+ Publication Agreement #40033126 Restaurant Foodservice News & & Official Magazine of Restaurants Canada Canadian Canadian 0 8 1 4 Restaurant Foodservice News Creating Brand Love | Canadian Trailblazer Amanda Ray Restaurants Canada News | Tabletop Designs | Tea Renaissance Restaurants Canada The voice of foodservice La voix des services alimentaires THE PEOPLE ISSUE STAFFING SOLUTIONS WOMEN OF INFLUENCE EMPLOYEE ENGAGEMENT THE ATTRACTOR FACTOR
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RestaurantFoodservice News
&&Official Magazine of Restaurants Canada
Canadian Canadian 0 81 4
RestaurantFoodservice News
Creating Brand Love | Canadian Trailblazer Amanda Ray Restaurants Canada News | Tabletop Designs | Tea Renaissance client cdn restaurant & foodservice assoc.
Having recently returned from a family trip to the Maritimes, I was reminded of all of the great reasons why I love the Canadian restaurant industry so much: Delicious regional specialties prepared with the freshest local
ingredients; friendly, attentive service; and comfortable, relaxing surroundings in which to dine and share special times with family and friends. Add to that my fascination with marketing, branding and business development and it is little wonder I enjoy being involved this industry.
But at the end of the day, what really gets me excited about Canadian foodservice is the people. Of course, my judgment might be a little clouded having just returned from one of the friendliest places in the world. Every foodservice establishment I visited during my Maritime trip easily met all of the above criteria. Still, I realize that there are so many issues that revolve around the theme of people that we have a special issue of CRFN in store for Restaurants Canada members.
Starting with our cover story Women of Influence, our People issue takes a look at the importance of having more women in leadership and senior management roles in Canadian foodservice. From addressing the unconscious biases that may impede the career progress of women in the industry to developing the strengths and promoting the skills of today’s female foodservice leaders, author Leigh Doyle of the Women’s Foodservice Forum provides insights from one of North America’s preeminent leadership development organizations.
Naturally, “women of influence” would also include the many outstanding female chefs across Canada who skillfully prepare and serve the food we love to eat. As this issue’s Canadian Trailblazer, Amanda Ray of Biff ’s Bistro in Toronto is a perfect example of a talented woman who brings a passion for food and driving ambition to succeed to both her cooking and the restaurant she runs.
Aside from focusing on the important role of women in foodservice leadership, there are plenty of other fantastic columns and articles under our People umbrella in this issue, including Mary Gazze’s eye-opening ideas on staffing solutions for your restaurant and how to make the most of untapped labour resources, Cynthia Hollidge’s Marketing column on how your people can make the difference in almost any promotional campaign and Matt Rolfe’s always sage advice on how you can enhance employee engagement while improving your financial bottom line.
And with our usual variety of enlightening food features and industry analysis, we know that you’ll find more than enough on your plate from this terrific issue.
Enjoy the summer and get out to meet some of the wonderful people our industry has to offer, no matter what part of the country you happen to be in.
Cheers for now,
Sean MoonManaging Editor
EDITOR'S NOTE
The official publication of Restaurants Canada is published six times a year.
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Views expressed are not necessarily those of Canadian Restaurant & Foodservice News or the editorial staff. Although every care will be taken of material submitted for publication, Canadian Restaurant & Foodservice News, its servants or agents accept no responsibility for their loss, damage or destruction arising while in its offices, in transit or otherwise.
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WINNINGWITH PEOPLE
Canadian
RestaurantFoodservice News
&&
Yvan Coupal President Salades Sensations Restaurants
Jill Holroyd Senior Vice President Communications and Research Restaurants Canada
Nils Kravis President, CEO Lone Star Texas Grill
Debra Lykkemark CEO, Culinary Capers Catering and Special Events
Roberto Martella Owner Grano Restaurant
Colin Moore Restaurants Canada Board member
Brenda O’Reilly Owner/Operator YellowBelly Brewery and Public House
Paul Rogalski Chef/Co-Owner Rouge Restaurant
Andrew Wong Owner/Chef Wild Rice Restaurant
Magazine Editorial Advisory Board
4 July/August 2014 | Canadian Restaurant & Foodservice News
By Steven Chester
AMANDA RAY
Mad About Food
CHEF DE CUISINE, BIFF’S BISTRO
6 July/August 2014 | Canadian Restaurant & Foodservice News
CANADIAN TRAILBLAZER
where she worked at Hotel Crillon le Brave in Provence.
“I was working with a French chef in an all-French kitchen. I had some basic French from high school and public school, but nothing that would get you in there and involved in what you need to know,” says Ray. “But with cooking, you don’t need to know the language all the time; it’s more somebody is showing you and teaching you by example. The first month was challenging, because most of the kitchen staff were men, and they were thinking: ‘Who is this girl? She doesn’t speak French; she doesn’t know anything!’ That was what it seemed like. But I worked hard and proved myself. I had an amazing three months.”
Ray moved into a full Sous Chef role shortly after returning to Toronto. Then in 2012, Walsh approached Ray with the opportunity to become Chef de Cuisine at Biff ’s Bistro.
A TALE OF TWO CITIESBiff ’s Bistro defines itself as “1930’s Paris meets fresh London cool.” The atmosphere is casual-upscale, and the restaurant’s beautiful patio and nightly $1 oysters are a huge draw. Several times per year, Biff ’s — influenced by Ray’s love of travel — reaches beyond its regular focus on French cuisine.
“We work through all the regions of France, and then we start moving into these different countries that have French inf luence,” says Ray. “Next week on Tuesday, we have a Morocco dinner, and that’s also a way for us to do new things and try something that’s just a bit outside of the French vein. Those are the sort of things that make Biff ’s exciting. We want people to come in and enjoy the patio and see what else we’re doing because we’re more than just buck-a-shuck!”
FOSTERS PERSONAL GROWTHIn both launching and developing her career at Oliver and Bonacini, Ray credits the company culture as a big part in why she has become a 13-year veteran.
“For me, one of the biggest draws was that Anthony Walsh has been my mentor for many years. He’s such a
humble chef and leader. It was always a real inspiration, because there can be abrasive attitudes in this industry… and that doesn’t always work for everyone. I think the culture of O&B is one of the most amazing that I’ve s e en b e cause t here ’s so much development, and they really care about the path and the careers of people that work in the company.”
Ray cites O&B’s internal website, Buzz, as an excellent example of the company catering to its younger staff of digital natives. Training videos, cooking tips, wine lessons and food basics are available for front-of-house and back-of-house staff who can connect with their coworkers in a Facebook-like online environment where they can share interests and make comments.
MEETS CHALLENGES HEAD-ONEven with the company’s focus on HR, Ray maintains that staffing is one of the biggest challenges today. With the number of restaurants in Toronto, the positions to fill are many, and the ability to retain talent can suffer as a result. Ray also feels the younger generation coming from school have yet to grasp the hard work needed to thrive in the industry.
“I sometimes find cooks don’t come with the understanding of how hard it is, how many hours you work, the proverbial blood, the sweat and tears, burning yourself – all that kind of stuff. You have to really, really want it in order to succeed in this industry,” says Ray.
While continuing to grow her career at O&B is what Ray sees in her immediate future, she dreams of owning her own small restaurant some day. Despite her love of the kitchen, she’d love to break from the back-of-house backdrop and interact more with customers.
Fuelled by a bright, creative mindset, Ray truly enjoys the day-to-day.
“I love food. I love teaching my cooks. I love being able to come in and come up with new ideas and make it all work,” Ray says. “I like to feed people. I like to come up to the dining room and see people enjoying something that I’ve created. It’s something that keeps me ticking.”
“I think all chefs are a bit mad and in some ways, crazy!” Ray says with a laugh. “I think I bring a good sense of that lunacy to the everyday. I mean, I’m a hard worker, and I want to inspire people. I want to make a difference. I don’t just want to cook. I want to get my team inspired about what we’re doing and not just come in and go through the motions every day. It’s not enough. You have to be thinking about how you can make it better and get people feeding off of your own passion.”
Ray’s initial stages of culinary curiosity began while watching James Barber, host of CBC’s Urban Peasant. While her mother returned to school to complete a university degree, Ray would rush home from school to see what Barber was doing and, along with her sister, use that knowledge to create dishes for the family.
CULINARY ROOTSWith career trajectory clearly in focus, following high school Ray enrolled in the two-year culinary management program at George Brown College in 2001. From there, she started working in some Italian restaurants and catering operations in York Region where she grew up.
“At the time, I had a good friend who was a hostess at Auberge du Pommier,” recalls Ray. “She said they were looking for cooks, and if I was interested, I should take a jump to the big city and get out of the ‘burbs. So I did just that. It was the first big fine dining restaurant that I’ve worked at. It was a hugely intimidating and nerve-wracking experience, but something that you need to do to start any kind of career.”
After a four-and-a-half-year stint at Auberge, Ray moved on to O&B’s Canoe location, spending five years working in different stations, eventually moving into a Junior Sous Chef role. Ray started working under Chef Tom Brodi, who was Chef de Cuisine under Anthony Walsh. Later, Ray worked with Brodi’s successor as chef, John Horne, with whom she had worked previously at Auberge.
PROVEN IN PROVENCEDuring that time, the company offered Ray a three-month internship in France,
Amanda Ray credits her successes to her positivity, hard work, and perhaps a bit of mania. The young chef worked up the ladder at every back-of-house station en route to her role as Chef de Cuisine at Biff’s Bistro, part of Oliver & Bonacini’s 11 fine dining locations in Ontario.
Mad About Food
www.restaurantcentral.ca | July/August 2014 7
Why do you think you were drawn to a culinary career?I think I was a victim of circumstance. I surrounded myself with chefs at a young age and so I think I slowly gravitated into their world. I was intrigued with what they did throughout the day and night and so I strived to be like them. Once I achieved what I was looking to do, I never turned back.
How would you describe The Keg?The Keg is a progressive, but still classic steakhouse that allows our guests to enjoy fantastic food, prepared with passion and pride. Our culinary team works with the best raw materials and the best ingredients in an environment that is unique to our industry. We are a large company that cooks food with a small bistro mentality.
If you knew you were eating your last meal, what would you have?This one would be a toss-up between spaghetti and meatballs with an aggressive amount of really, really good Parmigiano-Reggiano coarsely grated on top OR a beer-can chicken done with a secret blend of herbs and spices cooked on the BBQ until the skin is bubbling and crispy.
STEVE MCGOEY
What is your philosophy about food?Food is simple and you should keep it simple. If you buy great ingredients, then you will end up with fantastic-tasting food. If someone says something is “cheaper,” it probably is. Don’t cook with wine that you wouldn’t want to drink. When preparing food, always start with the plate first and then work backwards. If you work the other way around, you will never end up with what you are trying to achieve and the food will suffer.
What do you mean by the term “start with the plate first?”Plate backwards to me is a way of approaching the way we have to look at food in our restaurants. We need to start every day and every night with the objective of putting out “hero” plates every time. We cannot be motivated by what things cost when we are plating. We need to start with the absolute best product, prepared the right way, tasting the right way with no exception. From there, we can start to work backwards to ensure operationally we can accomplish this.
We cannot make sacrifices, or create shortcuts on our way to plating because in the end the guest experience will suffer. They won’t receive the hero. We cannot learn or be adjusting things at the guest’s expense. If our focus and motivation starts with what things cost as opposed to what the plate and finished goods should look like, smell like, and taste like, then a hero will never be born.
Where do you go to dine out?I will pretty much go out to eat anywhere. My preference, however, are small restaurants where chefs are changing their offerings weekly or, better yet, daily depending on what they purchase.
What is your favourite ingredient? Probably butter. It is the base to so many great things. It tastes great naturally, as an ingredient to different dishes, as a base to many sauces and definitely melted over popcorn.
Corporate Chef, Keg Restaurants
Q&
AEducation: George Brown College Culinary Management / Red Seal Certificate of Qualification
Years of Experience as a Chef: 24 years
8 July/August 2014 | Canadian Restaurant & Foodservice News
Who were your biggest influences/inspirations for becoming a chef?My biggest influences for becoming a chef were two chefs that I worked with over the summer months in Ontario’s cottage country. Both were different but each had very unique qualities that I looked up to and admired. Both of them were great leaders, which is one of the most important qualities when running any program, especially a culinary one. They earned my respect at the youngest part of my career. I still hold their values very close to me and try to carry myself the way they did so that hopefully they can continue to be impactful through me.
If you knew you were going to be exiled to a desert island, what three ingredients or food items would take with you?I think I would take tomato seeds so that I could grow tomatoes. Flour so that I could make bread and mayonnaise so that I could complete a toasted tomato sandwich.
What do you think is the most overrated food trend right now?This is a tough one as it is very subjective. Trends that people find to be overrated are often foods that people simply do not like. For me, I will pretty much try anything. I do think that if something is “trending” then it has already been done so I do like to look for foods that may be a little “out there” and certainly try to create foods that have not been done before.
What do you think is the most underrated food trend? Food trucks. I think people still look at food trucks as being cheap, greasy food. The reality, in my opinion, is that food trucks are putting out some amazing, crafted real food. Most are sticking to a certain genre and making the food or the theme of their truck completely authentic and served in a way that makes it easy to enjoy.
Is there any type of cuisine that you would like to experiment with?Probably Indian food. It is one of my favourite foods but I don’t spend very much time working with it. I feel that Indian cuisine is a perfect example of amazing ingredients put together simply to create fantastic-tasting food.
What are the essential ingredients for success in the foodservice industry today?Hospitality and service. Amazing-tasting food. Always going above and beyond for every guest at every hour of the day. Hiring
STEVE MCGOEYCorporate Chef, Keg Restaurants
CHEF Q&A
and training enthusiastic staff to carry out all of the above.
Which cooking technique or tool is a favourite of yours right now, and why?I would have to say brining and braising. I love what both techniques do to their respective subjects. With brining, you can add so many different flavours to anything while making the meat melt-in-your-mouth tender, assuming you cook it properly. With braising, you can use less traditional meats, show them some love, and they become a beautiful, pull apart, delicious, succulent eating experience.
What is your favourite food combination right now?My favourite food combination right now is the combination of hot and cold food. Pairing a hot protein with a cold side dish or accompaniment OR a hot accompaniment with a cold protein. I find the contrast between hot and cold food items really gives a cool eating experience. Often the two conflicting temperatures bring out flavours and textures in the food that would not be present if both items were the same temperature.
Do you have any culinary guilty pleasures or food treats that you couldn’t live without? I love chips — any kind, any flavour. To be clear I should probably live without them.
What are some of the most interesting or unique challenges of being a corporate chef for a large company such as The Keg?Having over 100 restaurants across Canada and into the U.S. certainly has some unique challenges associated with it. The biggest challenge is probably trying to create menus that resonate with all different tastes and preferences while still keeping with who we are as a brand. As we continue to evolve our menus and innovate, naturally some items remain on the menu and some items are removed. Food is very subjective. We do our best to look after each and every guest that walks into our restaurants. We have incredible guests at the Keg who we value immensely. Their feedback is very important to us and we listen to it all.
What advice would you have for aspiring new chefs as they enter the industry?Be relentless in the achievement of your goals. Stick to what you believe in. Surround yourself with people that support and believe in what you are trying to do. Always be willing to learn from others. Be open-minded. Leave your ego at the door. Taste your food.
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MAKING MONEY
to find the person you thought you knew was actually someone quite different once they let their guard down. Can you deliver consistently over time?
TIE IT ALL TOGETHER: CREATE BRAND LOVE If your guests are excited to come to your restaurant, believe that you offer great value, and trust that you will deliver on their expectations, then you’ve set the foundation for creating “brand love” – a base from which you are well positioned to become their favourite restaurant. While a restaurant obviously has to be firing on all cylinders to achieve brand love, marketing plays a crucial role to create that emotional connection with guests. And, as in any strong relationship, it’s important to keep the marketing messages and similar lines of communication open.
SUSTAIN IT: KEEP THE SPARK ALIVE Marriages fail all the time. In some cases, it’s a quick and dramatic breach of trust - perhaps akin to having a surly server bring out cold food late to a loyal guest’s birthday party. But a more interesting analogy is when they fizzle out over time, because couples stop making the extra effort. And this can happen with restaurants – they become established, take their guests for granted, and might stop trying to “wow” them. That’s why it’s so critical to spice it up a little sometimes – whether it be an exciting new menu item, or a server doing that extra special thing to remind the guest why they fell in love with you in the first place.
But there are two key considerations when thinking about value:1. Value isn’t just about the price you pay
– it’s what you get for the money you spend. Too often people see the word value and immediately flip into pricing and discount promotion discussions. While these can sometimes help, some of the brands we’ve seen hardly play this game at all; instead, they focus on delivering great experiences while being reasonably cost competitive.
2. Value alone rarely creates a truly loyal guest. If your restaurant has high value scores, but little else going for it, it’s unlikely guests are truly loyal. Instead, they are just sticking with you until something better comes along.
KEEP IT CONSISTENT AND RESPONSIVE: BUILD BRAND TRUSTThe next stage involves establishing trust. This is where operations does most of the heavy lifting – making sure the guest can expect and rely on a consistently great experience when they visit, and that they feel the restaurant cares enough to deal with any issues that may come up. Again, just like an evolving relationship, trust takes time to build, and it’s not uncommon
What follows is a way to think about becoming (and staying) your guest’s favourite restaurant – if not overall, at least for the type of occasion that your restaurant specializes in. It’s a bit like building a strong marriage.
SET THE STAGE: BUILD EXCITEMENTThe early days of any relationship should be filled with excitement. For a new restaurant, this excitement tends to be a combination of an opportunity to try something a little bit unknown and different, but enticing enough that you want to try it (which is where marketing is most important). From there, it is up to the restaurant to deliver on that excitement – or be doomed to the all-too-common fate of no second-date visit.
MAKE SURE YOU’RE A GOOD CATCH: OFFER GREAT VALUEConsumers love getting “great value.” In fact, it often comes up as a point of pride Canadians brag about, and helps explain everything from why many relatively wealthy consumers spend a lot of time parsing through flyers for great deals, to why they haggle beach vendors in far-off countries down to the cheapest price possible while on a luxury vacation. Of fer ing g reat value puts your restaurant in the running for an ongoing relationship with the guest.
Loyal guests not only come to your restaurant more often than others: they are the top source of “word-of-mouth” recommendations that are consistently the most effective and affordable way to attract new guests to your restaurant. When it comes to creating this kind of
“brand love,” it makes sense that keeping these loyal customers happy should be a top priority.
æ
Creating
How to become – and remain – your guest’s favourite restaurant
BRAND LOVE By Denis Hancock
Denis Hancock is Director of Consumer Insights at BrandSpark International, a leading brand, marketing, and product innovation research company with over 10 years experience in the restaurant industry.
10 July/August 2014 | Canadian Restaurant & Foodservice News
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customers coming back has a lot to do with menu and delivering an enjoyable experience. With the menu offerings being so important to repeat business, restaurant operators need to be more innovative. In addition to regular menu items, offer signature items; prix-fixe options; seasonal and daily specials. Innovative food and beverage programs entice consumers to try a food or beverage item that they have not had before.
Beyond the menu, consider other strategies to enhance the guest experience and drive traffic, such as offering or enhancing a loyalty program. There is little doubt that a well-designed, well-managed restaurant loyalty program yields results. Coupons for a different meal occasion or time of week are another way to stimulate loyalty. Take advantage of social marketing programs to build and reinforce a reputation for consistent, good service. And don’t forget to evaluate customer feedback received through social media. Reaching out to customers builds loyalty.
Customer trust transcends price-driven purchase decisions. At the end of the day, all parties involved are looking for something they want. Placing the customer first will feed the entire food chain.
customers who say they will definitely visit again in the next four weeks. They are the core of FSR business as they account for a significant share of traffic. However, their inclination to revisit FSR has been declining, going from 40 per cent in 2008 to 36 per cent in 2014 — a sizeable loss. We need to understand what is behind this trend.
WHAT MAKES FSR CUSTOMERS MOST SATISFIEDLooking at key satisfaction ratings among consumers who indicated they would definitely revisit will provide insight as to what is most important. Keeping them satisfied and focusing on those areas that are so important to them will be imperative to building loyalty and getting them back into full-service restaurants.
NPD data reveal that out of 26 customer satisfaction attributes, eight were significantly more important than others when choosing to visit a FSR. These eight focus primarily on food as well as the guest experience, and were particularly important to FSRs’ most loyal customers, those who said they would definitely revisit over the next four-week period. Attributes related to affordability and good value for the money are also very important, but food attributes and guest experience overwhelmingly lead all other factors.
REWARD CUSTOMERS FOR THEIR LOYALTYIn this challenging marketplace, restaurant operators need to reach out in every way and remind all of their customers why their restaurant is relevant and provides a great experience that is worthy of their loyalty. What is going to keep the most loyal
Full-service restaurants, however, have not fared as well as the industry as a whole with traffic down 79 million visits since that time. This means that for FSR operators to meet growth plans, they must do a better job than the competition when it comes to holding onto customers.
Revisit intent is a key measure in helping us understand loyalty. While the data show that revisit intent is increasing in some customer categories, the focus should be on those very important
Restaurant operators are adjusting to what we’re calling “the new normal marketplace.” The prolonged road to economic recovery has made consumers cautious, controlled spenders — at restaurants as well as in other aspects of their lives. Demand for restaurant-prepared meals and
snacks in Canada since 2008 has been fairly flat overall.
æ
Keeping The Customers You Have By Barbara Smyth
Barbara Smyth is Director, Foodservice Canada for The NPD Group. The NPD Group has more than 25 years of experience providing reliable and comprehensive consumer-based market information to leaders in the foodservice industry. For more information, visit www.npd.com or contact Barbara at [email protected].
The Attractor FACTOR
14 July/August 2014 | Canadian Restaurant & Foodservice News
Top eight customer satisfaction factors at FSRs:
• Food was fresh
• Food tasted good
• Food quality
• Order accuracy
• Pleasant experience
• Food prepared the way I like
• Temperature of food
• Made me feel like a valued customer
FACTOR
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COVER STORY
WOMEN OF INFLUENCEWOMEN OF INFLUENCEWomen leaders are good for business
By Leigh Doyle
16 July/August 2014 | Canadian Restaurant & Foodservice News
www.restaurantcentral.ca | May/June 2013 17
COVER STORY
WOMEN OF INFLUENCEWOMEN OF INFLUENCE
Women who follow the roadmap to the
executive suite in the foodservice industry
need to make their career aspirations
known and demonstrate their leadership
abilities. Mentorship by senior company
leaders who have the clout in office
politics is important, but so is addressing
the unconscious biases that make career
progression difficult for women.
www.restaurantcentral.ca | July/August 2014 17
When an organization places a higher priority on equality, the gender mix is generally the same in entry level, middle management and senior leadership positions. However, like the United States, women lag behind men in many leadership positions across Canada. Companies that make a point about fostering the development and advancement of women enjoy the profitability and innovation that diversity brings to their company. As restaurant operators and corporations compete globally for talent and market share, women are more essential to business success.
“While the tide is changing and more women are being elevated into leadership roles, there is still much work to do in order to reap the benefits of gender-balanced leadership teams,” says Hattie Hill, President and CEO of Women’s Foodservice Forum (WFF), one of the largest non-profit organizations in North America focused on advanc ing women and increas ing gender representation in the executive ranks in the foodservice industry. For 25 years, WFF has been at the forefront of delivering content, developing competence and building the connections needed for women to advance.
GROWING OPPORTUNITIESOver the next 10 years, Canada’s foodservice industry will require over 200,000 additional employees. The competition for talent is growing exponentially and our industry has an opportunity to attract, develop and advance women leaders who now make up the majority of the available talent pool.
The benefits of gender-balanced leadership teams go well beyond the simple notion that supporting women is the right thing to do. Independent research by consulting companies such as Mercer, McKinsey, Catalyst, and others confirms that women in senior leadership roles positively impact business results.
A study published in the American Sociological Review found that gender diversity accounted for a difference of $599.1 million US in average sales revenue; organizations with the lowest rates of gender diversity had average sales revenues of $45.2 million, compared with averages of $644.3 million for businesses with the most gender diversity.
The number of women in the labour force in Canada is consistently trending upward from 45.6 per cent in 1998 to 47.3 per cent in 2013, according to Statistics Canada’s Labour Force
survey numbers released this year. However, women in “senior management” in Canada represent only 29.3 per cent, indicating only one-third of those in
the workforce are promoted to senior leadership positions.The picture worsens for Canada’s 500 largest companies as ranked by the Financial Post.
TAKING CHARGE OF CAREERS Women should focus on what they can do to take responsibility for their own career progression by designing and aggressively pursuing their career development plan. It starts with aspiring to reach their full potential and taking to heart the now famous advice from Facebook’s Chief Operating Officer Sheryl Sandberg to “lean in” and take a “seat at the table.”
“Based on a recent WFF study, women in the top spots establish career goals early on and follow personal developments plans,” said Hill. “The women also told us that they focused on developing leadership competencies such as strategic thinking, delivering results, developing business and financial acumen and building strategic connections to move
their career forward. This research also uncovered some common derailers and barriers to advancement
such as lacking of confidence and self-awareness and most importantly lacking business and financial acumen
competence.” WFF, in partnership with HR consultants Batrus Hollweg
International, researched and designed a competency model uniquely tailored to women in foodservice and is applicable at all career levels. This model, along with our web-based Leadership Competency Assessment (LCA), provides insight into individual strengths and opportunities to prioritize competency development.
“Many women who aspire to leadership positions utilize a competency model like WFF’s for their own professional development,” said Hill. “They continually assess their skills, pursue development opportunities to shore up gaps and leverage strengths, and most importantly, make it known to leaders in the company that they want to progress in their career.”
Building strategic connections is also critical for career advancement. However, strategic personal networks don’t just happen; they are carefully and intentionally constructed. Women generally have the career-development and job-search savvy they need, however many tend to lag behind their male counterparts when it comes to working their
COVER STORY
18 July/August 2014 | Canadian Restaurant & Foodservice News
“Women should focus on what they can do to take responsibility for their own career progression by designing and aggressively pursuing their career development plan.”
Cindy SimpsonExecutive Vice President, Imago Restaurants Inc. (chain of pubs including Duke of Kent, Duke of York, and Duke of Westminster)
Years in the foodservice industry: 40
How has being a woman in the foodservice industry affected your career?I have never had any trouble getting a job in the restaurant business although I worked briefly for a restaurant company where it was unlikely I would be promoted just because I was a woman. Fortunately, I believe that kind of attitude is in decline in our industry.You must manage from a position of strength. Knowledge is key for all managers. Make sure you read everything you can about food, service, management and anything else that informs you and can help you be successful.
What are the biggest challenges to being a woman in the foodservice industry? It is, in most cases, a seven-day-a-week business and that implies that restaurant managers and general managers regularly work weekends and have fewer days off than managerial jobs in other industries. This can impact on home and family life including childrearing and daycare issues.
What are your three keys to success?Perseverance with humour. Insistence on excellence. Understanding people as individuals and managing them accordingly.
Brenda O’ReillyPresident / Owner, O’Reilly’s Irish Newfoundland Pub & YellowBelly Brewery & Public House
Years in the foodservice industry: 25+
What inspired you to enter the foodservice industry?All of my mentors are women at different stages of my career path. As a young person I was always sure that I wanted to be a chef and own my own restaurant. I credit my Mom, my Aunt Bea and her sister-in-law for seeing my passion for the food industry at a young age.
What are the biggest challenges to being a woman in the foodservice industry?Finding financing from the major commercial banks has always been a challenge. It is hard enough to find financing for restaurants but I found being a female business owner an extra challenge in finding the right financing.
What are your three keys to success?Confidence, determination and vision.
Susan SenecalChief Marketing Officer, A&W Food Services of Canada Ltd.
Years in foodservice industry: 29
What inspired you to enter the foodservice industry?When I started my foodservice career I thought I was taking on a temporary job. I very quickly discovered I loved the business. Today, key sources of inspiration for me are our A&W operators across the country, who create such success and opportunity in their communities and show such passion for providing an excellent experience for their guests. I learn every day!
How has being a woman in the foodservice industry affected your career?For me it has had a neutral effect. I think this is because, at A&W, we invest significantly to build a positive work climate. Commitment to a philosophy of “using our differences as a source of creativity and learning” fosters a level of listening and respect which unleashes the potential in each of us to succeed.
What are your three keys to success?Focus, ask questions and celebrate — pay attention to the little and big moments of joy in your work, and find ways to share and enjoy them.
www.restaurantcentral.ca | July/August 2014 19
networks. Moreover, when it comes to networking, women and men tend to statistically network with members of their own gender. Because there are more men in top positions, male networks are often more powerful; this is a disadvantage for women. Whether women are looking to move up in their current organization or take on a new position at another company, they should consider broadening their professional network to include both women and men leaders.
INFLUENTIAL ROLE MODELS While getting to the C-suite in Canada is challenging, there’s lots of real examples of successful women in top positions from among the ranks of Restaurants Canada membership. For example, Rossann Williams of Starbucks Canada was recently promoted from SVP Global Talent Management to Senior Vice President and President of Starbucks Canada. And Sue Black, with Sodexo Canada has also broken the proverbial glass ceiling. Black led the human resources team in Australia for Sodexo and was transferred to Canada in 2009 to
lead Sodexo’s HR function. She was promoted to Group Vice President Global Transformation in October 2012 and will be relocating again internationally in the fall of 2014.
For our industry to flourish and grow, we need competent leaders that bring different perspectives to the table – at every level.
More women can advance their careers by: • creating a professional development plan that focuses on
leadership competencies• building strategic business connections for networking• pursuing opportunities to gain stretch assignments and
cross-functional experienceAnd finally, women should pay it forward by inspiring and supporting other women who are working to advance their career.
Leigh Doyle is the marketing and communications lead for Women’s Foodservice Forum. WFF serves individuals and employers in all segments of the industry. It offers educational events, professional development programs and networking opportunities to make a difference in careers of women in foodservice. For more, visit www.wff.org.
COVER STORY
FOOD
Appetizer Delights
20 July/August 2014 | Canadian Restaurant & Foodservice News
FOOD
By Lizzy Freier
Rising Flavours on Starter Menus
Let’s examine the 10 fastest-growing flavours on Canadian starter menus, according to Technomic’s data, by breaking them up into five larger taste categories: herbs, nutty, sweet, sour and salty. Operators and suppliers can look to these flavours for inspiration when creating innovative new starters.
HERBSHerbs can brighten a dish that may lack an inherent freshness. Adding herbs to dishes is also a way for chefs to incorporate local or house-grown ingredients.
Two herbs appearing on the list of fastest-growing starter flavours are sage and dill. The popularity of sage, the top fastest-growing flavour, doubled year-over-year. Sage has a slightly bitter, pungent and musty mint taste and aroma, and is commonly used in dishes containing beans and poultry, such as the Cornish hen dish with flageolet beans, fried sage and sauce perfumed with juniper berries at Accords wine bar and restaurant in Montreal. Not only does sage provide a strong taste to the dish but also a needed crunch from its fried preparation.
Dill is the eighth fastest-growing starter flavour on Canadian menus, increasing 31 per cent year-over-year. Dill is used to flavour dishes such as salads, vegetables, meats and sauces. Emerging chain Chianti Cafe offers fried ravioli bites with dill
cream-cheese dip. The herb in the dip brings a much-needed refreshing taste to the starter, which is fried and cheese-heavy.
NUTTYNuts provide not only a rich flavour element and texture to a dish but also health benefits. Because many nut varieties are abundant in protein, iron or calcium, they are sometimes considered superfoods.
Nutty flavours like peanut and pistachio are rising stars on starter menus. Peanut mentions grew 60 per cent, making it the second fastest-growing flavour overall. Actually considered a legume, not a nut, peanuts are often found in Asian cookery. Calgary’s Rush Ocean Prime features a lunchtime Thai beef salad with a peanut sauce. The nutty sauce furthers the
Often overshadowed by entrées, the starter mealpart is the perfect menu category for operators to create memorable fare. The stats show that diners want to be adventurous with appetizers. Nearly 60 per cent of customers who reported they are buying apps more than last year said the top reason was to try something new or unique, according to Technomic’s 2014 The Canadian Starters, Small Plates & Sides Consumer Trend Report. Roughly a third of consumers (31 per cent) report that unique or ethnic flavours play a strong role in their starter purchasing decision. This means operators and suppliers have a lot of room to experiment with new and innovative appetizer flavours that their customers want.
Appetizer Delights
Allergy Aware: Introducing nuts to your menu means you need to be more careful in your kitchen. Learn tips on reducing allergic reactions on page 42.
www.restaurantcentral.ca | July/August 2014 21
Lizzy Freier is the Menu Analysis Editor at Technomic, Inc. in Chicago. Freier is responsible for writing and editing content for the company’s newsletters, namely MenuClips, which provides new product specialists, marketers, chefs and restaurant operators with information about new and innovative menu items and menu trends. For more information, visit www.technomic.com.
authentic Thai flavours in the dish. In addition to being highlighted in Asian cuisine, peanuts are also featured in Canadian-inspired dishes and can be grown locally. Toronto’s Canoe restaurant features Ontario peanuts in its pan-seared Quebec foie gras starter, along with Nova Scotia seaside blueberries and toasted bulrush brioche.
Pistachio flavour mentions grew 40 per cent on Canadian starter menus in the last year. These nuts have a delicate, subtle flavour that is good in both sweet and savoury dishes. Azure Restaurant & Bar at the InterContinental Toronto Centre highlights pistachios in its Woolwich Dairy goat-cheese fritters, along with pink peppercorns and a port-rhubarb compote. The subtle nuttiness from the pistachios complements the distinctively tart flavour of the chèvre.
SWEETConsumers traditionally don’t associate sweet flavours with starters. However, they provide an interesting taste contrast to the more savoury elements in these dishes.
Maple and honey, in particular, are sweet flavours being featured on starter menus. Maple, which has seen a 42.1-per-cent increase year-over-year, is a classic Canadian flavour that continues to flourish. Typically appearing in syrup form in breakfast dishes or as a flavour enhancement in desserts, maple is now seeing an upsurge on starter menus. At Bow Valley Grill in Banff, Alberta, maple is used as a sweetening agent for its grilled bison skewers. The game meat is topped with a maple-Yukon Jack bourbon glaze and paired with Sriracha aïoli, baby spring greens, radish and ginger-lime vinaigrette. Although Yukon Jack liqueur is already sweeter than straight bourbon due to the added honey, the maple furthers the sweetness in the glaze.
Honey grew 18.9 per cent year-over-year. Although honey’s flavour varies from light and delicate to strong and robust depending on the region or source, it is always characterized by an inherent saccharinity. Montreal independent Chao Phraya offers a starter of grilled squid with garlic, black pepper, sesame and honey. The honey brings a sweetness to a more savoury dish, and also balances the charred flavour from the grilled preparation of the squid.
SOUROperators are sweet on sour. With the uptick of sour fare like Greek yogurt and pickled foods, restaurants are now finding ways to promote sourness in starters.
Sour flavour mentions grew 33.3 per cent on Canadian starter menus year-over-year, with lime and other citrus leading the pack. Lime, which grew 40 per cent on starter menus in the last year, serves as the tart accent in White Spot Restaurant’s Coriander Chili Chicken Wings. The wings are tossed in a housemade sauce infused with garlic, ginger and coriander, and served with pickled cucumbers and cilantro-lime dipping sauce.
Citrus is the generic term for a number of pulpy fruits that are rich in vitamin C. They all share some degree of tartness, from relatively mild to extremely sour. In Banff, Earls Kitchen + Bar offers panko-breaded chicken tenders with a citrus-plum dipping sauce. The citrus adds a light, tart dipping element for the heavier fried chicken. On the other hand, Calgary’s Charcut Roast House uses citrus to
FOOD
Fastest-growing flavours
Sage
Peanut
Maple
Pistachio
Lime
Citrus
Miso
Dill
Honey
Cranberry
100%
60.0%
42.1%
40.0%
40.0%
39.1%
31.3%
31.0%
18.9%
18.2%
Base: Q1 2013 to Q1 2014 - 3,551 menu itemsSource: MenuMonitor, Technomic
22 July/August 2014 | Canadian Restaurant & Foodservice News
further enhance an already light dish. The restaurant’s watermelon and cucumber salad is paired with citrus-marinated feta and mint. The rich, tangy flavour of the feta is harmonized by the tartness from the citrus.
Cranberry, like other berries, is typically used in desserts. Growing 18.2 per cent year-over-year, the berry is now popping up more and more in starter dishes. The shiny scarlet berries are known for their extreme tartness. Duck-liver pâté is served with cranberry jam and a baguette at Ça Va Bistro Moderne in Victoria. The gluten-free dish uses cranberry jam to add a light sourness to the rich foie gras.
SALTYSalt pairs well with all other basic tastes—from sweet to bitter to umami—because it enhances the flavours of the dish. Although a little bit goes a long way, salty flavours are often considered a necessary component to a dish.
Miso mentions increased 31.3 per cent on Canadian starter menus in the last year. Most often seen in soup and other Japanese culinary creations like sauces, marinades, dips and salad dressings, miso is known for its high salt content, which is added to the soybean paste and koji (yeast). Miso is often incorporated into condiments with other prominent flavours. Toronto’s One Restaurant offers lettuce wraps filled with albacore tuna and yuzu-miso vinaigrette, and Soy in Montreal offers a tartare of salmon or scallops in miso-lime mayonnaise. Both examples show how salty miso complements citrus flavours to create an innovative condiment.
Operators who want to increase interest in the appetizer mealpart should look to trending flavours in herbs, and nutty, sweet, sour and salty taste categories to create novel menu offerings that will attract guests. One overarching trend regarding many of the growing starter flavours is that most are recognizable because they are traditionally seen in other mealparts. Highlighting flavours such as honey—which is typically used in beverages or desserts—in mealparts like starters creates unexpected and exciting new takes on dishes. We can expect this trend to influence the starter mealpart and expand to others going forward.
S: 7.125
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BY S . P E L L E G R I N O
C A P T U R E T H E E S S E N C E O F W H AT ’S H A P P E N I N G I N T H E C A N A D I A N C U L I N A RY S C E N E .
Orphans cooking with orphans. In Toronto, the people opening restaurants now are in their late 20s, early 30s who haven’t been slugging it out in a brigade-style kitchen for years like the founding fathers. There’s a generation of us rebellious teenagers just open-ing up restaurants, hiring our friends and taking risks. Hopefully, these young chefs grow into the leaders of Canada’s modern culinary movement.
H OW D O C U L I N A RY T R E N D S I M PA C T YO U R M E N U ?
I’m too busy to concern myself with trends. Evolution is made, not speculated. If there’s anything I’m into, it’s about fi nding something new. Maybe not something new to the world, but new to me. That’s my food trend.
W H AT I S I N S P I R I N G YO U R I G H T N OW ?
Gooseneck barnacles-pre-historic-looking crustacean creatures, super tasty. Only in season for about a month. When I sourced some, I was
so excited that I posted a photo on Instagram. 48 hours later there was an article about how these are the “next new thing.”
A S I D E F R O M T H E F O O D , W H AT M A K E S A G R E AT R E S TAU R A N T E X P E R I E N C E ?
Everything you put on the table matters. The details can dramatically elevate the dining experience—like a good quality napkin, artisanal bread or a bottle of S.Pellegrino. Even the bottle itself is beautiful; it’s like a bottle of wine. Water is the fi rst thing served at the table and the last thing that remains. So it only makes sense that the kind of water you serve is considered. If you think about it, fi ltered water or tap water—it’s only as good as its source.
G I V E U S A H I N T A B O U T W H AT ’S O N T H E H O R I ZO N F O R YO U ?
I’m excited about a new venture I’m working on inspired by the Pintxo bars of San Sebastian. It’s a completely different way of eating, very social and a new style for Toronto. It’s food-at-your-own-pace that takes traditional tapas to a whole new level.
Meet Chef Grant van Gameren, the culinary pioneer
and driving force behind Toronto’s Bar Isabel, named as
Canada’s Best New Restaurant in 2014. We asked him
to reveal his sources for inspiration and ingredients, and
tell us what’s on his radar for the future.
“ E V E R Y T H I N G YO U P U T O N T H A T TA B L E M A T T E R S . T H E D E TA I L S C A N
D R A M A T I C A L LY E L E VA T E T H E D I N I N G E X P E R I E N C E , L I K E A G O O D Q U A L I T Y
N A P K I N , A R T I S A N A L B R E A D O R A B O T T L E O F S . P E L L E G R I N O . ”
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AC_NY_J14_0003_Canadian Restaurant & Food Service News_6132014_Trade.indd 1 6/16/14 11:48 AM
HUMAN RESOURCES
THE ABILITY IN DISABILITYOur members say employees with disabilities often excel to become their best workers. Community Living Ontario’s website cites surveys that show business owners find employees with intellectual disabilities reliable, hard working and more likely to stay on the job.
The Accessible Biz Connections program administered by March of Dimes Canada is a job matching service that makes it easy for restaurants to find a committed employee with a disability. We’re a partner in the program, which pre-screens candidates available to work now, and recommends them based on the skills and experience you need.
An extra perk: it pays for your new employee’s full wages during their training because eligible candidates may need accommodations for their disability.
The program is only available in Atlantic Canada, Alberta, Manitoba and Saskatchewan. For full details, visit http://bit.ly/MarchOfDimesABC
“Based on the way demographics are working, the total reliance on that group from employers is doomed for failure just because of the smaller number that pool represents now than it did 20 years ago,” says Jon Kiely, Vice President, Product Innovation & Marketing at Canadian Tourism Human Resource Council.
This is where new, untapped labour pools come in. We’re going to touch on some groups you may not have thought of when
looking at recruiting. The bonus is that by filling your positions with an employee from one of these groups, you’re on your way to a more inclusive workplace and all the benefits that go with it like: • More satisfied employees who stick around (because cultural barriers are removed)• Better customer service (workers understand the needs of customers better)• Increased problem-solving and innovation (from new perspectives)
Staffing SolutionsMaking the most of untapped labour sources
With summer in full swing, your establishment is hopping and you’ve likely got lots of young staffers to handle it. Canada’s restaurants are the number one provider of first time jobs to young people. But not all of these young people in the generation known as “Millennials” or “Gen Y” will be able to work when you need them come September. With the labour shortage for the restaurant industry growing to 34,800 workers next year (see the chart for a full breakdown), and the number of Millennials entering the workforce shrinking, you need to look beyond students to keep your operation running.
By Mary Gazze
24 July/August 2014 | Canadian Restaurant & Foodservice News
620
170
1,260
210
7,040
16,150
1,150
770
4,090
3,220
0 5,000 10,000 15,000 20,000
Newfoundland and Labrador
Prince Edward Island
Nova Scotia
New Brunswick
Quebec
Ontario
Manitoba
Saskatchewan
Alberta
British Columbia
Projected 2015 Labour Shortages in the Restaurant Industry (number of jobs)
Source: Canadian Tourism Human Resource Council and Restaurants Canada
Total labour shortage for the restaurant
industry in Canada: 34,800
620
170
1,260
210
7,040
16,150
1,150
770
4,090
3,220
0 5,000 10,000 15,000 20,000
Newfoundland and Labrador
Prince Edward Island
Nova Scotia
New Brunswick
Quebec
Ontario
Manitoba
Saskatchewan
Alberta
British Columbia
Projected 2015 Labour Shortages in the Restaurant Industry (number of jobs)
Source: Canadian Tourism Human Resource Council and Restaurants Canada
Total labour shortage for the restaurant
industry in Canada: 34,800
620
170
1,260
210
7,040
16,150
1,150
770
4,090
3,220
0 5,000 10,000 15,000 20,000
Newfoundland and Labrador
Prince Edward Island
Nova Scotia
New Brunswick
Quebec
Ontario
Manitoba
Saskatchewan
Alberta
British Columbia
Projected 2015 Labour Shortages in the Restaurant Industry (number of jobs)
Source: Canadian Tourism Human Resource Council and Restaurants Canada
Total labour shortage for the restaurant
industry in Canada: 34,800
For more HR solutions, visit
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HUMAN RESOURCES
NEW IMMIGRANTS AND ABORIGINAL PEOPLEImmigrants new to Canada are excited to start working here. But when it comes to finding people in this community, online recruiting isn’t the answer, says Kiely.
“It’s community based papers and organizations. Sometimes it’s using old school stuff like a recruitment flyer in a community centre where you know there’s a number of people who might be in your target demographic,” he says. “The same thing is not going to work for all target audiences.”
Word of mouth in the new immigrant community is especially powerful. Someone who loves their job will sing your praises to
their families and friends, says Kiely, adding that some hotels in Canada have a loyal lineup of potential workers from this group because their current employees share their job experiences.
“Those are the best referrals you can possibly get — those word-of-mouth referrals from employees who have a vested interest in getting good people to come and work for you.”
In previous issues of this magazine, we featured the great contributions that the aboriginal community has to offer. This community is very close knit, says Kiely, and you should advertise job openings the same way you do for new immigrants.
ALBERTA FOOD SERVICE LABOUR CONNECTIONS PILOT PROJECTRestaurants Canada is working with over 40 social service agencies in the Edmonton area to help you find pre-screened applicants who are ready to work and can get to your location using public transport. The employees all come from underrepresented groups such as aboriginal communities, new immigrants, seniors and people with disabilities.
This is a pilot project that ends in March, 2015. For details, contact Barb Jusiak at [email protected] or the Restaurants Canada Western office at 1-866-300-7675.
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26 July/August 2014 | Canadian Restaurant & Foodservice News
Mary Gazze is a communications specialist at Restaurants Canada. Her background includes business journalism and general assignment reporting at The Canadian Press, CTVNews.ca and CBC Television and her articles have appeared in several magazines. Mary is also the human being behind Restaurants Canada’s social media accounts.
EMPLOYER OF CHOICE PROGRAMSIf you’re willing to take part in a Human Resources audit, your business could get on “Employer of Choice” lists such as the one run by the Saskatchewan Tourism Education Council. The audit helps you pinpoint which policies your employees value most, and the list helps you attract the best workers by showing them you have successful HR practices.
RESPECT YOUR ELDERSNumbers released by Statistics Canada in January show that when it comes to those over 55 who leave their jobs, three out of every five return to the workforce.
These seniors have life experience and flexibility to be great employees. They’re looking for an employer who doesn’t mind that they are semi-retired and want to work reduced hours or travel for part of the year. They can also help mentor younger staff who are still learning job skills.
RETAINING GEN YThe majority of restaurant employees will likely always come from the 15-24 age bracket, says Kiely. This is mainly because the industry is willing to take inexperienced young workers and teach them transferable job skills. So that means it’s still important to make your business stand out and become a place where these people want to stay and grow in their career.
Consulting firm PwC studied this generation after noticing that many of its own young employees began leaving the company after only a few years. Last year, the company released what it learned in a study called “NextGen” and made some recommendations:• Offer flexibility. Employees surveyed said they were willing to delay
promotions in exchange for fewer work hours or flexible work locations.• Integrate technology to increase efficiency. • Be transparent. Millennials want no mystery when it comes to compensation
decisions and career growth.• Create community. Stress the importance of teamwork and appreciation. Give
honest feedback. Millennials are more likely to leave if these needs for support aren’t met.
Kiely adds:• Show employees a clear career progression. Explain to them how you as a manager
worked your way up the ranks. • Make these workers part of the solution. They want to contribute ideas but many
businesses don’t let them. The most important part is that whatever your attraction strategy is, remember, it’s
important to use a variety of approaches because one size does not fit all.
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Cleanup should be the easy partDiscover the new Tork Foodservice Cleaning Wet Wipes—a discreet, convenient and hygienic cleanup that’s better for your front of house. Be sure your tables are getting efficiently cleaned, so you can focus on what really matters.
See how the wet wipes work at en.tork.ca/CleanWithinReach and ask about our free trial offer.
You work hard to impress
Untitled-2 1 14-07-07 1:38 PM
got excited about this process when reading the book, “First Break All The Rules” by Marcus Buckingham. One of the key lessons I learned from the book is that staff quit most often because there is a problem with managers, not necessarily with the business.
If your staff are quitting your managers at the rates of 60-100 per cent on an annual basis, then monitoring staff engagement seems like a great performance indicator for your management and the overall health of your business. Below are some tips that will help you implement a staff engagement survey in your business:
FIVE TIPS FOR EFFECTIVE EMPLOYEE ENGAGEMENT SURVEYS 1. Frequency – Depending on the size of
your team, perform this on a monthly or quarterly basis. Keep the survey simple; we recommend the “Gallup Q12 Employment Survey” available at www.gallup.com.
2. Confidentiality – Make sure that you allow the responses from your staff to be confidential. Do not ask your staff to put their name on the survey. That said, do have them identify if they work in the front or back of house.
These lamentable statistics are also true for management turnover. Yes, it hurts if a disengaged front-line staff member is interacting with our guests, but what if a disengaged manager is leading your front and/or back-of-house staff ? Poor or unhappy leadership is like a cancer in your business, preventing it from reaching the level of success and profitability you dream of attaining.
Recent statistics show that replacing a staff member costs a business one to three times the staff member’s annual salary. In my experience, most operators do not measure employee turnover or employee engagement. Merely by taking steps to install measurement systems in these two areas on a weekly, monthly, or quarterly basis, you can completely change the culture of your business.
Introducing staff engagement surveys to our clients’ businesses is one of the exercises I most enjoy about my job because it’s one of the most visible and high-impact things we do for the happiness and profitability of people in our industry. I first
3. Publish the Results – One of the key things when asking for employee feedback is to share the results. More important than sharing the results is being clear on what action you are committing to taking based on the feedback.
4. Offer Incentives to the Management Team – This needs to be done carefully, but the reality is so many managers are given bonuses based on revenue or costs, and very few on how they lead your staff. In my opinion, all manager bonus programs should include employee engagement measurement and results.
5. Exit Interviews – No matter how healthy your company’s culture, the fact is, people are still going to exit your business. Capture this opportunity by having an exit interview process - allow the exiting employee to speaking openly and candidly. Learning from those who leave can be a very powerful exercise.After implementing these processes in
my own business and hundreds of hospitality operations, I can speak from experience that this can be the cultural game changer you are looking for.
Did you know that in some hospitality operations, 60-100 per cent of staffers leave voluntarily on an annual basis? For many operators, our true competitive advantage is delivered through the human-to-human interaction that our front-line staff shares with our customers. If there is the chance that six in 10 or even three in 10 of your staff are considering leaving your company this year, how is that affecting your guest experience,
your social media ratings and your profit?
BUSINESS OPERATIONS
Staff Quit Your Managers, Not Your WorkplaceENGAGEMENT
Employee
Matt Rolfe is the CEO of Barmetrix Global, a hospitality coaching and consulting firm that helps clients multiply profits, maximize staff engagement and deliver remarkable guest services by design. He blogs every week at www.barmetrix.com/blog. Contact him at [email protected] to book speaking engagements or to discuss Barmetrix Services. For more information, call 416-367-2263.
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For great ideas on improving your business check out
By Matt Rolfe
28 July/August 2014 | Canadian Restaurant & Foodservice News
RESTAURANTSCANADANEWSinside this month
3,000+Restaurant owners and employees who signed petition supporting TFW program.page 32
20%Member discount on occupational and food safety training.page 37
$2,600What the minimum wage hike will cost the average Saskatchewan restaurant.page 33
19Chain restaurants in B.C. with Informed Dining. page 34
10%Depreciation in the Canadian dollar and its impact on restaurateurs.page 39
Restaurants Canada thanks its sponsors
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In our industry, superior customer service is a key component in the formula for success. Making sure you have the right people in the right jobs is one thing. But what happens when you can’t find enough staff to begin with? Our members’ and their employees’ overwhelming response to the Temporary Foreign Worker (TFW) program moratorium and reforms over the last few months has shown just how staggering the labour shortage is in many parts of our country. Undeniably, the TFW program has been a polarizing issue in the media. But what rarely gets reported is that these employees are needed to preserve and create Canadian jobs. Restaurants Canada has been speaking out to set the record straight, calling on government for immediate action on the labour shortage crisis, and begun work
with colleges and other organizations on longer-term strategies. See what we’ve done to help our members and their employees on page 32.
As we look for solutions to the labour shortage, now is also a good time to reflect on the people we do have. Restaurants provide that all-important first-time job for many Canadians – 22 per cent to be exact, ahead of all other industries including retail and manufacturing. We are that first rung on the career ladder, in essence, a training ground. So, are we giving our employees all the right tools to do the best job they can and succeed in their own right? Investing in our people translates to confident employees, happy customers and a strong bottom line. Everyone wins. This is why Restaurants Canada has worked with our partners to offer employee training programs at discounted prices. Turn to page 37 to learn more.
In a column about the power of people, I would be remiss not to mention our own team at Restaurants Canada. Meeting your needs is the top priority of all our people. Our goal across the association is to give you the best value for your membership. But you can play a role too. Help us help you by referring a colleague to join us. The more members we have behind us, the stronger our voice, and the more we can accomplish for our industry. That’s people power at its best.
President's Message
Restaurants Canada News
Working together for a stronger foodservice industry
Thank you to these hospitality professionals who are part of our two Show Advisory Committees for helping us plan and promote our shows. Good things are cooking for our upcoming events!
30 July/August 2014 | Canadian Restaurant & Foodservice News
Better your Business.Better the industry.
Exhibit at Canada’s longest-running foodservice show! Direct Energy Centre, Toronto
www.restaurantshow.ca1-800-387-5649 x 4223
facebook.com/RestoShowtwitter.com/RestoShow
Quest for GTA’s Most Authentic Chinese RestaurantsNew Tang Dynasty Television (NTDTV) Canada, the Epoch Times newspaper and Restaurants Canada joined together on a quest for Toronto’s most authentic Chinese cuisine. Eighty of GTA’s top Chinese chefs battled for the title of “Best Chinese Restaurant.”
Winners were chosen by a combination of online votes and panel judges. The winning chefs from each category will travel to Times Square, New York June 26th to represent Canada at the fi nals of NTD’s International Chinese Culinary Competition!
Winning chefs from the GTA were celebrated at an “Em-peror’s Banquet” hosted by NTDTV and the Epoch Times this past May. The banquet featured a ten-course feast for over 300 guests who enjoyed authentic Chinese food and a glamorous Han Couture fashion show.
For more pictures and information visit: BestChineseCuisine.ca
Restaurants Canada fully supports hiring Canadians first, but is disappointed by the broad-stroke suspension of the Temporary Foreign Worker (TFW) program for the foodservice industry. We’ve pushed government to reinstate the program, especially in areas of severe labour shortages. We’ve also worked to correct misperceptions, and provided resources to members to help them come up with a staffing plan.
Fighting the TFWP ban
Labour shortage action highlights
Restaurants Canada has:• explained in numerous media interviews how important the TFW program is
to keep businesses open and provide jobs for Canadians; • held a members-only event, with government officials and labour program
representatives, to discuss Western Canada’s labour shortage; • met with Minister of Employment and Social Development Jason Kenney and
Minister of Citizenship and Immigration Chris Alexander to oppose planned changes, and ask for alternative reforms that give our members program access where Canadians are unavailable or uninterested in restaurant jobs;
• met with Hon. Justin Trudeau and Liberal Citizenship and Immigration Critic John McCallum on how to make the TFWP work for members and all employees;
• urged ministers in affected provinces to prioritize foodservice Provincial Nominee Programs (PNPs);
• placed full-page newspaper advertisements that show the importance of the TFW program in locations especially affected by the labour shortage;
• started a petition (www.protectingcanadianjobs.com) that called on government to end the moratorium; and
• held a press conference with our Board of Directors, calling for an emergency meeting with Prime Minister Stephen Harper.
Visit www.restaurantscanada.org to see all our action. Members only: Sign up online to get the latest updates from our Member Services team.
Hiring Canadians first
Legislative UpdateRestaurants Canada News
Restaurants Canada discussed TFW program reforms with Leader of the Liberal Party Justin Trudeau on May 15. L to R: Restaurants Canada Chair Liam Dolan (Claddagh Oyster House/Olde Dublin Pub), Hon. Justin Trudeau, and Restaurants Canada’s Garth Whyte and Joyce Reynolds.
Restaurants Canada is working with interested parties to help members fill their labour shortage, with programs such as Accessible Biz Connections and the Alberta Food Service Labour Connections Pilot Project.
Additionally, a refocused immigration system will offer ‘express entry’ to qualified immigrants to help fill open jobs that have no available Canadians, starting January 2015.
Visit www.restaurantscanada.org to learn more.
Restaurants Canada and its Board of Directors hold a news conference in Charlottetown on May 27.
Alberta Minister of Jobs, Skills, Training and Labour Thomas Lukaszuk speaks to more than 100 Restaurants Canada members at our labour shortage event in Edmonton on May 13.
32 July/August 2014 | Canadian Restaurant & Foodservice News
Minimum wage update
Ontario election results
Despite our recommendations, Prince Edward Island introduced a series of minimum wage increases without differentials. The general minimum wage jumps again to $10.35/hour on Oct. 1.
Saskatchewan’s hourly minimum wage will also rise on Oct.1, to $10.20. Although this reasonable two-per-cent increase was announced with sufficient notice, it will still cost the average restaurant $2,600.
Restaurants Canada will continue to lobby both provincial governments to introduce tip and training differentials to recognize the varied income and experience of employees, while helping our members better cope with these wage increases.
Restaurants Canada congratulates Premier Kathleen Wynne on leading her government to victory on June 12. We will work with Finance Minister Charles Sousa to minimize the impact of the Ontario Retirement Pension Plan – introduced in the spring budget – on our members.
Other initiatives that may be passed in the fall include Bill 131 on tobacco reduction (i.e. smoking on patios), Bill 162 on menu labelling, and Bill 165 on minimum wage tied with inflation. We don’t expect the return of the tipping and waste reduction bills.
Restaurants Canada is ready to tackle key issues with the Liberal majority government to address our members’ long-standing concerns. A strong and vibrant restaurant industry contributes to jobs, tourism and agriculture for Ontario.
Members can visit www.restaurantscanada.org to access profiles of the restaurant industry’s impact on ridings across Ontario, to help them talk about our industry with MPPs. See how your riding stacks up!
Legislative UpdateRestaurants Canada News
www.restaurantscanada.org | July/August 2014 33
New labour laws in Saskatchewan
The Saskatchewan Employment Act (SEA) consolidates 12 different pieces of legislation. Starting in 2015, Saskatchewan’s minimum wage will be indexed using a formula that equally weighs the province’s
general CPI and change in average hourly wage rate (excluding overtime payments), over the previous 12 months. From 2015 onwards, changes to the minimum wage (with Cabinet approval) must be announced on or before June 30 and take effect Oct.1 of the same year.
Other highlightsThe new rules also apply to modified work arrangements, time banks and days of rest. Visit www.restaurantscanada.org for more details.
59
27 21
38.7
31.2
23.7
0
10
20
30
40
50
60
70
Liberal PC NDP
2014 Ontario Election Results
Seats
Percentage of Vote
“The money has to come from someplace like less disposable income for the owners, an increase in menu prices for Saskatchewan residents … or less hours for minimum wage earners.”– Restaurants Canada’s Dwayne Marling
on the minimum wage increase in Metro Regina, March 31
VICTORY!
Legislative UpdateRestaurants Canada News
In an April press conference, B.C. Health Minister Terry Lake announced that 19 chain restaurants – which represent 2,000 locations in the province – have now implemented Informed Dining. Restaurants Canada reiterated that consumers want the comprehensive nutrition information provided by Informed Dining, and applauded Minister Lake’s leadership in helping us make this program the recognized standard across Canada. The press conference, along with radio and bus shelter advertisements, is part of an Informed Dining marketing initiative by the B.C. government to raise consumer awareness of the program.
Informed Dining in B.C.
Modernizing Alberta’s employment standards
As a participant in Alberta’s Employment Standards Review, Restaurants Canada has several ideas to help our members grow, create employment and remain competitive. Our recommendations include simplifying the general holiday pay formula without increasing costs, and adjusting termination pay from three days to the next pay period to reduce red tape. Visit www.restaurantscanada.org for our official submission.
Informed Dining press conference on April 16. L to R: Minister Terry Lake, Restaurants Canada’s Mark von Schellwitz and the Heart and Stroke Foundation of Canada’s Gavin Arthur.
Good news and bad news for B.C. licensees
Restaurants Canada made progress on drink prices for ‘Happy Hour,’ but was disappointed over licensee exclusion in wholesale pricing.
Following our recommendations, the LCLB confirmed the provincial minimum drink price, once set, would supersede existing municipal minimum prices ($3.00/drink on average). Based on member input, we proposed the provincial minimum price be $2.50/drink.
The Premier and Minister Responsible for Liquor told us they would consider extending wholesale pricing to licensees if it could be done cost-effectively. We will continue to push for a solution that gives us licensee wholesale pricing.
Working with Alberta inspectors
Restaurants Canada shared our licensed members’ complaints about inspectors being combative, rather than collaborative, with the Alberta Gaming and Liquor Commission (AGLC). Other licensee members reinforced our concerns and asked the AGLC to amend its outdated inducement policy. The AGLC will work with us on enforcement details, to improve co-operation between licensees and inspectors. Visit www.restaurantscanada.org for the full story.
34 July/August 2014 | Canadian Restaurant & Foodservice News
Licensees save $27 million
Legislative UpdateRestaurants Canada News
Following our calls for equal tax treatment, the new Quebec government has levelled the playing field by reducing beverage alcohol taxes for our members while raising them for retail outlets. Announced in the budget,
this standardized specific tax on alcohol takes effect Aug. 1, 2014, and represents $27 million in savings for our members.
The government will apply the beverage alcohol tax reduction retroactively. Starting this August, licensees can apply for a rebate for the difference between the tax paid ($2.47/litre for wine and spirits) and the new rate ($1.60/litre) on all alcohol inventory. This move is in sharp contrast to the previous government’s damaging decision to apply new liquor taxes retroactively to inventory in November 2012.
Other victoriesAlthough the budget cut business tax credits, it didn’t change the payroll tax credit for restaurant employers for declared tips. The government will also review the fiscal situation of companies, including high payroll taxes. Additionally, the government will follow our recommendations on cutting red tape for small businesses.
These victories follow years of action by Restaurants Canada and members. We have repeatedly emphasized the unfairness of the beverage alcohol tax and called on government to partner with our industry for job creation and a strong economy.
Montreal’s drive-through debate
Restaurants Canada has actively lobbied to protect drive-throughs in various Montreal boroughs.
Anjou will not implement a drive-through ban per our recommendations, but St-Laurent wants to ban new restaurants with drive-throughs in its residential sector despite our calls for collaboration and a meeting with Mayor Alan DeSousa.
Côte-des-Neiges/NDG shifted gears, turning talk of a drive-through ban to nutrition information. We met with Mayor Russell Copeman and Councillor Marvin Rotrand to explain why the Informed Dining program is better than menu labelling. Visit www.restaurantscanada.org to read more.
“They are refusing our co-operation in the economic development of the municipality…This isn’t good for people with reduced mobility, older people, and parents getting a coffee en route to daycare with their children...”– Restaurants Canada’s Jean Lefebvre
on St-Laurent’s drive-through ban in Le Journal de Montréal, May 8 (translated from French)
VICTORY!
www.restaurantscanada.org | July/August 2014 35
Before Nov. 2012 budget After Nov. 2012 budget After June 2014 budget
The Quebec Superior Court’s ruling that using a non-French trademark does not contravene the Charter of the French Language (Bill 101) is good news for members. Restaurants Canada was part of a retail sector coalition that opposed the PQ’s plans to cancel French certificates for businesses that did not add a generic French word to a non-French name. We will urge the Liberal government to make any new rules realistic and uncomplicated for our members.
Restaurants Canada is pushing hard for wage differentials and a better business environment for licensees in Newfoundland and Labrador. We met with:• Newfoundland Liquor Corporation (NLC) CEO Steve Winter to discuss
wholesale beverage alcohol pricing, minimum drink pricing and violent incidents in the George Street area;
• Labour Relations Agency CEO Donna Ballard to press for tip and training differentials, and share our concerns with the union-friendly Bill 37; and
• Liberal MHAs Paul Lane and Jim Bennett to outline our proposals for tip and training differentials, as well as wholesale beverage alcohol pricing.
All three parties committed to consider our proposals and work with us.
Victory! After two years of lobbying by Restaurants Canada and the business community, the government introduced legislation that requires secret ballot votes during the certification process for a union. Visit www.restaurantscanada.org for the full story.
Liquor and labour in Newfoundland
Legislative UpdateRestaurants Canada News
NOVEMBER 3 & 4, 2014Vancouver ConventionCentre West
Restaurants Canada’s Vice President Atlantic Luc Erjavec has been appointed an employer representative to the Workers’ Compensation Board of Nova Scotia for two years. Nova Scotia has the highest average assessment rate in the country, some of the lowest benefits, and a huge unfunded liability. In this role, Erjavec will raise our members’ concerns with premiums, and work to ensure both employer and employee needs are met.
36 July/August 2014 | Canadian Restaurant & Foodservice News
Member Services CornerRestaurants Canada News
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How well does your staff convert effort into profit?Countless studies have shown a direct relationship between exceptional training programs and profit. You know that hiring the right staff with the right attitude makes a world of difference. But add proper training to the mix and you can turn potential and personality into bottom-line results.
Restaurants Canada has a number of Preferred Partner Programs that help you get the right training for your staff. As a member, you get discounted pricing to maximize the ROI of training even further!
Boost performance and protect your guests with better staff training
Save 20% on food safety training with NFSTPBased on Restaurants Canada’s Food Safety Code of Practice, NFSTP is a comprehensive review of food safety issues and safe food-handling practices.
Online training is $39.95, with a 20% discount for members. A certification exam is required at additional cost.
For more information on the program, contact Freeborn and Associates at 1-888-829-3177 or [email protected].
www.restaurantscanada.org | July/August 2014 37
Restaurants Canada has a new home! Our new address: 1155 Queen St. W, Toronto, ON M6J 1J4 Telephone: 416-923-8416 or 1-800-387-5649 (no change)Website: www.restaurantscanada.orgE-mail: [email protected]
Contact your Member Services team at 1-800-387-5649 or [email protected]. We're here to help!
By Troy Taylor, Director of Operations at Groupex Canada
Groupex Systems Canada is pleased to team up with Abell Pest Control to help members keep out unwelcome guests. Abell is a family-owned and -operated business that has helped organizations eliminate pests since 1924. Abell’s Kathy Crane answers a few questions on why their pest control service is vital to restaurant success.
Abell helps you beat back pests
Q: How is Abell different from other suppliers?A: Abell protects businesses and their customers from constant pest pressures by encouraging proactive solutions rather than reactive ones. Many restaurants are adopting open concepts, open kitchens, and more seating spaces open to the outdoors, which all call for improved pest control.
Many pest issues in restaurants are unrelated to cleanliness or operational sanitation policies and procedures. Customers automatically think pests mean the business is not clean, which is usually not the case. Location (i.e. proximity to a lake, park, green belt or large trees), building age and neighbouring businesses can all play a significant role, and are out of the restaurateur’s control.
At Abell, we look at each case individually. Our monthly programs allow us to monitor what’s happening inside a restaurant. Whether you need a regular preventive pest control service or want to get rid of a single pest issue, the Abell team can help you.
Q: Summer is a busy time for the restaurant industry, but the warmer weather brings flies. What can operators do to combat the problem?A: Flies can spread bacteria that contaminate food, which ultimately damages your brand. Abell focuses on eliminating existing fly populations by looking at the source. For example, drains are often overlooked. Drain flies feed and breed in the organic waste that coats the inside of floor drains. Abell uses a special foam application to treat drains where liquid treatments can’t reach.
Abell also uses a variety of fly lights. Our technicians know which fly light is right for your business, and ensure fly lights are always cleaned, maintained and in proper working order.
Operators can be absolutely exasperated by these types of fly problems. Once we explain where the fly infestation is coming from and put a plan in place, the issue is resolved. We have happy owners and happy customers!
Q: Does Abell offer any training to help restaurateurs fight pests?A: Our CleanSAFE Kitchen Training program is designed to help operators and staff reduce the chance of pest issues. We offer booklets and online video training that covers all the key areas (www.cleansafekitchen.ca).
Sign up today
To take advantage of this cost-saving program with Abell Pest Control, contact Groupex at 1-800-670-6800 or [email protected]. You can also sign up directly at www.surveymonkey.com/s/68WD36H.
Groupex Canada Systems continues to expand its list of industry-leading manufacturer and supplier partners to help independent operators successfully grow their business. As a Restaurants Canada member, you’re encouraged to use Groupex’s group-buying power for independent restaurants. Groupex programs and services can save you thousands of dollars on your everyday costs. Visit www.groupex.com to learn more.
GroupexRestaurants Canada News
38 July/August 2014 | Canadian Restaurant & Foodservice News
By Chris Elliott
With summer finally here, restaurateurs can expect more Canadians to dine out, tourists from afar that need to be fed, and sun-seekers vying for spots on bustling patios. What operators may not have anticipated is the boost to business from a struggling Canadian dollar and the resultant spike in domestic tourism.
However, a weaker dollar could lead to higher operating costs for restaurants as the price of vegetables, fruits and other goods imported from the United States become more expensive.
Looking forward, analysts expect the loonie to slip below 90 cents against the U.S. dollar in the second half of 2014, and remain there throughout 2015. Operators will have to be mindful of both the positive and negative implications of our lacklustre loonie as they create their budgets for the next two years.
The implications of a lower loonie
With the sliding loonie, more Canadians are avoiding trips to the United States in favour of staying local. In the first three months of 2014, Canadians made 10% fewer same-day trips to the United States than a year ago. A BMO study found 42% of Canadians had no plans to travel abroad during the March break because of the weak loonie. Six out of 10 respondents with travel plans were expecting to vacation within Canada. If this trend continues, it would provide
a much-needed boost to Canada’s tourism industry – and by extension, the restaurant industry – during the vital summer months.
Unfortunately, the lower loonie hasn’t enticed our southern neighbours to come north. Since 2000,
same-day trips to Canada by Americans have plummeted by a staggering 74%, due to higher passport costs, long border line-ups, a struggling U.S. economy and, of course, the then-higher Canadian dollar.
Why the loonie has lost its lustreThe Canadian dollar has hovered above the 90-cent (USD) mark since the start of 2014. The loonie was last at par with the American dollar in
February 2013. So why has the dollar fallen by nearly 10%?
The loonie sharply appreciated during the American financial crisis in 2008, when the Canadian economy became a ‘safe haven’ for investors. However, as the U.S. economy is expected to improve in the second half of 2014, analysts predict the American dollar will strengthen against its Canadian counterpart. Other factors contributing to the soft loonie are:• a slowing Chinese economy, which
has restrained commodity prices;• geopolitical tension between
Ukraine and Russia; and• the loss of 29,000 net jobs in Canada
in April.
Implications for operatorsAll things being equal, a lower Canadian dollar will encourage exports by making our products 10% less expensive than they were last year. Canada’s struggling manufacturing industry will get a boost, and lead to more jobs and higher incomes. This growth means more money in the pockets of Canadians, which will increase local travel and restaurant dining.
Chris Elliott is Senior Economist at Restaurants Canada.
JUST RELEASED! Our Restaurant Outlook Survey for Q2 of 2014 tells you how operators feel about sales and employment in the coming months, as well as what challenges they are facing. Members get the full results. Visit www.restaurantscanada.org to download your copy.
A weakening Canadian dollar drives domestic tourism
Can
adia
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in U
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www.restaurantscanada.org | July/August 2014 39
MARKETING
they had didn’t just leave them with a good impression of me, personally, but a positive impression of the establishment.
In order for your marketing efforts to succeed, your staff needs to be properly trained to handle the outcome of those efforts. Train them the same way you would any other feature of your operation:• Distribute upcoming promotions and
associated collateral materials to your team prior to staff meetings
• Hold training exercises complete with ordering scenarios
• Establish systems for disseminating information, whether it be through text messaging, email or bulletin boards.
• Keep tip sheets handy for complicated calculations related to promotional fine print.
Properly trained staff is your key to making sure your successful marketing promotion continues to succeed once the customers are in the door, and ensures they want to come back again.
don’t fully inform servers about the two-can-dine offer they advertised in the paper. Seeing a promotion missing from their bill can leave a very unfavourable taste in a customer’s mouth.
LASTING IMPRESSIONSRemember that every person who works for you is a member of your marketing department. Each and every one of them has as big an opportunity to impact your customers’ decision-making processes as the rest of your marketing efforts do. When I first entered the hospitality world in my high school years, I took pride in the fact that I would always get the most t ips and was consistently recognized for promotion. It was simply because I knew that the better I treated my customers and the smoother their experience, it directly translated to a bigger guest check and more tips. But greater than this, these happy customers were more likely to come back; the experience
I have been fortunate to have helped create some very successful marketing campaigns with operators who know that getting more customers is not the end of their marketing initiative. That’s merely the halfway mark. The other half, and equally as important as the first, is your customer’s interaction with your employees and overall service.
Perhaps you’ve heard or experienced the horror stories — a big promotion executed without the staff to fill the onslaught of customers or orders – or, equally damaging – a customer responds to a specific promotion and the employee is unaware of the full details. Many operators diligently prep their servers on tonight’s menu, the intricacies of a gourmet specialty or what wines pair well with certain dishes, but sometimes
Foodservice operators today deploy various methods to share their message: traditional print media, the increasingly popular social media, as well as radio and TV (when the budget allows). Business owners hope their message will get customers to pick up the phone and place an order or come in to their establishment. Of course, all operators hope to increase their sales, but do all operators know how to handle that increase so they can still provide a fantastic
level of service?
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Your staff can make all the difference when it comes to a successful promotional campaignBy Cynthia Hollidge
The People FACTOR
40 July/August 2014 | Canadian Restaurant & Foodservice News
To improve your restaurant marketing know-how, visit
Cynthia Hollidge is president of Toronto-based foodservice marketing firm CCS Creative. A recognized expert in the food presentation, marketing and distribution industry in North America, she has had over 25 years experience serving in managerial and executive positions in the food industry. With a unique ability to visualize the overall picture, her insight is a much sought-after asset valued by her clients.
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ALLERGY AWARENESS
GREETING THE GUEST W h e n a g u e s t identifies as having a s e r i o u s f o o d allergy, ask if they have their EpiPen® with them. Sanitize the table using spray bottle and clean cloth or paper towel.
An appointed staff person should discuss the guest’s allergies and suggest appropriate menu choices. All order modifications should be confirmed with the kitchen to ensure they can safely be done.
FOOD PREPARATION Kitchen staff should change aprons, wash t h e i r h a n d s thoroughly, and put on fresh gloves before starting to sanitize the work surface.
You may keep separate sanitized knives and cutting boards for preparing special meals, but most p r o p e r l y u s e d c o m m e r c i a l dishwashers are able to sanitize appropriately. Once the meal is prepared, some restaurants choose to cover the plate with a sanitized cover or fresh plastic wrap to ensure that cross contact does not occur between the food-prep area and the guest’s table. Designated front-of-house staff should bring meal to guest carefully to avoid cross-contact.
Setting up a food allergy plan for your restaurant can seem daunting at first, but taking a “follow the food” approach – starting with your suppliers right through to when it’s served to the guest -- can be very helpful. Use this handy checklist as a starting point to create a food allergy plan that is right for your business.
RECEIVING AND STORING FOOD Document ingredients for all menu items, highlighting those that conta in pr ior i ty allergens*. A s k yo u r f o o d suppliers about their food allergen policies.
Review any substitution from your supplier carefully before accepting a shipment to identi fy potential hidden allergens. Store allergen-free foods away from others to avoid cross contact.
* A list of priority allergens is included in our Food Allergies guide and poster, both found in the Business Tools section of our website (www.restaurantscanada.org).
CLEANING WORK SURFACES Clean up spills of a l l e r g e n s u s i n g disposable paper towels and spray bottles Avoid toasters or f r ye r s i f f o o d s containing allergens are cooked in them.
Properly wash and sterilize cutting boards before use in preparing allergen-free foods.
With awareness of food allergies on the rise, Restaurants Canada has teamed up with Pfizer Canada, distributor of EpiPen® to develop tools and information specifically for restaurant operators. The May/June edition of Canadian Restaurant & Foodservice News took you through the process of creating a food allergy plan for your business – now it’s time to turn plans into action. æ
Allergy CHECKLIST
Worried about liability?When thinking about having an EpiPen® on site as part of your restaurant’s allergy program, you may be concerned about liability and risk. Here’s some advice from the experts:• Many provinces have “Good Samaritan”
laws that offer legal protection to people who give reasonable assistance, such as administering an EpiPen®, to those who are injured or ill. “Unless they are doing so in a grossly negligent way or are intentionally trying to cause harm, the law is intended to protect them,” says Dr. Heather McLeod-Kilmurray, associate professor of law at the University of Ottawa.
Insurance companies recommend:• Have a clear written policy for the
EpiPen®. Just like with any drug, it is preferable to make EpiPen® available to guests to administer themselves or to have someone from their group administer it.
• Ensure the auto-injector is replaced before it expires. Keep an inventory log tracking auto-injectors, expiry date, and track if and when they are used or disposed of. Follow the manufacturer’s storage procedures carefully.
42 July/August 2014 | Canadian Restaurant & Foodservice News
Restaurants Canada
members get free access
to “Food Allergies: A Guide
for Restaurants” and this
checklist by logging on to
our website. Plus, large
posters perfect for kitchens
are available for just $5. Visit
www.restaurantscanada.org
to learn more.
EMERGENCY RESPONSE Designated front-of-house person should immediately call 911. If your business has an EpiPen®, make it available to the guest and their party.
One staff member should stay with the guest while another waits at the door for EMS to arrive.
This independently written article was made possible through a healthcare-related partnership with Pfizer Canada Inc. EpiPen®, EpiPen® Jr are registered trademarks of Mylan, Inc. licensed exclusively to its wholly-owned affiliate, Mylan Specialty, L.P.; sub-licensee, Pfizer Canada Inc., Kirkland, Quebec H9J 2M5
Allergy
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Michelle EGeorge A
George ARob T
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LoblawsWholesale Club Ad51445144 Smallwares Magazine AdFull Pg Ad - Restaurant and Foodservice NewsTrim 8.125" x 10.815"--CMYK----
SEEKING UNIQUE FEELIt seems that the more texture and colours the better, as operators aim for a look and feel that separates their restaurant from the competition.
We are even seeing the return of gold cutlery, with different finishes to give it a worn and softer look. Just like denim jeans, cutlery with a distressed and worn look is hot in today’s market. Alongside black dinnerware, a brushed, blackened, worn looking cutlery setting is all the rage — the feel is your Grandma’s table setting but with lots of colours and textures to give it that pop!
Glassware has always been about durability and return on investment, and for fine dining, it had to be crystal. Just as we saw the emergence of a stemless wine glass for drinking fine wines, family-style tumblers have softened the glassware presentation on the tabletop. Different shapes and
KEEPING IT SIMPLEMost operators want their restaurants to look and feel comfortable, so that diners want to go there weekly and not just on special occasions. Demystifying the tabletop has been the key. Gone are the cutlery pieces that no one knew how to use. Gone are the multiple glasses for various wine varietals. Place settings are simpler, showing off warm colours and a variety of materials for the serving or accent pieces.
We are seeing the return of: stainless steel for accent items; sugar packet holders; French fry cups; wood boards; bread, cheese and fruit plates; slate charcuterie presentations; and matte black dinnerware or accent pieces.
For many years, fine dining was synonymous with white tablecloth, bone china dinnerware, crystal glasses and 18/10 cutlery — a very formal affair, where diners wore their best suits or dresses. Today, a more relaxed, unpretentious dining atmosphere is the norm.
As the “farm-to-table” trend has taken over the restaurant world, so has the tabletop look changed to a more casual, more relaxed look. Just about anything goes, including earthy colours and shapes, mix-and-match dinnerware, less white, and less formal designs. This has encouraged more diners to “come as they are” and sit back to enjoy the food amidst the warmth of a colourful tabletop.
It has been said many times that if you wait long enough, whatever goes out of style will come back into vogue. Trends in small wares — and particularly tabletop dinnerware — keep making their way back en vogue too.
Old is new with tabletop settingsBy Lloyd Thistle and Diana Ferreira
TABLETOP DESIGNS
44 July/August 2014 | Canadian Restaurant & Foodservice News
colours decorate the tabletop, including a product from Fortessa which is the bottom third of a wine bottle, finished and polished into a great vintage tumbler.
CRYSTAL SHINES AGAINSpeaking of vintage, who could have foreseen the return of cut crystal patterned glassware? Yet again, a more home-styled tabletop and a throwback feeling means cut crystal stemware is in demand.
Colours are still strong in glassware. Red, blue, amber and green are being used for tumblers and water glasses, adding both colour and warmth to the tabletop setting.
Many restaurants approach the tabletop more conservatively, however. The “classic look” bone china dinner plates are still very strong. Higher-end restaurants insist on a fine bone china plate, preferring to add a soft embossment for sophistication and warmth. Some are going for decorated plates that are customized with a logo or colour scheme specific to the restaurant’s décor.
DURABILITY IS KEYMany operators want to create a high-end sophisticated look, but with a significant return on investment. This means the dinnerware, cutlery, glass and accent pieces need to look sharp but perform well. Durability and quality are what everyone is looking for.
In the case of dinnerware, bone china is still the king, but it needs to be the real McCoy, not what is being cal led “new bone.” Bone china dinnerware needs a calcium phosphate content of over 40 per cent to bring
the benefits of bone china to the table. Bone china makes the plate very s t r o n g b u t l i g h t w e i g h t a n d translucent, with a creamy white colour that allows the artistry of the chef to shine through. Once you start lowering the calcium phosphate content, the features of the bone china lessen and so does your ROI.
PROVIDING BETTER ROIGlassware is the same — crystal is where you still need to focus, but durability is the key to the ROI. Today, operators can choose from a variety of strengthened crystal glassware products at a competitive price. Look for crystal that is lead-free, tempered and made with titanium-oxide crystal to create an excellent tabletop look while providing that return on investment.
Cutlery or flatware is possibly the least understood tabletop category. It’s well accepted that 18/10 cutlery is the best you can use, and the higher nickel content means that designers can create wonderful patterns and looks for your tabletop. However, gauge or thickness is the real measure of quality, giving the cutlery weight and heft, along with the look. Sometimes the right mixture of price and durability is a heavier gauge 18/8 or 18/0 product which allows for the same weight and feel but a more competitive price point and with a lower nickel content, a harder finish.
Knowledge is power, so find a supplier that knows their stuff and can explain how their product works and why. Educate yourself about the product’s features so you can make the right choice for a tabletop presentation that suits your style.
TABLEWARE
Lloyd Thistle is Managing Partner and President of Fortessa Canada while Diana Ferreira is National Account Manager. Fortessa is an integrated designer, developer and marketer of commercial and consumer tableware. For more information visit www.fortessa.ca.
www.restaurantcentral.ca | July/August 2014 45
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By Frank Weber
Tea aficionados welcome the new tea revolution
Tea started its amazing journey some 5,000 years ago in the mountainous regions of Yunnan, China. It was used for medicinal purposes and coveted for its countless health benefits long before modern medicine delivered us more concrete evidence of its powerful phytochemicals and nutrients. Loaded with antioxidants, particular EGCG (Epigallocatechin gallate) – yes, quite a mouthful – tea has shown it may be useful in the prevention of many diseases.
You might have heard all of this already. After all, the Canadian loose leaf tea revolution started around 15 years ago when the first premium tea boutiques began to surface. Since then, Canadians have learned to appreciate the varieties and health benefits found in the products sold in these specialty boutiques. Many of these stores boast well over 100 flavours and treasures, gathered from every remote corner of the globe.
SELECTION AND QUALITY IMPROVENow that we are seeing premium tea being available from every part of the world, restaurateurs have finally caught on to this, and it is much easier to find the quality loose leaf teas one has become accustomed to through the various retailers. So, just when it appears to be as good as it gets in terms of finding quality and variety, two more changes have appeared on the horizon.
First, major retailers (such as Sobey’s) and coffee chains (including Starbucks) are launching super premium teas in their stores. This might not seem like anything special. However, until recently, the finest teas were limited to specialty shops. This new approach might just change the way we purchase tea and with it bring better quality to mainstream retailers and quick-service coffee locations. Steps like these show us that “granny's cup of tea” is no longer the norm, and we have finally traded the soggy old bag for premium, all natural, non GMO, gluten-free, kosher and
organic gems. And why not indeed? Tea, after water, is still the most widely consumed AND affordable beverage on the planet.
The second part of this “revolution” is one that excites me tremendously as a former chef and restaurant owner.
MULTITASKING ABILITIESTea started its journey not only as a medicinal product, but also as sustenance, currency and eventually as a culinary treat for the wealthy. It took thousands of years for tea to become the staple beverage it is today.
The leaves of the tea plant (Camellia Sinensis) were boiled with ginger and spices, used as flavouring for food and pickled or eaten as salads. In Tibet, tea is still boiled with Yak butter for sustenance. I am happy to report that this tradition has resurfaced with a vengeance.
One of my personal favourite summer appetizers is tea-infused goat cheese. I
Tea may be picking up steam – no pun intended – but that steam now comes in many liquid as well as solid applications. Chefs and mixologists are finding creative and delicious new uses for this versatile ingredient.
TEA
Tea Renaissance
46 July/August 2014 | Canadian Restaurant & Foodservice News
TEA
use the larger cheese logs and marinate the slices overnight in “Honey Fig Tree,” a sweet and fruity herbal tea. I add some honey and orange segments to a very strong infusion. I then garnish the dish with oranges and rosemary and serve the cheese on a bed of sliced figs and micro greens.
Chefs and mixologists all over the world have re-invented the use for this amazing and incredibly versatile ingredient. I recently spoke with a few Toronto-area chefs and mixologists and asked them to share their favourite ideas:
As it has throughout history, tea continues to delight, nourish, soothe, excite and stimulate our body and senses. It continues to bring pleasure to us in ways few other foods and drinks are able to. I hope you, too, feel stimulated after you read this article, to think “outside the pot” and make tea part of your culinary journey.
Frank Weber is the owner of Toronto-based importer and wholesaler Tea Squared. Frank had been a pioneer in the Canadian tea industry and is currently working with chefs and mixologists all over the country on a compilation of tea infused recipes. If you would like to contribute to the knowledge base, please contact [email protected]. For more information visit www.teasquared.ca.
Nishan Nepulongoda, an award-winning mixologist at Blowfish Restaurant uses Lapsang Souchong. This tea is smoked over pine amber and is reminiscent of the soothing scent of a campfire. Nepulongoda makes a base by infusing the tea with ginger and maple syrup. He teams it up with Bombay Sapphire Gin, sweet vermouth and lime juice. He completes his aperitif with rosemary and maple bitters.
Pa u l B o e h m e r f r o m B o e h m e r Restaurant, likes to smoke quails over “Skinny Woolong” — a concoction of Oolong tea, lime leaves and coconut. Boehmer stresses the importance of brining the quails, since they soak up the mixture of apple wood and tea smoke more efficiently.
Chris McDonald at Cava has been making the most delicious chocolate bark with crushed leaves of creamy Earl Grey for years. The secret of his success lies in the combination of tea and the use of sea salt with the chocolate. The proper tempering of the tea infused chocolate is very important here.
Christopher Palick, the executive chef at L-eat catering and Paese restaurants, makes a divine combination of Ahi tuna and “Shanghai Sunrise” — a green rooibos tea with dragon fruit, pineapple, mate and lapacho. Pailick uses the acid in the pineapples to cure the fish and the juice to infuse the flavours of the tea.
Chris Brown, at Citizens Catering (The Barn at Wychwood in Toronto) started using the South African rooibos tea in his dishes some time ago. He gently poaches Steelhead trout in a bath of the tea, together with juniper berries and orange zest. Brown enjoys using rooibos because its herbaceous sweetness imparts a distinct fruity element and enhances the depth of flavour. He garnishes his dish with preserved wild leeks and lemon crema.
Michael Tremblay, the only certified sake sommelier I know, currently has his second home at Ki on Bay Street in Toronto. Michael highlights “Sleepyhead,” an herbal blend of chamomile, lemongrass, rose hip and orange blossoms. He makes a strong and sweet infusion, using simple syrup. Naturally, his match of choice is a clean and crisp sake from Kyoto. He loves the silky texture of these sakes as a perfect companion to the refreshing tea. Garnished with a stalk of lemongrass, this is a perfect addition to the summer backyard party.
www.restaurantcentral.ca | July/August 2014 47
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People are starved for time. They have less time to cook, or don't want to cook. As a result, off premise traffic to restaurants has steadily increased in recent years.
48 July/August 2014 | Canadian Restaurant & Foodservice News
CRUNCHING NUMBERS
Number of off premise orders on a typical day (2013): 10.6 million
Growth in meals and snacks eaten on premise between 2008 and 2013: -0.2%
Growth in meals and snacks ordered by carry out between 2008 and 2013: 2.7%
Growth in meals and snacks ordered by drive through between 2008 and 2013: 13.9%
Growth in meals and snacks ordered by delivery between 2008 and 2013: -14.6%
Pizza as a share of all delivery orders (2013): 48.6%
Chinese/Cantonese/Szechwan as a share of all delivery orders (2013): 21.9%
Province with the lowest share of off premise orders (2013): Quebec (48.8%)
Most popular beverage ordered off premise at a restaurant (2013): Coffee (31.7% of all orders)
Source: The NPD Group/CREST, year-end November 2013
Train your kitchen staff on:Preventing Sanitation and Food Safety risksMaintaining a pest-free kitchen environmentBeing ready for your next kitchen inspection
Change in pizza delivery orders between 2008 and 2013: -28.0%
Change in Chinese/Cantonese/Szechwan delivery orders between 2008 and 2013: -19.7%
Most popular food ordered off premise at a restaurant (2013): French fries (11.2% of all orders)
Region with the highest share of off premise orders (2013): Atlantic Canada (69.4%)
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Women Leaders Advancing
for 25 years.
For more information please visit www.wff.org
ADVANCE YOUR CAREER WITH WFF! We encourage individual members at all career levels, Emerging Leader, Emerging Executive, Executive and C-Suite, to take advantage of our over 82 opportunities for competency development and strategic network building!
ATTRACT, DEVELOP AND RETAIN TOP TALENT! WFF provides custom leadership development opportunities and in-market programs for organizations interested in retaining and advancing women leaders in their organizations.
AMONG THE MAN Y
Proud Supportersof the Women’s Foodservice Forum:
an SCA brand®
Join the impressive list of some of the industry leaders who partner with WFF to Advance Women Leaders! To find out more about WFF and how we are elevating organizations like yours through leadership development, contact Karen Lazaowski at [email protected].
WFF_CRFN_July_2014.indd All Pages 14-07-07 4:17 PM
