Hospitality Business March 2023

G A M I N G T E C H N O L O G Y H O S P I T A L I T Y

T h e b e s t n e w a n d i n n o v a t i v e g a m i n g m a c h i n e s , c o m m e r c i a l k i t c h e n e q u i p m e n t , p o i n t - o f - s a l e s y s t e m s , p a g i n g a n d c o m m u n i c a t i o n d e v i c e s , w a s t e m a n a g e m e n t s o l u t i o n s , v e n u e d e s i g n a n d c o n s t r u c t i o n p r o v i d e r s , f u r n i t u r e a n d f l o o r i n g , f o o d a n d b e v e r a g e , e n t e r t a i n m e n t , u n i f o r m s a n d m o r e , a r e f o u n d a t t h e A u s t r a l a s i a n G a m i n g E x p o ( A G E ) .

A G E i s t h e c o r n e r s t o n e o f t h e A u s t r a l i a n g a m i n g a n d h o s p i t a l i t y i n d u s t r y . I t ' s w h e r e g a m i n g , t e c h n o l o g y , a n d h o s p i t a l i t y m e e t .

1 5 - 1 7 A U G U S T 2 0 2 3

I C C S Y D N E Y

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Contents

REGULARS

Princess Anne roasts coffee for the Cyclone Gabrielle Relief Fund & WelTec student wins three top awards at Youth Olympiad in India.

Meet the new crew at freshly opened Odd Saint in Queenstown.

FEATURES

11-17 HOSPITALITY BUSINESS STATE OF THE NATION 2023

Marisa Bidois

Wayne Brown James Doolan

Peter Winder

COMMERCIAL KITCHENS

How to put your Kitchen Management

FOOD SAFETY

Watch out gout about!

NEW OPENING

Queenstown’s new lake side rotunda restaurant with Ben Bayly at the helm.

Essential travel tips for tech smart hospitality operators

HORNBY CLUB REOPENS

Six years after conception, the new look Club reopens

INTERNATIONAL HOTEL SCENE

Meet charismatic Sebastien Bazin Accor’s Paris - based Chairman.

Hawaii leads the charge with jackfruit and blueberries.

Kimberley Dixon kdixon@ intermedianz.co.nz

0274 505 502

MARCH

Vol. 10 No. 1

Lives & Livelihoods

Welcome to the March edition of Hospitality Business. As we go to press New Zealand is endeavouring to recover from a series of catastrophic weather events which have literally swept away lives and livelihoods.

Northland, Auckland, Coromandel and the Hawke’s Bay in particular have experienced major disasters requiring a National Emergency status to be invoked for just a third time in our country’s history.

Unfortunately hospitality businesses, already being squeezed by inflation, increased costs and a lack of staff, have not been excluded from the devastation, as the Esk Valley vineyards alone have shown.

At the moment the industry is rallying around, seeking ways to help fellow restaurateurs, hoteliers and café owners recover, through fundraising events and initiatives up and down the land.

This issue contains our annual State of The Nation Leaders Forum and addresses all facets of the sector. Participants include Peter Winder, the newly appointed CEO of Te Pukenga; Julie White, CEO of Hospitality New Zealand, and Marisa Bidois, CEO of the Restaurant Association. Each of this year’s leaders have wise words for the future.(Page 11)

A recurring theme from the leaders is Chronic Staff Shortages and it is sincerely hoped the new immigration visa situation being introduced to fast track recovery will also address the glaringly obvious need to assist the sector, which once contributed $34 billion to the NZ economy.

On a lighter note, could your commercial kitchen benefit from a 7 step management diet? If so renown hospitality guru Ken Burgin has some great tips (pages 20—21), on how to tighten kitchen costs!

We also head to Christchurch to celebrate the reopening – after six years – of the Hornby Club! (pages 30 & 31).

Keep up to date with our disaster recovery and industry news at www.hospitalitybusiness.co.nz and remember to join the busy subscriber base to our weekly e newsletter!

More than ever – Kia Kaha.

Follow us on

Kimberley Dixon

www.hospitalitybusiness.co.nz

On the Cover:

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Top 10 placement at Young Chef Olympiad

Wellingtonian Michelle Burling-Claridge, a Level 5 Diploma in Hospitality Management student at Whitireia and WelTec (Te Pūkenga), has won three category titles and placed in the top 10 of 50 competitors at the 2023 IIHM Young Chef Olympiad.

Following two years of hosting the International Institute of Hotel Management’s Young Chef Olympiad event online, the global culinary competition returned on January 29 to being judged in person in India.

Michelle, 21, represented New Zealand in section Group E held in Hyderabad, with competitors from Jordan, Sweden, Namibia, Spain, USA, South Africa, Uzbekistan and Portugal. Competitors were judged on several factors: ability to cook with given

ingredients within a specified time, creativity of dish and taste, and utilisation of preselected ingredients.

“It’s been a very successful trip and I am very proud of Michelle’s achievements,” says WelTec hospitality tutor Frank Prskawetz, who trained and accompanied Michelle.

“Michelle won: Top Ambassador; Best Hygiene, and Sustainable Practices awards.

“In a nutshell: 28.000km on the plane in just over a week with very little sleep but plenty of lovely food and many new friendships made with students and mentors from over 50 countries.

“This is really was a once-in-a-lifetime opportunity as there is only one young chef selected from each of the 50 participating countries,” says Frank.

Michelle, who finished high school at Onslow College before completing WelTec programmes in bakery, cookery and hospitality, isays she was both nervous and excited about the challenge.

“It was incredible to meet other upcoming chefs and the competition provided a good test of pressure,” says Michelle.

Frank Prskawetz, explains that in the initial round students will prepare a vegetarian dish made from a table of ingredients (like a magic box), and a lemon meringue tart for dessert. In the final round, they made a classic French omelette, a

prawn dish from a table of ingredients, and a tarte tatin to finish.

“We practiced preparing dishes from pre-selected ingredients to help get Michelle used to this format. She is a very well rounded chef, having done both cookery and bakery through WelTec,” says Frank.

Michelle is currently working at Hippopotamus restaurant at the QT Hotel Wellington, and hopes the Young Chef Olympiad will be a stepping stone to further work and travel overseas. “I would love to work and travel around the world, and that is what I am hoping to do next.”

The top three winning chefs were Emil Zeynalzade from Azerbaijan, Patiphon Lertsuakitti from Thailand and Naureen Shaikh from India.

“We are immensely proud of Michelle, our programmes and our tutorial kaimahi (team members) which continue to demonstrate world class status, and produce excellent chefs,” says Mark Oldershaw, Manahautū, Executive Director, at Whitireia and WelTec (Te Pūkenga). “A huge congratulations to all involved.”

The Princess Royal Relief Fund Roast

Her Royal Highness Princess Anne is known for her love of horses, sailing and coffee, and recently she indulged the latter on a visit to New Zealand during which she toured the Havana Coffee Works roastery in Wellington.

Havana Coffee Works’ General Manager, Stefan Gray said Princess Anne’s knowledge for coffee became apparent right away.

“We hosted Her Royal Highness on a tour of the Wellington roastery, and it became obvious she knew how to make an excellent cup of coffee.

“But more than that, she had an extensive knowledge of coffee. After a brief demonstration by our Master Roaster Joe Stoddart, she personally roasted her own unique blend to take home with her to England.

“Later on, we were conversing about the devastation of Cyclone Gabrielle. The Royals expressed their wish to help, and The Princess Royal Cyclone Relief Blend was born.

“One of just two 500-gram bags of coffee roasted by Her Royal Highness herself is being auctioned off to raise funds. The auction

winner will also receive a Royal worthy roastery tour and Havana goodie bag. Her Royal Highness’ recipe is a sophisticated blend; it’s bold and rich with deep caramel and European chocolate after tones. We have since roasted more beans, so her blend is available online and through our roasteries with the profits going to the Red Cross.

“Princess Anne and Sir Timothy Laurence were delightful guests. Their kindness is greatly appreciated and we’re very fortunate to have this unique opportunity to help those impacted by Cyclone Gabrielle,” said Gray.

Young chef Michelle Burling-Claridge and WelTec hospitality tutor, Frank Prskawetz with a trio of awards.

Hospitality Training Trust Grants Available

2022 Grant Recipients

• New Zealand Sommeliers and Wine Professionals, $1,700, Asia Oceania Best Sommelier Regional Competition 2022

• New Zealand Sommeliers and Wine Professionals, $1,800, Asia-Oceania Bootcamp for junior sommeliers

Central Otago Branch, Hospitality New Zealand, $12,000, Roving Tutoring Chef

• Culinary Arts Development Trust, $7,511, National Secondary School Culinary Competition [NSSCC] and New Zealand Culinary Journey [NZCJ]

• Culinary Arts Development Trust, $4,600, National Secondary School Culinary Challenge Toolbox for Teachers

• HNZ, $18,000, Te Reo Maori in Hospitality and Culinary Storytelling

• HNZ, $15,000, Hospitality Human Resources Best Practice

HNZ, $20,000, Future Leaders Programme

• Ignite Colleges, $4,000, Australasia Tapas Competition

Entries are now open for the Hospitality Training Trust’s 2023 grants. Established in 2011 to advance training in the New Zealand hospitality sector, the trust is a vital source of funding with grants ranging from $500.00 to $20,000.

The HTT is vital in an industry renowned for its struggle to curate and maintain good workers, says trust Chair, Bruce Robertson.

“Put simply a lot of programmes would struggle if they didn’t receive funding from the trust. From travel fees and helping people get a driving licence through to culinary Master classes and major events, wherever we can support up skilling the industry, we do.

• RANZ, $10,000, Regional Professional Development Seminar Series’

• RANZ, $4,000, Professional Development Webinar Series 2022

• RANZ, $21,000, Upgrade of Audio-Visual system at Taste Training Venue

• Whenua Iti Outdoors, $2,490, Manaaki Kai: Young Māori Leaders in Hospitality

• Delaware North, $10,000, Hospitality Workforce Revival Strategy

“It improves both the productivity and profitability of the sector.”

Previous recipients of Hospitality Training Trust grants include Hospitality New Zealand, Restaurant Association of New Zealand, and the Manukau Institute of Technology.

“We want to encourage everyone who has a good idea to put it forward. All grant

Grand Chateau Closed

New Zealand’s iconic Grand Chateau Tongariro has closed.

The Chateau, located in the Tongariro National Park, has been in consultation with the Department of Conservation (DOC) regarding the renewal of its 30-year lease, since it expired in April 2020.

As part of the hotel’s due diligence in preparing to renew the lease, it had specialists conduct site and seismic assessments as part of plans to renovate the building and surrounding infrastructure.

The most recent seismic assessment, however, found that underground shifts over time meant some of the hotel infrastructure no longer met current safety standards.

“This decision has also been influenced by other factors including the significant cost of ensuring long-term site safety from seismic risk, Ruapehu Alpine Lifts (RAL) falling into voluntary administration and related uncertainty over the future of the ski resort upon which the Chateau Tongariro Hotel depends, and off the back of recent poor snow season conditions and pandemic restrictions,” a spokesperson said.

The Chateau has been leased to the Kah Corporation Ltd for the past 30 years.

Kah Corporation senior vice president commercial of Kevin Peeris, said it’s a “very sad day for our hotel family”.

“Surrounded by the Ruapehu, Ngauruhoe and Tongariro, and its history in Aotearoa New Zealand, it is disappointing for our hotel community that the Chateau Tongariro Hotel chapter has come to an end, despite initial plans to invest in its long-term future.”

applicants are viewed on their own merits to see how they will benefit the hospitality industry through relevant training and educations,” says Robertson.

Applications can now be made on line at www.htt.org.nz until April 21, when entries close.

He said although the hotel had been given the possibility of an extension to “undertake rectification works” it would have been too expensive.

“Sale restrictions were actually introduced in the second half of 2022 due to labour shortages at the Chateau, a problem that the entire New Zealand hospitality industry was and is still facing,” he says.

“We decided to stop taking on new bookings only once initial information was received from the draft seismic assessment, which in hindsight was the right decision to make.”

Owners of the Chateau Tongariro Hotel and its sister hotel, Wairakei Resort Taupō, have confirmed they will continue investing in New Zealand, and the Wairakei Resort Taupō and its staff are not impacted by the closure.

Kah continues to occupy the hotel during the handover period. While the renewal of a long-term lease is still on offer, structural repairs will have to be addressed by any potential lessee.

Odd Saint Hails Divine Food In Queenstown

Fabulous food, divine drinks and the thoughtful service Future Hospitality Group is known for are front and centre at the group’s new Queenstown venue.

The unusually-named ‘Odd Saint’, pays homage to its location alongside St Peter’s Church in the heart of the resort town and has arisen in a spot that housed a much-loved by locals café, run by previous owners for over 20 years.

The fully renovated Old Saint has been given a new lease of life in Earl Street, on a sunny north-facing spot that’s surrounded by the trees and botanicals gracing the adjacent gardens. A simple measure of enclosing the garden seating area has enhanced the venue’s fur-friendly reputation.

As the name suggests, Odd Saint embodies a new spin on the more standard brunch spot. The eclectic menu delivers ‘global soul food’, inspired by travels undertaken by new owners James Ace and Bert Haines along with co-owners Matt Tobin and wife Jamie Orr-Tobin, and “injecting” those experiences into the food.

“We’re long-term locals who love hospo and eat and drink out a lot,” says James. “Queenstown has plenty of great cafés but we felt there was an

opportunity to push the boundaries beyond standard staples.

“So we decided to be a little bit brave, a little bit cheeky and bring a menu to the table that’s a little bit odd!”

That fun and playful nature translates to dishes such as Hangtown Fry, a nod to California gold mining days and a version of the classic Kiwi

big breakfast. A tasty Clau’s spiced granola also features while a hugely popular Duck Fried Rice dish has locals visiting for more.

Their whimsical drinks list highlights the best of local wines and beers accompanied by delicious international drops and reimagined cocktails. Each cocktail is a creative play on the Odd

Introducing new bistro Odd Saint to Queenstown are (L to R) Sara Maurer, Anton Waldon and co-owners Jamie Orr-Tobin, Bert Haines, Matt Tobin and James Ace.

Saint name and location, inspiring drinks like a winning bloody Mary called Bibiana’s Cure, and a coffee-based sangria fittingly named Drogo’s.

If it’s coffee you’re after, a custom bright yellow La Marzocco spins its magic with coffee from Auckland roasters eighthirty and New Zealandowned Webster’s loose leaf teas are also on the menu.

Executive chef Matt Tobin’s inspiration comes not only from his travels but his Midwest US background, delivering what he calls a “finer diner” menu with an elevated twist.

The fitout is designed by Studio Collective to create a light and bright bistro style interior paired with an aesthetic that is vibrant and welcoming. Lush outdoor garden

gilmours.co.nz

seating is perfect for long afternoon tipples in the sun, and as an added bonus it’s also dog friendly.

Studio Collective’s creative director Jennifer Warring says the space needed to cater for a quick ‘drop in’ for brunch or a long lunch and lent itself to trade effortlessly throughout the day.

“Odd Saint has a vintage vibe with a mid-century modern allure seen in elements like the burnt red finger tiles forming the curved bar top and frosted, brass globe pendants highlighting the bar and servery,” she says.

Sipping a beautifully handcrafted cocktail at a textural bar top adds another layer to the Odd Saint experience.

The melting pot of dishes and flavours is only matched by the foodcentric personalities on staff who delight in delivering a friendly and uniquely personalised service to ensure guests feel at home.

The venue will open from 7am to 3pm with plans to expand into evening service next year. It seats 60 people comfortably inside and the outside dining area caters for approximately another 50.

Future Hospitality Group’s Odd Saint is the third venue it has opened this year alongside cocktail bar Little Mez and Scandinavian-inspired ice lounge Queenstown Ice Bar.

Earlier this year the team took home the Excellence in People and Culture award at the 2022 Hospitality NZ Awards and its lakeside bar Little Blackwood won New Zealand’s Best Bar. It also operates Minus 5° ICE Bar and Mexican-inspired restaurant Margo’s. ■

Food, beverages and a whole lot more.

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The fully renovated Odd Saint has been given a new lease of life on Earl St, Queenstown.

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STATE OF THE NATION

Hospitality Business Leaders Forum 2023

Solutions-based approach essential to address workforce shortages

By Marisa Bidois – CEO Restaurant Association

of New Zealand

Considerable work has been done by the industry to lift employment standards. The Restaurant Association is proud to be leading this work with a number of initiatives, such as the recently launched HospoCred and the Association’s workers support initiative - Tautoko Hāpai Ō.

This year will also see us continuing to sit at the table with industry and Government on the tourism industry transformation plan. Adoption of an industry wide accord will be a key focus for us in these discussions and ensuring that HospoCred is recognised through this platform as well.

The early part of 2023 will also see us enter into bargaining with unions under the Fair Pay Agreement Act. It is important to us that we are in touch with the wider industry on this so we will be working closely with our members to provide opportunities to engage with other parts of the industry.

In preparation for writing this column, I reflected on what I had spoken about in last year’s leader’s forum.

Coming out of one of the toughest year’s our industry had faced, we were optimistic about our reset. An opportunity to redefine our businesses and focus on a rebuild for a more sustainable future.

We had predicted that as social creatures, people would return to hospitality businesses once they felt safe to do so. Sadly, this return took longer than we anticipated with the first quarter proving to be slower than we hoped.

However, as restrictions were lowered, people started to frequent our businesses again as the need to reconnect won out over the structures built to keep us apart.

At the very same time people returned to our establishments, the manpower required to service the demand remained static.

Going into 2023, the undeniable fact is that we need sufficient numbers of people working in our industry to service the ever growing demand for hospitality experiences.

While the Association has placed

additional focus on the training and development of New Zealanders, with only 3.3 per cent unemployment, it is clear that we need a practicable, solutions -based approach to our sector’s continued staffing challenges.

The Association continues to use our Future of Hospitality Roadmap as guidance to best support the future of our sector and ensure Government policy matches the realities of everyday hospitality operations.

“2023 also brings an election which will bring its own challenges and opportunities. At the top of our list, and has been for some time, is a Hospitality Minister among other requests which we will outline early this year.”

Please be sure to get in touch and sign up to our newsletter on this so that you don’t miss valuable information. We are also compiling industry advisory groups to inform decisions in this space as we work through the bargaining process. If ever there was a time to belong to an Association (if you are not already) now is that time.

We are focused on workforce development plans, economy, attracting people back out, new business models and other areas that will help members plan.

In 2023 and beyond our focus will be on a cross industry and Government approach to reset the employee pathway and attract more people to our industry.

We know we can provide rewarding careers. This is a vibrant industry that offers so many varied opportunities.

We need to work with sector leaders to refresh the image of hospitality and public commentary about our industry.

2023 also brings an election which will bring its own challenges and opportunities. At the top of our list, and has been for some time, is a Hospitality Minister among other requests which we will outline early this year.

While 2022 has not been as free from the lag of Covid-19 as we’d hoped for, there is also optimism that we are moving on positively.

Having our borders reopened and our tourists, international workers and students returning is the boost we’ve needed to go into our next era with a renewed mindset and ability to weather whatever comes our way. ■

Notes – The Future of Hospitality Roadmap is available to view on the Restaurant Association website.

https://www.restaurantnz.co.nz/

Marisa Bidois, CEO Restaurant Association of New Zealand

Going into 2023, the undeniable fact is that we need sufficient numbers of people working in our industry to service the ever growing demand for hospitality experiences.

Intelligent Navigation On The Horizon?

By Julie White CEO Hospitality New Zealand

Eternal optimism kept the hospitality and accommodation sectors going through the Covid period. Each corner might be the last one. It never was.

And so it has proved again, with Cyclone Gabrielle.

Just when it seemed we had indeed turned the last Covid corner, we find ourselves in a year that will likely be worse than that time.

The Covid impacts on supply chains and labour shortages continue. But now we are faced not just with the worsening cost of living caused by rising fuel costs, wages, and interest rates, but the catastrophic aftermath of Gabrielle.

Some of the cost of living increase is global, but so much is not, which means the Government has a big role to play in how we come out the other

end. That’s especially so in the wake of Cyclone Gabrielle.

There is little doubt food prices will be affected, and that will impact not just on households but also on hospitality.

Through Covid, the hospitality waka stayed afloat only out of sheer stubbornness and inventiveness. This year that will be truly tested again.

The Government needs to build back certainty and prioritise the economy. A job made harder by changes in leadership and Cabinet portfolios has been made tougher by Gabrielle.

On inflation, the Government’s job is to help us navigate the soaring cost of living.

The key is targeted spending and giving industry the incentives and tools to make a difference – for example,

tax credits to encourage corporates to invest in critical areas such as employer-led workforce training and development to produce more workready employees.

The major obstacle is the Government’s role in workforce planning and management. The hospitality and accommodation workforce is rapidly shrinking, and the aging population and declining birth rate will make us even more reliant on immigration. Highest-ever school truancy rates will mean fewer workready people entering the workforce.

In this context, the Government is not helping by regulating employment relations. It’s not an operational expert, so regulation must be led by industry to ensure it’s fit for purpose and light on compliance. The industry can and should take ownership of workforce issues because it can adjust to them in a way that keeps business going.

It’s the Government’s responsibility to establish practical settings, and that’s what we need.

Imposing additional burdens of fair pay, alcohol reform and gaming changes is a lot to ask from an industry that still has deep Covid scars. In Gabrielle’s wake, it’s even more essential the Government pulls the handbrake on all this.

It’s clear many of the affected regions were under-prepared, and that’s where the Government will be expected to step up.

It’s not just monetary assistance –that will have to be huge and long term – but in its regulatory settings, such as opening our immigration settings. It’s not just chefs we’re short of, it’s also construction workers that will be needed big-time.

And we need to stop the sort of stupid decision-making that saw the Ministry of Education close schools without any consultation.

If we’ve learnt something from Covid it’s New Zealand cannot afford to have children away from schools unless it’s vital.

There are opportunities for green shoots of business activity and growth in 2023 but that will depend on if the Government can get the balance right – and listen. That will help business sprout and get us out of what is becoming a deep hole. ■

“Imposing additional burdens of fair pay, alcohol reform and gaming changes is a lot to ask from an industry that still has deep Covid scars. In Gabrielle’s wake, it’s even more essential the Government pulls the handbrake on all this.”

– Julie White

Julie White CEO, Hospitality New Zealand.

Bring back hospitality

By Mayor of Auckland Wayne Brown

done properly, you might have to do it yourself.

In a survey of 396 hospitality workers, Voices from the Front Line, 81% stated they received no training in their jobs. If you want to keep people, you have to train them and pay them. If you pay the least, you’re going to lose people to your competitors eventually.

It’s important to understand the industry you’re in, and your business has to be competitive. Know your customers and your competitors, and offer superior quality, superior value, or something different – and don’t stand still.

Plenty of people changed their business model or product offering during COVID-19 and continued to trade well. It’s pretty simple, but it’s never easy, and I applaud those of you whose businesses have emerged stronger and competitive. There is something to be learned here.

If we look at Auckland’s inner-city, a recent residents’ survey shows the main reason people like living in the city centre is access to shops and restaurants (63%), and the main reason to dislike living in the city centre is that people do not feel safe (45%).

Safety issues, anti-social behaviour, violence, and crime have had a real impact on retail and hospitality postCOVID, and all agencies must work together effectively with businesses to address these problems.

Thank you for inviting me to contribute to the Leader’s Forum. Hospitality is my third biggest spend, after taxes and rates, and I have investments in this industry, so I’m probably a good person to listen to.

Studies have shown that 68% of all lost business results from the indifferent, uncaring attitudes of employees toward customers.

I cannot tell you the number of times I’ve entered a restaurant and stood there, being ignored by staff that don’t appear to be busy or told that a halfempty dining room is fully booked. It’s

almost a weekly occurrence. We need to put the hospitality back in this industry.

Every customer who comes through the door is an opportunity for repeat business – they’re going to spend more, more often, and promote your business to others. Where’s the friendly, generous reception for your customers, and your staff?

Staffing is a real problem, but the industry’s skills gap – compounded by COVID-19, closed international borders, and fewer graduates from hospitality and tourism schools – can’t be solved through immigration alone. My view is, if you want something

As an interim solution, I want to see more police on the streets, and I urge business associations like Heart of the City to spend any excess funds on regular security patrols. It’s free to be a member of your local business association because they’re funded by a targeted rate on local business ratepayers, so make sure you join.

Spending money on security is a better bet than spending money on events to attract customers in the current environment, because they won’t stick around or come back if they don’t feel safe.

We also need to think about longterm practical measures to bring people back to inner-city Auckland, like making it easier to convert empty office spaces into much-needed residential housing.

More people mean busier, safer streets, and thriving businesses. ■

“My view is , if you want something done properly, you might have to do it yourself,”

- Wayne Brown, Mayor of Auckland

RANZ REPLIES: Disheartening ‘opinion’ from Mayor of Auckland

By Marisa Bidois, CEO Restaurant Association of New Zealand

Mayor Wayne Brown was recently asked to share his vision for Auckland hospitality and this is how he responded. (refer left and https:// www.hospitalitybusiness.co.nz/ hospitality-business-leaders-forum-2023mayor-of-auckland-wayne-brown/)

To be truthful, I was more than a little disheartened.

Not because there weren’t some nuggets of truth in there. But because I would have hoped to see more consideration for our valuable contribution to Aotearoa and also the pressures our industry has been working under.

Receiving constructive feedback helps us to learn and grow. It demonstrates understanding and a willingness to help. However, the criticism levelled at our sector appears to serve only as an outlet for the Mayor’s own opinions, whilst discrediting the entire Hospitality sector.

I came across a quote by academic Bill Bullard the other day that resonated. “Opinion is really the lowest form of human knowledge. It requires no accountability, no understanding. The highest form of knowledge is empathy, for it requires us to suspend our egos and live in another’s world.”

We are acutely aware of the issues facing the sector and we are working with central and local governments to lead our industry’s revitalization.

And a dash of empathy and a dollop

of inspiration is really what this industry needs right now.

If the Mayor identified some complaints about service, he could perhaps look to the critical skills shortage being faced by the vast majority of industries in this country and globally for that matter.

Home to almost seven and a half thousand hospitality establishments, it is important to acknowledge how much hospitality brings to Auckland’s economy which employs 135,000 people and contributes more than $13 billion dollars to the national economy. Five billion of that revenue is generated in Auckland alone.

Our businesses add to the landscape and vibrancy of our largest city. Whether in city centres or outer suburbs, hospitality establishments are central to our national tourism brand. From world class eateries to the classiest cheap eats around; a melting pot of ethnicities and cuisine styles - we’ve got it all.

Hospitality business owners invest blood, sweat and many, many tears to make their operations a success. Not only are these businesses often the sole livelihood of the whanau who run them, their existence also benefits local communities, creates jobs and perhaps most importantly brings people together.

Our vision for Auckland Hospitality is one where we see:

Recognition of how integral hospitality is to the economy, and features specifically in our local and national economic plans.

• Our food story being shared nationally and internationally –where we showcase the extraordinary cuisine we have on offer.

• Promotion of our industry alongside the other incredible offerings we have for tourists Auckland and NZ wide.

• A thriving hospitality industry that improves the quality of life of our entrepreneurs and our communities.

• Support for industry-leading efforts to bring our businesses through the tough times.

• One that streamlines red tape for licenses and other processes and works closely with the hospitality business community.

• Support for our businesses and help advocating for what our businesses need.

• Investment in event-bid preparation and sponsorships to attract large-scale arts, culture, and sport events, and public conferences and exhibitions. These initiatives, plus the resumption of strong international marketing efforts, would reignite Tāmaki Makaurau as a world-class destination and support a strong economic recovery that will be felt at all levels of community and nationally for that matter at a time when we really need it. ■

FLOODING & CYCLONE GABRIELLE INDUSTRY IMPACTS

• The impact of the weather has been significant but is not limited to those that have experienced physical damage to their establishments.

• A survey of our members showed that 90 per cent of respondents had been impacted by the weather events, 60 per cent showing a significant downturn in trade. More than half had closed their business for one or more days.

• Many regions are still suffering from lack of communication, power and food supplies.

• Infrastructure damage has been extensive and may impact some areas for over 12

months, so it’s clear that the impacts will have a long tail.

• Across the North Island businesses are also suffering loss of revenue from customers staying home and cancelling reservations – Valentine’s in particular was a disappointing trading day when compared yo previous years.

• Post COVID-19, many hospitality businesses are still rebuilding and dealing with added pressures of staff shortages and an expected reduction in consumer discretionary spending.

• It has been a challenging few years for our

businesses and many were relying on a strong summer of trading to assist with the recovery so it is a big blow for many who were experiencing some great positive trading before the weather events started.

A Steamboat Not A Jet Boat.

By James Doolan, Strategic Director Hotel Council Aotearoa

global reliance on migrant workers in tourism and hospitality. But the fact that isolated locations with low populations turn to imported hospitality workers is not a market failure and will never go away completely. It’s important that government policymaking is more nuanced and thoughtful around this topic, especially when tourism was once New Zealand’s largest export earner.

The post-COVID recovery in international tourism is well underway, however Hotel Council Aotearoa’s previous predictions that the recovery would be a multi-year affair are proving accurate. Hotels are cyclical businesses that rise and fall with the tide.

Once borders were closed, air links collapsed and staffing levels slashed, it was always going to take time and patience before the sector was back at full speed.

Like a magnificent steamboat on its maiden voyage, the Kiwi hotel sector is afloat and building momentum – no longer stranded on the riverbank. But there is still a lot of work to be done before things are back to “normal”.

Milestones during the three-year battle against the COVID global pandemic tend to blur into one at this stage, so it’s worth reminding ourselves that New Zealand’s international borders were still effectively closed in January 2022 after the first cases of Omicron. A possible reopening of borders was signalled for the start of summer 2022/23.

Thankfully, robust advocacy from Hotel Council Aotearoa and others contributed to an earlier reopening, which likely saved hundreds of jobs and businesses. In truth, the sector was very close to breaking point. New Zealand’s tourism economy would have been permanently damaged if we stood by and remained isolated while the rest

of the world reconnected once again.

Unfortunately, HCA could not replicate that advocacy success in other areas. New Zealand, like many other countries, is suffering from a massive shortage of tourism and hospitality workers. It’s near-impossible to fill entry-level hospitality jobs, especially in resort locations such as Queenstown which are also experiencing a cost-ofliving squeeze.

HCA clearly signposted the looming labour shortage to Government in mid-2020 – well before border reopening was even a thing – but we failed to get buy-in for targeted policies and interventions to make it easier to attract foreign workers to fill the gaps. Our sector expertise was ignored or overlooked, which is frustrating for everyone whose livelihoods are affected by government policymaking.

As a direct result of chronic labour shortages, stories of limited service and reduced opening hours are now commonplace throughout New Zealand. A key service-delivery pressure point in 2023 will be the FIFA Women’s World Cup, which is being co-hosted by New Zealand and Australia. New Zealand’s true ability to deliver international travelers an even adequate experience will be fully tested on the world stage.

Over time, technological changes (self-service, anyone?) and more domestic training and career pathways will no doubt help to ease some of the

New Zealand can definitely improve how it trains tourism and hospitality workers. We must do a better job creating sustainable career pathways for New Zealanders wanting to build lifelong careers in the sector. Why doesn’t New Zealand aspire to building a reputation for tourism tertiary education that rivals Switzerland or the USA (in particular Cornell)? To truly transform the sector, we need visionary goals and the right policies to bring those goals to fruition.

The biggest challenge and opportunity for 2023 is undoubtedly the return of outbound Chinese travel. Countries that welcome and host those first waves of outbound Chinese travellers in the best possible way will be the most successful tourist destinations for the next decade, notwithstanding the broader geopolitical risks from allowing economies to become too reliant on Chinese spending.

That means: ensuring visa processing is efficient and dependable; not imposing unnecessary COVID-relating testing regimes (when COVID is now globally endemic); welcoming Chinese travellers warm-heartedly and sympathetically following the recent upsurge in COVID cases there. Finally, while acknowledging that costs have increased and dynamic pricing is an industry reality, we must still strive to deliver value-for-money. Otherwise, long-term reputations will take a hit.

Once again, it’s the basics that matter in 2023. Ultimately, the COVID period will be remembered for the constant overhang of fear, restriction, illness and death. Successful hotels, tourism businesses and countries will be those that actively create hassle-free and life-affirming travel experiences. In 2023, guests are once again seeking the joy of travel.

Get on board the steamboat and enjoy the view! ■

“Our sector expertise was ignored or overlooked, which is frustrating for everyone whose livelihoods are affected by government policymaking……In truth, the sector was very close to breaking point.”

James Doolan

The Challenge of Change

Peter Winder – Tumuaki | Chief Executive Te Pūkenga – New Zealand Institute of Skills and Technology

As a reader of this magazine, you will know more than most about the challenges the last few years have presented; hospitality and related service sectors have had a rough time of it. You’ll appreciate the year ahead will come with its own hurdles.

If you’ve heard of Te Pūkenga, you’ll more than likely know that it’s an organisation that has also faced –and will face – significant challenges. Like you, we confront these and actively seek the opportunities and the innovation needed for us to thrive. And, like you, we do so with those we serve in mind.

In bringing together the vast experience and expertise of the network of polytechnics and industry training organisations, Te Pūkenga is on track to become Aotearoa New Zealand’s premier vocational education provider.

We have already started to leverage the many areas of best practice that sit in parts of the country and make them accessible to every employer, apprentice, workplace trainee and classroom ākonga (learner). Our mahi involves collaborating with the Ringa Hora (Services) Workforce Development Council to ensure that we develop the best outcomes for the learner and their whānau, our communities, the employer and industry.

Add to this the integration and expansion of the world-class online and distance options operating successfully within our network, and the options and opportunities for you are limitless. Leveraging these properly and well will take time and effort, but Te Pūkenga is committed to investing both to get the right outcomes.

We continue to work closely with industry, including those employers who already engage with local campuses and our workplace training divisions, and will involve industry and business associations, iwi, communities and all relevant stakeholders.

One of the leaders of this work is someone you may know: Andrew McSweeney, who led our ServiceIQ industry training division for many years, is now in my senior leadership team as Deputy Chief Executive of Learner and Employer Experience and Attraction.

There are already benefits flowing from the creation of a national network and cross-division groups. One example is the availability, should it suit your business, of free confidential counselling for workplace trainees and apprentices anywhere in the motu, helping you look after the wellbeing of your people.

Employers are set to reap more during 2023 and beyond. While ākonga are at the centre of all that we do, we know that, for on-the-job training especially, the employer and operation of the workplace are key. This is also recognised by government.

The change in funding for vocational education has redressed the balance to better support in-work training and apprenticeships, resulting in the ability to increase the support for learners and the capability of staff. What does this mean for you?

• You will see more proven workplace best practice.

• You will start to see more and better employer-focused innovation in on-the-job training, with appropriate and effective integration of workplace, campus and online options and solutions, including the use of micro credentials and just in time training.

• You will have more support as you upskill employees, whether straight from school or seasoned in a role and ready to take their career to the next level in your business; we have the ability to deliver the training needed to support career pathways for people.

• You will discover that the former polytechnic or industry training people – our Te Pūkenga people –that you already rely on to provide help, expertise and advice, will be able to give you access to more options and solutions than ever before. For example, if you want to get training for office staff as well as kitchen staff, you now have a onestop shop.

That’s just the start.

As noted, there will be challenges to overcome as we work to achieve our shared vision. We know what many of the challenges are. We also know that there will be some that we didn’t see coming.

Biography

Peter Winder was officially appointed Chief Executive of the New Zealand Institute of Skills and Technology, Te Pūkenga, in December 2022 after guiding the network through a reset and realignment as Acting Chief Executive since July of that year. Mr Winder has been involved at a governance level in the tertiary education sector for several years, including the establishment board of Te Pūkenga, and brings a wealth of experience in managing large and complex organisations.

In every case, we will be looking for the opportunity – for you, your people, and all those with a stake in vocational education in Aotearoa New Zealand.

Lofty as that might sound, it is grounded in doing what is right and best for all businesses and enterprises across the motu – in hospitality and every other sector. After all, without strong employers, there is less demand for talented employees, with an obvious impact on vocational education.

In delivering better value for you, Te Pūkenga will succeed.

Ngā mihi nui ki a koutou katoa. ■

Key IngredientsEquipment Solutions

“Helping every foodservice professional maximise their success should be the primary goal attached to every piece of equipment - bought or sold – in any foodservice operation,” says Mo at’s General Manager Sales, Stuart Murray.

Heading up a hard-hitting line-up of brands including Blue Seal, Turbofan, Convotherm, Merrychef Cobra and Waldorf, to name a few, Mo at brings a huge portfolio of solutions and inspirational product ideas to its home market in New Zealand – both manufactured and distributed product linesmarketed globally.

“Along with the products” he says, “comes the international experience, innovation and know-how to help consultants, distributors and operators think outside the box to solve their challenges”.

Some of our most enjoyable moments are in working with our partners to listen to their operational issues and frustrations – and being able to “Blue Sky” a discussion and evaluate di erent product or service solutions to address their need.

The present realities in foodservice make it more important than ever to measure and manage every dollar spent, to ensure the equipment meets their needs today and provides flexibility for the future.

Equipment which is multi-functional, space saving, and includes technology supporting function and menu control and service diagnostics - can deliver e ciency and labour-saving benefits with real payback. Engaging with Mo at for consultation and visiting our test kitchens provides opportunity to prove menu applications and help tune the outcome to desired results - supported by our team of chefs. Installation and commissioning support provides the opportunity for sta training and re-training - and builds comfort to unlock the capability of the equipment and evolve its use to meet changing needs. Mo at brands are backed by the best aftermarket support, accessories, and spare parts inventory, ensuring whole of life support after purchase. Supplying equipment to hotels, restaurants, cafes, institutions, supermarkets and bakeries demands constant review of products and trends to remain at the forefront of the industry.

Here are some recent product highlights that deliver for our partners.

Ventless Hoods

Apply to Turbofan E31, E32, G32, E33 and E35 models to add cooking capability where you can’t have a ducted hood such as mall locations, historic buildings, where there’s structural challenges or pop-up venues. Turbofan Halton Ventless Hoods take care of grease-laden vapour with no ducting needed.

Waldorf Jump MultiPan

Serious equipment for batch and bulk production – pressure or non-pressure. Cooking, frying, braising, grilling, searing, broiling and sous-vide - with 12” colour touchscreen, memory for 800 programs of 12 steps, auto water filling and basket liftingin a range of capacities.

Turbofan

Convotherm maxx pro

Merrychef Accelerated Cooking

e1s and e2s Models o er accelerated cooking solutions from café to convenience - from hotel room service to kiosks. Ventless operation adds flexibility and simple to use easyTouch® icon-driven touchscreen o ers consistent results using semi-skilled labour. Rapid heating while preserving product

The latest engineered innovations from Germany, this series of combi ovens o er capacity and dimensional choices - for banqueting, hotel and restaurant operation, cafés, and catering. Bake, roast, smoke, grill, reheat and cook manually or using preprogrammed recipes. Control options easyTouch or easyDial - and a sensational cleaning system that saves on labour with no daily chemical handling.

Blue Seal and Waldorf Induction Cooktops

Turbofan EHT10 Hot Holding

An awesome innovation providing an intelligent holding capability that blends heat and humidity to extend holding life in a modular Turbofan format. Ideal for caterers, bu et, convenience and fast-food operators, the intelligent controls include countdown shelf tracking with menu icons to guide food rotation.

Electric Sealed Hob Cooktops and Ranges

In keeping with supporting more contemporary electric product solutionsBlue Seal and Waldorf electric elements are introduced as sealed hob solutions - providing an easy clean and durable element for cooktops and ranges across the existing Blue Seal and Waldorf platforms. These elements supersede the “ribbon”

prime cooking Series modules of 450mm or 900mm wide - with choices of 3.5kW or 5kW zones. Heavy-duty bench mounted modules, leg stand, cabinet base and cabinet base with door modular solutions. Ideal to support a heavy-duty kitchen as an alternative to gas in high performance electric cooking.

desserts - to even mashing potatoesthese intelligent jacketed kettles provide labour saving and consistent support in the kitchen.

The 7 Day Food Cost Diet – help your cafe or restaurant to lose the fat!

Cost Control, Kitchen Management / By

Ken Burgin

Feeling heavy, slow and financially unfit? Time for some urgent action – cut, reduce and tighten. Staff might complain and want to quit – lazy is always more comfortable. But the business will be slimmer, healthier and much more sexy after you’ve pushed through the pain barrier!

Day 1 – Lighten up the Fridge and Freezer.

That’s where up to 80% of product value is stored. Do you really need to hold enough for a week or a fortnight? If you don’t stocktake regularly, a oneoff, totally honest counting session will reveal some surprises. Organise the lists, the scales and an early start.

Day 2 – Stop the Snacking!

It’s easy for bad ordering to be covered up with a quick trip to the supermarket or 7-Eleven… at twice the price. A ban on emergency shopping will have a little short-term pain and force an

Day 3 – Blitz the Rich Foods.

We’re talking the expensive protein items, like meat, seafood and dairy. List them on a spreadsheet, then sort purchases from biggest spend to least and see where most of your money goes. You will soon see the items (fish, steak, nuts etc) that need close attention – not just in ordering and storage, but also their cost in recipes – a recipe costing system will help tell the truth!

Day 4 – Track your Daily Intake.

We’re talking about the numbers on your POS, and detailed cost of items being delivered. Most of this POS information is never checked – what items can be cut off the menu completely? What are your least profitable items (in dollars, not percentages) and the profit heroes that need more promotion? How do this week’s meat costs compare to last week?

Day 5 – Start Weighing Your Food.

Good pricing scales are cheaper than ever – like the ones in the deli where they put in the price per lb. and tell you exactly how much those 4 slices of meat cost. Your kitchen needs these too, so the chef and the boss can do an instant check.

Day 6 – Call in the Support Team.

That’s your suppliers and key staff – how long since you’ve had a good honest chat? Tell them you’re on a diet and determined to lose at least 3% off your costs – how can they help? What have they done before that worked?

Day 7 – Sweat the Small Details.

Weigh and cost all sauces, garnishes and side vegetables. How much is a slice of tomato, a scoop of fries or a single olive? Work out the real yield cost i.e. cost that pot of sauce and divide by how many portions sold. This is not a theoretical cost based on grams and ounces, but the real cost to serve it. There are lots more examples like this you can find.

Play it Up! – use this ‘Food Cost Diet’ as a motivating example to get staff taking cost control seriously in all areas. Have fun with the comparisons – ‘Biggest Loser’, ‘Weekly Weigh-in’, ‘Losing the Big T-Shirt’, ‘Looking Great in Lycra’, ‘Locking the Fridge’ etc. ■

Giorik Modular Cooking EquipmentFor Commercial Kitchens of Today

For over 100 years Europeans have been recognised as the experts in innovation of professional cooking equipment, and these innovations are often taken for granted when fitting out a professional culinary space.

Modular cooking equipment is a major category in which Europe has established trendsetters, with manufacturers in the rest of the world struggling to replicate. They are aesthetically pleasing, whilst also delivering the latest technologies and the lowest sustainability footprint without substituting performance or results.

Stoddart NZ is delighted to announce the release of the Giorik Modular product range into New Zealand – the European styled 700 & 900 Series Cooking Equipment range.

Giorik’s class leading, European design and engineering have been operating in the professional food service equipment industry since 1963. Stoddart is releasing this one of a kind, European styled 700 & 900 Modular series cooking equipment to Australian & New Zealand Standards – delivering efficiency, safety and reliability.

What makes Giorik 700 & 900 Modular Series stand out from competitors in the market?

Here are a few reasons why the Giorik 700 & 900 Modular Series stand out:

Brand Reputation

Giorik is a globally recognised and trusted brand that has been manufacturing commercial cooking equipment since 1963.

Design

The Giorik 700 & 900 Modular Series features a sleek and modern European design with a seamless profile.

Tried and Tested

The Giorik 700 & 900 Modular Series has been built and tested to Australian & New Zealand Standards. ■

Delivering the latest technologies and the lowest sustainability footprint without substituting performance or results.

Watch Out – Gout About

Kiwi summers consist of spending time with family and friends and enjoying a barbeque with a drink or two. While this is a staple for many, leading healthcare provider, ProCare, is encouraging people to be mindful of their meat and seafood consumption this summer, as it can lead to an increased risk of gout.

Gout is a form of arthritis where uric acid crystallises and deposits in the joints. This causes severe attacks of pain, swelling, redness and/or tenderness. Although gout often affects the joint of the big toe, it can occur in nearly any joint including the ankles, knees, elbows, wrists or fingers.

Allan Moffitt, Clinical Director at ProCare says: “We all know that meat should be eaten in limited quantities but tend to forget this when we’re at the beach and barbequing every day. This is especially true, for those who get gout, when it comes to seafood consumption, particularly cold-water fish and shellfish, as they tend to be higher in purines.

“Purines are a type of protein that break down into uric acid, which can lead to an individual’s gout flaring up. When you then add alcohol into the mix, which dehydrates and impacts kidney function, further increasing uric acid, it’s no surprise we see more patients reaching out in pain,” he points out.

According to Pharmac’s report*, Māori are 6.9 times more likely to be hospitalised with gout compared to non-Māori and non-Pacific people. There are genetic predispositions and some medicines that contribute to higher prevalence of gout in Māori. Gout is also three times more prevalent in men than women.

The report also highlighted that hospitalisations because of gout can be improved with preventative measures.

“While there are biological factors that increase the risk for Māori, there are steps you can take to reduce your risk. Cut down on the amount of red meat, shellfish and sugary drinks you consume. Essentially eating a well-balanced diet is the key, which can be hard to maintain over the summer months,” says Moffitt.

“Lastly, in addition to genetics, one of the biggest risk factors is being overweight. Maintaining a balanced diet and a healthy weight reduces your risk of a painful gout flare-up,” concludes Moffitt.

Some people suffer repeated gout flare ups. These people often lack the chemicals needed to break down the uric acid, despite leading a healthy lifestyle and normal weight, they may need to take medication for the rest of their lives to lower acid levels and prevent further gout attacks. If you experience this, please consult your family doctor. ■

Refreshed Bathhouse Shines by Lake Wakatipu

Queenstown’s Bathhouse Lakefront Restaurant has a new lease of life with an acclaimed Chef at the helm and a talented team to take this spectacular refurbished icon into a new era.

Local businesswoman Vicki Onions, Chef and restaurateur Ben Bayly, and Executive Chef, Steven Sepsy (of Aosta / Little Aosta fame), have joined together to bring Vicki’s vision for the revitalisation of this magical waterside venue to life.

The refreshed iteration of this glorious heritage building will be open to diners seven days a week from

sunrise to sunset, officially opening yesterday (Dec 13). The Bathhouse Lakefront Restaurant will remain an à la carte dining destination during the day, hosting events in the evenings for up to 100 guests with a special group “shared feast” menu option.

The Bathhouse Lakefront Restaurant will remain an à la carte dining destination during the day, hosting events in the evenings.

Sitting at the closest point to Lake Wakatipu, the Bathhouse restaurant is known for its spectacular lakefront views. The building itself has long been one of Queenstown’s hidden gems, historically referred to as ‘the Jewel

in the Crown’, with its sunny deck overlooking some of New Zealand’s most picturesque views.

The Coronation Bathhouse was built in 1911, towards the end of the Belle Epoque or ‘Beautiful age’, to commemorate the coronation of King George V. With architecture reflecting the artistic and cultural fashions of that time, the modern Bathhouse boasts floor-to-ceiling windows, connecting diners with the neighbouring playground, gardens and offering up unparalleled lakefront views.

The intimate dining room, (the original Bathhouse rotunda), remains in the form of a central octagonal shaped restaurant seating 40 indoors and a further 70-100 outdoors.

Vicki said she had her eye on The Bathhouse for many years and is passionate about creating a legacy of

The Bathhouse Lakefront Restaurant will remain an à la carte dining destination during the day, hosting events in the evenings.

Chef & restaurateur Ben Bayly, pictured with Chefs Steven Sepsy and Marcus Bustos.

‘lovely things’ for the community and new opportunities for its people.

On the menu: Scotch Egg with white anchovy mayo and confit yolk.

“I have long admired the Bathhouse building and when the opportunity presented itself, I felt a tremendous responsibility to be a part of its revitalisation, to do something authentic and special with this historic building, and equally a desire to create opportunities for the next generation of superstars in the hospitality arena.

“Ben brings his magic, he is one of the most courageous and inspirational cooks, James epitomises elegance, has exceptional creds and builds a team that will become a family. Then there is Steve who has learned so much under Ben’s mentorship, taking the next step in his career, not only as a chef but as a businessperson.

“It’s so hard to get ahead in the industry and this is just one way we can reward exceptional talent and bring one of Queenstown’s iconic buildings back to its former glory days”.

Bayly says he has always aspired to have a restaurant on the beach but didn’t think it would be on Wakatipu beach.

“I just love the location of The Bathhouse, nestled between the botanical gardens and the river, and beside the revamped promenade which is going to look amazing when it reopens.

“The Bathhouse is one year older than the Earnslaw which had its maiden voyage in 1912. For me, this is all about preserving and protecting the heritage of this amazing building, I feel so honoured and privileged to be working with my friends Vicki and Steve as we collectively become the next custodians”.

The Menu

The menu, co-created by Bayly and executive chef Steven Sepsy, is inspired

by the talented duo’s innovative spin on old-school British cuisine – nostalgic British meets modern New Zealand – and is designed to take guests from sunrise to sunset. The menu includes many perennial classics that have been given the fresh twist Bayly has built a reputation for delivering.

Chef & restaurateur Ben Bayly, pictured with Chefs Steven Sepsy and Marcus Bustos.

Bayly says he and Sepsy had great fun pulling together the menu of innovative British classics, looking at interesting dishes from the past and making them relevant and delicious.

“Nostalgia is so on trend right now, my ancestors are British and we simply had to have a British theme as this building was built for the coronation of King George V”.

The opening menu, available all day includes; Smoked Salmon & Elderflower open sandwich with shaved courgette; Pink oyster Mushrooms on Toast with truffle and porcini custard; Scotch Egg with white anchovy mayo and confit yolk; Shrimp cocktail served in a large martini glass

Coronation Chicken sandwich, a take on the QEII recipe designed for the coronation of Queen Elizabeth;

with cos lettuce, poached shrimp in thousand island dressing, cucumber and chilli; Coronation Chicken sandwich, a take on the QEII recipe designed for the coronation of Queen Elizabeth and a Baked Whitestone Camembert served with freshly toasted fruit bread.

Seasonal berries are set to feature on the dessert menu, including the Knickerbocker Glory, a layered ice cream sundae with berries. The Trifle, inspired by Queen Victoria’s chef, Charles Elme Francatelli, is made with Pedro Ximnex sherry, strawberry jelly, nectarines and a syllabub custard with vanilla and whipped cream.

Perrier Jouet Belle Epoque

Champagne is on the drinks list, along with a small but perfectly formed selection of wines by the glass or bottle. There is an emphasis on rosés moving into the summer season. Local coffee roasters, Wolf Coffee, round out the beverage offering. ■

For more information, menu info and full info on The Bathhouse’s history see www.bathhouse.co.nz or follow on social @bathhousequeenstown.

God save the cream & jam doughnut

Peppered eye fillet with kohlrabi béarnaise;

On the menu: Scotch Egg with white anchovy mayo and confit yolk.

Top 5

Travel Tech Hospitality Trends For 2023

1. Mobile apps will continue driving growth — and offer peace of mind.

In a world of instant gratification, mobile apps have made it easier for travellers to book on the go — and it’s become a standard. Revenue Hub indicated mobile bookings doubled in just two years (9 in 10 bookings via mobile in 2022) — and will continue to grow.

An eviivo* survey conducted in April 2022, which polled 1,000 property hosts, owners and boutique hoteliers specialising in short-term rentals and independent accommodations, showed 91% said a booking and property management mobile app is ‘extremely important’ for running their business.

“Convenience for our customers was our biggest factor in launching eviivo Mobile, as was prioritising health,” says Eric White, eviivo’s Chief Technology Officer. “We don’t want our customers sitting behind a desk all day — and they don’t want that either. With attention turning to improved mental health and quality of life, we want property owners and hosts to go explore, be outdoors, visit family and friends, and truly live life.”

2. APIs and omni-channel platforms will become the gold standard.

While travellers may be unfamiliar

with APIs (Application Programming Interface), it’s the Holy Grail technology that allows them to effortlessly browse, book, filter and stay in a property without any glitches.

“APIs offer seamless integration — such as apps, payment systems, OTAs and extranets — that eliminate manual work, reconciliation issues and restrictions of technology advancements,” says Michele Fitzpatrick, eviivo CEO. “APIs essentially integrate all the required technologies and tools necessary, rather than owners and hoteliers bundling or outsourcing to other businesses or platforms, which is exerting and expensive. Businesses that aren’t using APIs would be like retail shops using retro cash registers.”

For multi-property, multi-channel platforms, which include booking, advertising, communication and payment channels, APIs are fully built-in, and this native omni-channel, all-in-one platform integration allows accommodation providers to automate key repetitive work flows, simplify and ensure peace of mind for guest and staff.

3. Automation everything.

Since Covid-19, “contactless” became both a buzzword and a reality, and it’s unarguably the new normal for 2023.

“Thousands of properties in our eviivo collection continue to add

Virtual Reality convention to host industry experts

Christchurch is to host the 29th ACM Virtual Reality Software and Technology (VRST) symposium in October 2023.

Over 300 delegates are expected for the threeday programme at Te Pae Christchurch Convention Centre. The interdisciplinary conference, secured by academic lead Professor Rob Lindeman, Director of University of Canterbury’s HIT Lab NZ will include Virtual Reality (VR) and Human-Computer Interaction (HCI), engineering, science, design, psychology, education, medicine and gaming experts.

ChristchurchNZ Head of Business Events, Megan Crum says the city is a premier business events hub with modern new infrastructure set in an inspirational destination.

“We are delighted to be welcoming international VR software and technology experts to our smart city. They will find a vibrant innovation ecosystem and a wealth of talent and knowledge to share in this beautiful South Island location,” she says.

Ōtautahi Christchurch, home to the University of Canterbury HIT Lab NZ, celebrated 20 years as a world leader in mixed-reality research and development this year.

Professor Lindeman says the conference will allow the Christchurch VRST community to host experts from around the globe, creating a valuable platform for discussion and connection, and an opportunity to showcase their thought leadership globally.

“The HIT Lab NZ focuses on helping support people in carrying out their work and leisure tasks. New Zealand companies and organisations regularly come to us, asking how immersive technologies can help them in providing solutions to real problems. Whether it’s Fire and Emergency (FENZ), SnowSportsNZ, or for-profit companies, our students and staff love working on impactful projects.”

“As well as the HIT Lab NZ, Ōtautahi Christchurch also boasts a strong video game and creative culture, with several independent and mediumsized companies, and an open sharing vibe around embracing the future together,” he says.

“We look forward to sharing knowledge and networking with the international community, who was quick to jump at the chance to come to Christchurch next year. Christchurch ticks all the boxes as a progressive, forward-thinking city, easily accessed through Christchurch International Airport, with the opportunity to explore the region after the event,” he says.

Tourism New Zealand General Manager New Zealand & Business Events, Bjoern Spreitzer says:“This is a great win for New Zealand, bringing high-quality visitors to our shores who will explore Aotearoa and share their expertise and build networks with our local specialists in the growing VR field.

automated features and accessibility that travellers now expect,” says Eric White. “Whether it’s self check-in upon arrival, automated texts during the stay, or even using your phone to control lighting, locks and the TV, automation has proved to set a standard for guests and hosts alike.”

Travellers are seeing more Artificial Intelligence in travel, from virtual travel agents to website chatbots to help curate their stay, and hosts and hoteliers are benefiting by hospitality software that helps them better understand their guest preferences.

Automation comes at a time more travellers are preferring to book high-tech properties that eliminate interaction with staff, hosts and physical keys, according to a recent report by Oracle and Skift. eviivo recently partnered with leading self check-in solutions to continue offering the automation guests and hosts seek.

4. Virtual Reality will virtually become a reality.

While most people say virtual-only trips leave too much to be desired at

present, 46% admit they would be more likely to travel to new places after visiting them virtually and with Metaverse introducing virtual and augmented reality, travellers will soon have plenty to choose from.

Virtual reality will also be more common on websites to offer virtual tours, which is known to increase bookings, improve guest review scores and simply stand out from competitors.

5. More powerful, independent websites. According to an eviivo survey conducted in August 2022, 29% of respondents prefer booking stays directly on the accommodation website, while 19% prefer booking through an OTA (online travel agency). Since, evivo has seen a gradual increase of more direct website bookings.

“Having your own functional, powerful website has become increasingly common for hoteliers and property owners since they have a lot more freedom for artistic creation, image galleries, style, and of course, no commissions to OTAs,” says Michele Fitzpatrick.

Hospitality Training Trust – 2023 Grants

Each year the Trust provides grants to associations, companies or individuals for projects that will further the aims and criteria of the Trust around building excellence across the hospitality sector.

If you have a project that will make a difference to the hospitality sector, we would like to hear from you. Applications close 21 April 2023. Approved grants will be notified late May.

Visit

“When we relaunched our Website Manager channel this past autumn with more beautiful websites, all of which are SEO and mobile-friendly, we were surprised to see the high level of customers taking advantage.”

Independent properties managed by a large chain hotel, or multi-property business, have begun to operate their own websites to maximise direct bookings and have complete freedom when running their business. ■

The Hospitality Training Trust (HTT) was set up to encourage and support training in the sector.

Hornby Club reopens after multimillion makeover

The Hornby Club in Christchurch is officially complete after a multimillion-dollar redevelopment that has taken six years from concept to completion.

It was officially opened by Christchurch Mayor Phil Mauger accompanied by the redevelopment committee.

Over the course of its official opening weekend, (Dec 9- 10) the club had more than 2,500 visitors through its facilities and more than 1,000 people signed up to its annual membership.

General Manager, Tim Mathews, says the opening weekend was a great success and pushed the total Club membership significantly over 10,000 members.

“We are proud to officially open the new Hornby Club. Taking six years from concept to completion, the Hornby Club redevelopment was managed through the pandemic and in the face of construction material shortages and several compulsory Club closures due to nationwide lockdowns. It is wonderful to finally reveal the Club to the community and to receive an overwhelmingly positive response,” says Mr Mathews.

The club has three bars and restaurants, a 450 pax events centre, two children’s playgrounds, a family buffet every Sunday, live music venues, and multiple private dining and meeting rooms.

The club’s longest serving member, Russell Holbrough, a member since 1956, attended the opening event, alongside other life members, new and future members. Attending the celebrations were the club’s architect, RM Designs and the construction team, Contract Construction.

Tim Mathews said it was a fantastic event.

“We welcomed many new members and celebrated the completion of the Club with many of our long-standing loyal members. It was great to get together and showcase the Club’s wonderful new facilities,” said Mr Mathews.

Developed through the pandemic and in the face of construction material shortages, and several compulsory Club closures due to nationwide lockdowns, the Hornby Club has overcome many challenges through the course of its redevelopment.

General Manager of Hornby

Club, Tim Mathews, says though the challenges through the development were unexpected, the completed Hornby Club is phenomenal and is a significant step for the organisation as it sets to ensure its future viability and success.

“Clubs throughout New Zealand have faced many challenges in the past few years as the way New Zealanders like to dine and socialise has changed. In fact, many Clubs have sadly closed as they haven’t moved with the times quick enough.

“The new generation of patrons want variety and a place which the whole family can attend. This has meant a shift away from traditional ‘Club Life’ was required to attract new members to ensure a strong future for the Club,” says Mathews.

Christchurch Mayor Phil Mauger unveiling the official plaque to mark the opening of the new Hornby Club.

CLUB SCENE

Hornby to host Clubs NZ AGM The Clubs New Zealand 2023 Conference, AGM and Hospitality Expo will be held from the 16th - 19th March 2023, hosted by the newly reopened Hornby Club.

If you are travelling from the North Island to South Island via ferry it is highly recommend you look to book with Clubs NZ partner partners BlueBridge Cook Strait Ferries who have a special discount for club members.

If you have any questions regarding the Clubs New Zealand 2023 Conference, AGM + EXPO please contact National Office on 0800 4 CLUBS

The new Hornby Club has three bars and restaurants, a 450 pax events centre, two children’s playgrounds, a family buffet, live music venues, and multiple private dining and meeting rooms.

“The club realised six years ago, that change was required. A new focus for the club is balancing the needs of our loyal members who have belonged to the club for many years and the needs and wants of our new members who are looking for a family friendly environment. The new Hornby Club ticks all these boxes and we can’t wait to see it flourish,” says Mathews.

Mr Mathews says the Hornby Club is more than just a hospitality venue, it is an asset for Hornby.

“The club contributes to the community through donations and discounts over $1 million per year, providing spaces for community groups and organisations,” he says.

“We have the capacity and the facilities to accommodate many more members and that is really exciting. Our new facilities mean we can host a

function for 450 upstairs in the Events Centre, while hosting 150 in our family restaurant, another 300 in our Legends Bar and still have room in our café for those wanting a light lunch or meal at dinner time. We also have extensive car parking options, with more than 150 car parks,” says Mathews. ■

For more information visit: www.hornbywmc.co.nz

‘Taking six years from concept to completion, the Hornby Club redevelopment was managed through the pandemic...and material shortages’

-General Manager, Ted Mathews.

Christchurch Mayor Phil Mauger with the Hornby Club Building Committee and Hornby Club General Manager Tim Mathews

The legend of Paris

revenues, that is a big buffer against a possible slowdown in travel, which I don’t really expect.

“The second trend, which of course is accelerating is working remotely and we’ve never seen so many people in the CBD or downtown Accor hotels coming as a repeat guest twice a week and spending two or five hours and being in the lobby and being welcomed with their own computer and working.

“The master at it is The Hoxton, which is very, very good in having students for a third of the crowd and not paying guests.

“They don’t wait for them to even have a coffee. But they’re young, they’re nice. The only thing we do is ask them to leave at 12:15pm and they come back at 2:30pm. So that’s fine. That table is occupied by a paying guest and they do that very nicely. It’s kind of fun to watch, actually.

Over the past decade, Accor Chairman and CEO SÉBASTIEN BAZIN has become one of the hotel industry’s most exciting and charismatic leaders. He has taken the company from 13 brands in 2013 to more than 40 today, and in the process created one of the most exciting portfolios the sector has ever seen. Now, he is targeting future guests, one cool neighbourhood at a time, and finding ways for owners to get better returns than ever before. JAMES WILKINSON reports from Paris.

Walking into Sébastien Bazin’s office at Accor’s global headquarters in the Paris neighbourhood of Issy-les-Moulineaux is like standing in the lobby of a flagship Mondrian or SO/ hotel. There’s the motorbike and edgy, stylish furniture and wallpaper, and views across Paris and along the Seine.

It’s an appropriate setting for the Chairman and CEO of a hotel chain who has transformed a business from a midscale and upmarket player into a luxury and lifestyle leader since he took the reins of the business in 2013.

Let’s wind the clock back to 2013 and Accor had significant strength across Europe and Asia-Pacific with its ibis, Mercure, MGallery, Novotel and Sofitel brands, with the latter having flagship properties across the world from Sydney to Los Angeles and New York to Fiji.

What a difference a decade makes and under Bazin’s leadership, Accor has acquired businesses like FRHI (Fairmont, Raffles, Swissôtel), Mantra Group, taken shareholdings in hot brands like Faena, Mama Shelter, 25hours, Tribe, 21C Museum Hotels, and formed a joint venture with

Ennismore – owners of The Hoxton – to create the world’s most exciting lifestyle hospitality company.

It’s a transformation of epic proportions and alongside being a traditional hotelier in many ways – by offering comfortable lodging, quality food and beverage, event spaces and more – Bazin is continuing to push Accor to always be a leader and not a follower.

Let’s take co-working and comingling in hotels for example, something two of Accor’s hottest brands Mama Shelter and The Hoxton do brilliantly well. They are helping attract future Accor customers and Bazin knows how much future revenue it can potentially generate.

“Something which has been very interesting for me is how the pandemic accelerated two trends which we made a big bet on six years ago,” he told HM.

“One is, could you co-mingle the local community with travellers within the same site? And of course, this started with Hoxton and Mama Shelter 15 years ago.

“It’s not only worked because that’s what people want, including owners, because if they’re going to have half of their revenues from non-hotel

“Then the [lobby] all day is occupied by people. Those working remotely come five minutes by foot or by bike, so they really live in the vicinity.

“If we can continue really welcoming the non-travellers, then the travellers will pick that hotel because that is a trendy and nice place in town. So, with Ennismore, I’ve just never seen numbers like this.”

The next level of co-working is of course members clubs and a number of properties and chains globally have been following the success of Soho House with their own programs, including the ‘new’ Mondrian Shoreditch, which still features The Curtain Club, something that was launched when the hotel originally opened under Michael Achenbaum’s Gansevoort Hotel Group, prior to The Curtain’s takeover by Ennismore.

Bazin said there is firmly room for more members clubs around the world, but acknowledged it needs to be done well.

“The answer is yes [there is potential], but it’s a big but,” he said.

“It has to be conceived at the time you build a hotel because people will pay you for membership if they have exclusive space and dedicated space.

“You cannot begin thinking about it by trying to reconfigure existing spaces, it doesn’t work. So, the Shoreditch Mondrian was meant to be that way. And, of course, Soho House are doing it built for this purpose.

“Can you [put them in] probably 5% of Accor hotels? Yeah, you can find a space, but probably no more than 10%.”

Bazin said the future is around maximising existing spaces, including co-working, across Accor’s portfolio,

whether the property is a Novotel, Sofitel or under one of the lifestyle brands.

“It’s super easy,” he said. “We are not talking about converting rooms into offices. It has some traction in nonCBD areas or non-capital cities and [instead] in tertiary cities. But that’s not it. That’s not the game.

“The game is ‘can you have a better use of public spaces at a greater number of hours between 8am and 8pm?’

“You know, 90% of that space has been only occupied or non-utilised [at hotels] for the last 40 years.

“And people coming to work, they’re not fussy about it. They’re very happy to sit down on the sofa. You have to rethink the furniture, but that’s about it.”

As Bazin said, the opportunity is about hotels further cementing their place in the local community and finding more opportunities to bring the locals in and in turn, turning them into future clients for Accor.

“When you think about it, it is a 180-degree change of paradigm in terms of the way you see and you act for 40 years and the only thing we’ve been thinking of are the travellers. We did not even pay attention to the local community.

“It’s been ten years now where all of that has been shifting and I think some people do it better than others. Because it is not part of the DNA of many commercial people in any big chain. Those customers are repeat, loyal and don’t go through any OTAs,” he said.

Since Bazin has been at the helm of Accor, there has also been a noticeable shift in the level of food and beverage across the company, which continues to get better.

Thanks to the company’s partnership with leading gastronomy and party business Paris Society, things could really shake-up across the company, particularly in the mid-market and upmarket segments if Bazin gets his wish.

“It is true we have done [great F&B] for the luxury and lifestyle segments,” he told HM. “Did we really make it for Novotel, Mercure and ibis? Not yet.

“We tried so many different recipes and it’s much better than it was, but it’s not yet where I want it to be.

“What I’m dreaming about, and I don’t know how feasible it is, is asking Ennismore, which has 20 different restaurant IPs that they own, and Paris Society, which is the best ever operator here in Paris with 22 restaurants and nightclubs and their own IP, to put together a team and within those 40 concepts, probably half of them would work into a Novotel, Mercure or an ibis.

“So, can we really import the savoir faire to the legacy brands of Accor? Clearly, it’s doable, but I need my GMs to endorse it. And of course, there’s always some resistance factor, but that’s okay,” Bazin said.

In Australia, some of Accor’s owners have raised the bar with food and beverage, like the Oscars Group, who have transformed Novotel Wollongong into the South Coast’s hottest food and beverage driven hotel, and in New Zealand, CP Group’s passion for fantastic bars and restaurants in Auckland.

The challenge is firmly globally after so much success locally and no surprise some of Accor’s hotels continue to set benchmarks globally.

Bazin said the team in Pacific have certainly been at the forefront of helping the company adapt and grow. They have been embracing new brands like Mondrian, Hyde, JO&JOE and Mama Shelter and signing new deals and taking ideas like co-working and food and beverage from the best in the business. Having teams across the world like

those in the Pacific, led by the talented Sarah Derry and her exceptional leadership, has made Bazin’s job easier, he told HM, as the company has continued to adapt under his tenure.

“This company is probably easier to run and more daring than ever. I’ve been daring, but I’m not alone anymore,” he said.

“We have been transforming every two years and I probably need to pause a bit, but I cannot as this company should continue to transform.

“We went from ‘get light’, which is the asset light model, to ‘get broad’, which is all the acquisitions of brands from 13 [when I started] to more than 40 today, to ‘get fit’, which was a really big 20% labour cost saving during the pandemic, and now it is ‘get focused’.

“I think we are going to have a fifth focus coming for me or my successor, but I don’t know.”

While Accor has had some phenomenal brand growth, Bazin hasn’t ruled out further adding to the incredible portfolio he has built up. ■

Orient Express to set sail

One hundred and forty years after the launch of its first luxury trains, the Orient Express legend continues with the unveiling of plans for the world’s largest sailing ship, Orient Express Silenseas.

This revolution in maritime history is an ambitious undertaking that pushes the limits of what is possible. The result of a unique French partnership between world leader in hospitality Accor, and Chantiers de l’Atlantique, a leading shipbuilding company, this extraordinary sailing yacht of the future with spectacular interiors will set sail in 2026.

“With Orient Express Silenseas, we are beginning

a new chapter in our history, taking the experience and excellence of luxury travel and transposing it onto the world’s most beautiful seas.

“This exceptional sailing yacht, with roots in Orient Express’ history, will offer unparalleled service and refined design spaces, reminiscent of the golden age of mythical cruises.

“Innovation is at the heart of this ultra-modern ship that will revolutionise the maritime world with new technology to meet today’s sustainability challenges. It is a boat designed to make dreams a reality, a showcase for the best of French savoirfaire.” -Sébastien Bazin, Chairman and CEO, Accor

VEGAN TRENDS

Hawaii Leads US Vegan Charge

Hawaii, Oregon, and New York are the most veganobsessed states in America.

Research conducted by health and fitness experts at Total Shape used Google search data to examine the search volume of vegan-related search terms per 100K residents in each state in America over the past 12 months. The study also analyzed each state’s favorite source of vegan protein.

The research revealed that Hawaii is the state most interested in a plant-based diet. Over the past 12 months, over 1.7K vegan-related searches were made per 100K Hawaiian residents. The most popular search term amongst Hawaii’s population was “Vegan,” followed by “Vegan Restaurants”, which have 12.1K searches and 9.9K searches, respectively.

The most popular natural source of protein for those who are on a plant-

based diet in Hawaii is Jackfruit. Surprisingly, Jackfruit only offers 2.8g of protein per cup, however, it is popular due to its similar texture to pulled pork, an excellent gateway for those who want to try a vegan diet.

The second most vegan-obsessed state is Oregon, with a search volume of 1.5K vegan-related search terms per 100K residents. Oregon is known for its fresh fruits, especially blueberries and huckleberries, as well as its hazelnuts, which are prominent in a vegan diet.

Quinoa and Jackfruit are the joint most popular vegan protein source in Oregon. Quinoa is a great source of protein, offering 8g of protein per 100g. Though this may not be as high compared to processed plant-based proteins, Quinoa offers all essential amino acids, as well as fibre, which

Blueberries and huckleberries, as well as hazelnuts, are prominent in a vegan diet.

explains why it is so popular. New York is the third most vegan-obsessed state, with 1.3K vegan-related searches per 100K residents. Similarly to Oregon, Quinoa and Jackfruit are the most popular vegan sources of protein in New York. Chia seeds are also another popular option for protein in New York, providing 17g per 100g serving.

Surprisingly, California does not rank at number one but instead ranks fourth, with just over 1,000 searches per 100K residents. California has a huge vegan following, especially as it has nearly 8,000 vegan restaurants, however, it still failed to rank at number one.

A spokesperson from Total Shape commented on the research, “It may come as a surprise that Hawaii is the most vegan-obsessed state in America, as it is well known for its fresh fish and often referred to as a ‘Fisherman’s paradise.”

“Furthermore, a vegan lifestyle is more attainable today because products are more readily available, and people now choose to opt for a balanced diet that does not consist of animal products.” ■

Jackfruit only offers 2.8g of protein per cup however, it is popular due to its similar texture to pulled pork.

Quinoa offers all essential amino acids, as well as fibre.

“A vegan lifestyle is more attainable today because products are more readily available, and people now choose to opt for a balanced diet that does not consist of animal products.”

– Total Shape

beaut beets

Wattie’s® Baby Beetroot are grown in New Zealand adding beautiful flavour and colour to both sweet and savoury recipes. These canned beets are ready to serve, offering convenience to busy restaurants and food outlets. Throw them on a salad or roast them with a range of vegetables and meat.

Bulgur wheat sa lad wit roast beetroot, carrot, courgete and greenpeas