May 2020 Vol 13 Issue 5
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New Zealand Hemp - Taste History! NZ GROWN FROM FARM TO TABLE
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editor’snote
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A GLASS HALF FULL Suddenly it was a dramatic change for our restaurant and café trade or was it ? Stressful yes, but not much of a change really. We’re back open again in one form or another after seven weeks of despair for the poor players and a time for contemplation for the good operators. Sure money is tough right now with debt mounting, unhappy staff and landlords all top of mind. But the change needs to be seen, evaluated and put in place. There would be few landlords with the courage to throw out their tenants and face many months of a big fat zero income. And we know of many who recognize that there is no real future in the institutional lease system where there is a basic rent that goes up every couple of years. Realistically, the hospitality’s leases must be turnover based and the industry needs to make that happen. From a staffing point of view, we have relied heavily on foreign youngsters on working holidays many of whom will now be going home and not quickly replaced. So there’s change there as well in picking up those thousands of out of work kiwi’s – but of course, will they do it rather than taking the
easy money from Auntie Jacinda. Of advantage to our industry is the rapidly changing food culture where formal dining has been replaced by a more casual restaurant structure with lower set up and operating costs meaning we can be back in business quickly – and hopefully lose some of those competitors who were a blight on the industry. Those were the ones who saw food and liquor as an easy dollar and temporarily dragged custom away from the serious players. Hopefully we have also seen the end of those faceless food critics as our customers become more self confident in their food choices and how it should be prepared. Being local, buying local and eating local is the new black and this may well provide fresh opportunities for out of central city premises to shine. One of the questions arising from the pandemic that the industry is facing is home delivery and those hefty commissions. How long will it be before our customers come back in-house and just what do we have to do to attract them. It’s all very well to cut prices and offer deals, but that doesn’t give us the catch-up needed. And certainly we don’t need the delivery commissions cutting into already slim margins. Despite the chaos of the last seven or so weeks , there is hope and sunshine around the corner. Providing top meals that only the best of our chefs can prepare is certainly a start along the recovery road. The customers will come back, the landlords and the suppliers will help and the grey hairs can always be dyed. caitlan@reviewmags.com
READ ONLINE
the number’s
Almost 250,000 Kiwis have registered with the NZ COVID Tracer app, however 1 million need to download it for it to be effective.
There are 2,023 vineyards in New Zealand that have just celebrated a stellar 2020 harvest.
In the country’s first 24 hours at Alert Level 3, McDonald’s sold 300,000 burgers.
www.restaurantandcafe.co.nz Caitlan Mitchell Editor caitlan@reviewmags.com
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20 Tech Bytes 26 FBT 28 Top Drops 30 Meet The Chef
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RESTAURANT & CAFÉ SUPPORTS 100% OWNED Chairman: Peter Mitchell, peter@reviewmags.com Publisher: Tania Walters, tania@reviewmags.com General Manager: Kieran Mitchell, kieran@reviewmags.com Group Managing Editor: Sarah Mitchell, sarah@reviewmags.com Editor: Caitlan Mitchell, caitlan@reviewmags.com Staff Writers: Sophie Procter, sophie@reviewmags.com Advertising: Caroline Boe, caroline@reviewmags.com Senior Designer: Raymund Sarmiento, raymund@reviewmags.com Graphic Designer: Debby Wei, debby@reviewmags.com
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ISSN 2422-9601 RESTAURANT & CAFÉ: Suite 9, Level 3, 20 Augustus Tce, Parnell, Auckland PO Box 37140, Parnell, Auckland Tel (09) 304 0142 or Fax (09) 377 2794 Restaurant & Café is published monthly under license. Please direct all enquiries and correspondence to Restaurant & Café. The opinions and material published in this edition of Restaurant & Café are not necessarily those of the publishers unless specifically stated. All material appearing in Restaurant & Café is copyright and may only be reproduced with the consent of the publisher. Copyright 2020
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CORKER WINE HARVEST DESPITE COVID-19 New Zealand’s wine industry pulled off an incredible harvest this year, despite the outbreak of COVID-19 and the subsequent restrictions which created a unique set of challenges. First, there were workers, mainly from Italy, who could not arrive for harvest as their country had already been hit hard and closed its borders. While some handpicking started in February, harvest kicked into full speed at the beginning of March. New Zealand went into lockdown Alert Level 4 during the most crucial time for the harvest at the end of March. The production and processing of food and beverages was deemed an essential service, which allowed the industry to continue harvesting, albeit with strict protocols. Communication that came from New Zealand Winegrowers helped vineyards understand how to meet the Ministry for Primary Industries (MPI) expectations. Provisions were put into place such as staff being moved into isolated accommodations like single motel units and vineyard properties, and shifts were split and vineyard and winery staff were unable to mix.
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Wine Marlborough’s 2020 vintage report stated the growing season was slightly longer and the temperature was cooler toward the end, which meant fruit had a fuller flavour. “People took it incredibly seriously. They recognised the privileged position the wine industry was in, and the risk of it being shut down at any time,” said Wine Marlborough general manager Marcus Pickens. “People were kept safe, the grapes got off the vines, through the presses and into their tanks and barrels, and the quality of fruit is incredible.” “An absolute vintage,” said Nick Buck, chief executive of Te Mata Estate in Hawkes Bay, who described its 2020 vintage as its best ever, thanks to a hot summer. “The quality has been incredible, mostly driven by the weather. It has been extremely dry and that benefits our grapes,” Buck said. “We’re thankful for such quality vintage, it’s something to look forward to during these tough times for New Zealanders and the market.” The wine industry is New Zealand’s seventh biggest export good, and in 2019, recorded a total export value of $1.86 billion.
SURVEY SHOWS IMPACT OF COVID ON CHRISTCHURCH
Over 63 percent of respondents to a recent survey of Canterbury businesses reported significant financial impacts from COVID-19. Over 21 percent are cited moderate impact, with over 7 percent citing minor impact. The data was gathered as part of a survey distributed to local businesses during Alert Level 3, by The Canterbury Employers’ Chamber of Commerce and ChristchurchNZ. The survey was sent to more than 4000 businesses and received more than 470 responses. The biggest challenges operating under Level 3 were cited as cashflow, lack of customers, and social distancing rules. Looking forward three months, 60 percent of businesses still felt that the cashflow impact would be profound. Staff numbers too will be affected, with around 30 percent of businesses believing their staffing numbers would have a significant negative impact. Exporters remained more optimistic, with 46 percent responding that there will be no effect on their sales. SME's Impacted Smaller businesses have been more impacted by loss of customers, and increased costs, while larger ones have been impacted by supply chain. The survey was commissioned to better understand the regional impact of the pandemic and changes during this time across different industries, and ensure support was focused appropriately. “All business segments have been affected by cashflow issues. Manufacturers in particular have had challenges around social distancing. Accommodation and Hospitality also expect to face challenges under Level 2 around increased costs of operating, social distancing and lack of customers, expecting to take many months to be back anywhere near full trading capacity,” said Canterbury Employers’ Chamber of Commerce Chief Executive, Leeann Watson. “We have engaged with over two thousand businesses over the last two months through our COVID-19 helpline and over email and 6,000 businesses in on our webinars, and
the survey results reinforce what we are seeing, namely the very real need for continued targeted financial support and the need for HR as we continue to see increased needs around support with restructuring, redundancy and resizing for businesses,” Watson noted. “We are, and will continue to, encourage Christchurch residents to spend locally. It is vital we retain and grow local spending to ensure sufficient cashflow, and ultimately support local jobs,” said Joanna Norris, ChristchurchNZ Chief Executive. Local Campaigns “We are launching a campaign aimed at encouraging local people to support local businesses and act like a tourist in their own city and region.’’ Businesses were asked where they could see further need for support. Again, cashflow was cited as a huge need, with some calls for increased Buy New Zealand Made marketing support. There were also calls around government procurement to support this, instead of a focus on least cost. The survey comments showed that continued support around restructuring remains important, and some businesses also identified mental health as an issue. A need for professional support remains high, as well as support through online tools. “Government advocacy. It feels like any challenge of the Government policies is being treated as treasonous. These are seriously important discussions for New Zealand’s economic and health futures. We need serious adult conversations on these challenging topics,” said one respondent. The Canterbury Employers’ Chamber of Commerce and ChristchurchNZ have worked jointly with partners to deliver urgent support for businesses affected by COVID-19. Those measures include the 0800 50 50 96 Business Support Helpline, additional business advisors, capability and advisory workshops (delivered remotely), and business mentors. For more information visit www. cecc.org.nz
THE IMPORTANCE OF MAINTAINING MEDIA STRATEGY THROUGH A PANDEMIC Should you advertise during a global crisis? It’s the resounding question businesses have been asking themselves. Many advertisers have chosen to reduce their ad volumes and spend, whether that’s due to the pandemic’s economic impact on businesses or as a choice to dissociate from wall-towall coverage of death and infection. However, this strategy of limiting advertising is not sustainable with new about COVID-19 here to
stay for at least the medium term. Reducing advertising now could have long-term consequences. Advertising during a downturn works, we know this from history. A report from Forbes magazine noted that during six significantly unstable global periods from the 1920s to the 1990s, companies that cut back on advertising during downturns lagged behind those that didn’t. In a 1985 study of 600 businesses, sales grew 275 percent more for
those who aggressively advertised. In 2009, Amazon sales grew by 28 per cent following the Global Financial Crisis, primarily attributed to them continuing to push the release of their game-changing Kindle. Kiwis might be nervous to part with money right now, but a study of recession psychology from the Harvard Business Review in 2009 showed that long term, consumers tend to take a more positive approach during a slump, knowing that they will spend again some time in the future. Rather than becoming invisible, advertising during a downturn
has the ability to portray business stability and instil confidence in consumers, Kiwis want to hear from their favourite brands. In moments of crisis, creativity can flourish. Increased time spent online and watching television has provided a great avenue, now is the time to show the value of effective advertising to grow your brand reputation and revenue. Don’t be afraid to tell your brand’s story of survival and resilience, but focus your message on how your you’re moving forward, your customers will navigate this new normal along with you.
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NELSON’S CHEESE CHAMPIONS Nelson cow’s milk, plus a Spanish style cheese made by a French cheesemaker equals a recently crowned champion cheese. Artisan Nelson producers Thorvald, Little River Estate and ViaVio were recognised at the recent NZ Champions of Cheese Awards, run by the New Zealand Specialist Cheesemakers Association. Thorvald’s curado, an aged, semi-hard cheese, was crowned the champion sheep cheese while the Little River Estate brie was awarded
the trophy for the champion soft white rind cheese. “Our customers know that our cheese is amazing, but for other cheesemakers to say, ‘this is actually outstanding cheese’, is really special,” said Virginnia Thomas, Thorvald sales manager. Thomas noted that the use of Oaklands milk in the Little River Estate brie contributed to its success. “It is so rich, so creamy, clean and amazing that it is a big part of why the cheese is as delicious as it
is. It ripens and develops beautiful mushroom and cauliflower flavours that you would expect in traditional brie-style cheese.” The cheesemaker behind Little River and Thorvald cheeses, Francis Bigot, took an innovative approach to his craft, using French techniques with a New Zealand flavour. “He’ll wash cheeses using his own homemade home brew and he has just made one using the yeast from chardonnay in the curd of the cheese, which gives it an amazing flavour,”
said Thomas. The ViaVio burrata, made from mozzarella and cream, was also awarded a trophy for the champion fresh Italian style cheese at the Champions of Cheese Awards. ViaVio was set up by Flavia Spena and her husband, Flavio Donati who moved to New Zealand from Italy in 2016. Their cheeses are manufactured in a small Washington Valley factory, also using Oaklands milk in authentic Italian recipes.
Source of Vitamin B12. Vitamin B12 contributes to the reduction of tiredness and fatigue. A varied, balanced diet and a healthy lifestyle is recommended for good health.
Be inspired at www.realfoods.co.nz 6
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THE FUTURE IS WHAT WE MAKE IT This year looks very different for everyone on many fronts and the impacts of these challenging times are being felt closely in the New Zealand hospitality industry. But the Nestlé Golden Chef ’s Hat Award is standing by the young chef community and is
excited to continue its support with a reimagined virtual competition for 2020. The Nestlé Golden Chef ’s Hat Award has a 55-year legacy in Australia as the most credible culinary competition for young chefs,
offering them the chance to elevate their professional development and employment prospects. This year introduces a new trans-Tasman element, with the competition launching here in New Zealand to support even more chefs.
Key details for the 2020 competition: • Enter as an individual chef • Submit a 3-min video showcasing an epic dish • 12 regional winning chefs from New Zealand and Australia selected • Plus 6 video category awards • Top 12 chefs compete in the grand finals (details to be announced) • 1 chef crowned Chef of the Year and awarded a $10KAUD cash prize • Cash prizes at every stage, with the overall winner receiving $10K! “There are a vast amount of people hurting in the industry right now and now, more than ever, is the time young Kiwi chefs need our support,” said Mark Clayton, Nestlé Professional Executive Chef. “The reimagined format will still offer young chefs the chance to keep elevating their skills and be a part of the supportive community that is
foodservice.” This is a great opportunity for young New Zealand chefs to make connections, elevate their skills and shape their future as chefs. Chefs can get involved at enter. nestle-goldenchefs.com.au Full details, including age criteria, on this year’s Golden Chef ’s at nestleprofessional.com.au/Golden-
Chefs.
intervention the open market price would likely have been no more than €10 per tonne, as opposed to the usual price of €150 per tonne. We have concerns about how this scheme can be effectively policed, and accordingly fear that many of the potatoes captured by this scheme may be procured by European processors at almost no value, converted into finished product and dumped into the Australasian market. In the meantime, New Zealand
will be considering will include shift reductions, temporary plant closures and potentially significant redundancies. As we exit the nationwide New Zealand lockdown, the local market for frozen potato chips will be extremely competitive, even without the added pressure of below-cost imports landing here. Like other sectors of the economy, every opportunity should be provided for the potato industry to recover from the financial devastation caused by the COVID-19 pandemic. Companies must be able to clear their inventories built up during the lockdown period and increase production to reduce their daily overhead recovery losses. Neither of those will happen if there is a huge surge in imports of frozen potato chips. That can only happen if local demand is first and foremost met through the supply of locally produced potato chips. Achieving that outcome will require some level of government intervention to dampen imports for a limited period of time. The New Zealand potato industry value is just over $1 billion dollars per annum. New Zealand processed potatoes account for 55 percent of the NZ potato industry value. 85 percent of all fries eaten in the country are New Zealand fries and only 15 percent of fries consumed are imported. Half of New Zealand produced fries are exported equalling $100 million.
If you think you can create a dish to wow the judges, go for it! Entries close Monday 29 June (close time 11:59 pm AEDT). Stay up to date on Facebook @goldenchefs and Instagram @golden_chefs
CALL TO STOP EUROPEAN INVASION Potatoes New Zealand is asking the New Zealand government to give urgent consideration to imposing short-term measures limiting the importation into New Zealand of heavily discounted frozen potato chips to avoid a food security threat. This follows the Australian Potato Industry’s move to do the same. New Zealand potato growers supply approximately 85 percent of the domestic market. A large proportion of potato chips (fries) are consumed in hospitality business, itself a vast industry which employs large numbers of people across the country. These venues have been closed for 2 months during Covid-19 Level 3 & 4 restrictions and even at Level 2, we are seeing partial openings and some smaller businesses (up to 25%) will close permanently. This has flattened the sales for NZ processed potatoes and fresh potatoes. Globally, the disruption of supply chains, and particularly sales to hospitality, by virtue of COVID-19 restrictions has led to the complete collapse of potato prices in major production centres, in particular the European Union (EU). This will shortly lead to extraordinary price reductions in frozen potato chips from the EU. It’s expected that a similar collapse will be seen in other parts of the northern hemisphere, in particular in North America. The EU currently have approximately 2.6 million tonnes surplus frozen fries.
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If urgent steps are not put in place to prevent it, New Zealand is likely to be swamped by imports of frozen potato chips at those extraordinary prices. That, together with the existing impact of the current pandemic will in turn cause the New Zealand potato-growing and potato-processing industries to suffer severe and prolonged damage. This may lead to potato growers planting alternate crops and in turn lead to a shortage of New Zealand grown potatoes, which given New
Zealand’s reliance on potatoes as a source of food, will represent a serious risks to food security. As an example of intervention in an individual European country, the Dutch Government is formulating a funding program earmarking €50 million to support potato growers who are confronted with a surplus of potatoes due to the decline in demand. Growers with a surplus will be able to offer these to a scheme which will then absorb the potatoes and pay the growers approx. €50 – €60 per tonne. Without that
producers of frozen potato chips have built significant stock levels and are already having to deal with an oversupply of raw potatoes. As a result, contracts with farmers for future potato production will be for reduced volumes, and at lower prices. Local processors may also have to make decisions around temporary closure of production facilities to deal with those increasing stock levels, with vastly reduced demand. The range of remedial action they
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worldplate
AUSTRALIANS STILL VALUE THE POWER OF TALK
Today’s headlines seem to be filled with fake news and data breaches and it’s has had a notable impact on consumer trust in new media. While it is true that Australians actively use digital media and frequently check their social media channels, they still trust traditional channels more. Australian’s prefer real-life conversations when it comes to sharing brand experiences and seeking recommendations. The findings come from a new Nielsen study in eleven markets, which highlighted the importance of traditional media for businesses looking for ways to allocate their marketing and advertising spend. When it comes to brand trust, Australians turn to traditional media outlets revealed Nielsen’s Syndicated Real Life versus Digital Life Report. Consumers viewed newspapers as the most trustworthy, with a trust-tousage index of 229. The trust to usage
index is the ratio of consumers who use the media most often to trusting the media most often. Outdoor/ billboards had an index of 150; magazines were 120, TV was 106; while internet/digital media had a much lower index of 74. Australian consumers might be actively engaging online, but wordof-mouth and real life conversations appear to have a stronger influence on consumers’ minds and, therefore, their purchasing decisions. Nearly half of the respondents surveyed confirmed that word-ofmouth influences them highly (versus social media), and more than half indicated real life conversations made an impact on their purchasing decisions. Word-of-mouth dominance over social media is ahead in Australia compared to markets. “Word-of-mouth has always been and remains one of the greatest enablers for marketers in the battle for
consumers’ hearts and minds,” said Sue Temple, Vice-President, Global Consumer Insights, Nielsen. “It is crucial to understand the way you can leverage its opportunities for your brand.” When consumers are impressed by an experience, they easily become brand ambassadors. Real-life conversations happen naturally and are an easy way for consumers to share their true feelings with their community. More than half of all Australians said they talked about products/ services/stores at least once a week, with males and younger consumers talking more frequently about their experiences. “It is easier for us to trust people we know — friends, spouses, colleagues — than unknown personalities on social media so to unlock this opportunity for business more efforts need to be put into a positive experience, which will encourage
your customers to share within their personal network,” added Temple. Food is often a main topic of discussions with most conversations related to food and grocery stores (45 percent), restaurants and cafes (38 percent), food and beverage/drink products (34 percent). Consumers frequently engaged with brands online via social media, with 35 percent of consumers reading, watching, commenting or posting about products daily and 59 percent at least once a week. Respondents said they mainly used Facebook (80 percent), Instagram (39 percent), YouTube (38 percent) and Twitter (23 precent). Online was more passively driven with consumers looking for an interesting read (43 percent), searching for information/ recommendations (35 percent) or just stay connected (33 percent). Targeting consumers with relevant content and advertising is important for businesses to build emotional connections in the digital space. This report was concluded before the full impacts of the COVID-19 outbreak could be known. More consumers and more brands are using online channels as part of the new normal, however, what this Nielsen report has revealed is that the genuine connection a brand makes with its customers is really important in the digital sphere when that face to face interaction can no longer happen. Consumers are actively engaging online, however, the quality of digital content and consumer trust in digital communication has not developed at the same pace. Understanding the relationship between digital and real life will have a direct impact on the efficiency of marketing campaigns for your brand. Business can take the key aspects of real-life customer/brand relationships and incorporate them into the digital experience while remembering that it is important to allocate spend to traditional advertising channels as well as digital media.
TELEVISION AND SOCIAL MEDIA KEEP QUARANTINED CONSUMERS CONNECTED Consumers have often turned to television during times of crisis, to stay informed, and also for the power of entertainment to escape. The outbreak of COVID-19 has been no exception as media consumption has continued to increase among home-bound consumers, according to recent Nielsen research. In 2020, this trend has been reflected in a deluge of social media activity about television as consumers navigate towards the power of technology, not just to view or listen, but to fill a need to stay connected to friends, family and the world at large. The recent Nielsen study focused on social behaviour as it pertains to television. As consumers kept close to home and to their TV sets, they used social media to stay connected more than ever. The study found that the total volume of television and COVID-19-related conversations on Twitter reached almost 9 million since the start of 2020 in the U.S. With consumers sheltered in their homes they’re turning to social media to pass the time. Audiences have a lot to say about new television, streaming, and movie options at their fingertips and despite there being a relatively consistent number of programs on air year after year, there has been a sizeable jump in social media activity across most TV genres. Now more than ever it is important for brands to find the right audience, set the right tone and prepare for the future. Television shouldn’t be ignored in terms of marketing, especially when it can be incorporated into consumers’ social media use.
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LET THEM EAT CHEESE France has faced the challenge of getting more consumers to eat cheese as the outbreak of COVID-19 has impacted demand. In response the French dairy industry France Terre de Last (CNIEL) launched a campaign urging people to eat more cheese while the pandemic hit sales by as much as 60 percent. The initiative called #Fromagissons (or ‘let’s act for cheese) has revealed that producers of traditional cheeses are facing great difficulty in the face of the global pandemic. With consumers in confinement and sunning “pleasure” foods many dairy farmers tried to focus on butter, cream and milk to stay afloat. “The consumption of cheeses is falling and with it manu producers and businesses throughout France are in danger,” warned the CNIEL. “The dairy industry is calling on consumers to eat cheese in solidarity with our producers of saint-nectaire, reblochon, cantal, camembert.” “The situation is critical and requires a rapid increase in consumption,” said the president of the dairy collective Sodiaal, Damien Lacombe. The sector has asked the French government for assistance. Meanwhile cheesemakers of Salerno have launched Cacio Bonds in response to the crisis. Similar to recovery bonds the idea is to allow consumers to buy caciocavallo cheese and then consume it once it has matured after several months.
IS SMARTER PACKAGING BETTER THAN ZERO-PLASTIC? Rather than doing away with plastics a new study has suggested that “smarter packaging” and smaller pack sizes could be better for climate change as it helps consumers reduced food waste. Carried out by CTF, Service Research Centre at Carlsbad University inSweden, the study mapped food waste in Swedish households in order to find out why consumers throw away different foods and what impact the packaging might have on this issue. Food waste habits of 37 households in Carlsbad and Stockholm were charted, participants measured and logged their food waste and took part in interviews. The study concluded that food in large pack sizes is more likely to be discarded after opening which suggested that the industry could looks to deliver more singleserve pack sizes. The study also showed that consumers’ uncertainty over date labels and food safety were major contributing factors in food waste. The results have suggested that packaging design plays are far larger role in food waste than previous research has shown. “Packaging is often described as a big environmental problem but it is necessary for transporting and protecting food,” explained Helen
Williams, associate professor of environmental and energy systems. “We should focus on the design of the packaging so that less food is wasted, since food waste has a much bigger impact on climate.” “Encouraging more serving size packaging at a time when many want to discontinue packaging completely is controversial,” Williams admitted. “But our research shows that food in smarter packaging, for example in smaller portions, are better for the climate even if more packaging materials are used.” Pack design and size was found to be particularly influential in fresh categories, where consumers were concerned produce would spoil. The design was especially important for dairy products, meat, fish, bread and
foods with a long shelf life. The researchers suggested that another important packaging development was needed to reduce uncertainty around date labels. The research highlighted a common concern expressed by participants around date labels and food safety. Packaging should be adapted to meet consumers’ needs so that they are not tempted to purchase more than they can eat. “Today’s food production accounts for one third of the climate impact. Developing packaging that makes us throw away less food is essential to reach the global climate goals,” concluded Williams. “The food and packaging industry need to take greater responsibility in creating an understanding of consumer needs and behaviour.”
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PROVIDING FOR PASSIONATE YOUTH Since 1992, the Taco Bell Foundation has reached more than 4 million young people across the country and has awarded more than US$95 million in grants and scholarships, focused on education and career readiness. Amid the ongoing COVID-19 crisis and global pandemic, The Taco Bell Foundation announced that it is awarding US$3 million in Live Más Scholarships to 622 Taco Bell team members and fans. In addition to awarding scholarships, the Taco Bell Foundation is providing US$8 million in grants to local nonprofit organisations empowering youth across the country. “We are so grateful for the ability to provide a light for students during these dark times,” said Tina Nguyen, Executive Director of the Taco Bell Foundation. “Even under these unfortunate circumstances, students still have dreams and passions they want to pursue, and we’re here to help make that a reality. As students across the country face uncertainty about the future of their education and resources for learning, we hope this financial support will lessen the burden for them and their families.” With this year’s winners, the Taco Bell Foundation now has a community of more than 1,000 Live Más scholars, who have received a total of $13.6 million since the program first opened in 2015. Many of this year’s Live Más
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scholars have taken impressive action to help their local communities amid the COVID-19 crisis. This year the Taco Bell Foundation also celebrated its first class graduating from college, more than 300 Live Más scholars, who will go on to pursue their passions and positively impact their communities. Live Más Scholarships are just one of the many things the Taco Bell Foundation has offered to support communities during this time. After seeing the pressure COVID-19 has put on student education, the Taco Bell Foundation decided to award $8 million in grants earlier than planned this year, that will go toward more than 350 youth-serving organisations across the country, including Boys and Girls Clubs, Junior Achievement, College Advising Corps and City Year. The Taco Bell Foundation also provided a $1 million donation to No Kid Hungry last month. Additionally, the Round Up program in Taco Bell restaurants has raised nearly $4 million, so far, to benefit No Kid Hungry. Unlike other scholarships, the winners of The Taco Bell Foundation’s Live Más Scholarship aren’t chosen based on academic merit or athletic ability. All the application requires is a two-minute video describing your passion. Both employees and any young fans of the brand primarily ages 16-24 can apply.
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hempfoods
HempFarm, Exciting the Taste Buds of the Kiwi Food World The 2020 season has been bountiful for HempFarm. 1,300ha of hemp crops have been grown and harvested bringing the freshest hemp seed products to the table.
emp seeds are harvested, dried and delivered to HempFarm’s food facility, where they are gently cold pressed to produce the finest, nutritious and delicious virgin hemp seed oil. This year will also mark the start of HempFarm’s own de-hulling of seed, milling powders and further milk production. HempFarm’s cold pressed hemp seed oil is available under its Kiwi Hemp range. A deliciously nutty drizzling oil, which adds a unique and refined taste to many dishes. Loyal customers have been consuming and enjoying the taste and health benefits of hemp seed oil for a long time and now chefs, passionate foodies and manufacturers are also enjoying the uniquely clean, fresh, nutty flavour of not only HempFarm’s premium virgin cold pressed hemp seed oil but also hulled -seeds and protein powder, adding them to their everyday products and recipes. It is fast becoming a standard ingredient for companies who produce, bread, cookies, burgers and snacks on every supermarket shelf in the country. HempFarm is also excited to have launched a creamy oat and hemp milk. Hemptation milk is perfect for baristas as it won’t split in a frothy coffee or latte. This delicious milk
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can be used in cereals and recipes just like any other plant based milk. Available currently in a five litre box, which will soon be extended to a smaller everyday bottle size. Hemp foods are used in kitchens around the world as they provide delicious, nutritious and versatile additions to a healthy diet and lifestyle. Hemp has a creamy nutty taste similar to pine nuts and can be used in many ways, including blending in to butter, milk, sauces, artisan breads, chocolate, pasta, cereals and more. HempFarm has been growing hemp crops since 2008 and this season’s crops have sequestered around 24,000 tonnes of carbon out of our precious atmosphere, which is great news for our environment, health and wellbeing. HempFarm was founded with the vision to grow and process hemp to clean up the land, air and waterways, supplying essential sustainable solutions to petrochemicals. HempFarm’s growth extends to not only their food processing facility but they are also passionate about the installation of their technically
advanced fibre processing line for hemp bales. This high quality facility, one of only six in the world, will produce fibre and hurd which will be processed into non-woven matting for road ways, wool/hemp yarns for carpets, eco matting, plastics and many more applications. This is an exciting time for Hemp and the future. Since Dave and Anne Jordan first started to champion for hemp in 2008 it seemed like a quest against all odds. Unwavering vision fuelled by the incredible health benefits of having hemp seed products in their diet the HempFarm founder and directors lead by example and turned the small family enterprise into the industry leading operation it is today. HempSeed products, like the beneficial cold pressed oil, the versatile deshelled hemp hearts and the powerful hemp seed protein have now found their way into the mainstream. From individuals, who like to improve the diet of their families to restaurant and cafés, who are committed to providing more sustainable and transparent production chains from farm to table to the increasingly more conscious consumer. Business-as-usual has gotten a wake-up call with the recent global crisis and the ‘think global – act local’ narrative puts the hemp industry into a position of providing real solutions for the most pressing challenges of our time. The whole plant is a resource for wholefoods, medicine, as well as the strongest fibre known to man, which has sustainable applications useful to almost every industry. For more information visit my.hempfarm.co.nz
GREAT HEMP RECIPES FOR YOUR CAFÉ Homemade Raw Vegan Hemp Milk
It is so easy to make your own homemade hemp milk! Naturally creamy and sweet, and perfect for smoothies, granola, and more!
Ingredients
• ½ cup hulled hemp seeds • 3-4 cups water (use less water for thicker, creamier milk!) • 1 pinch sea salt • 1-2 whole, pitted dates for sweetness or 1 Tbsp (15 ml) maple syrup or honey) • ½ tsp vanilla extract (optional)
Variations
• Chocolate milk: add 2 Tbsp cocoa or cacao powder • Berry milk: 1/4 cup fresh or 1 tbsp freeze dried berries
Instructions
Put hemp seeds, water, salt and any additional add-ins into a highspeed blender.
Nutrition per Serving: ½ cup Calories: 55 Carbohydrates: 0.9 g Protein: 3.2 g Fat: 4.9 g Saturated Fat: 0.5 g Polyunsaturated Fat: 3.81 g Monounsaturated Fat: 0.54 g Trans Fat: 0 g
Blend for about 1 minute or until the mixture seems well combined. Taste a small sample with a spoon to test the flavour and add more dates, salt or vanilla as required. If you like to get rid of any bits for a smooth milk you can add to your coffee and/or tea you should strain it with a nut milk bag, a thin towel or a clean t-shirt. Otherwise just pour the milk directly into a sealable serving container, which will keep in the fridge for up to 5 days. Enjoy shake well before use. It’s delicious straight from the jar, in smoothies, with granola, or in baked goods! Nutrition information is a rough estimate calculated 4 cups water, no additional add-ins, and no straining.
Cholesterol: 0 mg Sodium: 10 mg Potassium: 120 mg Fiber: 0.4 g Sugar: 0.2 g Vitamin A: 1.1 IU Vitamin C: 0.05 mg Calcium: 7.02 mg Iron: 0.79 mg
Crunchy Hemp Heart Granola
This is our favourite granola mix that all the family love. A delicious and nutritious way to kick-start the day and give you long lasting fuel. Shopping list • • • • • •
1 Cup of natural honey 1 Cup of natural maple syrup 4 cups of rolled oats 1 cup of almonds roughly chopped 1 cup of hemp hearts ½ a cup of walnuts
Method
Preheat the oven to 180˚C fan bake Warm honey & maple syrup in a small pot or in the microwave for 1min to gently combine. Combine all the dry ingredients including hemp hearts in a large bowl. Add the warm honey & maple to the dry mix. Thoroughly stir the mixture. Spread the mixture evenly onto a lined baking tray.
• ½ a cup of sunflower seeds • ½ a cup of pumpkin seeds • 1 cup of mixed dried apricots, raisins, cranberries and apple • 1 ½ tsp of cinnamon
Place in the middle of the oven and bake for 20-35 min. Every 10 minutes or so throughout cooking give it a wee mix so the nuts don’t burn, we are looking for a nice even golden-brown look all through. If you have to pop it back in for another 5 or so minutes then do so. After cooking Allow to cool, place in an airtight container and eat within 1 month. May 2020
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foodservicesoldiers
COVID-19
FOODSERVICE SOLDIERS In the Kiwi hospitality and foodservice sectors’ hard-fought war against COVID-19, it can be easy to ignore some of the forgotten heroes; those businesses that have helped fellow companies with everything from advice and support to innovations in technology.
Kiwi hospitality has a determined heart, full of ingenuity and resourcefulness, and nothing has displayed this more than its response to the COVID-19 pandemic and subsequent New Normal in which we
find ourselves. Since news broke of the novel coronavirus, Kiwis have been bombarded with messages about supporting local businesses, from ads on television to the Prime Minister
herself. Some brands have put their time and money where their mouth is, have geared up for the battle ahead, and are prepared to help New Zealand businesses win this war. The following foodservice
soldiers have connected with their communities, whether through practical solutions and support or with smart time/money-saving technology.
Solutions and Support:
HOSPITALITY TRAINING TRUST The Hospitality Training Trust has announced it will help the hospitality industry weather the storm of COVID-19 with a $1.37 million package for crucial industry associations. “The hospitality sector in New Zealand is under as much pressure as it has ever faced in its history, so this is the industry helping the industry out. The extra funds will enable them to sustain and bolster their services to keep supporting hospitality businesses to survive and recover,” said Trust Chair Bruce Robertson. The Hospitality Training Trust, which usually allocates about $120,000 a year from interest on investments to fund training initiatives, will draw on its reserves for the special grants. This package will be shared
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across: Hospitality New Zealand, the Restaurant Association of New Zealand, Holiday Parks New Zealand, the Tourism Industry Aotearoa and the New Zealand Chef ’s Association, with individual grants based on membership numbers. The Trust has also announced $76,000 of training grants approved for 2020, awarded to Renard Group, DINE Academy, YoungTec, Turning Tables, and Vegetables.co.nz & the Heart Foundation. The Hospitality Training Trust was set up in 2011 to advance training, and the development of excellence, leadership, talent and knowledge in the hospitality sector in New Zealand. To find out more, visit www. hospitalitytrainingtrust.org.nz
BURNS & FERRALL On top of its extensive range of products and useful guidelines and checklists for operating under different Alert Levels, Burns & Ferrall have continued their loyal support of local hospitality and foodservice businesses. At the beginning of the lockdown period Burns & Ferrall Key Account Manager, Jonathan Missen, had an emergency call from Compass Group. Compass Group foodservice supplied Bupa Gladys Mary Care Home in Napier with extra frozen food for the residents and staff, but the home had no extra room to keep it frozen. Missen was made aware and arranged a 150kg freezer to be made
available to them. Missen had the freezer put onto the back of his ute and drove from Auckland to Napier to deliver it personally. (Important to note that because Burns & Ferrall were a supplier to essential services, this delivery was allowed under the restrictions of Alert Level 4.) Recently, the Burns & Ferrall team were sent out with their company credit cards. The mission was to stand behind their local cafes, restaurants, burger bars, and coffee shops, sparking some life back into Kiwi hospitality while giving something back to the community. Visit www.burnsferrall.co.nz
DB BREWERIES Bars across the country have safely reopened, to help outlets get back on their feet and encourage Kiwi consumers to support local, DB Breweries announced a million-dollar support package, dubbed Back Your Bar. The Back Your Bar programme will provide more than $1million worth of value and offer hospitality operators the support they need to responsibly reconnect with their patrons after the lockdown period. “Hospitality is a special industry where we all have amazing memories over the years,� said Paul Millward, Sales Director, DB Breweries. The online support portal is live now and will be updated regularly. It offers all kinds of assistance, including information about: * Where to get Government support * How to prepare a venue for patrons
* Health and safety information * Legal material * Shareable digital assets Digital engagement tips The support portal also includes details of a partnership between DB Breweries and law firm Dentons Kensington Swan to support businesses with the legal requirements arising from the lockdown and COVID-19. The Back Your Bar initiative is being rolled out on top of existing steps DB has taken to support its customers during this time, including an offer to provide refunds for untapped kegs to outlets holding excess stock. The initiative is supported by DB partners Allied, Trents, and Gilmours who are covering the cost of delivering Back Your Bar stock bundles to DB customers. To access the online portal visit www.backyourbar.co.nz May 2020
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foodservicesoldiers
ANCHOR AND SOS CAFE
UNILEVER FOOD SOLUTIONS Only a Chef knows what it takes to run a successful kitchen. That’s why Unilever Food Solutions is full of them. Its global network of 300 Chefs, including 16 locally, help source the best ingredients, develop quality products, create inspiring ontrend recipes, and provide training support. The team at Unilever Food Solutions has done a lot of work to support food businesses in these difficult times by creating a digital library of highly relevant
COVID-19 content, created by chefs for chefs. Everything Unilever Food Solutions does has been centred around making life a little easier in the kitchen, including helping businesses through COVID-19. They have pulled the best resources to help including business tips and guides, mental health resources and chef training videos. To see everything Unilever has to offer in fighting COVID-19 together visit unileverfoodsolutions.co.nz
Anchor has been delivering milk to cafes for over 35 years and wanted to support small NZ businesses during these tough times. They partnered with Kiwi initiative SOS Cafe to give away 5,000 free coffees to help local cafes get back to business. “This is a significant investment in the local venues we have on SOS, so we are grateful for this partnership,” said SOS Cafe. Customers received a discount at the SOS Cafe check out, and Anchor paid the difference, so it
didn’t cost the cafe anything, the business also didn’t need to be an Anchor venue. “Share this with your customers; there are still some coffees to be claimed yet. When customers get the Anchor discount, they are also spending at least another $10 with you, so it’s a good deal!” SOS Cafe explained. Customers simply used the code ANCHORSHOUT when they purchased a voucher to support a local cafe from www. sosbusiness.nz
O-I NEW ZEALAND THE HOSPITALITY COMPANY Since its conception, The Hospitality Company’s purpose has been to grow productive hospitality businesses. The company was started 20 years ago when James O’Connell began coaching and consulting the hospitality industry in New Zealand. The team at The Hospitality Company has always looked for the sort of business practices that change lives and develop a thriving culture. During this unprecedented time of unrest in the hospitality industry, due to the impact of the COVID-19 pandemic, The Hospitality Company stepped up to help with its Daily Support Calls webinars which were free to access online.
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The webinars have covered a variety of topics and included valuable guest speakers. There has been financing and banking advice from the general manager of ANZ Bank Commercial South Island and the ANZ Senior Relationship Manager and legal advice from top employment lawyers. An international guest discussed how his company in the United States was handling the crisis. The Hospitality Company is still hosting webinars with advice about how to rebuild the right way post-COVID-19 with its Rebuild Your Business Weekly Support Calls. For more information on how to register visit www. thehospitalitycompany.co
O-I NZ is New Zealand’s only glass bottle and jar manufacturer and has been operating from its Penrose, Auckland site since 1922. It has a diverse product range, making glass packaging for New Zealand’s worldrenowned wine, beer, juice and water brands. In response to shortages across
the country at the beginning of the lockdown period Hamilton-based brewery, Good George Brewing switched some of its distillery to make hand sanitiser. O-I Glass was proud to have supported Good George Brewery with a flint version of its 946ml Made in New Zealand Squealer bottle.
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techbytes
BESOCIAL
Daniel Batcheler and his team started working on social media for hospitality venues around three years ago, going into venues to take food/ venue/staff photos and videos to post to social media. “One day our client basically said ‘Hey guys, I love the work that you are doing - but how much money is this bringing into the registrar’ and we had no idea - all we could show for our work was engagement on social media,” Batcheler explained. From that point on the team strived to create a service that could use digital marketing to bring customers into restaurants and bars, measure the revenues and profits, and hence be an asset to the business owner rather than a liability. The product involves building a database of locals who know, like and trust the restaurant/bar, and then driving them into the venue and measuring how much they spend. “We work with the venue to know their margins, and then the amount of new customers/revenue/profit is reported on each month.” This is done through running
Facebook ads to a messenger chatbot that subscribes the customers to their email, SMS and Facebook messenger databases in return for an offer. BeSocial only works with those venues that it knows it can be profitable for, the easiest way to see if they are suitable for your establishment is to book a call at www. besocialnz.com/schedule35696682 or email daniel@besocialnz.com If the client is not a suitable fit, the team at BeSocial is more than happy to offer some free advice on how the business can move forward with its marketing.
SERVEME
The ServeMe App helps take customer orders safely and efficiently. The app is a revolutionary, affordable solution for some of the challenges the hospitality industry is facing, by providing peace of mind and fast, efficient service. ServeMe has multiple options, from receiving takeaway orders through to dine-in, the app makes ordering safer, faster and easier for you and your customers. It’s as simple as choosing which version you need when you’re ready: * Takeaway Orders * Dine-in Paperless Menus * Dine-in Ordering * Dine-in Table Service Requests Your customers will have peace of mind knowing that the ServeMe app: * Reduces the sharing of physical
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menus – diners view menu’s on their smartphones. * Reduces unnecessary contact with a discreet Request Service notification. * Reduces further contact by enabling diners to order from their smartphone. Staff can’t be everywhere at once; the ServeMe app comes with a unique Request Service option. The discreet notification method for diners means they can continue their conversation, business meeting, or birthday dinner knowing they have a request in the queue for service. Request Service is simple, effective, and a great way to pick up those extra orders. ServeMe can help you adapt your business, prepare for a brighter future and welcome customers back. Visit www.serveme.nz
MORE HELP FOR MENTAL HEALTH In the fast pace, hard-working hospitality world, mental wellbeing hasn’t always been front and centre when it comes to health and safety, now more than ever it is vital to take care of your health from head to toe. The Government has made further support available for Kiwis wanting to look after their mental wellbeing as a result of change and uncertainty from COVID-19. Three discrete initiatives have been created: the Mentemia app developed by All Blacks legend Sir John Kirwan; a health journal app called Melon, and an e-therapy programme called Staying on Track. These tools have been funded by the initial $500m COVID-19 response health package, announced by the Minister of Finance prior to the lockdown. “This is an incredibly tough time for many Kiwis, and we want people to know that they are not alone and that there is support out there. The tools released today sit alongside the range of Government support on offer,” noted Health Minister David Clark. “We know that sudden change, such as the loss of a job or income, can place real stress on people. Added to that, the pressure of being at home and the isolation that may come with that, means these apps have never been needed more.”
These three online tools give people practical ways to support their mental wellbeing. The Mentemia app was created by All Blacks legend and long-time mental health advocate Sir John Kirwan, tech entrepreneur Adam Clark, and an expert team of medical advisors. It provides users with practical tips and techniques to help them take control of their mental wellbeing. Visit www. mentemia.com “The app was originally aimed to be released just to workplaces but extra funding from the Ministry of Health means it’ll be available for all Kiwis throughout the COVID-19 response,” Clark explained. Melon is a second app which provides a health journal, resources, and self-awareness tools to help people manage their emotional wellbeing. Melon also provides an online community for New Zealanders to connect and support each other and daily webinars for health and wellbeing. Visit www.melonhealth.com/ covid-19 For people who’re experiencing worry and distress, the third support tool is an e-therapy tool called Staying on Track. Its cognitive behaviour therapy (CBT) teaches practical strategies to cope with the stress and disruption to everyday life from COVID-19. Visit justathought.co.nz/covid19 for Staying on Track.
THE POS PEOPLE
GUEST HQ Guest HQ is an initiative from loadedreports.com to help the globe send COVID-19 packing. GuestHQ has worked with small, medium, big, and really big businesses to make sure it provides the easiest to implement solutions for running a safe business during this exceptionally changeable time. “We’ve had a groundswell of people helping us make sure, customers, guests and visitors can have a seamless experience as they try and return to as much of a normal life as they can,” GuestHQ wrote on its website.
Customers simply Check In on their phone as they arrive at a venue. Venues are registered for free, and GuestHQ has got all the posters and signage you need to give your customers the rundown on what to do on arrival. GuestHQ has served 5,500 businesses and had 800,000 check-ins so far. The GuestHQ app is a simple and free way to register your guests during COVID-19. Head to www.guesthq.co.nz/ register for more information and to sign up your business.
Auckland-based company The POS People, formally Hospitality Management Systems, with a satellite office in Tauranga, took a new direction last year and expanded their product range. They partnered up with more leading Point of Sale brands in New Zealand and after 13 years servicing the Hospitality industry they have also expanded into the Retail sector. Owners Shane and Michelle Stent are proud to work alongside top Point of Sale Providers where The POS People are in the unique position of being able to tailor-make a solution for any size operation and their team are able to offer and support nothing but the best for its clients for their needs. COVID-19 lockdown instantly changed the way Kiwis buy a coffee, go to a restaurant, or relax with a cocktail in a bar. Establishments have a new need for technology to keep in line with fast service where online ordering, contactless sales and loyalty will help take their business to the next level.
In the current climate, The POS People have been working with their customers to streamline their contactless sales with online ordering printing directly through to the kitchen for curb-side service. These days more than ever, customer loyalty is going to be a key driver of businesses to bring patrons back for repeat business. Another key feature to drive businesses is having a good embedded loyalty system providing a database to market to and provide loyalty rewards. For more information visit www.thepospeople.co.nz, email sales@thepospeople or call 0800 POS 100 or 0800 767 100.
SAFERME SaferMe has received funding from the Ministry of Business Innovation & Employment (MBIE COVID-19 Innovation Fund) to develop its business-specific contact tracing for New Zealand companies. The mobile appbased solution will be offered for free in NZ; with only project management and support hours charged if required. Small NZ businesses who wish to manage their own on-boarding won’t pay a cent. SaferMe is delighted to play a role in helping New Zealand recover from COVID-19. “Contact tracing will be a key part of helping prevent COVID-19 outbreaks for some time to come,” explained SaferMe’s CEO & Founder Clint Van Marrewijk. “We’ve seen already that businesses are environments where clusters can occur, so we help organisations react with speed to reduce this
risk.” “This support from MBIE allows us to offer the software free to small businesses. We’re proud to do that because we know many SMBs are facing challenging economic times.” Contact tracing helps a business protect workers and customers, and identify those most at risk when symptoms are reported. SaferMe’s GDPR compliant system also provides assurance to workers that their location data is not being passed to their workplace. SaferMe puts preventative power directly into the hands of your workers, automatically logging worker contact information without sharing their location with your business. This helps businesses respond quickly to symptoms, keeping your team and customers safe so you can maintain business operations. For more information visit www.safer.me.
CLEARHEAD
Navigating the health system can be tricky. Do I need to see a doctor? When should I see a doctor? For most people seeking medical help, they often don’t know where to start or are not comfortable with reaching out in person. The New Zealand health system also cannot train enough health professionals to meet the true demand out there. That is why there are long wait times, and certain groups of people have poorer health outcomes. Clearhead is an online, onestop-shop platform, designed by
Kiwi doctors, that empowers New Zealanders to find the help they need. It does this by helping you understand your symptoms and providing personalised recommendations through its artificial intelligence chatbot. Clearhead enables preventive and proactive healthcare that is focused on wellbeing by introducing choice, convenience and control back to you. You can take a free five minute COVID-19 and/or Mental Health assessment at www.clearhead.org.nz. May 2020
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columnsi Level 2 COVID-19: There is hospitality recovery … just watch us!
Another, and another favourite hospitality business bites the dust. BY JAMES O’CONNELL – CEO/Founder, The Hospitality Company.
"We are told that it is all due to COVID-19, and we are told it is not COVID-19. We are told it is because of over-supply, industry-wide underpricing, not clever enough branding, not possessing the ‘secret sauce’, the ‘one crucial step’. We are told it is too little government support, or too much.
O
n small to medium business, Labour MP Deborah Russell let slip what many others were thinking, but then she took it back, and so did we, because a singular response to a sustained crisis is, at best, half true and also not true at all. Hospitality businesses have closed, and will continue to close, including some with previously strong balance sheets and incredibly smart business practice. Who would have predicted a global pandemic? Even the smugly loaded Bill Gates was caught somewhat off guard despite his early predictions. We can quote the wisdoms of great business people and gazillionaires at nauseam, the reality is everyone has been caught out. Warren Buffet has lost millions. In our own industry, our beloved Danny Meyer shed tears and thousands of employees, the ones he always wanted to put first. The nation was not ready, the world was not ready, it seems a bit grim to expect every business, hospitality or otherwise, to have buffered themselves from the unimaginable.
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Some will be unlucky; others will close because COVID-19 smashed their badly leaking business of poor productivity. They had always worked incredibly hard, but they never managed to get their head above the rising tide of professionalism demanded by a rapidly evolving industry. High tourism numbers, and highlevels of sociable Kiwis perhaps clouded the judgement of some - not a difficult hole in which to fall. Hospitality is notorious for seducing creative types and then ghosting them, leaving an empty cavern of perfectly distressed concrete walls and a brutal lesson. The unlucky ones, and the ones who have learnt a brutal lesson will, we hope, try again when they are stronger, having been pressurised into unbreakable business bedrock. But do not believe for a moment that the hospitality industry has not had its mind on speed dial. There was plenty of amazing business before COVID-19 and some incredible business during the past harrowing weeks. Hospitality is
not broken, and while some cracks in the industry have always been transparent, there are piles of Level 3 ‘Profit and Loss Statements’ that are pure business beautiful. There will be more at Level 2. Some of the most exciting battle stories come from the hardest hit, and hospitality dense zones. Wellington hospitality businesses that pivoted brilliantly and exceeded last year’s figures over Level 3 despite deep loses during Level 4. Central Otago and Arrowtown businesses blitzing Level 3 without a single click and collect tourist. The Christchurch fringe, a two-day business conversion on the West Coast, many in the depths of Dunedin, and numerous heartening business figures coming out of Auckland. The stories are there, not in the newspapers; on the sheets of Xero and Loaded. At Level 2, some businesses will thrive because they have been planning their approach for weeks and they have had strong business practices for years. Their communities adore them. Hospitality is a complex business model and it can mould the smartest business minds possible. Some will be pleased to merely survive in dire circumstances but their business acumen two years from now will be impressive. There are numerous reasons why a hospitality business will survive even during the most challenging times. Some luck is required, but so is a great deal of woven wisdom and sharp business practice. Some
continued national and local support will go a long way amongst the brightest in the industry, but so will a great deal of practical action within the business. Is the re-invention or re-imagining of the hospitality industry really required? Well, for some hospitality businesses that may well be true. For others, the new news, is really the old news. It does not sound as sexy, but solid and professional business practice remains the best way forward. It is not easy. There are multiple areas requiring attention, and many not always fun to undress. Strategic leadership, financial planning, open book management, cost of goods management and stocktaking. Cultural leadership, guest experience, average sale - have you fallen asleep yet? Marketing, sales, and fulfilment strategy, data building, pricing and menu design, systems design, ‘operations’ and process. Asleep yet? If you are asleep then a hospitality business is not for you. If you are awake and excited, we know who you are, and exactly how well you are doing right now. Bravo we salute you. Yes, the world is changing rapidly. Yet, the faster the world changes, the more important the solid things become. The industry will embrace all the fancy new toys, technology, and hype-talk, but what will save it will be all the stuff it knew it should have done before." www.thehospitalitycompany.co
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20 minutes with Paul Baker of Vivace Espresso Involved in the hospitality trade for over 25 years, Paul Baker has worked in bars, cafes, large chain hotels, and every kind of restaurant from fine dining to casual and street-side.
“I
have managed, owned and worked my way up and through the trade,” Baker, now the General Manager of Vivace Espresso, told Restaurant & Café magazine. While Baker’s parents had aspirations for him to become an accountant, he quickly realised it wasn’t for him. “I didn’t want to be stuck in an office doing numbers. I wanted to be interacting and dealing with people, and I’d always enjoyed my part-time gigs in hospitality when I was at uni,” explained Baker. Besides his hospitality work, Baker is the proud father of two teenage boys. He met his wife Earlene while at university and the couple has been married for 27 years. “Earlene has put up with a lot from me over the years. I have worked long,
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crazy hours in hospitality for most of our married life. I started in the hospitality trade at the tender age of 15, right at the dark old days of the 1987 crash.” Luckily Baker had a fantastic mentor during his first full-time hospitality gig. “He started me off as a kitchen hand for the first year because he felt it was important to learn not just how the engine house works but also where
the true money flows and starts: from the bottom.” A couple of years later, Baker was promoted to a management role and tasked with either finding a revenueearning, or cost-saving scheme for the group. Baker chose to find both and set up from scratch a wholesale bakery. “I had no experience of being a baker,” he admitted. “I ended up selling $2m worth of turnover within
“Have the mindset that this is for the long haul and show compassion as it’s going to be difficult for all. Don’t compromise on quality; the discretionary dollar will be harder to fight for - people will want value and quality.” a year and saving a lot in-house on all products.” Baker also admitted that he used to do some pretty crazy hours back when he was 23 years old. “I think the worst week was around 115 hours.” Baker proved himself and was rewarded with a promotion to senior manager within the group, which came with a big pay rise, a fancy new car and fewer hours to work. “I couldn’t handle this because it became boring, so I ended up working in hotels running conferences, followed by a stint for a celebrity chef in Christchurch at a fine dining restaurant.” In In 1997 Baker was approached to run a coffee company to compete against Bernard Smith, the founder of Vivace Espresso. “I learnt lots and discovered a big difference between average supermarket coffee to quality coffee.” Baker repositioned the coffee company onto the right path and found he had a real passion for quality coffee and how it adds value to the experience of the person within the café/restaurant. “I knew of Vivace Espresso’s quality and the dedication Bernard had for delivering a top product to the consumer, so I started working for him when we had a young family. We had one wage coming in, I had taken a huge pay cut but was on a deal that I knew, if I went gang-busters, it
would be very beneficial to Bernard, myself and our soon to be larger Vivace Espresso customers.” Between them, Paul Baker and Bernard Smith grew the company from just the two full-time positions to a team of up to 18 people throughout New Zealand and Baker was promoted to the role of general manager. “We helped the company grow from a high of $28k per month to over $400k per month for coffee sales. The key was we always kept an eye on the details, and stand by our mantra that every coffee has to be right, and every customer should be treated the same.” With many years in the industry, Baker has advice for the industry during this unprecedented time: consider this the new normal. “The most important thing is communication and debt management. Create a straightforward payment plan with your suppliers and contractors with the eye of keeping all current trading debt (after the lockdown) current,” suggested Baker. “Have the mindset that this is for the long haul and show compassion as it’s going to be difficult for all. Don’t compromise on quality; the discretionary dollar will be harder to fight for - people will want value and quality. Finally, for the future success of all SMEs, it’s important to support other New Zealand companies,
where the money will shift around and within the country, not offshore. When supporting local suppliers, sing from the rooftops about it as we are all in this together.” Baker noted that there will be a considerable challenge of public hesitance around interactions and socialising. Patrons will be super sensitive to how staff and the premise present to them. Their nervousness will replace the familiar feeling of relaxation when they first enter an establishment; this is a complete contradiction to what hospitality has always been about: the experience and escapism for the diner. The mental health of the industry is also incredibly important at this time. Suicide levels within the hospitality trade are some of the worst mental health. “Hospitality owners need to look after their mental health as it’s going to be tough and extremely stressful. Our government champions mental health, but I believe more will have to be spent on this; otherwise, it’s going to get ugly.” The rewards of working within the Kiwi hospitality sector, however, can be amazing. “It’s awesome seeing staff develop, find a niche and succeed in their roles. Being able to help educate them and direct them into a career path is so satisfying.” To satisfy his own goals, Baker wants to grow Vivace Espresso’s
home market nationwide, and tap into new markets and sectors that it hasn’t ventured into before. “We need to adapt and diversify into new fields without compromising on quality. I’m excited to see where we end up.” On a personal front, Baker would like to be more self-sufficient; look to live more off the land and enjoy more organically grown products. “More than ever, I want to support local businesses, not just the end business but know where the product comes from in the supply chain and ensure that it is local too. I also want to keep my money in New Zealand.” When the pandemic is over Baker is looking forward to being able to meet up with people again. “I love watching sport, especially my boys who are heavily involved in various sports, so that’s something I miss at the moment.” Baker warned that the public might have a tendency to try to fall back into the old normal. “It’s important we all stick to the rules as it’s the best plan for all of the trade to survive this pandemic. The market will naturally develop into a new look, so we need to be accepting of it and grow with it.” “I know things aren’t going to be exactly like they were before the pandemic, but we need to adapt, move forward and make the most of a challenging situation because there is light at the end of the tunnel.” May 2020
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FBT
Photo by Unsplash
KILL THAT JEALOUSY TAX For some years, small New Zealand businesses have been faced with bad regulations many have described as “jealousy taxes” – and top of the list for many is the disproportionate impost of the Fringe Benefit Tax (FBT).
J
ust as the Government is attempting to free up business and stimulate activity, it persists in charging companies for taking clients to restaurants, cafes and bars where much business could be stimulated for both the venue and the SME. It is not only a blow to companies attempting to influence business activity, but also a swipe at the hospitality industry that, right now, is
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in desperate need of turnover. While larger companies can afford to wine and dine their customers and woo clientswith in house facilities , smaller companies without facilities are penalised for wanting to boost business by taking clients out to a café or restaurant. Suspending FBT, which many politicians have probably forgotten exists, issomething thatright now the hospitalitysector could benefit
from. Not only has FBT impacted hospitality disproportionately over the years, wiping it would really give a shot in the arm to the sector. Regenerating business in this country is key to the growth the Government seeks andthe wiping of taxes such as FBT that could really help the hospitality industry is a simple fix that would go a long way to driving business to a sector hit hard by COVID-19 lockdowns. Regenerating businesses that through no fault of their own have been brought to their knees and are fast becoming unviable by the very response that COVID-19 demanded, need urgent action, creative thinking and longer-term solutions from their Government.
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topdrops
OSAWA WINES 2014 PRESTIGE CHARDONNAY This wine displays delicate and complex aromas of white stone fruit, citrus blossoms and buttered toast. Understated, delicate savoury oak influences including hazelnut combined with generous rich fruit and bright acidity on the palate, forming a refined blend of power, style and length.
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I AM GEORGE SHIRAZ CABERNET 2016 A smooth blend of Shiraz and Cabernet Sauvignon that is robust yet stylish. Deep bright plum purple in colour with blackberry, mint and ground spice on the nose and a complex palate of dark chocolate, dark fruits and juicy plum.
GIESEN ESTATE MARLBOROUGH SAUVIGNON BLANC 2017 Fruit for the 2017 Estate Sauvignon Blanc came from the Wairau and Awatere Valleys. Harvest stretched over three weeks from 22 March to maximise sugar ripeness. With its higher elevation, the Awatere Valley is slightly cooler, drier and windier meaning fruit from here adds fullness, richness and dry herb notes.
GIESEN ESTATE PINOT GRIS 2017 The fruit was chosen from three regions; Marlborough, Waipara and Hawke’s Bay to maximise intensity and flavour. This Pinot Gris has lovely aromatics. It entices with fresh nectarine, peach and red apple it has a touch of creaminess and subtle spice leading to a lively, off-dry finish. As the weather cools, this Pinot Gris would be perfect with a spinach and feta tart.
HÃHÃ 2016 MARLBOROUGH SAUVIGNON BLANC Youthful, bright and elegantly fragrant, the bouquet shows feijoa, white stone fruit, lime zest and passionfruit aromas, leading to a concentrated and focused palate that is lively and vibrant. The wine offers excellent fruit purity and intensity, wonderfully framed by juicy acidity. A delightful sauvignon offering plenty of delectable flavours.
OSAWA WINES 2012 PRESTIGE PINOT NOIR
WHITEHAVEN 2016 GEWÜRZTRAMINER
Wild blackcurrant and violet aromas lead into a palate that is a blend of raspberry and dark cherry fruits. This wine is richly textured and while young, offers mouthfilling intensity that will develop into layered complexity with time. The tannins are supple and offer a generous structure and ensure a long, persistent finish.
BRANCOTT ESTATE LETTER SERIES ‘T’ PINOT NOIR
Mid-deep straw, with a gold hue. A bouquet of lifted, aromatic rose petals, mango, ginger and nutmeg spice, with hints of Turkish delight. This is a full-bodied wine with a rich, oily texture that coats the palate with intense varietal flavours. The rose petal and spice flavours persist on the long, soft finish.
Bright blueberry and black cherry aromas, and subtle hints of liquorice and smoky oak. The palate is complex and velvety, with abundant sweet berry fruit, layered with spice and soft savoury tannins. This wine would pair well with duck and game. As the wine ages the earthy notes that emerge will lend it well to mushroom and root vegetable dishes.
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meet the chef
Jonathan Rogers Head Chef, Matakauri Lodge Queenstown
Head chef at Matakauri Lodge, Jonathan Rogers has been cooking since 1997. After an apprenticeship at Orbit Restaurant in the Auckland Sky City Sky Tower, Rogers has worked in various kitchens around the world.
“T
he highlights definitely being The Bearfoot Bistro in Whistler, Canada and a stage at Alain Ducasses Restaurant Mix in Las Vegas,” Rogers told Hotel magazine. Skateboarding was Rogers first passion, he originally saw the food industry as a pathway to his dream career. “During my teens I worked at Pizza Hut which I really enjoyed. I decided to become a chef so that I could work nights and pursue my dream of becoming a sponsored skateboarder.” Originally from Papakura, Auckland, Rogers first studied at Manukau Polytechnic. Being an avid skateboarder and snowboarder, he moved to Queenstown in 2001 to snowboard and never left. Rogers built a reputation in Queenstown over almost 20 years, working in high-end, luxury kitchens.
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While at The Bay of Many Coves Resort, a luxury five-star resort hotel in the Marlborough Sounds, the executive chef at Matakauri Lodge moved back up North. “They approached me to take over at Matakauri due to my local knowledge and reputation in Queenstown.” Rogers typical day starts at around 10am when he checks on the morning chefs to see if they need help with anything and that they are on top of their prep. “We change the menus every day at the lodge,” explained Rogers. “From 11am until 3pm I’ll be prepping for dinner. Between 3pm and 4pm I write the menu for the following day and do any other admin.” The team at Matakauri Lodge break for a family meal and then Rogers briefs the staff on that night’s menu. “Our restaurant is a little bit
different as we cater mostly to inhouse guests although it is open to the public. We are always trying to focus on developing dishes that showcase the finest seasonal New Zealand ingredients in an innovative fashion.” Guest satisfaction is the most rewarding aspect of Rogers’ job, that and the strong bonds that are formed between team members. With the lodge currently shut down until October Rogers is focused on rebuilding that team and getting Matakauri Lodge back up and running. In the meantime he is also excited about the release of his first cook book South. Many of the recipes in South echo the sentiment of Roger’s focus for the Matakauri Lodge menu, that of using ingredients in an innovative way. The book also emphasises what
wild and foraged Central Otago produce is all about. Ingredients used in his Fiordland Venison recipe for example, such as watercress, nettles and Miner’s cress were foraged from around Queenstown. Rogers’ love for his adopted home town is reflected in his food and his hobbies, when he’s not in the kitchen he can be found skateboarding, snowboarding, hiking, and , of course, foraging. It would appear that Roger’s passion for food may have finally overtaken his passion for being a pro-skater as he continues to explore new areas of flavour creation. “Im currently working on a range of flavoured sea salts and will add to this early next year with a selection of sauces inspired by the wild flavours of Central Otago.”
For more information about Matakauri Lodge visit www.robertsonlodges.com/the-lodges/ matakauri
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