texture profiles vary hugely among species and even within a species – influenced by time of year, depth and regional geography. They also vary hugely in their environmental performance. Species caught in a single fishery can range in status from sustainable to threatened. Likewise, the catch of a single species using one type of gear might be sustainable, while the same species caught by a different type of gear is not.

In order to improve or ensure the sustainability of their products, harvesters need to change the way they fish and those changes will incur costs. If harvesters can’t sell their fish for a premium in turn, the economic incentive for sustainability gains is lost. It’s a commodity trap, and it’s undermining hard-won gains in sustainability, and threatens future progress.

Adding to the problem is that seafood, compared to other food products, has lax labelling and traceability laws resulting in commodity seafood being transported around the globe with limited product information. Even the species name and country of origin are not typically associated with commodity seafood, which further solidifies the notion of these bulk production fishes being akin to chicken. That is, the broad names uphold a misguided perception of universal uniformity.

Breaking out of the commodity trap requires differentiated products and a market discriminating enough to care and pay a higher price. Many commodity fish species have quality and flavour attributes rivalling the better-known and highly valued species, but they are simply unknown to consumers. Basic information about the product including a correct species name, country of origin and sustainability information is a fundamental requirement to at least attempt differentiation, and in turn justify a price increase.

Canada’s waters are home to a diverse assemblage of species that are currently sold into commodity markets. Over the last two decades the British Columbia groundfish fishery, as well as other fisheries in Canada, have made tremendous progress toward sustainability despite the additional costs of such as catch monitoring and other compliance measures. Despite these changes, many of the harvesters are receiving less per pound than they did for their catches in the 1990s, and that’s not even adjusting for inflation or the increased cost of modern commercial fishing. For many seafoods, the business of environmental sustainability isn’t economically sustainable.

In British Columbia, the multispecies groundfish fishery developed a traceability solution that enables it to track dozens of

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FOODSERVICE FOCUS different species of groundfish back to the vessel. The KnowYour.Fish platform maintains key pieces of information about a fish along the supply chain by attaching a unique, brandable and marketable Catch ID that provides specific information about individual products, like who caught it, where it came from and its sustainability rankings. Whether you care about quality, sustainability, location or simply understanding what you are purchasing, the Catch ID can help.

Although the KnowYour.Fish platform has been operational for over a year, demand for the non-commodity products is only now gaining momentum. The concept of better labelling and traceability is straightforward; operationalizing this within a system designed for commodities is a challenge. When a load of fish is brought from the boat to the processing plant there could easily be seven species of Pacific rockfish and three species of sole, and the next boat might have another two species of rockfish and another species of sole. In order to maintain the information associated with each type of fish, the harvester and processor incur additional costs, but if there is no difference in the

demand for the product after processing, there is no economic gain. Without the economic gain, processors and distributors won’t make the differentiated product available and consumers won’t know there is an option. What to do with the catch 22?

It's at this point that Canada’s chefs can start influencing and demand specific species caught in specific ways to serve to their customers. It’s not just the moral high ground — there is considerable value to be gained for the foodservices industry. For starters, replacing exceptionally high-value species like halibut with lesser-known and less expensive seafood can save money without sacrificing on quality. Sourcing sustainable and traceable seafood, and labelling it well, supports healthy, prosperous oceans and satisfied customers.

Traceable fish can appeal to consumers

looking for sustainable products or those wanting to support products from Canada.

It also offers you brand protection by mitigating the risks posed by sourcing environmentally and/or socially unsustainable, and even fraudulent, seafood. In turn, the producer communities supplying the products will start to see the pay off for their efforts. Moreover, menuing unique, wild-caught fish can make any restaurant a standout amongst the restaurant-going set.

If wild seafood from Canada and the communities that provide it are to persist, more value needs to be placed on the lesser known wild fish species. It may take several years, but chefs are uniquely positioned to do their part by requesting and experimenting with decommodified products. After all, craft beer caught on — why can’t craft seafood?

Scott Wallace is marine ecologist and senior research scientist at the David Suzuki Foundation, where he focuses on at-risk marine species. He’s been involved in marine conservation for 20 years as a scientist, teacher, author and activist, and also sits on several fishery advisory boards in B.C. Wallace earned his PhD in resource management and environmental studies from the University of British Columbia.The products mentioned in this article are available from Fisher Bay Seafood, Pacific Seafood, Albion Farms and Fisheries. Find them at pacificseafood.com, fisherbayseafood.com and albion.ca/.

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Chef David Cocker

Corporate Research Chef & Business Development Manager Reuven International Ltd.

DARK MEAT OR WHITE MEAT: WHICH SIDE ARE YOU ON?

There has always been a dividing line at the dinner table between people about to sit down to a roasted whole chicken: those who can’t wait for a slice of plump chicken breast, and those eager for a cut of a juicy, flavour-packed dark meat.

White meat has been more popular for decades, but Canadians are increasingly going to the dark side, which means foodservice operators have to adapt to everchanging customer demands. Reuven International Ltd., is at the forefront, providing the innovative poultry products that Canadian consumers are requesting.

What causes that divisive difference in colour between dark and white poultry?

The dark colour in thighs, drumsticks and legs comes from a compound called myoglobin, which is developed by oxygen flowing into the frequently-used muscles needed for walking and standing. The more myoglobin, the darker the meat, and the more nutrient-rich it becomes.

Since chickens spend most of their lives standing, their legs and are constantly working hard to support the chicken and build a good amount of intramuscular fat, similar to a nice fat marbled steak.

Inversely, since chickens don’t fly, the breasts and tenders contain only a small reserve of myoglobin, resulting in a significantly leaner, protein-packed upper muscle group. Breast meat muscles do not use myoglobin for energy — they use glycogen, a carbohydrate. As a result, they don’t require the same quantity of oxygen as dark meat, and less myoglobin as well.

D e s p i t e d a r k m e a t ’s g ro w i n g popularity, the preference for white meat is enduring, with more than 50 years behind it. Chicken legs used to be perceived as tough and chewy, while chicken breasts were marketed as being 99 per cent fat-free, high protein and low calorie, which is largely true, but a bit misleading. In actuality, white and dark meat are both excellent sources of

protein, phosphorus, niacin, Vitamin D, calcium, iron and zinc.

Dark meat may even be a bit healthier. It is richer in many nutrients than white meat, with abundant quantities of vitamins A, K, B6 and B12, as well as riboflavin, thiamine, folic acid, pantothenic acid and minerals like phosphorus and selenium. Since it’s less popular dark meat, it also provides a

sense of distinction from the familiar, home-cooked chicken breast. It’s rich and flavourful, and its intramuscular fat keeps it juicy and tender, which enables foodservice operators to provide a better eating experience for customers, no matter the type of operation they’re running.

Still, preferences for white meat and dark meat remain, so foodservice operators can’t take sides, and neither can Reuven International Ltd., which provides innovative, gourmet poultry products for both sides of the great divide. For white meat lovers, options such as a battered chicken breast chunk, breaded mini fillets, oven-roasted 90-gram chicken breasts and grillmarked low sodium chicken breasts will all appeal. For the darker side of the spectrum, Reuven also producers crispy breaded thighs, and chicken karaage — a lightly-battered and Japanese-style deep-fried chicken. Reuven offers a lineup of products that are fully cooked, halal certified and perfect for any customer, whether they prefer white meat or dark.

Chef David Cocker is the Corporate Research Chef at Reuven International, the global poultry experts.

With a wealth of culinary creativity, industry expertise and a unique culinology research chef background, he helps create innovative recipes, does detailed product analysis and leads customer ideation sessions from their state-of-the-art test kitchen. For more information about the latest trends in the poultry industry call 416-929-1496 or visit www.reuven.com.

44 Summer 2019 | Canadian Restaurant & Foodservice News

Your Natural Choice Our Reuven Naturals line of fully cooked chicken products are made with hand trimmed whole chicken breast using only simple natural ingredients.

Reuven Naturals contain NO artificial preservatives, flavours, colours or sweeteners.

• Made with simple, natural ingredients • Made with NO Gluten containing ingredients • NO added nitrites • NO phosphates • Chickens are grain fed with NO animal by-products • Certified humanely raised chicken • Halal certified

www.reuven.com

READY FOR RTD? Once a poor substitute for the real thing, the ready-to-drink cocktail segment is quickly getting crowded with artisanal concoctions that can rival your bartender’s best

By Samantha Biljan

Beyond having pre-made, infused simple syrups and bitters, bars have been offering entire cocktails on tap for the past decade, as well as pre-batching and freezing larger quantities. Now companies and enterprising restaurateurs alike are taking the concept even further, streamlining the process by having their cocktails bottled and canned in single serve ready-to-drink (RTD) formats. The reason for all this? RTD cocktails are easy to stock, cost effective and they’re crafted in an artisanal way that ensures they’re just as polished as the ones bartenders are shaking and stirring.

46 Summer 2019 | Canadian Restaurant & Foodservice News

BEVERAGE

RTD cocktails in 2019 have changed from the overly sweet ones of yesteryear. They now run the gamut from health-conscious hard seltzers (low in sugar and calories) to boozy classics like manhattans, negronis and martinis, to handcrafted drinks — some are even canned with the exact amount of water added to mimic the barelymelted ice of a freshly-shaken confection. With the help of Datassential’s MenuTrends, which tracks more than 500 Canadian menus and nearly 5,000 U.S. operators, let’s look at some of the fastest-growing cocktail ingredients, giving insight as to the future of RTD cocktails.

HARD TONICS AND SUMMERY SELTZERS

The substantial rise in hard seltzers and soda waters over the past few years leans heavily toward health-conscious consumers, and for good reason. These beverages appeal directly to what many consumers want to see in a purchase: sparkling, refreshing flavours that are low in sugar and made with clean ing redients.

Straightforward and often gluten free, consumers don’t have to think too hard about choosing the healthier option. Truly Hard Seltzer has capitalized, hitting the seasonal mark with its canned lemon and yuzu hard seltzer. Yuzu, a grapefruit-like citrus fruit, is up 366 per cent over four years on Canada’s beverage menus.

Hard seltzers and tonics are some of the easiest offerings for restaurants and distributors alike.

Unique herbal bitters, and light, clean spirits that appeal to an aperitif mindset make for a simple and winning combination, and give customers a healthier option that they can indulge in without the added caloric guilt.

LOW ABV, HIGH FUNCTIONALITY

The vast majority — 90 per cent — of today’s consumers say they’re interested in functional foods, according to Datassential’s Functional Foods Keynote Report. An opportunity to improve health simply by eating or drinking (and social drinking at that) is more appealing than ever to consumers in a fast-paced world.

Kombucha, the vinegary, fermented tea that originated in China as early as 221 BC (where it was known as the “Tea of Immortality”), is packed with plentiful bacteria that are said to improve gut health and promote digestion while having a relatively low amount of sugar. Having risen to Western consumer consciousness less than a decade ago, new flavoured varieties, floral variations and herbal infusions have entered the RTD space, often in vibrant glass bottles. In Canada alone, kombucha has seen 532 per cent growth on menus in a scant four years. Now, hard kombucha has taken the stage, usually maintaining

a low ABV to refrain from negating all the health benefits associated with the beverage.

A current pioneer in the hard kombucha scene is Kombrewcha, a canned, organic hard kombucha with 4.4 per cent ABV and flavours like royal ginger, lemongrass lime and berry hibiscus. After rebranding and lowering Kombrewcha’s alcohol content, the company plans to expand its product range this summer to further broaden its appeal.

Functional, high-quality mixers have also become a sought-after offering, with some brands capitalizing on the trend. Along with its namesake, Ficks Hard Seltzer makes vitamininfused, small batch mixers.

Interest in adult beverages that don’t do damage the next day is expected to keep increasing as functional drinks storm retail.

Restaurateurs can play with how far into the crafting they want to go, making kombucha in-house and then pre-batching drinks, for example, or sourcing a crafted mixer and creating a functional cocktail that skips the usual severalstep assembly.

SPIRIT-FORWARD CLASSICS

With elements that are easy to batch and don’t require minutes of muddling, classic cocktails have been on tap at cocktail bars for a decade or more. Barchef, a Toronto bar known for its innovative drinks, has partnered with Stillwaters Distillery on its own label, Barchef Project. The brand elevates the tried and true old fashioned with its toasted old fashioned that incorporates some trending additions to its ingredient list, including maple syrup, which is up 118 per cent over four years on Canadian menus, and toasted chamomile, up 67 per cent in the same time. The desire for strong, spirit-heavy classics isn’t going anywhere, but the origins of its components are starting to shift on menus. For example, Japanese whiskey has risen by more than 400 per cent in four years on U.S. menus, leaving room to continue innovating.

Operators can rely on pre-batched tried and true cocktails to do much of the work during a busy night. Unique additions can help maintain guests’ interest, like a dash of sour cherry bitters to a canned manhattan in a nod to the cocktail’s usual maraschino garnish.

NEVER-ENDING BRUNCH

Breakfast is the most important meal of the day — well, at least that’s how the saying goes.

Brunch, however, has seen a renaissance like no other, spurred on by Millennials seemingly keen on expanding the daypart and with no signs of slowing down. Tomato juice is a good indicator that brunch is nowhere near over. It www.restobiz.ca | Summer 2019 47

BEVERAGE

art. fully. aged.

has increased 27 per cent in just the past year and over 1000 per cent in the past four years on Canadian menus, thanks in part to steady growth of flavourful, RTD Bloody Marys and Caesars.

The RTD category has already capitalized on non-alcoholic, tomatobased mix-ins, but has now expanded to include the whole late-morning cocktail segment. Cutwater Spirits’ mild Bloody Mary with a 10 per cent ABV is a case in point, demonstrating the segment isn’t just left to larger brands like Smirnoff and Mott’s. Mimosas, another favourite of the daypart, are also enjoying success across retail. After strong sales with a bottled classic orange mimosa last year, the discount chain grocery store Aldi recently introduced a new pineapple flavour.

For brunch, customers are more willing to opt in on beverages when they have premium qualities outside of basic juices.

Restaurants can capitalize on this: Bloody Marys and Caesars still have endless iterations to go with an eye toward newly trending spices, peppers, and customizable add-ins, while mimosas can easily blend in the favoured juice of the hour.

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MAKE IT SPECIAL, PLEASE

Not all drinks can be done in RTD format — forget egg whites — but just a few finishing touches, like a garnish or splash of fizz keeps the inspirations fresh and endless. Of course, not all customers will be pleased with what some consider a slightly pared-down experience, given that many consumers consider having a cocktail to be an event. Seventy-seven per cent go out of the home for drinks, according to Datassential’s The Future of Drink Keynote Report, which conducted an online survey of 3,762 consumers and 115 mixologists in the U.S. Many appreciate feeling catered to, building a relationship with an attentive bartender and having an overall more elevated experience than cracking a can denotes.

Still, some may prefer the speed and efficiency the pre-made cocktail offers, reducing wait times in crowded venues. The consistency that a thoughtfully batched cocktail provides, along with a splashy and aromatic or refined and elegant garnish, keeps just the right amount of intrigue for even the most selective imbibers. Change will likely be as much in operators’ hands as customers. Diners and drinkers will become more familiar with the RTD category as restaurants continue to menu it, and will likely seek out and even expect these same options in their favourite restaurants in due time.

Consumers are more in tune with their cocktail choices than ever before, and willing to pay the premium if every box is checked on their personal list, including health, sociability, gluten free, paleo, sustainable sourcing and small batch artisanal, to name a few. Mixologists and distributors keen to develop for the RTD category or use it in-house can make easy and simple changes following basic principles that are likely to please discerning customers: make it functional and clean, or an über-premium classic. If you can, do both.

Samantha Biljan is an Analyst on the Product Excellence team at Datassential, the leading supplier of trends, analysis, and concept testing for the food industry. For more information about any of the data or reports mentioned in this article, contact Biljan at samantha@datassential.com.

48 Summer 2019 | Canadian Restaurant & Foodservice News

ADVERTISING FEATURE

Yield: 8 Servings Ingredients: 2/3 cup Grapeseed oil 5 oz Shallots, sliced 5 oz Lemongrass, trimmed and sliced 12 tbsp Club House Thai Kitchen Green Curry Paste 2 each Green jalapenos, sliced and only ½ of the seeds removed 1 each Ginger, peeled and sliced 1 ½ tbsp. Shrimp paste 6 tbsp Club House Garam Masala ½ bunch Cilantro 6 each Lime leaves, stemmed and minced 4 each Garlic cloves, roughly chopped 4½ lbs Pork cheek or shoulder, cut into large (5-8 cm / 2-3”) pieces 2.5 L Chicken stock, at a simmer 2 cups Tinned tomatoes, crushed ½ tsp Club House Sea Salt, French Mediterranean Garnish: 1 each Pineapple, sliced as thinly as possible 1 cup Cilantro leaves, picked

Instructions: This recipe was created for Club House for Chefs by: David Hawksworth, Chef Owner of Hawksworth Restaurant in Vancouver.

For the Jungle Pork Curry: Combine oil, shallots, lemongrass, Club House Thai Kitchen Curry Paste, garlic, ginger, shrimp paste, Club House Garam Masala, cilantro and lime leaves in the bowl of a food processor and pulse until smooth. Transfer pork to a large bowl, add marinade and mix thoroughly to coat. Cover and transfer to the refrigerator for 12-24 hours. Transfer pork and marinade to a large saucepan or dutch oven on medium heat and cook, stirring frequently, for 20 minutes. Add the stock and the tomatoes, stir well, and return to a simmer. If the pork is not completely covered, add up to 1 L (1 quart) water, and stir again. Cook uncovered on lowest possible heat until meat is tender and yields easily when pierced with a fork – about 2 hours. Adjust seasoning to taste.

For Serving: In a small/medium sized skillet, place jungle pork curry and garnish with pineapple and cilantro.

Heat up your menu with Piri Piri Seasoning Club House’s Piri Piri Seasoning blend is reminiscent of the famous sauce from Portugal and it’s a good thing too, with 27% of consumers likely to order Mediterranean dishes more than once per month*.

This rich and unique combination of warm earthy spices, lemon, lime, herbs and vegetables easily adds a spicy, tangy character to a wide variety of dishes on the menu. For menu inspiration and product information, visit www.clubhouseforchefs.ca.

2017 Canadian Ethnic Food and Beverage Consumer Trend Report, Technomic.

CRUNCHING NUMBERS

Waste Not

FOOD WASTE IS ENDEMIC IN FOODSERVICE, BUT OPERATORS THAT WORK TO REDUCE IT CAN MAKE A POSITIVE IMPACT

By Lori Nikkel Remember doing word problems in math class? Here’s one about food waste that will help you understand how it’s currently measured in much of the Canadian food value chain: Jan makes a chocolate cake for a dessert buffet. The cost of ingredients is $22, plus Jan paid an assistant for two hours at $14 per hour. The cake isn’t eaten, so Jan throws it in the garbage. The garbage bag cost 20 cents. What is the total cost of the uneaten cake? Is it $22, $50 or 20 cents?

If you answered $22 or $50, you’re incorrect. Standard food industry practice is that the value of the wasted cake is based on the cost of the fee to dispose of it, so the “correct” answer is 20 cents. (If you answered, “Why would Jan throw an entire cake in the garbage?” then you’re on your way to becoming a food rescuer.)

In case you thought that the wasted cake example above is exaggerated for effect, consider these recent research findings from Second Harvest: an astonishing 58 per cent of all food produced in Canada — 35.5 million tonnes — is lost or wasted at all points along the value chain. Thirty-two per cent of that — 11.2 million tonnes — is composed of potentially rescuable and edible food.

That 11.2 million tonnes of avoidable loss and waste is the result of, among other practices, surplus milk going into sewers, thousands of acres of produce being plowed under due to cancelled orders and fish caught then tossed back into the sea to die because they don’t match the quota. It’s millions of tonnes of food that could be rescued but isn’t, and it’s enough to feed every single Canadian for five months.

The hotel, restaurant and institutional foodservice sector in Canada is responsible for 1.44 million metric tonnes of that waste. Loss occurs when restaurants have poorly managed prep or plate waste, or offer over-abundant buffets to diners who over-fill their plates and leave the excess uneaten. Both individual consumers and the food supply chain have created a culture of accepting waste even though there is no business case for it — and certainly no social or environmental one.

It’s hard to justify throwing away edible food when one in eight Canadian households struggles to put food on the table. Food decomposing in landfills creates huge amounts of CO2 and methane, known contributors to climate change, and that’s after the environmental impact of the gas, electricity, water and human labour used to produce the food in the first place.

Why has food waste become standard operating procedure, despite its deeply negative impacts? As the old saying goes, “You can’t manage what you don’t measure,” and there is very little consistency in measuring, valuing and monitoring food loss and waste. But for many businesses, it’s easier to send food to landfill and, combined with low tipping fees, managing excess responsibly can seem like the costlier option. We also have come to see food as just another commodity, not as something intrinsic to supporting life and improving health.

We have to stop treating food waste as merely a garbage issue and recognize it as the global calamity it actually is: according to the UN’s Intergovernmental Panel on Climate Change, we only have 11 years to control global temperatures before there is irreversible damage. Managing food waste is a key component of reaching that goal.

* Available at secondharvest.ca/research

Insight and Action Food waste is massive problem, but not insurmountable. Learn about the scope of the food waste crisis by reading Second Harvest’s The Avoidable Crisis of Food Waste*. Use that information and take steps to implement the report’s suggested solutions and actions for change.

Start a food recovery and donation program. Second Harvest has created FoodRescue.ca which connects food businesses to nonprofits in their area who can pick up rescued food for use in community meal and nutrition programs. Go to foodrescue.ca/businesses — it’s easy to use and free to join.

In a crowded marketplace, a business that can deliver a quality product and provide triple-bottom line benefits has an advantage. Consumers are increasingly making choices not just based on value-for-money and quality, but on the values that an organization embodies. Guests want to feel good about where they eat, so make it easy for them. It’s possible to change the culture of waste, one kitchen at a time. You can have your cake, and you can rescue it, too.

As CEO of Second Harvest, Canada’s largest food rescue organization, Lori ensures that thousands of tons of nutrient-dense, surplus food is diverted to social service agencies every year. Lori also advised on the development of Ontario’s Food and Organic Waste Framework and is a member of the Management Board of the National Zero Waste Council.

As CEO of Second Harvest, Canada’s largest food rescue organization, Lori ensures that thousands of tons of nutrient-dense, surplus food is diverted to social service agencies every year. Lori also advised on the development of Ontario’s Food and Organic Waste Framework and is a member of the Management Board of the National Zero Waste Council.

50 Summer 2019 | Canadian Restaurant & Foodservice News

SHAKE, SAUCE OR DRIZZLE You can count on Lawry’s Wings Seasonings to deliver big, bold flavour to freshly cooked wings in a delicious, crispy coating. Just toss in the seasoning, then either sauce or drizzle with Cattlemen’s® BBQ sauce or Frank’s RedHot® to quickly create signature wing flavours. Together, they’re a winning combination!

For more menu inspiration, visit www.clubhouseforchefs.ca *Reg. TM McCormick Canada ®Reg. TM The French’s Food Company LLC. Used under licence.

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