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To
Tania Walters Publisher
The challenges of 2024 aren’t going anywhere, and 2025 promises to be just as demanding, if not more so. For restauranteurs, cautious consumer spending and rising costs will make every dollar of revenue harder to secure. Success in this environment requires not only resilience but a strategic reevaluation of operations and investments.
New Zealand’s broader economic challenges reflect what many businesses already feel: productivity growth has slowed to just 0.2% annually over the past decade. In this climate, restaurants must prioritise innovation, efficiency, and adaptability to thrive. As owners and operators, asking, “Is our
productivity improving?” is no longer optional - it’s essential.
For hospitality operators, this underscores the importance of making deliberate, impactful decisions to navigate economic pressures successfully.
This buyers’ guide is designed to lay out the options. Whether evaluating new equipment, exploring cost-saving tech, or considering operational innovation, this guide provides ideas, opinions, trends and tools to help you sustain and grow your business in 2025’s challenging landscape.
Tania Walters, PUBLISHER
Publisher: Tania Walters
General Manager: Kieran Mitchell
Editor-in-Chief: Caitlan Mitchell
Brand Manager: Caitlan Mitchell
Editorial Associate: Sam Francks, Jenelle Sequeira
Advertising: Caroline Boe, Findlay Murray
Senior Designer: Raymund Sarmiento
Graphic Designer: Raymund Santos
HELPING GROW THE INDUSTRY
Dr David Williamson, Associate Professor at the School of Hospitality and Tourism at AUT, has played an active part in the recent Hospitality and Tourism Employment Survey published by the Ministry of Business, Innovation and Employment.
Dr
David Williamson
Associate Professor at
the
School of Hospitality and Tourism at AUT
Since the last report of its kind in 2022, Dr Williamson said the industry should celebrate its achievements in improving its standards and responsibility to staff, especially for wages and employee rights.
The report outlined a dramatic decrease in the percentage of respondents not earning minimum wage, which has seen a 6.5 percent drop to less than one percent. Job satisfaction and training opportunities have increased in the latest data, positively contributing to employee retention metrics.
Dr Williamson said the drop in turnover, which went from 34 percent in 2022 to 18 percent in 2024, had been particularly important for the industry. He added that this trend had been crucial for the industry, especially considering
the ongoing challenges and disruptions in the current economic climate.
Various challenges still linger for hospitality staff throughout the industry, especially with regard to pay parity and the ongoing task of elevating wages. Dr Williamson said that nearly half of the respondents did not earn a living wage, which highlighted the need for further work in this space to ensure that a targeted approach could lead to a better outcome for all hospitality staff.
Bullying and harassment have remained rife throughout the industry. The report showed that 59 percent of employees feel emotionally drained a few times a month or less, with 31 percent admitting to being emotionally drained at least once a week. This has made it paramount for the industry to address these issues in order to
retain talent and for staff to further their careers in hospitality.
“One of the things which have remained consistent between this report and the previous one is both the levels of bullying and harassment, both experiencing and witnessing those numbers haven’t really moved at all, and that’s a real concern,” said Dr Williamson.
At the same time, he found it encouraging to see a shift in attitude towards the need for constructive engagement rather than using oldfashioned intimidation techniques from operators and managers. This cultural shift would appeal to younger generations who are less complacent about workplace bullying.
He said it should be important for businesses to communicate with staff and customers that it’s a respectful workplace, which can help to keep staff satisfied and promote a positive atmosphere.
Bullying and harassment concerns have also relayed other consequences, such as the struggle for employees to access sick leave, as 58 percent of
those surveyed felt unable to take time off when unwell, and more than half expressed difficulty in taking breaks. This has underlined the importance of legal awareness and the prevention of bullying and harassment within the sector to promote the health and wellbeing of employees.
Dr Williamson emphasised the need for further training opportunities within the sector, which employees have recognised as highly beneficial to their career growth. He said that training would also contribute to improved retention rates and overall job satisfaction.
The economy has been a major hurdle for hospitality businesses this year, especially as many are owneroperated, usually with less than ten staff. Dr Williamson said it wouldn’t be surprising if 2025 also grappled with a challenged economy.
“We’re seeing a solid rebuild in customer numbers. That’s great. That helps. But I think it’s just going to be tough and tight. We’re seeing a lot of businesses being knocked out of the market. You know,
there are people folding fairly regularly, but amazingly, there are new businesses coming online as well. It’s a place where hope springs eternal.”
Over the past 12 months, the local hospitality industry has become a landscape of closures, with major flagship establishments closing nationwide. Although this approach had elements of a “survival of the fittest” approach, Dr Williamson said it was a creative deconstruction.
“I stand by the argument that organisations that can’t afford to pay good wages provide good conditions, provide safe environments, shouldn’t be in the marketplace. We don’t want businesses like that,” said Dr Williamson.
“It’s that question, I think, as a society as a whole, we can ask ourselves, what sort of organisations do we want? What sort of sectors do we want? Do we want a hospitality and tourism sector that has a rump of employers who are poor, you know, who are poor employers? We don’t. And so one hopes that those are the organisations that are being removed from the marketplace.”
He added that if there were key priorities for the next year, businesses should emphasise the need for training and clear progression for young talent within the industry, to crack down on bullying and harassment, and introduce an employment ranking system for businesses to follow. This would facilitate a stronger workplace relationship between employers and customers and encourage operators to do the right thing.
Anticipating the Future of Hospitality: WHAT’S IN STORE FOR 2025
The hospitality industry is at a pivotal moment, and as we step into 2025, there is much to reflect on and even more to look forward to. At the Hospitality Summit in December, we, alongside Minister Matt Doocey, Hospitality NZ and MBIE, identified key challenges and opportunities.
This collaborative effort has set the stage for a dynamic year ahead, and you’ll see the outcomes of these discussions come to life throughout 2025.
Here are some of the areas shaping the future of hospitality this year: Economic Outlook: Signs of Recovery
Interest rate drops are bringing cautious optimism. As these declines continue, the hope is for increased discretionary income, leading to a boost in dining out and hospitality spending. However, businesses must remain vigilant, particularly in managing costs during the early months of the year when pressure is still high.
Evolving Workforce Dynamics
The skills shortage that has tested the industry over the last few years is beginning to ease, aided by immigration policy changes. Updates to the Accredited Employer Work Visa (AEWV) scheme and smoother transitions for visa holders in cases of business sales or restructures are steps in the right direction.
Still, the long-term staffing deficit remains a critical issue, and the Restaurant Association is prioritising efforts to address this. From advocating for fair immigration policies to creating opportunities for career growth, ensuring a strong, sustainable workforce is key to our industry’s resilience.
Sustainability as a Competitive Edge
Sustainable practices continue to gain momentum, driven by consumer demand and the urgent need to reduce waste. Aotearoa’s hospitality sector generates nearly 25,000 tonnes of food waste annually, representing a financial and environmental burden.
Marisa Bidois CEO, Restaurant Association of New Zealand
In response, the Restaurant Association Kai Keepers pilot scheme launched in 2024 will expand nationally this year, offering practical tools and guidance to help businesses minimise waste and maximise efficiency.
Sustainability is no longer optional; it’s a fundamental aspect of staying competitive and relevant in 2025.
Technology Integration for Efficiency and Personalization
From AI-powered operations to VR-enhanced customer experiences, technology is reshaping hospitality. Businesses that embrace these innovations will find themselves better equipped to deliver personalized
and unique experiences that today’s consumers demand.
Whether it’s mobile apps simplifying reservations or data-driven insights crafting bespoke dining experiences, technology is not just a tool—it’s a strategy for growth.
Tourism and the New Zealand Food Story
With international tourism numbers on the rise, the focus is shifting toward authentic, local experiences. This presents an opportunity to showcase New Zealand’s food story by partnering with local artisans, creating regional food tours, and offering immersive culinary experiences.
The introduction of the International Visitor Conservation and Tourism Levy (IVL) in late 2024 offers potential for hospitality-focused infrastructure projects. We continue to advocate for the inclusion of hospitality initiatives in levy-funded programs, aiming to position our industry as a cornerstone of the tourism economy.
One long-term initiative on the horizon is the Michelin Project, which aspires to see New Zealand recognised in the prestigious Michelin Guide. This bold vision exemplifies the quality and creativity of our industry and aims to elevate it on the global stage.
Ignite Hospo 2025: A Must-Attend Event
This year, Ignite Hospo promises to be the highlight of the hospitality calendar. With an exceptional lineup of speakers, hands-on workshops, and networking opportunities, it’s the ultimate platform for innovation and growth. Don’t miss your chance to be part of this transformative event!
Final Thoughts: A Year of Possibility While challenges remain, 2025 is a year of opportunity. From economic recovery to technological innovation and sustainability, there’s a tangible sense of momentum. Together, we can tackle these challenges head-on and shape a vibrant, resilient future for hospitality in New Zealand.
Let’s keep building an industry we can all be proud of—one that serves as a beacon of creativity, innovation, and excellence on the global stage.
POTATOES: The Powerhouse of the Plate
Potatoes have long been a staple in diets across the globe. With their versatility, affordability, and impressive nutritional profile, potatoes are a must-have for any restaurant or cafe menu. Whether served as the star of the dish or a reliable side, potatoes bring value and satisfaction to the table like no other ingredient.
The Nutritional Edge
Contrary to their reputation as a simple starch, potatoes are packed with nutrients. A medium-sized potato provides:
• Carbohydrates: The main energy source for our body, but should be taken in moderation. The good news is fresh potatoes contain 50% less carbs than rice and 25% less carbs than pasta.
• Vitamin C: An antioxidant that helps slow down or prevent cell damage and protects us from infection. Because our bodies don’t store vitamin C we need to get a regular intake. And with more vitamin C than blueberries, potatoes are great way to get it every day.
• Potassium: An essential dietary mineral and electrolyte that is stored in our body cells. It helps build muscle, regulates blood pressure
and helps our heart and kidneys to function properly.
• Fibre: With 20% more fibre than pasta and more than double the fibre of rice, a daily serve of potatoes keeps your body running like clockwork.
• B Vitamins: There are eight B-group vitamins and each one has an important function for our bodies, from strengthening our muscles, joints and ligaments, to anti swelling and nutrient absorption.
• Iron: Essential because it helps transport oxygen throughout our bodies. Lack of iron in your diet can cause fatigue. Most kids won’t eat broccoli once a day but they won’t say no to a potato.
• Moreover, potatoes are naturally fatfree, gluten-free, and low in sodium, making them an ideal option for health-conscious diners and those with dietary restrictions.
A Culinary Chameleon
From upscale dining to casual eateries, potatoes can adapt to any culinary context. Their versatility is unparalleled, with preparation methods ranging from roasting and frying to boiling and baking. Potatoes absorb and enhance flavours, making them the perfect canvas for creative chefs.
Here are a few ideas for incorporating potatoes into your menu:
• Artisan Fries: Elevate fries with truffle oil, Parmesan, or unique dipping sauces.
• Stuffed Creations: Load baked potatoes with gourmet toppings like smoked salmon, crème fraiche, and herbs.
• Global Dishes: Feature potatoes in curries, gnocchi, or as a base for Spanish-style patatas bravas.
• Breakfast Boosters: Highlight hash browns, potato pancakes, or skillet potatoes in your brunch offerings.
Sustainability on the Menu
For businesses committed to sustainability, potatoes are a win. They are one of the most resource-efficient crops to grow, requiring less water and energy than many alternatives. Additionally, their long shelf life helps minimise food waste, a critical consideration for both the environment and your bottom line.
Why Now is the Time for More Potatoes
Thanks to potatoes affordability and comfort-food appeal, they allow you to deliver hearty, satisfying portions without breaking the bank. Potatoes remain a cost-effective option for restaurateurs and café owners.
Partnering with Quality Suppliers
When sourcing potatoes, look for suppliers who prioritise quality and freshness. Explore different varieties. Collaborating with local farmers can also add a farm-to-table appeal to your dishes.
Potatoes are more than just a side dish—they’re a versatile, nutritious, and sustainable ingredient that deserves a starring role on your menu. By embracing the humble potato, your restaurant or café can deliver value, innovation, and satisfaction to your customers, proving that sometimes, the simplest ingredients are the most impactful.
So, let’s raise a fork to the mighty potato—a true gem of the culinary world.
HIGH QUALITY DEMAND
Despite a challenging time in 2024, the local baking sector has looked towards an exciting future full of potential over the next 12 months.
Michael Gray Vice President Baking New Zealand
Vice President of Baking New Zealand Michael Gray said the move to laboursaving equipment had been a major trend for the industry and something that many local bakeries had adopted.
New Zealanders have been vocal about their demand for honest products made from highquality ingredients. Even if the cost was higher, Gray believed customers would still prefer to pay more than compromise on quality and taste.
He said that more local bakeries should take the opportunity to produce a gourmet offering and stand out in the crowd rather than offer an adequate product.
Communicating with the customer was another key issue that stemmed from the cost of products.
Gray said that many customers underestimated the effort of producing baked goods.
“The industry needs to hold its head up high. The quality of gourmet baked goods often contains ingredients similar to those of a burger ordered in a restaurant; however, customers expect to pay half the price,” said Gray.
He added that innovation would play a significant role in the new year and advised bakeries to adapt rather than adopt.
“There are simple ways that bakeries can implement innovation to make operations easier, from investing in automotive technology to generating less waste, which can be a big problem for some.”
Focused on the industry’s climate, Gray believed that the past 12 to 18 months had been tough, primarily influenced by the same economic patterns. He hoped the future would offer positive opportunities for bakeries to grow and flourish in the new year.
While he said 2025 would be easier for businesses to navigate, it was still crucial for bakeries to find a niche offering that could reach more customers.
“If bakers are great at what they do and find their niche offering that sets them apart, it could open up more trends for the industry to adopt,” said Gray.
Pastry has recently been on a global high, influencing the local industry. This has opened the door for several growing pastry trends, notably Danish flavours and garnishings.
An example of this was the popularity of savoury options, such as Neapolitan sauces with spicy chorizo or the ongoing demand for spinach and feta. The crossover of sweet and savoury flavours, such as maple bacon, had also gained some traction, and many bakers had jumped on the sourdough bandwagon.
Gray believed that donuts would be the biggest trend for 2025, as well as New York-style cookies.
“New Zealanders love the influences of international flavours and trends, especially foods that may trend online globally. Big New York cookies are an excellent example of this and can feature a range of flavours and toppings.”
Over the past year, dairy has been a major challenge for the local industry. With cost increases and a potential push for butter, many bakers have found it financially challenging to operate.
Gray said that supporting local producers would make it cheaper to buy New Zealandmade products instead of Australian products. He believed that bakers and staff would notice the benefits of supporting the local economic cycle, which was evident in taste and texture.
“It’s not all doom and gloom for the industry, especially with exciting possibilities to showcase the best local ingredients and techniques over the next year. The industry has continued to shift towards customer trends, and by realising the potential of future trends and innovation, the local sector will continue to provide high-quality products.”
RAISING TIDES
Firth
Director
Dylan
Executive
Brewers Association of New Zealand
Not long ago, beer was at the heart of economic and cultural movements. From shifts in closing hours to the explosion of diverse styles and the promise of export markets, beer was a driving force in shaping societal trends. Today, while the role of beer has evolved, it remains an essential part of life’s memorable moments—an accompaniment to experiences not just the reason for one. Rather than being viewed as “recession-proof,” beer has proven to be resilient and adaptable, reflecting a changing world.
So, in the past few years as pandemics and economic downturns have graced these shores, beer has certainly rode the wave not driven it. But as we look ahead, there is a quiet confidence among the sector after a tumultuous five years. Long COVID isn’t just a physical attribute, it is an economic one. And with interest rates stabilising and kiwis thinking they will possibly have an extra dollar or two in their pockets. A hot summer may just be ticket to calming the seas.
The prospect of a halt in declining sales and an economic plateau offers the industry a chance to adapt to evolving consumer behaviours. This generation’s focus on quality over quantity, coupled with a preference for moderation, is shaping a new drinking culture. Brewers who are tapping into this trend with innovative products—whether they’re ultra unique styles or sophisticated low-alcohol and no-alcohol options—are likely to see strong engagement.
So here’s a short reflection on a couple of key drivers.
Inflation continues to influence consumer decisions, particularly in single-product sales. However, breweries are responding by offering value-oriented solutions, including smaller-size multi-packs, subscription models, and exclusive online deals. These approaches are helping breweries build loyalty and retain customers in a competitive market.
The resurgence of international tourism is a game-changer. Beer tourism is becoming a major draw which the sector is embracing well, offering visitors a unique taste of New Zealand through brewery tours, tasting rooms, and hyper-local beer festivals. This trend is not only lifting sales but also enhancing the global reputation of Kiwi brews. We are currently a fraction
of where we were in visitor numbers, so expect more growth in the coming years. Tourism provides a platform to showcase the diversity, creativity, and craftsmanship of New Zealand’s beer industry, making it a vital growth driver for the years ahead.
The momentum behind low-carb beers and zero-alcohol options is unmistakable. Health-conscious consumers are seeking beverages that align with their lifestyle, and breweries are rising to the challenge with bold innovations. While zeroalcohol beer remains a small segment, its growth trajectory mirrors international markets where these products are gaining significant traction. Continued investment in this area is an opportunity to diversify portfolios and reach new demographics.
Although regulatory changes such as mandatory energy labelling and an ever shifting licensing environment present challenges, they also encourage breweries to innovate and adapt. A more stable regulatory environment is always a hope, offering the industry a chance to focus on growth. Advocacy efforts around lowering keg excise rates and promoting sustainable practices will be essential to ensure a thriving sector.
2025 brings with it an air of optimism. Improving economic conditions, a likely warm summer, and growing consumer confidence signal better times for the beer industry. Hospitality spending is expected to rebound, supported by the public’s appetite for social gatherings and outdoor experiences. Brewers who prioritise direct engagement with consumers, lean into tourism opportunities, and embrace innovative trends are well-positioned to succeed.
The year ahead promises to be one of stabilisation and opportunity. With its unique combination of tradition and innovation, the New Zealand beer industry is ready to write the next chapter in its story.
A DECADE OF SUCCESS
Greg Cornes opened his first Goodness Gracious ten years ago, and in the decade since, he has navigated drastically different economic cycles, global pandemics and growing industry issues. But having weathered multiple storms and survived some of the toughest conditions for hospitality businesses, Cornes is thankful to still be operating today.
Reaching the 10 year mark in business has brought immense satisfaction to Cornes, who said it highlighted strength and resilience built over the years. While acknowledging the milestone was important, the focus for Cornes remained to advance further. The goal to push the business into new territories, explore innovative concepts, and continue its evolution.
“It’s about balancing appreciation for the past achievements with a keen eye on future possibilities, ensuring Goodness Gracious continues to grow and thrive.”
With 15 years of prior experience in the hospitality industry, Cornes sought a small space to mitigate the risks where others had failed. When he discovered a small garage in Eden Terrace, the location inspired his menu. At that time, few cafes were offering bagel sandwiches, and the unique menu perfectly suited the space he had.
The menu has been an instrumental part of Goodness Gracious’ popularity with customers. Cornes said that key inspirations have lied in providing a reliable and consistent offering. Its coffee, featuring a unique blend, locally contract-roasted from the beginning, has earned a loyal following and has established a strong reputation.
“Customers have appreciated a
dependable, quality experience, particularly enjoying a satisfying meal,” he added.
The bagel burger has remained a sentimental favourite with customers since it was introduced in 2014. Drawing inspiration from Cornes’ time in Melbourne, where bagel sandwiches opened his eyes to new possibilities, the culinary influence has become a staple on the menu and loved by many.
Cornes said the menu hasn’t undergone significant changes over the past 10 years, as the existing offers continue to be great sellers. The challenge has remained to navigate limited space, as removing any beloved bagel for a new option or daily special could risk disappointing customerswhich can be seen as a great problem. Besides Covid, the Goodness Gracious brand has faced other significant challenges. In 2018, an up-and-coming food influencer with a substantial following on Auckland’s social and hospitality scene shared a decidedly negative review of the business, which subsequently caused a storm on social media. At that specific time, Cornes operated two stores.
In response, Cornes took a calculated risk by addressing his comments directly, despite it being unconventional for a business.
“I was aware that this could amplify the situation, but stood by the adage, “Any publicity is good publicity.” Moreover, my response was principled; I believe constructive feedback should be offered directly to businesses. If the response falls short, then online reviews are justified as a warning to potential customers.”
Cornes aimed to express support for his team and the brand, which he described as a critical stance for an owner-operator. While traditional marketing perspectives might criticise this approach, the brand’s survival and growth, expanding from two stores to three, attest to its validity. He added that in the current social media landscape, nothing is off-limits, and radiating the authenticity of those behind the brand has strengthened ties with staff, community and potential customers.
He believed the current economic crisis has been far more impactful than other financial issues in recent history.
“The cost of living crisis and ongoing recession have presented formidable challenges over the past two years, surpassing those of the 2008/09 financial crisis, during which I was already in the workforce. Insights gained during the pandemic about cash flow management, efficiency, digital accessibility, and execution have proven invaluable in navigating these times. However, we continue to face challenges in maintaining staff and community wellbeing amidst financial uncertainties.”
An essential key for the Goodness Gracious brand over the past decade has been to stamp its own mark on the hospitality scene. Cornes said that although keeping an eye on international trends was important, Goodness Gracious has been primarily focused on staying true to its unique identity. The business has evolved organically in response to challenges, prioritising authenticity and adapting as needed without heavily leaning on broader international trends. This approach has allowed Goodness Gracious to maintain its distinct character and continue to appeal to its customer base.
As for the next 10 years, Cornes said the industry will face some challenges due to recessionary pressures. In his opinion, some establishments may struggle as cost models become more constrained. However, this environment often paved the way for innovation and new ideas.
“I anticipate a wave of new operators emerging with fresh perspectives on how hospitality should function in today’s world. Concepts like ghost kitchens and digital-heavy formats will likely gain prominence, allowing businesses to operate more efficiently and creatively. These innovations could reshape how we think about dining and hospitality services, integrating technology to better meet consumer demand.”
Cornes said overall, while the coming years might bring challenges, they will also present opportunities for rethinking and revitalising the industry with modern, adaptive approaches.
MENTORING THE NEXT GENERATION
In 1993, New Zealand’s wine industry had a vision to increase its wine exports from NZD $41 million to $100 million by the year 2000. That bold approach over thirty years ago sowed the seeds that set the New Zealand wine industry on its way to establishing its Sustainable Winegrowing New Zealand (SWNZ) programme which celebrates three decades in 2025.
Fabian Yukich Chair of New Zealand Winegrowers
“The industry leaders were passionate and innovative. They could see the opportunities for an export-focused wine industry. They knew the importance of sustainability to ensure New Zealand wine would be internationally renowned for its premium reputation. They also believed the way forward was to unite winegrowers and winemakers. Working together would ensure success,” said Fabian Yukich, Chair of New Zealand Winegrowers.
Over thirty years SWNZ has evolved into a robust, independently audited programme that now certifies 96 percent of New Zealand’s vineyard area and approximately 90 percent of wine production by volume. That level of
participation by both winegrowers and winemakers sets this programme apart as the only one of its kind around the world. In 2024 exports of New Zealand wine exceeded NZD $2 billion per annum.
The SWNZ programme has never sat still but has continuously evolved to meet an ever-changing world. It focuses on six key areas: Climate Change, Water, Waste, Plant Protection, Soil and People.
One thing that has remained constant for the last thirty years and will continue to reassure wine lovers around the world, is the high level of commitment New Zealand wine has to a sustainable future that drives its unique and distinctive wines.
New Zealand has been recognised as having one of the most collegiate wine
industries in the world, and the annual New Zealand Winegrowers Mentoring Programme is a wonderful example of this.
This annual programme has aimed to match an experienced and knowledgeable mentor with a mentee who is wanting to progress themselves in our industry. It is open to everyone in the New Zealand wine industry working in all roles including viticulture, winemaking, operations, laboratory, sales, marketing, cellar door and general management.
Over the years, the programme has seen some real success stories as people grow in confidence, set goals, find a new direction and follow their dreams. One of the 2023 mentees said they had set goals for the future, and that the programme
had given them more confidence to achieve these goals as they were more confident with their knowledge and capability.
Both mentors and mentees gain a lot from the programme as it sparks pride, passion and positivity. “It was great to see the industry and world through the eyes of a younger person. They have a different perspective,” said one of the 2023 Mentors.
The programme helps networks grow and relationships deepen, which, along with the transfer of experience and knowledge, helps strengthen the wine industry as a whole.
The induction workshops led by Fiona Fenwick, Independent Director & Coach, took place mid-November at Spy Valley in Marlborough and the pairs
will now meet six times over the next few months.
The 2024 mentors are Mike Horton from Indevin, Mick Hudson from Nga Waka, Lesley Boon from Pernod-Ricard, Patricia Miranda-Taylor from Wither Hills, Matt Patterson-Green from Benton Wines, Peter McLeod from Farmgate and Rachel Petrie from Otago Polytechnic.
The mentors all volunteer their time and expertise to help their mentees grow.
“It’s so uplifting to see people wanting to help others,” said Nicky Grandorge, Leadership and Communities Manager at New Zealand Winegrowers.
“It’s a true demonstration of how working together helps strengthen the New Zealand wine industry as a whole.”
COMMITMENT TO INDUSTRY GROWTH
2024 has been a year of immense challenges for New Zealand’s red meat sector, reflecting the struggles faced by the hospitality industry.
BSirma Karapeeva Chief Executive Meat Industry Association
oth have grappled with the impact of a cost-of-living crisis, as tightening consumer spending and weakening economies, both domestically and internationally, take their toll.
For the red meat sector, this has translated into weaker demand and pricing in key export markets, particularly for lamb.
Variable livestock flows have added to the pressure, resulting in lower farm-gate returns for farmers and squeezing farm profitability.
Despite these headwinds, the red meat sector has shown remarkable resilience, underpinned by its adaptability and commitment to innovation.
Processors and exporters are finding ways to support domestic hospitality businesses while maintaining the trade relationships that remain the lifeblood of the industry. With over 95 percent of New Zealand’s red meat exported, a diverse and agile trade strategy has allowed the sector to adapt to market shifts and pursue value opportunities globally.
This adaptability has been essential as the sector faces challenging conditions in China, historically a key market for New Zealand red meat.
A post-COVID economic slump, coupled with increased competition from Australia and South America, has softened demand.
However, the United States has emerged as an equally important market for our products, highlighting the benefits of diversification.
With access to more than 110 markets, New Zealand’s meat processors can pivot to meet demand, whether supplying food manufacturers with ingredients or delivering branded premium products directly to consumers.
Innovation continues to be a
hallmark of the red meat industry. Some processors have made difficult decisions this year, while others are investing in automation and operational improvements to future-proof their businesses.
This forward-thinking approach is matched by a strategic focus on emerging markets, such as the Middle East and India, which promise significant opportunities for growth.
In the Middle East, New Zealand’s halal-certified products are in high demand. Recent trade deals will further streamline access for frozen beef and sheepmeat exports, capitalising on the region’s appetite for high-quality protein.
India also presents exciting prospects. With a young population, a rapidly expanding middle class, and a confident economy, the Government’s focus on strengthening trade ties with India aligns perfectly with the red meat sector’s longterm growth strategy.
While China remains a cornerstone of New Zealand’s trade relationships, the sector is doubling down on its efforts to enhance the value of its offerings there.
The refreshed Taste Pure Nature campaign, launched in November, is a prime example. This three-year initiative aims to shift buyer preferences by emphasising the nutritional benefits,
grass-fed attributes, and traceability of New Zealand beef and lamb.
Closer to home, the sector is investing in the domestic market, giving diners unprecedented choice when it comes to premium lamb and beef.
Meat companies’ commitment to working closely with chefs and the sector remains a key focus, ensuring the needs of increasingly discerning customers are met.
This partnership is vital in helping the hospitality sector differentiate itself and deliver exceptional dining experiences.
Looking ahead, the long-term outlook for the red meat sector is bright. Global protein demand is expected to double by 2050, driven by the growing middle class in developing countries.
New Zealand is well-positioned to meet this demand with premium, naturally nutritious and sustainable products. Continued investment in innovation and productivity will ensure the sector remains competitive, even as production costs rise.
The red meat sector’s commitment to quality, sustainability, and adaptability is its strength. By continuing to diversify our markets, innovate our practices, and collaborate with partners at home and abroad, we cannot only weather current challenges but emerge stronger and ready to seize future opportunities.
With over 95 percent of New Zealand’s red meat exported, a diverse and agile trade strategy has allowed the sector to adapt to market shifts and pursue value opportunities globally.
BE WOBBLE FREE IN 3 STEPS
1. Remove old foot from table leg.
2. Replace with Flat Equalizers.
3. To level press down on table.
STOP THE WOBBLE
Wobbly and misaligned tables present a significant challenge to the foodservice and hospitality industry.
FLAT Equalizers for existing tables eliminate the wobble created by uneven floors and allow you to seamlessly align multiple tables.
Wobbly and misaligned tables have plagued the hospitality industry for years. Restaurants, pubs, bars, and hotels around the world give their customers a poor impression as soon as they sit to have a drink or something to eat. Most customers sitting at a wobbly table find it irritating and distracting
, but it’s not only the customers that suffer. The bartender, server or hotelier is likely to receive complaints frequently about spilled drinks and annoying wobbles. This can lead to lost revenue and lost customers.
Eliminate complaints about wobbly and misaligned tables
• Save time (re)setting tables
• Save money on compensatory drinks and meals
• Improve your customers’ experience
• Remove unsightly napkins and other
props from under tables
• Reduce spillages and improve safety
• Protect your brand and image
• Make use of unused spaces like the sidewalk, patio or decking and generate more sales
• Increase flexibility, move tables without the hassle and worry, cater to individuals or groups and open up new areas
• Keep your existing custom coming back!
Can you afford wobbly tables?
You can see how much your existing, wobbly tables could be costing you each year by completing our online calculator – the results can be quite an eye-opener!
Contact your local Flat Equalizer supplier for orders or a Demo today
Ph: 09 4449078
Email: sales@cooktech.co.nz www.cooktech.co.nz
RECOGNITION FOR INDUSTRY WORKERS
Recognition for Australian hospitality workers has been dimmed ahead of the new year, without the support of government regarding them as core skilled occupations.
Australia’s national industry body for restaurants, cafes and caterers, Restaurant & Catering Australia, has recently voiced its strong concerns upon the release of the Core Skills Occupations List by the Australian Government, in particular how several essential hospitality staff positions, like Managers, Bar Attendants, Waiters and Baristas, have been removed.
The Australian hospitality sector has been challenged with an ongoing shortage of staff during a tumultuous economic cycle for the industry.
The past 12 months has seen several flagship restaurants across various main city centres close, as well as smaller businesses in rural communities struggle to stay afloat.
Restaurant & Catering Australia CEO Suresh Manickam said it would have a strong effect on the industry moving
forward, especially for those who work tirelessly.
“The decision by the Australian Government will directly and adversely impact the viability of hospitality businesses in Australia as well as the future of gastronomy in our nation. Moreover, it is incomprehensible that the Government would choose to remove these critical staff members when our sector is already struggling with the cost of living pressures, skills shortages and ever-increasing energy prices,” said Manickam.
In Restaurant & Catering Australia’s official submission to Jobs and Skills Australia, it highlighted the ongoing skills shortage within the sector, and how the local supply of chefs and kitchen staff had only accounted for 17 percent of the growth in demand per annum between 2024 and 2026.
Manickam added that the association
would continue to fight for recognition of those who work in hospitality to be added to the list, and would like answers as to why chefs and hospitality staff were left off in the first place.
“We are pleased that our extensive submission and ongoing advocacy for our sector has provided certainty to businesses who have been on a knifes edge by the possibility of chefs and cooks being removed from the list.”
Restaurant & Catering Australia also emphasised the vital reasons why café or restaurant managers should also remain on the list, as many businesses had still found it a laborious task to find staff to fulfil roles. These essential roles also included waiters and baristas.
“The Australian Government has not gone far enough to include key staff for restaurants and cafes, with managers, waiters and baristas being removed,” added Manickam.
“Our industry prides itself on service, and its hard to provide service when you don’t have staff. This is akin to taking everyone’s Christmas dinner order on Christmas Day then serving the meals on New Years Day.”
The association also pledged it would continue to monitor the impacts of the Core Skills Occupations List on the sector heading into the new year.
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BRINGING IN THE NEW YEAR
The past year has been progressive and successful for NZ Chefs. CEO Pip Duncan discussed major milestones that have made a difference for local chefs.
In 2024, NZ Chefs provided a range of possibilities for young and emerging chefs throughout the industry, mainly through networking, developing skills and education.
This year was marked by outstanding performances by local chefs on the domestic and international stage. An example of this was when NZ Chefs proudly celebrated with NZ Global Chef Challenger Cam Davies, who came in at number eight in the field of worldwide Chefs. Duncan said this was a fantastic achievement.
The Global Chef Challenge is a two-year cycle competition run by Worldchefs. NZ Chefs has announced a successful candidate for the 2025 Pacific
Rim semi–finals, which are scheduled to be held in The Cook Islands for Chefs and Junior Chefs. Pastry chefs will head to Sydney for the Global Pastry Chef Challenge. From here, regional winners of these events will go on to represent the Pacific Rim, travelling to Wales for the Grand Final, set to be held at The Worldchefs Congress and Expo in 2026.
Another addition to the calendar has been the International Culinary Cup. NZ Chefs will have a team of three competing in the International Culinary Cup, which is set to be held in Shanghai. Duncan said NZ Chefs was very honoured to receive an invitation to this event, which is expected to be held in November 2025.
Also, in the upcoming calendar year, Fine Food NZ will return in June and
early July. NZ Chefs will once again return to the event for the annual New Zealand Chefs Championships. Duncan said local talent will be on show at the six-kitchen arena.
Various competitions throughout the New Zealand Chefs Championships will include New Zealand Chef of the Year, New Zealand Pastry Chef of the Year and New Zealand Emerging Chef of the year.
As the Emerging Chef competition is for students in their second year of training or apprenticeship, the NZ Chefs board has included three competitions for first-year students, and a competition for secondary school students. Duncan said it was worth putting the dates in the diary to see all the action at the Electric kitchens and what stunning dishes the
best local talent can produce. NZ Chefs will also host a Worldchefs Judges workshop in June, which has been made possible by generous sponsorship from The Hospitality Training Trust.
Notable attendees include Dr Rick Stephen AM, one of Tasmania’s biggest names in culinary arts, who will present this session. In September of this year, NZ Chefs started planning an education workshop and hoped to restart the popular monthly workshops in February 2025.
NZ Chefs’ newly designed newsletter will also revert back to being called ‘Plate’, and the organisation has looked forward to sharing more great news throughout the year.
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GENERATING A VIBRANT CITY BUZZ
Pearl Jam and Coldplay concerts in November were a great reminder of the tremendous buzz that comes with large, popular events. Auckland’s city centre was alive with people, with a positive and infectious uplift in spirit - regardless of whether you were going to one of the five concerts held over 12 days.
The boost for accommodation providers was palpable, with increased room nights and revenue across the board. Not seen since Pink’s concert in March, this was welcome for a sector that has continued to grow in capacity and collect local and international accolades but has not yet seen consistent growth in visitation post-covid.
The quality of the city centre restaurant and hospitality offer continues to shine in consumer and industry awards. It’s easy to understand why, year in year out, dining is one of our key attractions for visitors. And despite costof-living impacts, we were pleased with the response to our Restaurant Month event in August, which highlighted the diversity of the offering at different price
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points. A high proportion of respondents from those who participated said that “Restaurant Month was successful for their business”.
Arts and culture provides experiences you can’t get elsewhere and we expect this to go from strength to strength in the coming years, particularly around the Aotea Arts Quarter. Our Late Night Art event – part of Art Week 2024 – was a lively, urban community event which sparked a surge in foot traffic across the High Street district, with the number of people out and about up nearly 30 percet compared with the prior year.
We are buoyed by the response to our new giant Christmas Tree, Te Manaaki, located in Te Komititanga in lower Queen Street throughout December. We want to be a vibrant, 24/7 international
There were other positive gains for the city centre in 2024. Safety concerns noticeably eased, with overall crime reducing, helped by more police on the beat and a significant local effort, including our Heart of the City safety team. This has been made even better with confirmation that a centrally located city centre police station will be operational in 2025.
city and it was heartening to see commentary about the significance of Christmas activations in other international cities. As a visitor in places like Rome, New York, San Francisco and Sydney on different occasions, I recall the joy of beautiful decorations when away from home at this special time of year.
Te Manaaki is a gift to the city from Heart of the City in partnership with Precinct Properties and Auckland Council via the city centre targeted rate. We look forward to welcoming both locals and visitors for many Christmas years to come.
There were other positive gains for the city centre in 2024. Safety concerns noticeably eased, with overall crime reducing, helped by more police on the beat and a significant local effort, including our Heart of the City safety team. This has been made even better with confirmation that a centrally located city centre police station will be operational in 2025.
Economically, 2024 was challenging. A relatively buoyant March quarter, with the highest international visitor spend since 2016 in February, was followed by tough June and September quarters.
The simple reality is that we need more people here and our work is geared towards attracting people to come and giving them reasons to stay longer. There is optimism looking ahead.
Both the NZ International Convention Centre and the City Rail Link will be game changers when they open. And other developments underway or planned, collectively illustrate confidence in the longer-term.
New hospitality businesses are poised to open in 2025; and international visitor arrivals are projected to keep rising in 2025, driven by global travel demand and increasing outbound travel from China. In addition, domestic leisure travel is expected to improve as discretionary income grows on the back of lower interest rates.
Data from Tataki Auckland Unlimited suggests that a possible 3.6 million visitors could touch down in New Zealand by the year ending August 2028, with Auckland receiving the largest share. This projection indicates a recovery trend in visitor arrivals compared with the 2022 baseline.
And, with Auckland’s population forecast to hit two million within the next decade, the city centre is a natural prospect for growth. It was recently named number seven in One Roof’s top 100 neighbourhoods in New Zealand with the most potential. More residents over time will boost vibrancy and provide custom for hospitality businesses.
I’m happy to say that a vibrant, 24/7 international city that is loved by locals and visitors alike is within reach.
STRONG GROWTH FOR ROTORUA
As one of the North Island’s most popular tourist hubs, Rotorua is known for its share of widely recognised restaurants and hospitality hotspots.
With the offset of a difficult economy and scaling costs for local businesses, Rotorua’s hospitality industry has managed to navigate its way through extremely difficult circumstances over the past 12 months.
Rotorua Business Chamber CEO, Bryce Heard, said the best way to describe the local hospitality sector was “steady”.
Heard said that visitor spend at the point of sale for domestic visitors had run between NZD $314 and $330 million per year since 2021. However, international spend had moved up from the post-covid lows, from NZD $24 million in 2022 to NZD $126 for the 2024 (year end September).
He added that, as always, summer had remained the peak season for
Rotorua. Many hospitality businesses and accommodation providers reported strong bookings this past summer, as well as at weekends.
The local economy has been supported by a strong influx of international visitors, who have flocked to the area during the post-covid travel buzz. International visitors have mainly come from Australia, the United States and the United Kingdom, which currently make up two-thirds of all international visitors to the region. Heard said that, although strong in the past, there had not been a resurgence of Chinese visitors to a significant level since they halted during the pandemic.
While Australian and United Kingdom travellers have flatlined since pre-covid levels, the most noticeable increase had been from American tourists, having
grown strongly to almost double their international spend from NZD $21 million in 2019 to $41 million in 2024.
Heard said that the local hospitality economy had been supported by three primary sectors of the region: forestry, tourism and farming.
“In normal times, two of the three are strong, which has provided an inbuilt resilience to Rotorua’s economy. Forestry has suffered from a weak spot in the Chinese economy, which has impacted our extensive engineering and manufacturing sector in Rotorua.”
He added that in recent, post-covid times, Rotorua has shared all the effects of high inflation and high interest rates, much the same as the rest of New Zealand. He said that offsetting the local building sector had remained stronger than most other places, largely due to significant government building programmes.
“This has been welcomed as it addresses the former issue of displaced people in motels, which is now receding rapidly. The rapid fall in the OCD is also encouraging and our member surveys are indicating growing confidence as we move into 2025.”
Plans to set a new vision for the city have also advanced through the chamber’s work, which is expected to offer a new level of excitement and opportunity for investment.
“Overall, Rotorua is a resilient place with a lot to offer both visitors and citizens alike.”
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Visit www.hospitalitytrainingtrust.org.nz or email secretary@htt.org.nz
GOLDEN ISSUE FOR WELLINGTON BUSINESSES
It has been a difficult year for businesses in New Zealand’s capital, with local government turmoil and challenging economic turbulence producing an unstable result for local businesses, with an emphasis on hospitality.
The Golden Mile, in particular, has become a main concern for businesses, especially in terms of generating more foot traffic into the city centre. Three key industry business associations have urged the Wellington City Council to make sure it will carry out thorough consultation with Golden Mile businesses following the decision to proceed with the NZD $139 million upgrade of the area.
Retail NZ, Hospitality NZ and the Bus & Coach Association, supported by the Wellington Chamber of Commerce, have called for the council to review its plans to redevelop the Golden Mile, especially in view of the ongoing disastrous impacts the Thorndon Quay
project has had on local businesses.
Retail NZ Chief Executive Carolyn Young said there needed to be a business-centric approach to council decisions.
“We agree that improvements are needed but we want to see the council engage in a thorough consultation on the planned works, listening to businesses to understand their needs. Thorndon Quay has caused major disruptions – let’s use this opportunity to do it right and consult properly,” Young said.
With a prospect of work on Courtenay Place scheduled for the beginning of 2025, Hospitality NZ Chief Executive Steve Armitage said business owners in
the area already had fears about what the new year could bring, especially off the back of a particularly tough year of trading in 2024.
“No business can withstand three years of constant disruptions, especially in today’s tough economic climate. These interruptions make it even harder for businesses to thrive,” Armitage said.
“We want to work with the council to find better ways to manage this project – ways that minimise disruption, keep businesses operating and support the local economy throughout the process.”
Bus & Coach Association Chief Executive Delaney Myers outlined the essential reasons why the council needed to focus on the larger picture at hand. The Association has supported the intended outcomes of the Golden Mile project, but Myers said the devil was in the detail.
“We all want a vibrant and thriving Wellington, and to achieve that Council must genuinely listen to the affected business representatives around the detailed design and implementation of the project. We want to make this work,” she said.
The Wellington Chamber of Commerce said retailers were essential to the success of the Golden Mile’s redevelopment and that there had already been a strong sacrifice from businesses throughout the process so far.
“Plans to redevelop the Golden Mile will come to nothing without vibrant businesses for Wellingtonians to enjoy. The council needs to consider its impact on business and provide real support if construction goes ahead. We ask the council to listen to businesses and ratepayers before it confirms its LongTerm Plan,” a spokesperson said.
Wellington City Council said the Golden Mile was a valuable asset for the city and surrounding region, and that its focus was to build a better future for the city, the region, its people and the planet.
GLIMMER OF HOPE
The economy has been avidly watched by Canterbury businesses over the past 12 months, both in main centres and smaller communities throughout the region. This was evident in the Business Canterbury survey, which indicated renewed optimism about the economy following the first interest rate cut in four and a half years.
Leeann Watson, chief executive of Business Canterbury, said the rise in confidence was a welcome sign for the Canterbury business community and the region’s local economy.
“We’re seeing quite a large improvement in expectations for both the Canterbury economy and individual business performance, a big turnaround from what we saw in the results from May,” said Watson.
Key findings from the Business Canterbury survey showed that 53 percent of businesses expected a stronger regional economy over the next year, which was up from 26 percent earlier in the year.
The top three concerns for
businesses heading into the new year were identified as consumer confidence and demand, interest rates and inflation, and productivity and growth. The survey also noted that 57 percent of businesses anticipated a stronger financial performance over the next year, compared to only 45 percent previously.
Watson said the survey had shown a promising future for local businesses, especially in the midst of a challenging economic climate.
“These results are early indications that the recent drops in inflation and interest rates are having a positive impact on the business operating environment despite challenges remaining for businesses who have
been through what has felt like an elastic band economy over the last few years,” she said.
“Expectations around investment and recruitment haven’t risen in response to the OCR announcement, but they have held steady which suggests that while businesses are feeling more optimistic, they’re not quite ready to commit to growth just yet.”
Watson said that the optimism that had begun to come through would be somewhat tempered by concerns about consumer confidence and demand, which was front of mind for many business owners, combined with the growing concern about productivity and growth.
“To maintain this positive trajectory,
we need local and central government to focus on creating an environment that kickstarts economic activity and allows businesses to focus on productivity, innovation and growth.”
She added that reducing compliance costs and cutting red tape should also be top priorities.
Business Canterbury had engagement with the new Ministry for Regulation earlier in the year to emphasise some of the major changes that businesses are concerned would have an immediate impact on operations. Watson said that businesses have continued to operate in a complex and changing environment and are looking to best understand how they can navigate that change.
