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RestaurantFoodservice News

&&Official Magazine of Restaurants Canada

Canadian Canadian 1 01 4


Fresh from the Wok | Canadian Trailblazer Scott MorisonRestaurants Canada News | Coffee with a Conscience |client cdn restaurant & foodservice assoc.

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RestaurantsCanada

The voice of foodservice La voix des services alimentaires

RESTAURANT TECHNOLOGYFROM MOBILE APPS TO BACK-OF-THE-HOUSE INNOVATION

Bases developed for senior residencesFor classic menus brimming with flavour

Proud Canadian manufacturer for over 60 years

HACCP • SQF 2000 • GFSI www. .ca

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• HALF SALT

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contentsSeptember/October 2014

COLUMNS

10 Business Operations Technology: Friend or Foe? By Matt Rolfe

12 Technology Expanding your V.I.E.W. By Don Gray

26 In the Brews The Modernization of Beer By Roger Mittag

45 Payment Processing The Fine Print By Christina Kanellos

48 Finance Taxing Issues By John Clausen

VOL. 5 NO. 5

46

DEPARTMENTS

4 Editor’s Note Technically Speaking

6 Canadian Trailblazer Scott Morison

62 Crunching Numbers

FEATURES

8 Fresh from the Wok Inspiring ideas from award-winning Chinese chefs By Renée Zheng

20 What’s For Lunch? Trends and opportunities for the lunch daypart By Aimee Harvey

24 Mobile Apps Would you like an app with that? By Katie Dangerfield

42 Viva Peru! Peruvian cuisine captures the tastebuds of Canadian diners By Sean Moon

46 Software Solutions 7 restaurant challenges that software can solve By Ryan Fyfe

50 Clean Matters Exceeding customers’ and inspectors’ expectations By Mike Brown

54 Coffee with a Conscience Making sense of fair trade coffee By Marika Escaravage

58 Family Footsteps The joys and challenges of passing the torch

54

COVER STORY

14 Equipment Evolution Back-of-the-house innovation for a competitive edge By Dominic Zoffranieri

RestaurantsCanada


VICTORY!

29-39 Restaurants Canada News and Victories

Bases developed for senior residencesFor classic menus brimming with flavour

Proud Canadian manufacturer for over 60 years

HACCP • SQF 2000 • GFSI www. .ca

LUDA, a reliable family for over 60 years

• HALF SALT

• NO ADDED MSG

• NO TRANS FAT

• NO ARTIFICIAL COLOURS OR FLAVOURS

• AVAILABLE IN 10 KG

• BLENDS WELL WITH LUDA BOOSTER

Hearty Italian Beef Stew

Chicken Noodle Soup

Untitled-3 1 14-07-03 2:57 PM

PUBLISHER: Chuck Nervick [email protected]

ADVERTISING SALES: Petra Brown [email protected]

Nick Nervick [email protected]

MANAGING EDITOR: Sean Moon [email protected]

ONLINE EDITOR: Steven Chester [email protected]

ART DIRECTOR: Annette Carlucci

DESIGNER: Jen Carter

WEB DESIGNER: Rick Evangelista

PRODUCTION MANAGER: Rachel Selbie

CIRCULATION INQUIRIES: Gill Daniels 416.512.8186 ext. 234 [email protected]

RESTAURANTS CANADA Mary Gazze EDITOR: [email protected]

RESTAURANTS CANADA Prasanthi Vasanthakumar NEWS EDITOR: [email protected]

When it comes to technology, I can honestly say I have finally reached my breaking point. There was a time (I won’t say exactly how long ago, but I seem to recall two guys named Mulroney and Reagan singing When

Irish Eyes Are Smiling on TV) when I had a bit of a reputation as a technological geek. Hook up your stereo, no problem. Set your BetaMax to tape the latest episode of M.A.S.H., cool-a-mundo (thanks Fonzie). But with all of the electronic gadgetry and computer innovation over the last 20 or 30 years, I find myself today hanging on for my technological life. My smartphone is begging me to update its operating system nearly every month. There are rumours about a new mega-sized Apple iPad, after I just got comfortable with the small one they launched mere months ago. And I’ve finally had to relinquish all PVR programming duties to my much-more-tech-savvy wife, whose stereo installation (by yours truly) actually led to our first date many years ago.

The thing is, I know I am not alone in my technophobia. Technology serves us in many ways but it can definitely be a challenge keeping up with the Joneses, or the Jetsons. And this can be especially true in the restaurant and foodservice industry. Well, rest easy, fellow technophobes – this is just the issue of CRFN you’ve been waiting for.

From learning about how new software can change the way you schedule staff training, to the finer points of the new mobile apps gracing smartphone screens everywhere, we’ve assembled an outstanding collection of editorial features and columns for this special technology themed issue.

Starting with our feature story on the latest advances in kitchen cooking equipment by industry expert and former chef Dominic Zoffranieri, CRFN has the bases covered when it comes to restaurant technology:• How technology can help – or hurt – your business.• How to expand your technological V.I.E.W.• Answering the question of why we might soon be asking “Would you like an app

with that?”• The seven restaurant challenges that the right software can solve

If technology still isn’t your thing, CRFN has plenty for you as well: Check out our features on the increasing popularity of Peruvian food in Canadian restaurants; how to make sense of fair trade coffee; and the joys and challenges of passing along the torch of the family business.

Whether you’re an early technology adopter or someone who longs for the days of eight-tracks and the Galloping Gourmet, we’re sure you’ll enjoy the issue.

Cheers for now,

Sean MoonManaging Editor

EDITOR'S NOTE

The official publication of Restaurants Canada is published six times a year.

PRESIDENT: Kevin Brown

SENIOR VICE PRESIDENT: Chuck Nervick

Published by: MediaEdge Communications Inc.5255 Yonge Street, Suite 1000 Toronto, Ontario M2N 6P4

Tel: 1-866-216-0860 Fax: 416-512-8344E-mail: [email protected] • Website: www.crfnmagazine.ca

Publications Mail Agreement No: 40033126 PAP Registration No. 10983ISSN 1494-7625. We acknowledge the financial support of the Government

of Canada through the Publications Assistance Program towards our mailing costs.

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.

We acknowledge the financial support of the

Government of Canada through the Canada

Periodical Fund (CPF) for our publishing activities.

TECHNICALLYSPEAKING

Canadian


&&

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

Brenda O’Reilly Owner/Operator YellowBelly Brewery and Public House

Paul Rogalski Chef/Co-Owner Rouge Restaurant

Cindy Simpson Executive Vice President Imago Restaurants, Inc.

Andrew Wong Owner/Chef Wild Rice Restaurant

Magazine Editorial Advisory Board

4 September/October 2014 | Canadian Restaurant & Foodservice News

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By Steven Chester

SCOTT MORISONThe Social Restaurateur

PRESIDENT, BROWNS RESTAURANT GROUP


CANADIAN TRAILBLAZER

for 18 years, and helped build it to 12 wildly successful locations at the time. Towards the end of his time at the company, Morison had what he calls his “Oprah a-ha moment.”

“I saw all of these young people borrowing family money and opening restaurants and not understanding how to design and run them properly, and they were losing everything,” says Morison. “I thought there was an opportunity to fill a void with a smaller product that was more franchise-able and really, I didn’t see anything in my travels anywhere in the world. There was no small, full-service, sexy little model out there. So that’s how Browns started. I sold my (Cactus Club Café) shares. They thought I was nuts.”

Browns positions itself as a restaurant/pub hybrid in the premium casual dining category. Typically a smaller footprint, Morison likes to aim for a 3,000 to 3,500-square-foot “sweet spot.”

MASSIVE EXPANSION PLANSLocally owned and operated franchises currently span across Alberta, British Columbia and Saskatchewan, with units under construction in Manitoba and Ontario. The company also franchises three locations in Washington State under the name Scotty Browns. There are currently 78 locations under contract, including the company’s first Ontario venture set to open this October in Mississauga, which will be a corporate training restaurant. Ten-store Multi-Unit Development Agreements (multi-store deals known as MUDAs) are in place for Edmonton, Calgary and Winnipeg, with smaller agreements in place across the western part of the country.

The company name was created after Morison saw the founders from American chain Smith & Wollensky being interviewed on CNN. They established their moniker after flipping through the pages in a phone book and using the name after one of the first listings they saw.

“I knew instantly that it was brilliant because it didn’t mean anything,” says Morison. “Browns is a generic name where

you can you make your own identity over 10 to 15 years. So the first two locations were called Browns Restaurant and Bar, and the Socialhouse wasn’t determined until the third one because of the all of the online craziness. I thought it was a great tag, because really, Browns is who we are, and the Socialhouse is what we are.” Browns Restaurant Group has trademarked the term “Socialhouse” within Canada and plans to offer franchises in additional sectors of the casual dining market in the future under different names.

MAINTAINS LOFTY GOALSMorison’s goal is to sustain this growth, by investing in both MUDAs and one-unit deals as appropriate. With a vision for 100-plus stores in the next five years, the goals are lofty, but Morison believes the systems are in place for the next big pushes into Eastern Canada.

Morison sees his biggest challenge on the horizon in upgrading the menu and kitchen operation. The chain recently started pressing its own burgers, cuts its own fries and makes its own stocks. Seeing the sense of pride that his kitchen staff felt with the burger change, Morison wishes to see that carried over in other areas of the kitchen.

That sense of pride in creating change is one of the business tips he has for Restaurants Canada members for managing their own business:

“What I talk about with my people is when you go to work every day, make sure that you leave work at night and know that you changed or improved something. Leave it one per cent better. Don’t walk out at the end of the day if you haven’t. It’s the old Japanese kaizen method of improving the business by one per cent. I hired a consultant in our first year at Café Cucamonga’s, and she told us this. Hence, 35 years later, we’re marching up to the billion-dollar mark, and it’s in our culture.

“And love what you do. If you don’t love what you do, don’t do this.”

Spoken like a true restaurateur.

Morison dipped his toe into sudsy service industry waters at age 14, washing dishes at a Husky Car and Truck Stop in Winnipeg. As his family relocated through his younger years, he complemented his foodservice background working at Pizza Hut in Calgary, and then finally at one of the original Earl’s Kitchen + Bar locations while he underwent a two-year professional cooking program. Moving to Vancouver mid-way through, he transferred his schooling to British Columbia Institute of Technology while finding part-time work at a Vancouver Earl’s.

SANDWICHES AND ICE CREAMThrough working in Vancouver, Morison met renowned restaurateur Richard Jaffray – who was serving tables at the time and living on a sailboat in order to save money instead of paying rent. The two 21-year-olds hit it off and eventually opened a sandwich and ice cream shop together called Café Cucamonga’s. The former Earl’s employees maintained a close relationship with the company’s founders, Leroy “Bus” Fuller and son Stanley.

After two years, Morison and Jaffray sold their first venture, and with funding from their mentors-turned-financiers, the Fullers, opened up a breakfast concept, Cactus Club Café.

“After four months, we ran out of money,” explains Morison. “It was an unmitigated disaster. We went back to Bus and Stan, and they basically told us that they weren’t going to fund us anymore. They told us to shut the door. We went back and said, ‘Well, that’s not going to work.’ This was our f irst opportunity at full service.

“So (Jaffray and I) just said, ‘What do we know? We know how to have fun and turn up the music and pour some beer.’ The next day, we shut down the breakfast component, and really, like they say, the rest is history.”

THE “A-HA” MOMENTMorison was involved with Cactus Club

Scott Morison considers himself a restaurateur first and a businessman second. As his Vancouver-based company Browns Restaurant Group explodes in growth and expands to Central Canada this fall, it appears his inner entrepreneurial spirit must take over as he envisions the now 31-location chain as a $1-billion company over the next 12 to 15 years.

The Social Restaurateur

www.restaurantcentral.ca | September/October 2014 7

CHEF KWOK FAI YUENRestaurant: Richlane Chinese Cuisine, TorontoGold Winner: CantoneseOnce a student of prestigious Toronto Master Chef Yongzhao Lu, Kwok Fai Yuen has been in the profession for 40 years and is now the executive chef at Richlane Chinese Cuisine. Kwok has mastered the traditional techniques for preparing abalone, sea cucumber, and fish maw. This well-rounded chef is also an expert in Cantonese-style BBQ.

Classic Cantonese Tradition Brought to Life — Stir-Fried Fresh Milk of DaliangThis century-old recipe comes from the town of Daliang, Guangdong province, Shunde county. It was traditionally made from creamy, fatty, and flavourful Chinese buffalo milk. The dish has a rich aroma, a brilliant shimmering look, tender smooth texture, and lingering flavours. For Cantonese people it’s like a memory of home.

Instead of using the rare Chinese buffalo milk, chefs from Richlane Restaurant skillfully mix cream, egg white and starch to create the same taste and texture.

Add in fresh crab meat — a great innovation that modernizes the dish.

Apply the Cantonese cooking technique “Tender Stir Fry” to solidify the creamy liquid without burning.

Remove from wok, top with smoked ham mince and Indian almond for enhanced flavour.


By Renée Zheng

To celebrate Asian Heritage Month and promote authentic Chinese cuisine, The Epoch Times, New Tang Dynasty Television and Restaurants Canada partnered up for a delicious mission this past spring: To discover the best Chinese cuisine in the Greater Toronto Area. This call for top dishes attracted many restaurants representing the Sichuan, Shandong, Cantonese, Huai Yang, and Northeastern styles of Chinese cooking. Some of these chefs went on to make Canada proud on the world stage, by winning several medals at the International competition in New York.

Get inspired by the medalists from the 2014 Best Chinese Chef Competition and their recipes

But first, the Toronto judging panel, consisting of Chinese master chefs, went through an extensive tasting tour at participating restaurants. Four winning chefs from the GTA moved on to the final round of competition in the International Chinese Culinary Competition at New York’s Times Square on June 26, 2014. These outstanding chefs took home three gold and one silver medal at the finals.

Let’s meet these Toronto-area award recipients and their prize-winning recipes.

CHINESE CHEF COMPETITION

WokFresh From the

CHEF RUHONG QURestaurant: Elegant Cantonese, Markham, Ont.Silver Winner: CantoneseSeasoned chef Ruhong Qu is a three-time recipient of Ontario’s Eat Smart award, which celebrates healthy eating. He is the executive chef at the upscale restaurant Elegant Cantonese, winner of the 2014 Consumer Choice Award.

Exquisite homestyle Cantonese — Fried Pork in Sweet-Sour Sauce (Gulu Pork)The Chinese name of this dish imitates the swallowing sound of hungry diners as they watch this mouth-watering dish being served. The story goes that Qing Dynasty foreign affairs minister Hongzhang Li once served this dish to his overseas guests. When a western journalist sitting at the table asked for the name, Li happened to be making a “Gulu” sound. That’s how the name “Gulu pork” became widespread. The pork is tender and juicy. The unique sweet-sour sauce is made from fresh pineapple, tomato and hawthorn fruit. This is a homestyle dish made with a touch of elegance.

CHINESE CHEF COMPETITION


Use fatty-lean mixed pork belly. Marinate the meat with salt and starch.

Deep fry the pork meat and remove from wok as soon as cooked (timing is crucial -- do not overcook).

Boil the mixed sauce over high heat.

Mix sauce and meat well, add in fresh pineapple, red and green pepper.

CHEF JUN ZHURestaurant: Chuan Yu Home, TorontoGold Winner: SichuanIn the profession for 25 years, chef Jun Zhu previously took first place in “Sichuan’s Cuisine Innovation contest” at the five star Jinjiang Hotel in Chengdu. In 2000 he was named “Sichuan Cuisine Master Chef ” by the Sichuan Culinary Art Association.

Sichuan Flavour from the Royal Kitchen — Sichuan Smoked Duck (Zhangcha Duck)This Sichuan flavoured dish is cloaked in tradition. It was invented by Qing Dynasty Royal Chef Jinlin Huang, a native of Chengdu. He made smoked duck with Camphor tree leaf and flower-flavoured tea leaf and served it to Empress Dowager Cixi, who lived in the 1800s. The crisp, tender, uniquely spiced duck soon became a favourite at the Empress’s table. Later the chef introduced this dish back to his Sichuan hometown. The Zhangcha duck has been the star dish of Sichuan banquets ever since.

Remove offal and soak the duck in clear water for four hours. Boil the duck over high heat in assorted spices until well cooked. Rinse with icy water and air dry.

Smoke the cooked duck with Camphor tree leaf and flower-flavoured tea leaf until the duck’s skin turns yellow.

Apply Shaoxing wine, fermented rice wine, and pepper corn powder evenly on both the outside and inside of the duck. Steam for two hours and let cool in air.

Heat the wok and put in oil. Deep fry the duck until the skin turns crispy and the aroma comes out. Remove from wok, brush up the duck with sesame oil, cut into chunks and serve.

This requires a hefty time commitment. It takes a whole day to prepare this dish.

CHEF QINGBIAO TANRestaurant: Hunan Garden, Markham, Ont.Gold Winner: ShandongA master of Shandong and Hunan cuisine, Qingbiao Tan has 30 years of experience. He previously won the Exceptional Chef Award in Yantai, Shandong.

Taste of the Ocean — Braised Sea Cucumber with ScallionThe coastal Shandong people take advantage of the ocean’s ingredients in a different way from the Cantonese. While the Cantonese love abalone, Shandong natives cherish sea cucumber and include it in a variety of dishes. Braised Sea Cucumber with Scallion is the most famous representation. Sea cucumber boasts a tender, crispy, and chewy texture, enhanced by the aroma of Chinese scallion. Not only does the dish have a shiny look, it also shines with its abundance of nutrition and its reputation as a “beauty food” that is said to make women's skin more radiant.

Braise selected sea cucumber in supreme soup made from chicken, duck, and pork bone.

Oil-rinse the sea cucumber.

Heat the wok and stir fry Chinese scallion until aroma comes out. Add in cooking wine, soy sauce and sugar. Put sea cucumber into the sauce and braise.

Glaze with Shandong style “thick starch” and serve. The glazing will give the dish a transparent and shiny finish.

During the first encounter, the technology added to the experience, making it unique and interactive. The second situation in a similar environment damaged the experience by providing a difficult ordering process with no server interaction or support. I personally would never visit the second location again.

Keeping in mind that the same piece of technology could have a dramatically different effect on guests, I have outlined three critical steps for introducing technology into your business. I can speak from experience as I have helped bring technology enhancers into dozens of businesses; the fact is the technology works and can help when used properly. The key to success is to first ensure that your employees understand the purpose. Second is to properly train your staff. Finally, evaluate and measure the new technology often, and schedule retraining opportunities for new and existing staff.

THREE CRITICAL STEPS FOR SUCCESSFULLY INTRODUCING SOFTWARE1. Start with ‘WHY’ — The bulk of the

hospitality workforce is classified as Generation Y or Millennials which means they were born sometime after 1980. When bringing in a new technology, ensure that you explain WHY this technology helps the business, the guests and the staff. The more detail you provide, the better. If you miss the ‘WHY,’ you can be doomed before you get started.

To provide an example of technology’s impact on a business, I

will share recent experiences I had while dining at restaurants that use an iPad ordering system. These happened at two different airports.

During the first experience, there was staff immediately engaging with customers, giving them instructions on how to navigate the device to properly place an order. The staff made the interaction fun and really leaned in to provide a human-to-human experience along with the iPad that was meant to streamline the ordering process.

STAFF INTERACTION NEEDEDThe second encounter was an entirely contrary experience. The iPad set up was the exact same as the previous airport restaurant, however the staff was nowhere to be found. This location was a draught beer house with over 40 beers on tap and - even with me being in the industry - I did not recognize many of them. I watched guests struggle through the ordering process as they would look up for help from staff, and no one was in sight. I watched guests leave the business with frustration and when it came to the meal, I ended up (unintentionally) ordering my steak well done rather than medium rare — not ideal.

2. Proper Training Prior To Launch — No surprise here. We all know that our teams need to be properly trained, but very seldom does proper comprehensive training happen prior to the technology launch. Two key tips here:

• Ensure you take the proper time to train your team. I recommend that training expectations and requirements are clearly defined when purchasing technology packages, software or programs.

• Ensure that your team - no matter how busy or slow - has a training strategy and processes in place to see if staffers are retaining the information. Overviewing the training is one step but testing your team to confirm they have absorbed the training will multiply your chances of a success launch.

3. Measure the Impact — Often when putting a new technology to use, there is so much excitement around the purchase or the launch that we forget to measure the impact and success. Every new piece of technology should be focused on increased efficiency. Whether it be a new POS system, social media platform or staff scheduling software, all are designed to provide vast benefits. To continue staff engagement with the new technology, share the impact it is having. Whatever the beneficial results may be, say it out loud! Ownership, management and staff will all love the feedback.

The reality of our industry is that nearly everything we do has an effect on our businesses. When we try something new and it does not meet our expectations, even with the best intentions, it hurts the business. With this in mind, we want to focus on finding ways to use new technology to benefit your business, not hurt it.

BUSINESS OPERATIONS

Making sure your new technology actually helps your businessFRIEND OR FOE?

Technology:

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.

æ

For great ideas on improving your business check out

By Matt Rolfe


CANADIAN HOSPITALITY FOUNDATION 300 Adelaide Street East, #339, Toronto, ON M5A 1N1

Telephone 416.363.3401 Fax 416.363.3403 Email [email protected] www.thechf.ca

INNER CIRCLE SPONSORS A. Lassonde Inc. • FRHI Hotels & Resorts

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TECHNOLOGY

WONDEREven after many evaluations and implementing data-driven knowledge, successful business owners will likely wonder what else is possible. The next step in dataculture is a new type of “What If ?” decision-making. Using controlled testing, companies can develop hypotheses and analyze results to guide investment decisions a n d o p e r a t i o n a l c h a n g e s . Experimentation can help managers distinguish causation from correlation and reduce the variability of outcomes while improving performance. Testing can take many forms including assessing the impact of variations in pricing, menus, restaurant designs, and training, among other things, on productivity and sales.

Successful dataculture requires tools that enable different views of the same data and managing the multiple po ints o f v i ew o f user s and stakeholders. Your systems should have these abilities as they will make your task that much easier and the views much more interesting and useful.

INTEGRATEYour menus, décor, advertising, team uniforms and promotions all serve to send a message to potential consumers but which of these are most effectively integrated into the consumer’s view? For example, many restaurants spend money developing and offering gluten-free menu items without measuring to see if it has an impact on their core customers. The trick is to survey your customer base, filtering and combining responses with loyalty and transactional data to get a richer, more accurate picture, see which changes will make the most impact and test this with real data on a periodic basis. Integration also applies to how your staff can see the data and use it to provide consistent, exceptional service. There are many integration issues that need to be resolved to make the most of data. Legacy systems and incompatible standards and formats often prevent the integration of data and the application of the more sophisticated analytics that create value at each interaction point in the operation.

EVALUATEOf course with testing and surveys comes the inevitable evaluation. This means you will need some sort of data analytics tool to look at the same data in a variety of ways. Managers who see the same static style of reporting day in and day out can miss problems that a change in perspective would reveal. The ability to have different views of the same information is invaluable and often overlooked.

In my previous articles on dataculture I referenced how new

technologies are evolving to help people view and use data. In this article I will elaborate on a model to address the diverse needs of the users in your organization. I am using the acronym V.I.E.W. as the word itself epitomizes what is needed to grow and use data within your organization and you need to have an informed point of view to effectively manage your resources.

V = Visualize, I = Integrate, E = Evaluate, W = Wonder

VISUALIZEYou’ve probably already visualized the kind of foodservice organization you want to have, but have you visualized what it would look like if you had more specific information on your local market, who your customers could be, or more importantly why they would come back? Imagine being able to pull in data from all kinds of external sources, such as weather forecasts or local census data, to discover the things you didn’t know you didn’t know. Visualization helps business owners define problems that could benefit from the application of dataculture, brainstorming sources of data, and designing experiments to collect and analyze data in ways that are acceptable to customers, and create new value. Analytical tools, data-centric POS systems with integrated planning tools and powerful CRM (customer relationship management) programs are all solutions that can help you make this vision a reality without any resource or management burdens.

In today’s fast-paced, data-centric world there is an assumption that all members of an organization understand and know how to work with data. The reality is that each member has different needs and goals when it comes to using data. æ

Why dataculture needs a point of viewBy Don Gray

Don Gray is CEO of Givex Corporation, a global Information services and technology company offering clients cost-effective gift cards, omni-channel loyalty, analytics and cloud-based POS solutions. Givex helps small, medium and large merchants build, understand and effectively use their ever-expanding data.

Expanding YOUR V.I.E.W.

Da-ta-cul-ture (noun): the practice of planning, growing and maintaining data so it is lean and relevant.


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COVER STORY

EQUIPMENT EVOLUTIONEQUIPMENT EVOLUTION


COVER STORY

EQUIPMENT EVOLUTIONEQUIPMENT EVOLUTION

By Dominic Zoffranieri

As customers demand faster service, many foodservice operators are looking to high-tech kitchen

equipment to give them the competitive edge. Equipment such as combi-ovens, microwave-assisted

convection ovens, infrared burners, induction cookers and even microwave-assisted panini presses are

some of the new technologies available to operators who need to speed up service.

Back-of-the-house innovation for a competitive edge


Here are some of the recent advances made by kitchen equipment manufacturers that can help improve both your food preparation time and customer service:

PANINI PRESSESAn almost ubiquitous menu item in quick-service or fast-casual restaurants is the grilled panini sandwich. Most operators complain that the current units are too slow and require a long heat recovery time coming back up to temperature. They also do not heat the centre of the sandwich adequately. A relatively new development is the microwave-assisted panini press which will grill and heat a sandwich in about 25 per cent of the time as a regular press. These units can generally hold two or three sandwiches at a time and increase the speed of service proportionally. You can deliver a hot and crispy sandwich in less than 60 seconds.

BRAISING PANSBraised dishes such as short ribs and lamb shanks continue to gain popularity but the slow process eats up valuable oven or stove-top space for long periods of time. Most chefs love the results of pressure cookers but until now the available commercial units have been unpredictable in terms of food quality and may have limited capacity.

The new high-tech pressurized braising pans are fast and safe, reducing cooking time by up to 80 per cent and increasing yields due to reduced evaporation of product. Units from 24 to 60 gallon capacity are available for both electric and gas appliances.

INFRARED TECHNOLOGYInfrared technology has seen a recent surge in popularity. It works by heating ceramic radiants with a gas flame. Ceramic radiants distribute heat evenly and consistently. Usually associated with broilers and salamanders to provide intense heat with minimal energy usage, infrared technology is now being used in gas boosters for dishwashers, deep fryers and even griddles. This technology allows the equipment to generate more heat with less energy consumption. The units have a quicker recovery and therefore a greater output capacity, which is critical for quick-service and high-volume operations.

Although not a new concept, the use of infrared gas burners is gaining in popularity as a heat source in commercial cooking equipment. These burners can increase production while reducing utility costs. In deep fryers for instance, a 50-pound (23 kg) capacity fryer with infrared burners will use 40 per cent less energy. An added benefit is that the recovery time is almost instant, reducing downtime and ensuring better quality fried foods.

COVER STORY

“Although not a new concept, the use of infrared gas burners is gaining in popularity as a heat source in commercial cooking equipment.”


BROILERS AND GRIDDLESInfrared burners in broilers allow the meats to be quickly and properly seared ensuring a flavourful, tender and moist product. Infrared gas griddles also require almost no recovery time, use up to 50 per cent less energy and will speed cooking time by as much as 20 per cent. Most manufacturers offer some type of infrared option on their lineup of equipment. One manufacturer has developed a conveyor oven that uses infrared ceramic heaters. This type of technology can be extremely useful to quick-service operators who are looking to offer a hot, freshly prepared product in the shortest time possible.

COMBI-OVENSCombi-ovens offer the operator incredible versatility and a very small footprint. Combi-ovens operate with both convection heat and steamers simultaneously, or independently. Almost all of these units now come equipped with a number of options and features that allow chefs to perform a multitude of cooking operations in one unit. Combi-ovens can be programmed to operate at very precise temperatures for cooking delicate items.

COVER STORY

They come equipped with probes that can be inserted into the food to ensure accurate internal temperatures. They can also be programmed to operate as slow cook-and-hold units for overnight cooking of large roasts. Their most attractive feature, however, is the ability to reduce cook times dramatically for almost any food item.

CONVECTION/MICROWAVE OVENSThese units are really convection ovens with microwaves assisting and speeding up the cooking process. They can be operated in convection mode only, microwave mode only or a combination of both. The attraction for many operators is that the foods cooked in these units have the browned and crisped characteristics of food cooked in a conventional oven but cooked with the speed of a microwave. Most units can be operated with metal pans. Although the price of these ovens is still relatively high and the capacity limited, as the technology matures and prices are reduced, these units will undoubtedly replace traditional microwave ovens in most foodservice applications in the not-too-distant future.

INDUCTION RANGESWhere natural gas or liquid propane burners are not an option, induction range tops seem to solve the problem of slow response electric elements. They are very fast, easy to control, offer easy clean up and are very energy efficient. Induction cooking uses a coil located beneath a ceramic cook top. The coil generates an eddy current that creates heat in the bottom of the pot which becomes, in effect, an electric element. The response to control is quick – similar to a gas flame. These units currently have some practical limitations. They are expensive and can be fragile in heavy-duty applications. They also require pots made of magnetic material, which can also be very expensive. Nevertheless, induction cookers continue to make inroads with many operators. Usually relegated to tabletop display cooking, they are now popping up as full fledged cooking banks in a number of kitchens. Several manufacturers are now creating induction cooking banks with high-volume capability for surface cooking as well as woks and deep fryers.

STEAMERSSteam cooking is based on the fact that moisture delivers heat energy much more efficiently than air. Steam at 212F (100C) will deliver six times more energy than boiling water, making food cook faster. If the steam is pressurized, the temperature increases and more energy is delivered to the food. Look for “psi” or pounds per square inch pressure. Pressurized steamers operating at 15 psi will cook foods up to twice as fast as pressure-less steamers operating at 0 psi.

Convection steamers are growing in popularity since they offer the advantage of pressure-less cooking while increasing capacity and speed over atmospheric steamers without convection capability. There are two basic methods of producing this forced convection. Some manufacturers inject steam through jets in the cavity wall while others use a fan to circulate the steam evenly throughout the compartment. No matter which method is used, the advantages of convection

“Several manufacturers are now creating induction cooking banks with high-volume capability for surface cooking as well as woks and deep fryers.”


18 May/June 2013 | Canadian Restaurant & Foodservice News

COVER STORY

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over non-convection or pressurized units are considerable in reliability, capacity and speed.

THE EVOLUTION CONTINUESWith many other technological innovations on the horizon or already currently available in restaurant kitchens – such as anti-griddles for frozen desserts or sous-vide appliances for slow, flavourful cooking – the ongoing evolution of the more familiar and traditional kitchen equipment mentioned above is likely to help that equipment maintain its dominance in Canadian foodservice.

By improving the current crop of familiar kitchen stalwarts by integrating new technologies, equipment manufacturers are becoming a great tool to help operators gain a competitive edge – whether by providing better cooking times or more flavourful results – that can keep customers coming back.

Dominic Zoffranieri formed JDC Hospitality Inc. in 1992 by after having served as Executive Chef of Delta Chelsea Hotel from 1979 to 1992 and concurrently as Corporate Executive Chef of Delta Hotels from 1986 to 1992. JDC Hospitality provides a full range of consulting services to the hospitality industry in all areas of foodservice operations from facilities planning to menu development and staff training.


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FOOD

WHAT’S FOR LUNCH?


FOOD

By Aimee Harvey

Exploring trends and opportunities for the lunch daypart

The emergence of the fast-casual sector—with its focus on premium quality, lower prices than casual-dining restaurants, and fast service—has ushered in a new growth channel in the middle of the day. Additionally, lunch menus are featuring more innovative sandwiches to go; are offering more customizable service formats; and are promoting more value-oriented bundled meals for takeaway.

Let’s take a closer look at the latest trends and opportunities for the lunch daypart in the Canadian market.

THE FAST-CASUAL FACTORThe fast-casual segment has been a hotbed of activity for growing the lunch daypart. It offers menus, price points and concept positioning that straddles the line between quick-service and casual dining that appears to be suited to bringing customers in midday. Technomic’s new research for its Canadian Future of LSR Consumer Trend Report found that fast-casual patronage peaks during lunch.

The fast-casual segment is already a well-entrenched category in the U.S., but now that fast casuals are picking up steam in Canada, U.S.-based brands like Panera Bread, Five Guys Burgers & Fries and other fast-casual lunchtime destinations are recognizing the ever-

increasing growth potential of these types of concepts in an attractive Canadian market with tastes and demographics similar to those of its U.S. counterpart.

As U.S. fast casuals begin to migrate into the Canadian marketplace, expect heightened competition between American transplants and established Canadian brands over consumers’ lunch dollars. Chains in the fastest-growing fast-casual categories—such as burger, pizza, Mexican and bakery-café brands—are poised to lead lunch trends in this segment.

CONVENIENCE COUNTSBut what’s behind the success of this service segment for lunch in particular?

Restaurant-industry trendspotters often focus on developing dishes for two primary occasions: breakfast and dinner. While the morning and evening dayparts certainly provide multifaceted platforms for flavour and menu innovation—and draw robust guest traffic for the first and last meals of the day—there’s a burgeoning middle ground between these two occasions: Lunch.

WHAT’S FOR LUNCH?


For more great menu innovation ideas, visit

Aimee Harvey is Editor of Global Content at Technomic, Inc. Since 2003, she has delivered insights for Technomic’s trend-tracking reports, newsletters, competitive analysis of global markets, and proprietary work covering both commercial and noncommercial foodservice segments. For more information, visit www.technomic.com

First, speedy service transactions keep fast casuals top of mind for consumers during the time of day when convenience is likely to be most important.

Secondly, specialization is a major draw for lunch consumers. The most successful fast-casual concepts in the market—Five Guys, Thai Express, Hero Certified Burgers—do one thing and do it well. Top-notch execution of signature items conveys to consumers that the lunch they’re enjoying at a fast-casual restaurant is specially prepared and higher in quality than what they may find on other quick-service menus, for example—while keeping the price in line with what they’d generally prefer to pay for lunch.

SANDWICH TRENDSAt fast casuals and other restaurant chains, sandwiches are a leading lunchtime option. In Technomic’s recent 2014 Canadian Sandwich Consumer Trend Report, we asked Canadian restaurant consumers about their preferences for the sandwich, which is arguably the quintessential menu offering for lunch. Overall, we found that 94 per cent of consumers eat at least one sandwich a week, and 35 per cent eat four or more sandwiches every week.

And the majority of these sandwiches are being eaten for lunch. In fact, 78 per cent of Canadian consumers eat a sandwich for lunch once a month or more often; that’s a significant proportion in comparison to the percentage who eat them for breakfast (46 per cent), dinner (58 per cent) or as a snack (41 per cent).

Clearly, restaurant goers prefer sandwiches for lunch. To meet this demand, and make sandwiches sexy again for midday, operators are keying into several flavour and preparation trends for this lunchtime staple.

The top trend is globally inspired. There appears to be a flavour movement in the direction of ethnic-inspired sandwiches. A notable number of Southeast Asian, Indian, Mediterranean, Middle Eastern and Mexican-inspired sandwich varieties have been added to lunch menus throughout the first half of this year. Hot and spicy sauces (including sriracha, harissa and chipotle), chili-pepper toppings and marinated meats are in the flavour forefront for sandwiches.

Here are some examples of ethnic-style sandwiches on lunch menus:• Tikka Kabob Wrap—(Aarya Kitchen,

Toronto)• Pav Bahji—spicy blend of vegetables

in tomato gravy, served on buttered Pavs (signature bun), coriander, red onions, green chilis, tomato and lemon (Dev’s Urban Cabana, Calgary)

• Lamb Souvlaki Pita—marinated lamb with red onions, tomato and tzatziki, served on a pita (Kalamata, Toronto)

• Spicy Thai Mango Wrap—(Select Sandwich Co., Ontario)

MORE FOCUS ON CUSTOMIZATION AND QUALITYQuality preparations are helping restaurant operators market toward “premiumization” as a central attribute. Range-fed and hormone/antibiotic-free ingredients are increasingly being mentioned on lunch menus in order to highlight premium food components for customers who may define value via quality.

Additionally, entrées described as having “artisan” ingredients are up more than 27 per cent on Canadian menus year-over-year. And recent Technomic data found that 37 per cent of Canadian consumers said they would be more willing to buy—and pay more for—items described as “made from scratch.” Lunch menus that feature artisan breads and cheeses for sandwiches, or made-from-scratch dressings for salads or pasta dishes, are better positioned to capture the attention of lunch consumers for whom premium quality is a priority.

FOOD

The Outlook on LunchContinue to watch the fast-casual segment grow during lunch. Menu development in this arena will showcase “better-for-you” ingredients, appeal to health-conscious lunch consumers, and progress according to the interest in ethnic foods and flavours. Fast-casual trends for the lunch daypart will include:

• More lunch offerings that are lower in sodium• New gluten-free ingredients for lunch, including

pizza crusts• More multigrain, artisan and ethnic-style breads for

lunch sandwiches • A proliferation of vegan/vegetarian lunch options • All-natural proteins and cheeses in multiple

applications • An ever-increasing use of local and seasonal

produce on lunch menus

Customization is another vital service element for today’s lunch consumer. Restaurant goers expect preparations to be tailored to their preferences, and look for restaurant chains to be able to deliver on this expectation quickly during lunch. Brands like Chipotle, which helped popularize the assembly-l ine mode l o f p i ck-your-own ingredients, are now expanding further into Canada and are looking to steal share from its competitors for lunch.

AN EYE ON VALUEPremium menus and have-it-your-way formats are currently trending, but the tried-and-true formula of offering more for the money remains a popular strategy in attracting lunch consumers. Major restaurant chains in Canada have been heavily promoting value-priced combo meals specifically for lunch this year. Expect top chains in both the limited-service and full-ser v ice segments to cont inue employing this approach in order to get guests through the door or the drive-thru. Some of the newest lunchtime introductions are:• $5.99 Lunch Box—includes three

pieces of Original Recipe chicken and an order of fries (KFC)

• $6 Hot-N-Ready Lunch Combo—includes a four-slice pepperoni Deep! Deep! Dish Pizza, served with a can of Pepsi (Little Caesars)


‘‘ Rich, meaty f lavour, l ike you’d expect from a scratch brown sauce.’’

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MOBILE TECHNOLOGY

way to connect with people. Mobile apps allow customers to actively participate with a brand – and although they can be used as advertisement for a business, customers don’t treat them like one. The right app will act as a convenient tool to make life easier, but also something engaging and easy-to-use.

SMARTPHONE EVOLUTIONThink about how far the smartphone has come in just a few short years. According to predictions by market intelligence firm IDC, mobile devices will outnumber laptops and desktops combined by next year. Flurry Analytics, a U.S.-based mobile data analysis firm, reports that, so far in 2014, Apple and Android users have spent 86 per cent of time with their devices using apps; up from 80 per cent in 2013. Technology is changing customer preferences, business conditions, and market opportunities.

The idea of ordering a margherita pizza, reserving a table, and paying in advance using a tablet or mobile phone is relatively new, and many restaurants have yet to start taking advantage of it, even though consumers clearly want this feature. According to a 2012 report from YP Local Ad Network, local restaurants are the top searched category for phone users. With consumers exceedingly on their phones when trying to find a place to eat, expecting to read a full menu and customer reviews, it’s important to have a mobile presence.

“Having an app allowing customers to order food online is a great marketing tool for a restaurant – it adds convenience to people’s hectic lives,” said Pete Culley, a computer consultant at Format Dynamics, a software company based in Denver, Colorado that optimizes online content for reading, saving and sharing. “Everyone has a smartphone – and smartphones aren’t just for texting and phoning anymore. By creating an app, you basically have a restaurant in a customer’s back pocket.”

“I ordered and paid for my food in advance using the Boon Burger app,” said Hiebert, while putting his iPhone in his pocket and then biting into his burger. “This is handy for people who are tight for time.”

At a time when over half of the Canadian population uses smartphones, it is no wonder that travel agencies, schools, and restaurants are beginning to use mobile apps as an interactive

Mobile AppsWould you like an app with that?

Walking into Winnipeg’s Boon Burger Café, Jeremy Hiebert taps his phone, clicks on an app, and shows the clerk his order number. The clerk thanks him for ordering and hands him his vegan Reuben Burger topped with poutine and dairy-free cheese.

By Katie Dangerfield


MOBILE TECHNOLOGY

WHY AN APP?As more and more customers reach for their phones when searching for restaurants, it is important that business owners understand how to strategically interact with digital users. Advertising on phones using traditional “display ads” (such as the ones that read “click here to win”), aren’t very effective. Few people click on them because they find them intrusive. The large banners also take up a lot of space on the small screens of a typical smartphone. The most effective way to advertise with a mobile phone is with apps. An article published in the Harvard Business Review last year states that this is because consumers don’t see them as annoying and disruptive marketing ads, but rather as handy digital tools.

Tomas Sohlberg, co-owner of Boon Burger Café, said that creating a digital app for his restaurant was a no-brainer. “Young people are very phone savvy; they use their phones for everything. We figured ordering food is a natural extension of this – you already have your phone on you 24/7, so why not use it for ordering food?”

COSTSApps can be expensive and a restaurant may not have the time or the finances to create one, but owners may find it is worth the investment. Customers need to be using the app in order for a business to recoup the costs, so the key to successful mobile app integration into the business model is making sure customers know about it by tying it to any planned publicity.

In the case of Boon Burger’s app, Sohlberg said the cost to build it wasn’t astronomical (around $1,000); the financial obstacle is the cost of running the app, which is $60 a month. This fee pays for the hosting service of the app (like having cable where you have to pay a monthly service fee). So far he has seen over 700 downloads since the app was released in May 2014. Although Sohlberg does not know the exact amount of orders received through his app, he said the payoff has been worth it.

“I think that just having a presence on somebody's phone screen is a win for us - even if they are not using the app yet. The technology is still so new…slowly, more and more will use the app, but we are OK waiting until it catches on in the mainstream.”

WHAT DOES A SUCCESSFUL APP OFFER?The key to making an app successful is convenience, engagement potential, and long-term value. Examples include:• Engaging a user by communicating a

brand on a personal level, such as delivering restaurant-specific content ( a m e n u , fo o d p h o t o s, a n d recommendations).

• Proposing convenience such as a l lowing customers to make reservations, look up restaurant parking information, find store location and hours, and check the menu for allergy or nutrition concerns.

• Offering unique value and incentives, such as a coupon that only mobile app users can use, or integrating loyalty rewards programs. Why not offer a free dessert coupon if it’s someone’s birthday?

• Encouraging word of mouth by allowing users to share their experiences on Facebook, Twitter, and Yelp.

• POS integration allows customers to order and pay – all before entering a restaurant.

• Push notifications allow a business to update customers by having a message automatically appear on their screen. This makes it easy to drive engagement and activity on demand. Push notifications are a direct line to your customer base and can be a powerful way to increase business.

STAYING AHEAD OF THE CURVEWhen it comes to technology, there is often a gap between what customers want and what restaurants offer. As smartphones begin to grow in popularity and become more of a necessity than a luxury for business owners, Sohlberg predicts that in a couple of years, Boon Burger won’t be the only restaurant in the neighbourhood offering its customers a digital option for ordering.

“We feel restaurant apps are going to be one of these things that’s going to keep moving forward, and all of a sudden there is going to be a huge rush where everyone will be using it,” he said.

“Soon enough, a little web page won’t be good enough. You have to move in that direction to stay relevant.”

Katie Dangerfield is a Winnipeg-based writer and project manager at Tactica Interactive. Tactica specializes in creating effective and engaging websites, mobile apps, games, online marketing and social media content that enhance your business. See more at www.tactica.ca

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IN THE BREWS

equipment. Years ago, draught beer was dispensed with air. Naturally, it was inexpensive but it also infused the beer with bacteria and flavours from the restaurant and surrounding area. We then started using carbon dioxide and have moved on to compressed gas blends that include nitrogen. Now, we are seeing advanced systems that blend carbon dioxide and nitrogen to ideal blend ratios that help to keep the beer alive in the keg while giving it enough push to get to the tap. Gas blenders are really the way to go for the future of draught beer. Not only can you create an ideal mixture of beer gas, but it will actually save you money.

FOB’s are very interesting little chambers that recognize when a keg is empty. These relatively simple devices shut the dispense system down so that the beer in the draught line remains intact and doesn’t turn into waste in the form of foam that sprays the customer or the bartender.

Beer lines may be the best piece of technology in recent years. We now have ‘barrier tubing’ available to carry beer from the keg to the tap. These ‘glass’ lined plastic beer lines keep bacteria, beer stone and protein from forming in the lines. Line cleaning is much easier with these and the trunk lines will last at least five times as long as the old poly tubing.

One last bit of advice that I could provide is: ‘If it seems too good to be true, it probably is.”

faster than anything on the market but (here’s the kicker) you need to buy their cups. These cups have a hole in the bottom that is covered by a magnetic piece that allows you to fill the cup from underneath and then it seals the bottom once it is finished. Here’s my issue with this. The pouring head is constantly touching beer and every time it comes in contact with air, hands or anything else, it is picking up bacteria. Sorry, I will gladly give up speed for quality and safety.

THE INFUSION TOWEROriginally developed by the brewers at Dogfish Head Brewery in Delaware, this unique draught tower was brought back to the market last year after ownership and design changes. The fascinating feature of this tower is that the publican is allowed to infuse a great variety of flavouring ingredients into a beer. This creates a virtually limitless amount of beer cocktails that can be poured. The issues are simple. The infusion chamber needs to be cleaned constantly. Also, the longer the ingredients stay in the chamber, the more intense the flavours become. This is a stunning invention but it is also a lot of work.

ADVANCEMENT IN QUALITY BEERThe real technological advancements are coming in draught system

However, we need to be somewhat wary of ‘new technology’

that claims to do amazing things to our beer. In my role as a beer educator, I always welcome new technology but I also have some healthy scepticism.

THE ONE-WAY KEGThis relatively new form of packaging beer is trying very hard to become accepted. The theory behind it makes perfect sense. It is very expensive to ship stainless steel kegs that are full of beer. In addition, the brewery doesn’t always get its keg back and this adds to the expense. The design behind this keg is simple – a plastic bladder that is encased in cardboard. Once the keg is empty, it’s very easy to get rid of this container in our current recycling programs. However, plastic and beer are not friends and there is simply nothing better than stainless steel or glass to hold beer. Secondly, I’ve heard that almost every restaurant that has one of these has had a number of issues, from foaming to off-putting flavours. Some of these kegs also demand that you use an air compressor to collapse the bag and straight carbon dioxide to keep the beer carbonated. We are slowly eliminating air compressors from general use in draught systems and this is just adding another complication.

THE TURBO TAPThis unique faucet was designed by an engineering student in the United States a few years ago. The application is designed for high-volume locations like sports arenas and stadiums. It fills a beer cup

Over 10,000 years of history is not something to be ignored when it comes to beer. If you looked at the development timeline of beer since its origins, you would be astonished. Simply put, this wonderful beverage has kept up with the times and there are multitudes of brewing scientists who are constantly striving to find new ways of creating great beer.æ

The pros and cons of new beer-related technologyBy Roger Mittag

The Modernization OF BEER

Roger Mittag is the owner of Thirst For Knowledge Inc® (www.thirstforknowledge.ca) and the founder of Prud’homme Beer Certification® (www.tfkbeer.com)and can be reached at [email protected] for a customized beer evaluation program.

The Modernization


The Modernization The Modernization

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RESTAURANTSCANADANEWSinside this month

30%Drop in Waterloo beer price for Ontario licensees.page 32

March 1 – 3, 2015The Restaurants Canada Show, Canada’s foodservice event of the year, is on! page 36

Nov. 3 – 4CONNECT, B.C.’s hospitality trade show, is back in Vancouver.page 36

$3.00The minimum price B.C. licensees can charge for a drink during ‘Happy Hour,’ now that new rules are here.page 35

20%The annual jump in natural gas prices – and what you can do cope.page39

Restaurants Canada thanks its sponsors

PLATINUM GOLD

RestaurantsCanada


SILVER

As we navigate the twists and turns of today, it’s easy to forget the importance of investing in tomorrow. Our industry was dealt a real blow earlier this summer, when the Temporary Foreign Worker Program (TFWP) reforms were announced. Many of our already short-staffed members were left scrambling to fill positions for the busy summer season. Some are cutting hours or closing shop entirely. Our country’s labour shortage is a serious issue – and one that is expected to intensify with time.

Restaurants Canada is pushing the federal and provincial governments to work with us on a comprehensive labour strategy – one that enables you to grow your business, create jobs and better serve customers. However,

recent events prove we can't fully rely on government to make the best decisions for our industry, which is why we’re taking matters into our own hands.

With a view to the future, I’m so pleased and excited to announce our partnership with Holland College, home to The Culinary Institute of Canada. Located on Prince Edward Island, Holland College provides restaurant and hotel management training to more than 300 students each year.

Through this pilot program, which we hope to expand to colleges and universities across Canada, Holland College’s hospitality program graduates will be able to post their resumes on our website. They will also become student associates of Restaurants Canada for one year.

This partnership is an exciting opportunity. First and foremost, it gives us the chance to invest in

the foodservice leaders of tomorrow. By sharing our research, website, magazine and other tools with recent graduates, we get to play an active role in their career development. Second, it will give you, our members, front-of-the-line access to a qualified pool of graduates. As a member, you will get exclusive access to an interactive web portal that lets you view their resumes and connect with them. Watch for more details on our Graduate Program Partnership with Holland College in our e-news and in the next issue of Canadian Restaurant & Foodservice News.

Restaurants Canada will continue to find new and innovative ways to help you meet your labour needs. We’ve already had success placing job candidates in member restaurants through the Alberta Food Service Labour Connections Pilot Project, as well as our partnership with March of Dimes on the Accessible Biz Connections program. We hope to make even more connections through our new partnership with Holland College. We won’t give up on working with politicians, but we’ll also have positive, proactive and tangible solutions that can help you find the right people to help your business grow – today and tomorrow.

President's Message

Restaurants Canada News

Tip of the Hat

Restaurants Canada has a brand-new brochure that shows why it pays to become a member. We’d like to thank our members Giuseppe and Albino Mercurio of Bar Mercurio, (bottom photo), and Christine Whittick and Patrick Pennman of The Football Factory, (top photos), for sharing their restaurants with us for a photo shoot. We hope you’ll agree the results are terrific.

Garth Whyteis President and CEO ofRestaurants Canada.


Restaurants Canada member joins Ontario Legislature

TFWP reforms

Congratulations to Restaurants Canada member Arthur Potts (Pilot Tavern, Toronto) on his election as MPP in the Toronto riding of Beaches-East York. Mr. Potts introduced Bill 12, Protecting Employees Tips’ Act, which is based on his predecessor Mr. Michael Prue’s model, but includes some notable changes that line up with our recommendations to make the bill fair to all workers. Visit www.restaurantscanada.org for the full story.

The federal government’s new changes to the Temporary Foreign Worker Program (TFWP) will make it unavailable or cost-prohibitive to short-staffed employers, essentially keeping the moratorium in effect. Leading up to the reforms, Restaurants Canada met with Opposition Party leaders and senior politicians, including the Hon. Justin Trudeau and Hon. Thomas Mulcair, to talk about making the program work for our members and employees. Prior to and since the new rules were announced on June 20, Restaurants Canada discussed our industry’s concerns with Minister Jason Kenney many times. Visit www.restaurantscanada.org for details on what the new rules mean for you and our ongoing action.

Legislative UpdateRestaurants Canada News

www.restaurantscanada.org | September/October 2014 31

“Reforms will make the TFWP cost-prohibitive and inaccessible to most restaurants in areas of critical labour shortages…The changes will lead to casualties in the restaurant business, such as job losses and reduced hours for everyone – including Canadian workers.”– Restaurants Canada’s Joyce

Reynolds on CTV, June 20

Have your say

Tell us how reforms to the TFWP are affecting your business. For example, have you had to reduce hours/days of operation, cut hours or jobs for Canadian staff due to fewer shifts, consolidate businesses, or put expansion plans on hold? Email [email protected] with your comments.

Restaurants Canada met with NDP Leader Thomas Mulcair on June 4. L to R: Restaurants Canada’s Garth Whyte, Hon. Thomas Mulcair, Restaurants Canada Chair Liam Dolan (Claddagh Oyster House/Olde Dublin Pub), Restaurants Canada’s Joyce Reynolds and NDP Finance Critic Nathan Cullen.

Suppliers must label mechanically tenderized beef

Health Canada has announced that suppliers of mechanically tenderized beef must label their product and provide safe cooking instructions. Restaurateurs are exempt from these requirements, but will have the benefit of supplier labels that identify any mechanically tenderized beef. Restaurants Canada represented our members’ concerns in consultations on these changes to the Food and Drug Regulations. Visit www.restaurantscanada.org for the full story and member resources.

Taking issue with Ontario’s budget

Ontario’s re-release of the 2014 budget this summer could mean more costs for members and less youth employment. The budget’s Ontario Retirement Pension Plan (ORPP) creates a new payroll tax on employers and employees, and grows the regulatory burden on small business.

Restaurants Canada has proposed several ideas to government to help restaurants thrive and grow first-time jobs, such as introducing licensee wholesale pricing, controlling payroll taxes and reducing the regulatory burden.

Join our working groupsRestaurants Canada is creating two new working groups on beverage alcohol and the ORPP to give us input on these important issues. If you would like to join a working group, contact Restaurants Canada’s James Rilett at [email protected].

As Toronto’s mayoral race nears the finish line, Restaurants Canada is making sure candidates understand what our industry brings to the city and know our members’ concerns. This summer, we held separate breakfast events with John Tory and Olivia Chow. Our members had the chance to hear their plans for Toronto and share our industry’s challenges with them. Earlier this year, we also met with Karen Stintz (who has since dropped out of the race).

Restaurants Canada has invited all mayoral candidates to meet with us. Visit www.restaurantscanada.org to read more about our meetings.

The race for mayor

Meeting Olivia Chow


Mayoral candidate John Tory attends our member breakfast on July 8. L to R: Restaurants Canada’s Garth Whyte, Mr. Tory, former Ontario Minister of Revenue Sophia Aggelonitis, and Restaurants Canada’s James Rilett.

“We have been asking the government to put an end to price gouging by the large brewers in Ontario. It’s good to see a responsible brewer stepping up in the absence of government action.”– Restaurants Canada’s James Rilett in

the Ottawa Sun, June 28

Fairer beer prices in Ontario

Earlier this summer, Restaurants Canada and Brick Brewing announced a 30 per cent drop in the price paid by restaurant owners for beer. Members can buy Brick Brewing’s premium

Waterloo brand craft beers for the same price as the public, instead of the inflated prices charged by other large brewers. We will continue to press government to change its outdated liquor system that allows restaurant wholesale prices to be up to 50 per cent more than retail – an inequity that adds up to $75 million annually for the province’s foodservice industry.

VICTORY!


Restaurants Canada hosted a member breakfast with mayoral candidate Olivia Chow on Aug. 13. L to R: Restaurants Canada Director Donna Dooher (The Mildred Pierce Group), Ms. Chow, Restaurants Canada's Garth Whyte and member Steve Mastoras (Whistler’s Grille).

Food trucks move east

Prepping for N.B. election

As food trucks expand across the Atlantic region, Restaurants Canada is weighing in on the debate. We were recently involved in the development of new food truck bylaws in Halifax, Wolfville and Charlottetown.

We support expansion of the food truck industry, but not at the expense of brick-and-mortar restaurants that operate year-round and pay property taxes and fees. We have asked municipalities to ensure food trucks follow the same rules as restaurants, and to create a significant buffer between existing restaurants and places where food trucks can locate.

As election fever sweeps New Brunswick, Restaurants Canada is making sure elected officials understand the important economic and social impact of our industry, as well as our members’ issues. Earlier this summer, we held an industry round table with Opposition Leader Brian Gallant in Moncton. Members discussed youth employment, wage differentials, wholesale liquor pricing, and a new payroll tax to fund a new pharmacare program. Restaurants Canada also raised these issues directly with Premier David Alward. We’ve encouraged members to use our N.B. election toolkit to discuss our industry with candidates.


L to R: Opposition Leader Brian Gallant, Restaurants Canada Director Bill Allen (Fresh Casual Restaurant Inc.), Restaurants Canada’s Luc Erjavec and MLA Roger Melanson on June 12.

Keeping N.S. waste reduction costs in check

Restaurants Canada emphasized the major progress our Nova Scotia members have made in reducing the waste sent to landfills. In our submission to Nova Scotia Environment on extended producer responsibility, we explained that restaurateurs have incurred significant costs to cut waste through composting and recycling programs.

We also noted our concern with any new costs for members. If new fees are imposed, we argued that the level of financial responsibility government expects of our industry should match the control we have over design, implementation and management of any new program.

A voice for N.S. members

Restaurants Canada’s Atlantic Vice-President Luc Erjavec has been appointed by the Nova Scotia Minister of Agriculture to the province’s new wine development board. This board is a forum for businesses and government to identify opportunities to grow the province’s wine industry. Contact Luc at [email protected] with ideas that can help our members in the province.



Restaurant industry impact and issues were on the menu when Restaurants Canada met with Calgary Mayor Naheed Nenshi on July 22. Topics included red tape reduction, taxi initiatives, food trucks, liquor regulations and patio licensing. We also talked about the effect of recent changes to the Temporary Foreign Worker Program (TFWP) on Calgary’s economy. That same day, Mayor Nenshi publicly opposed Ottawa’s new TFWP rules.

Meeting Mayor Nenshi

L to R: Restaurants Canada Director Gerard Curran (James Joyce Pub), Mayor Nenshi and Restaurants Canada’s Mark von Schellwitz.

Progress on flexible liquor service hours

Restaurants Canada is paving the way for more flexible liquor service hours for our Alberta members. In July, we worked with the Alberta Gaming and Liquor Commission (AGLC) to extend liquor service hours

for the Calgary Stampede. Earlier this year, the AGLC agreed with our request to allow member licensees to start serving liquor at 5 a.m. for the Olympic Men’s Hockey final.

We will use the success of these pilot projects to push for permanent changes to the Alberta Gaming and Liquor Act.

Update on organic waste ban

Metro Vancouver has completed its initial consultations on the pending ban on organic waste in landfill. It has still not released a draft bylaw of the ban for review, and government has not yet addressed our concerns on regional infrastructure and timeline for implementation. The proposed ban will likely become a municipal election issue this fall. Restaurants Canada will keep members informed of any developments.

VICTORY!


Turning up the heat on Alberta’s labour shortageThe new Temporary Foreign Worker Program (TFWP) rules featured prominently at two Restaurants Canada member round tables with Progressive Conservative leadership candidates Ric McIver and Thomas Lukaszuk. Members asked candidates how they would help ease Alberta’s growing foodservice labour shortage in light of the new rules.

Restaurants Canada also met separately with Alberta Minister of Jobs, Skills Training and Labour Kyle Fawcett to discuss how the new TFWP rules impact the thousands of foodservice Alberta Immigrant Nominee Program (AINP) applications awaiting processing.

Minister Fawcett is pushing the federal government to provide more flexibility for AINP applicants whose work permits may expire before processed, and to increase Alberta’s AINP nominations. We are also urging him to prioritize semi-skilled AINP applications, as this program is the only path to permanent residency for lower-skilled foreign workers.

PC Leadership Candidate Thomas Lukaszuk speaks to members at Restaurants Canada’s round table in Edmonton on July 25.

Labour costs in Manitoba


In early June, Restaurants Canada met with Manitoba’s Minister of Labour and Immigration Erna Braun and her Deputy Minister Jeff Parr to discuss the Temporary Foreign Worker Program, (TFWP) and minimum wage rates and wage differentials. The Manitoba government supports our view on the TFWP changes. However, despite our concerns about higher labour costs hurting jobs, the Minister hiked the minimum wage to $10.70 an hour, effective Oct. 1. Visit www.restaurantscanada.org to read our response.

At the table on Manitoba’s organic waste plans

Restaurants Canada met with Manitoba Minister of Conservation Gord Mackintosh in July to discuss organic materials collection initiatives. He committed to co-operate and consult with our industry, and phase in any initiatives over a reasonable timeline. We will continue to meet with department officials to ensure the province’s green initiatives are a success for foodservice businesses and customers.

L to R: Restaurants Canada Directors Brad Kramble (Salisbury House of Canada) and Scot McTaggart (fusion grill), Minister Braun, and Restaurants Canada’s Dwayne Marling and Heather Chow.

L to R: Restaurants Canada’s Dwayne Marling, Minister Gord Mackintosh and Restaurants Canada Director Scot McTaggart (fusion grill).

Correction

The article “Licensees save $27 million,” (Canadian Restaurant & Foodservice News, July/August 2014, page 35) incorrectly stated the tax on wine and spirits for restaurants had fallen to $1.60/litre, for a cost decrease of $0.87/litre. The correct tax is $1.40/litre, for a cost decrease of $1.07/litre.


New liquor rules in B.C., here at last!

Quebec relaxes liquor rules

B.C.’s restaurant industry cheers liquor licensing changes that simplify the rules and cut red tape for restaurant owners and their guests. B.C. members have been anxious for these changes since December, when the government first supported the Liquor Review recommendations. Licensees can now:• serve a drink without complicated rules on food consumption;• transfer small amounts of liquor between similar types of establishments;

and• alter their liquor prices during the day and offer ‘Happy Hour’ specials, with

a minimum price of $3.00 per drink.

Restaurants Canada applauded Premier Clark and the B.C. government for implementing these changes.

Following pressure from the restaurant industry, Quebec is allowing residents to buy and bring in wine and spirits from other provinces (up to pre-set maximums). However, beverage alcohol from other provinces cannot be purchased online or delivered to a Quebec resident, without going through the SAQ.

Although this ruling applies mostly to consumers, it shows further progress by government to modernize the province’s alcohol rules. Restaurants Canada recently won changes for our licensed members, such as re-corking wine for sale in a restaurant and the harmonization of the specific tax on alcohol between grocers/convenience stores and restaurants. We met with government officials in August to discuss other alcohol-related issues, including number of permits required, stamping of bottles, employee training and volume rebates. Given the recent progress, we are confident we will be able to bring about more positive changes for our licensed members.

Reach thousands of foodservice buyers under one roof at the Restaurants Canada Show. Better your business, better the industry! Proceeds from the show are reinvested in advocacy, research and programs to help our industry grow and prosper.

Don’t get left behind Nearly 13,000 industry professionals walk through our doors each year, and 98% of them would recommend our show to a colleague.

Our exhibitors get results!“We gained a great deal of brand/product exposure during the show that has directly resulted in a number of new accounts for us. The show was also a great opportunity for us to network with other brands. Oh, and we had some fun too!”– Aaron Harowitz, Walter All-Natural Craft Caesar Mix

Be part of the Restaurants Canada Show

TradeshowsRestaurants Canada News

March 1 – 3, 2015Direct Energy Centre, Torontowww.restaurantshow.ca

Mark your Calendars for BC’s Hospitality tradesHow

of tHe year!

noVeMBer 3 & 4, 2014Vancouver Convention

Centre Westwww.connectshow.com


When and where?

THE CRFA SHOW

HAS A NEW NAME!

Member Services CornerRestaurants Canada News

Members get more

Members get free Interac-branded billfolds and point-of-sale decals to remind customers of their payment options at Interacposcentre.ca.

Lower your cost with Interac productsRemember your rights! According to the Code of Conduct, you:• don’t have to accept credit card

companies’ debit products if you accept the credit offerings; and

• can use discounting to steer customers toward lower-cost options like Interac Debit.

Dear Restaurants Canada member,

I had the great pleasure to speak to Restaurants Canada’s Board of Directors at their Annual Meeting in May about payment acceptance costs, what can be done to help mitigate costs and why merchants’ payment acceptance decisions matter. I would like to share with you some of that discussion.

While I recognize that payment acceptance is just one of the costs of running a business, we know that it is a line item that is increasingly less predictable and more costly, and a true bone of contention. This is a fact well supported by Restaurant Canada’s own research, which finds that:• 93 per cent of Restaurants Canada members are “very concerned” about rising

fees on credit card transactions; and• 79 per cent say credit card fees have a “significant impact” on their bottom line.

At the core, there are things merchants can do to take some control over these costs. We had a good discussion about these tools and the benefits of leveraging them. Two areas we focused on were: the public policy levers through the federal Code of Conduct for the Credit and Debit Card Industry in Canada (Code of Conduct) and promoting the use of Interac products, Canada’s low-cost ubiquitous domestic debit payment option.

Within the Code of Conduct, there are two key provisions that merchants can use to their advantage to help lower costs. The first is that merchants can not be forced to accept credit card companies’ debit products if they accept the credit offerings and second, it gives merchants the ability to steer customers to lower costs options, like Interac Debit, through discounting.

With respect to the latter point, a number of Directors talked about how they are using a variety of steering tactics to promote a preference for Interac Debit and Interac Flash payments at their restaurants, such as server incentive

programs, advertising in delivery boxes and signage at point-of-sale or in billfolds, to name a few. They also talked about the success of these programs, particularly in improving their bottom line results by lowering payment acceptance costs. In fact, we have developed a billfold and an Interac-branded point-of-sale decal that can be used to help remind customers of their payments options. These can be ordered through our merchant POS store at interacposcentre.ca.

It makes sense. Interac products are priced at a low, flat-fee wholesale rate and pennies per transaction. Compare that to the complex pricing models of credit cards as well as those companies’ debit product offerings. Quite simply, when customers choose to say “Interac” when paying, merchants benefit.

Merchants need to be vigilant, though. The Code of Conduct, which merchants worked so hard to get adopted, is only useful if they exercise the powers it provides. If those are not exercised, the merchants’ position can be weakened and that can undermine the ability to have at least control over payment costs, particularly where Interac products can play a role.

In closing, I want to thank Restaurants Canada and the Board of Directors for the opportunity to talk about an issue that is important to the restaurant and foodservices industry and our organization. It was a privilege to share views with such a professional group of business owners and an association that works so hard on behalf of its members.

Mark O'Connell


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Your Member Services team is here to help.Contact us at 1-800-387-5649 or [email protected]. Visit us online at www.restaurantscanada.org.

Contact us

Mark O'Connell is President & CEO of Interac Association and Acxsys Corporation.

By Troy Taylor, Director of Operations at Groupex Canada

Groupex Systems Canada has joined forces with Rich Products of Canada to help independent operators grow. Rich’s® commitment to pizza has made it the leading national foodservice supplier of frozen doughs and crusts. Jared Gaber of Rich Products gives us insight on the possibilities and profitability of adding pizza to your menu.

Get rich with pizza

Q: What are the current trends in the world of pizza? A: Pizza is still as popular as ever, but its style is changing. Customers are flocking to hand-crafted or artisan-style pizza, and will pay more for quality pizza. We are also seeing a rise in ethnic-flavoured pizzas, such as Mediterranean (feta, spinach, kalamata olives) and Asian (teriyaki chicken or kimchi) pizzas. This ethnic topping trend will continue as chefs push traditional boundaries.

Q: How can the average restaurateur capitalize on pizza?A: Operators should know their capabilities and ideal pizza format. If you’re mixing your own dough batches, our dough balls will save you time and money. Dough balls are also the lowest-cost pizza item, which maximizes room for profit. However, they require handling expertise to proof and stretch.

Our sheeted dough gives you the same performance and flexibility as our dough balls, but we do the stretching for you. Sheeted dough also allows you to make panzerottis and other portable pizza folds/handhelds.

If you want the taste profile and workability of pizza dough without having to wait for the dough to proof, you can try our oven-rising pizza dough.

Q: What if operators have little expertise handling pizza dough?A: Par-baked pizza allows you to simply top and bake a thawed pizza crust without worrying about working with dough. This format is ideal for establishments with high volumes or a low-skilled workforce. Unfortunately, operators can’t create pizza folds/handhelds with this format.

Q: What other advice can you give operators?A: Operators should consider the low risk of carrying one SKU of pizza dough. For example, one 10” sheeted dough can be stretched to a thin 12” pizza, left as a 10” pizza, or dropped into an 8”-pan for a thick, deep dish. It can be used for shared pizza fold or stretched into a flatbread. This dough can even be used for non-pizza applications, such as grilled into an “ethnic” flatbread (e.g. naan, laffa), or shaped into a salad bowl.

Q: What’s new from Rich Products?A: Our 10” gluten-free pizza crust is par-baked and comes on its own baking tray. We are also excited about our new Artisan Dough Ball, which is made with 00 Flour, can be cold-stretched, proofs in its own bag, and captures an authentic yeast flavour. Both products taste remarkable and allow operators to capitalize on the current artisan-style and gluten-free trends.

Sign up today

To take advantage of this cost-saving program with Rich Products of Canada, 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


By Chris Elliott

Running a restaurant is an energy-intensive venture. According to data from the United States Energy Information Administration, restaurants (on a square foot basis) consume nearly three times the energy of an average commercial building. In Canada, utilities account for more than 3.0% of operating expenses for the average table-service restaurant, and 2.5% for a quick-service restaurant. With numbers like this, it’s no surprise that rising energy costs are putting the heat on operators.

fresh vegetables and fruits, as well as rising labour costs. Escalating energy prices only add fuel to the fire, and make it all the more important to budget carefully and plan ahead.

Restaurateurs can keep their cool by tapping into options that conserve energy and reduce utility expenses. Using programmable thermostats, energy-efficient kitchen appliances and light bulbs, tap aerators, and low-flow toilets can save money. Regularly maintaining equipment is also a cost-effective practice. Energy prices are hurting everyone, but sustainable choices can alleviate the pain.

The shocking jump in energy prices

The problem for restaurateurs is the cost of utilities has grown significantly in recent months, and is outpacing overall inflation. In Restaurants Canada’s latest Restaurant Outlook Survey, a growing chorus of operators blamed rising gasoline, electricity and natural gas prices for hurting business.

Statistics Canada’s Consumer Price Index shows electricity prices jumped by 7.0% in May on a year-over-year basis. Although prices rose by a less offensive 4.2% in June, they are still climbing at twice the rate of inflation. The price of water has almost doubled

over the past decade, and rose 6.1% in June. And natural gas prices have simply dispensed with the pleasantries, and skyrocketed by nearly 20% in June 2014 compared to just a year ago.

Gasoline prices are also up again, which is igniting fuel surcharges on some deliveries to restaurants. Gasoline prices are now at their highest level since the summer of 2008. Political instability in Iraq is disrupting the world’s oil supply, which is driving up our prices.

1.9%

19.4%

9.9%

6.1% 5.4%

4.2%

0%

5%

10%

15%

20%

All-items CPI excluding energy

Natural gas Fuel oil and other fuels

Water Gasoline Electricity

Energy prices in Canada are on the rise (June 2014 over June 2013)

Source: Statistics Canada

ResearchRestaurants Canada News

Restaurants Canada NewsEditor: Prasanthi Vasanthakumar

By e-mail: [email protected]

By phone: 1-800-387-5649

Visit us online: www.restaurantscanada.org

On the bright side, greater oil supply in Libya and the United States should put the brakes on gasoline prices in the coming months.

Prices to heat upWhile energy prices can be volatile with short-term fluctuations on a monthly basis, the fact is they have trended upward over the past decade. Rising demand for electricity and the replacement costs of aging infrastructure will push up prices further across Canada. In Ontario, for example, the government forecasts electricity prices for industrial enterprises will jump 33% in the next five years.

The consumer angleIt’s also important to consider how these rising prices impact consumers. Households spend roughly the same amount on utilities and gasoline as they do on restaurant meals. When faced with rising gasoline and electricity prices, consumers don’t reduce demand proportionally over the short term. Instead, they look for other ways to cut back on discretionary expenses, which could push down spending at restaurants.

How to ‘stay cool’Operators are already enduring sharp increases in the prices of beef, pork,

Chris Elliott is Senior Economist at Restaurants Canada.

Coming soon: Restaurants Canada’s Restaurant Industry Forecast: 2014 to 2018 will be available to members at the end of September. This five-year forecast of industry performance by segment and province is a must-have tool to help you plan your future growth. Visit www.restaurantscanada.org to download your copy.

Energy prices in Canada are on the rise(June 2014 over June 2013)


Average annual expenditure per household (Canada) Food and alcohol purchased from restaurants $2,374

Water, fuel and electricity $2,301

Gas and other fuels $2,394 Source: Statistics Canada, 2012 Survey of Household Spending

How technology and business savvy are changing the food delivery landscape

The food delivery experience doesn’t always deliver. (Tire tracks on the front lawn, anyone?) Here’s a tip sheet for the driver, the ambassador for your restaurant.

DOORSTEP DO’S & DON’TS

TIME TO DELIVER

Free iPhone + Android App. Download Today

stemmed from a need to overhaul the ex-isting delivery model.

Firstly, restaurants were plagued by ine� ciency and a lack of doorstep pro-fessionalism — rarely delivering on the promise of prompt and delicious food.

“We worked with 50 delivery com-panies across Canada that had no con-tractual obligation to JUST EAT and we had no ability to a� ect their ser-vice,” says Masse, who then consolidat-ed those companies into a smaller group of contractually bound relationships.

“This now allows us to fi x delivery issues that arise, and tighten up the entire process.”

Secondly, the de-livery companies were bankrupting themselves by charging too little per order, which com-promised JUST EAT’s position. “We’d sign 60 restaurants in Edmonton or Calgary and the delivery company would say they can service them,” says Masse. “But eight weeks lat-er, the company goes bankrupt, I have no one to service my partners, and I’ve got to pull them o� -line.”

In the end, JUST EAT would sign on 300 restaurants monthly, but lose many due to bankrupted delivery com-panies. “We had to fi gure out a solution.”

The key was the construction of a delivery ecosystem based on a new mod-el. In consolidating (including acquiring, building and working with existing deliv-ery companies), JUST EAT has estab-lished service-level agreements to deliver within prescribed periods and within a code of conduct (complete with penal-ties for non-adherence).

It was a game-changing move that has opened new doors for JUST EAT. “We recognized the opportunity to not only approach restaurants that have delivery but more (up-market) establish-ments who hadn’t even thought about take-out,” says Masse. The increased professionalism immediately benefi ted all partner restaurants, and customers hungry for decent service.

Technology’s thrust If establishing contractual obligations was the fi rst course for JUST EAT, tech-nology would complete the meal.

Masse discovered an innovative dis-patching software solution called Geo-Dispatch, which enables JUST EAT to track every stage of the order process — guided by logarithms — and visually monitor it.

How does it work? An online order comes in and goes into the system, the restaurant accepts and replies to the consumer, the nearest driver is activated

and the countdown starts. Meanwhile the dispatcher can view an entire city’s activ-ity, notably icons of each active driver on a “live” interactive Google map of the en-tire municipality.

A recent case study in Saskatoon was enough to con-vince Masse, who can track every order in every city on his smartphone, that the system could work across Canada.

His team focused on one deliv-ery company with a 60-restaurant reach. They introduced Geo-Dispatch, increased the commission and o� ered a performance incentive for the driver. Within two months they were able to grow the business by three times.

“The key is the logarithms, which keep the driver busy in a tight geograph-ic area,” says Masse. “That same (Sas-katoon) delivery company now handles 700 orders with one dispatcher instead of four.”

For JUST EAT the incentives are ev-ident. “We need to get the right restau-rants and help them understand how big delivery is ($13 billion annually), which is vastly untapped,” says Masse. “These are higher-end establishments that focus solely on their food; they’ve never dealt with this other market, and we help with that.”

As for busy take-out restaurants, gone are the days of coordinating a fl eet of drivers. “Managing 15 drivers in a single night of orders is a night-mare,” says Masse. “We’ve eliminated that headache — changing profi t mar-gins for our restaurants, and changing their lives.”

Masse believes the reality of today’s active lifestyle is also a contributor.

“Today people are too busy to go out anymore. They’d rather spend quality time with their family, relax-ing and ordering in,” says Masse, as he keenly consults his phone, pinging non-stop with new food orders from across Montreal. “They crave better food from more places. And that’s what we’re delivering.”

“ We’ve ELIMINATED that HEADACHE — changing

profi t margins ... and CHANGING LIVES

”

For more information on partnering with JUST EAT:

Call 1-888-969-9627Email [email protected]

the world’s largest online food-ordering company. “We’re doing it for take-out.”

What are Masse and his team doing? Employing a combination of strategies that’s ramping up e� ciencies and profes-sionalism in a system that tends to lack both. And it’s already benefi ting consum-ers and JUST EAT’s restaurant partners wherever it’s been implemented.

The challenges emergeMasse saw a huge opportunity for growth in the industry, but his new strategy also

T HE WORLD IS THERE FOR THE ordering. From prescriptions to

custom-made clothing, nearly anything can be delivered to our door. And yet it seems that the original home delivery craving — take-out food — is still stuck in fi rst gear. In fact at times the take-out experience can leave an unsavory taste in our mouths.

But that’s changing.“There is a lot of venture capital

funding in delivery right now,” says Todd Masse, managing director at JUST EAT,

DRIVER DO’S:• Be courteous, polite and

truthful, maintaining that: ‘the customer is always right.’

• Dress in a professional manner, with no ripped shirts or symbols on clothing. Uniforms are a nice touch.

• Handle food packaging with care (maintaining proper sanitation).

DRIVER DO NOTS:• Be under the influence

of alcohol or drugs, or smell of smoke or alcohol.

• Use offensive language.

• Behave in a manner that threatens a customer verbally or physically.

• Ask for additional money or tips from the customer other than stated on the bill.

• Enter a customer’s home (under no circumstances).

• Open packaged goods; touch, spit on or tamper with food in any way.

• Open a door without permission.

ADVERTISING FEATURE

ETHNIC CUISINE

does so well in Canada is because the food is very multicultural — much like our own country.”

Due to the wide variety of geographical features and cultural influences in the Peruvian terroir, Umeno says that depending where you are in Peru the food can be very different.

“Peru is made up of mountainous areas, farmlands, oceanside cities, and jungles,” says Umeno. “Depending what region of Peru you are in, the food is heavily influenced by what is grown, caught, and raised in the area. Besides the physical influences, Peruvian cuisine is also heavily influenced by the many cultures living in Peru, incorporating Spanish, Japanese, Chinese and African flavours.”

DIVERSITY OF FLAVOURPepe Bustamente, who has been operating Paracas Peruvian Restaurant in downtown Toronto since 1999, says that while the diversity of spices and

a friendly, comfortable and welcoming family-style environment. Put together, it should be no surprise that more and more Canadian diners have begun discovering the original fusion cuisine from South America.

INTERNATIONAL TREND“Peruvian food is not just becoming popular with Canadian guests but is the new trend internationally,” says Kumiko Umeno, owner and general manager of Chicha Restaurant in Vancouver. “I think it

But what exactly is it about this culinary hodge-podge that Canadians are starting to find so alluring? For some, it is the incredible diversity of ingredients, spices and flavourings that are found in almost every type of Peruvian dish – from appetizers and sides such as ceviche and papas a la huancaina (a creamy potato salad) to main courses such as a popular stir-fry plate known as lomo saltado. For others, a visit to a restaurant specializing in Peruvian cuisine is all about enjoying delicious food, served in large portions, in

Long before there was anything called “fusion” cuisine, the people of Peru had been embracing food and flavours from different cultures and regions around the world and making it their own — thanks to the Pre-Incan staple dishes indigenous to the Andes combined with an influx of immigration from Europe, Africa and Asia. Considered by a growing number of foodies to be one of the most varied and delicious national epicurean offerings in the world, Peruvian cuisine has also made a strong showing in the 2014 Restaurants Canada Chef Survey, coming in at No. 3 in the ethnic food and flavours category.

Peruvian cuisine captures the hearts and tastebuds of Canadian dinersBy Sean Moon

VIVA PERU!VIVA PERU!


flavours is a big factor in people choosing to experience Peruvian cuisine, he believes that his native country’s food is also among the most affordable.

“People enjoy Peruvian food for the quality, the quantity and the affordability,” says Bustamente. “If we serve only a small portion to our guests, we feel that we are failing the customer. In our Peruvian way of thinking, if a customer receives a larger portion of food, they are being treated correctly. A lot of people do appreciate this kind of generosity that is part of Peruvian culture and they keep coming back.”

While Bustamente is obviously passionate about the food his restaurant serves, he says it can sometimes be a challenge in being able to provide a complete Peruvian dining experience for his guests.

“We would like to be able to offer a wider variety of Peruvian wines and beers but due to international trade regulations we are only allowed to offer a few varieties. Occasionally there are supply issues in obtaining things such as ingredients for Peruvian piscos (the Peruvian national cocktail). We find that customers would really like to enjoy a Peruvian beer or other authentic beverage with their meal but sometimes we just aren’t able to offer it.”

SPREADING THE WORDUmeno says that another challenge in increasing the profile of Peruvian food is being able to get the word out of what’s available in each city.

“We are located in Vancouver, a very multicultural city with a wide variety of ethnic (both traditional and modern fusion) restaurants,” says Umeno. “People in Vancouver, I find are very adventurous when it comes to dining so our biggest hurdle is just to get the word out that we are a modern Peruvian influenced restaurant new in town and most people here are willing to come and check out something new.”

One th ing i s for cer ta in — Canadians are now able to visit an increasing number of establishments offering Peruvian cuisine. And if the recent surge in popularity among Canadian chefs is any indication, they will have more than ever to love about Peruvian delights.

“The most enjoyable aspect of offering Peruvian food,” says Umeno, “is the excitement of bringing something new to our city, being introduced to new flavours, and the freedom to be creative due to the wide diversity of cultural influences and ingredients.”

ETHNIC CUISINE

Peruvian Cuisine 101Here’s a brief look at some of the most popular Peruvian dishes found on Canadian restaurant menus today:

Anticuchos: An appetizer or snack consisting of small pieces of meat (traditionally beef heart or anticuchos de corazon) that are marinated in lime juice, vinegar, spices and Peruvian chili peppers such as aji, then skewered and grilled.

Butifarra: A traditional Peruvian sandwich (sanguche) made with local smoked country ham called jamón del país. Garnished with creole sauce, radish, lettuce and chili, butifarra are traditionally served on a crispy crusted round bread called roseta (similar to an Italian panini bun).

Causas: One of the most popular foods enjoyed by Limeños (residents of the Peruvian capital, Lima) on a hot summer day, causas are made with cooked, mashed yellow potatoes layered with an assortment of vegetables (such as avocado, onions and chili) and fish or chicken.

Ceviche: The national dish of Peru and found in dozens of variations, ceviche reflects the traditional coastal cuisine and most often consists of just five basic ingredients: fresh, raw, white fish cut into small pieces, marinated in lime juice and seasoned with Peruvian chili peppers, onions and salt.

Chupe de Camarones: A typical dish found in the Arequipa coastal region of Peru, chupe de camarones is a popular soup consisting of fresh shrimps, fish stock, yellow potatoes, chili, onions, garlic, egg, milk and cheese. Choclo (Peruvian mais), rice, beans or peas and carrots are also frequently added.

Leche Asada: Sometimes referred to as a “poor person’s crème brûlée,” leche asada is a traditional Peruvian dessert of roasted milk custard that dates to Spanish colonial times. Creamy and sweet, this delicious dessert is made with simple ingredients such as fresh whole milk, sugar, eggs, vanilla and cinnamon and is usually served lukewarm or cold.

Lomo Saltado: A popular, traditional Peruvian stir-fry dish, lomo saltado combines marinated strips of beef sirloin (or other steak), with onions, tomatoes, spices, soy sauce, chilis, cilantro, fried potato slices and rice. The dish is found in almost every Peruvian restaurant, from the simplest family-run establishment to upscale places alike.

Papas a la Huancaina: This typical Peruvian appetizer is made up of boiled and sliced potatoes with a spicy cheese and Peruvian yellow chili pepper sauce known as salsa huancaina. Papas a la huancaina are traditionally served cold with a garnish of black olives and hardboiled egg.


payment cards or looking to switch processing service providers, knowing what you’re getting and paying for is valuable information for your business.

If you are not sure about payment processing fees, ask your current payment processor (or the one you are considering) to review your statement or pricing schedule and provide insight into what you are actually paying. This will help you assess the processing rates, better understand the different card types and associated costs, and identify where you can drive cost efficiencies. You should feel comfortable with what you are committing to paying each month and be confident that your payment processor understands the uniqueness of the restaurant sector and how you are affected by the various processing fees.

Look for a payment processor that takes a personalized approach to pricing and solutions for your business. They should take the time to talk to you about your specific needs – how your restaurant operates, how you accept payments and so on. This way, you get a comprehensive view of your total cost of acceptance and receive better overall value and service for your restaurant operation.

interchange fees, which vary for each transaction depending on several factors such as: • Type of card: debit, credit, corporate,

rewards card• Type of transaction: card is present, a

phone order, an online order• The average number of transactions

you process• Assessment fees may also be charged

by the payment brands to cover their costs of managing their networkRestaurants provide a great spot for

business meetings, travellers, tourists and more. Depending on the profiles of guests coming through your doors, you may see that you accept a lot more foreign, corporate and premium cards. These cards have higher interchange rates, which means that your “true” rate on your bill may be quite a bit higher than you thought.

KNOW WHAT YOU’RE GETTING AND PAYING FORAre you confident about the services you are getting and do you know what you are paying for? As a restaurant owner, you need to have a strong understanding of exactly what you are (or could be) paying. Whether you’re new to accepting

Low rates may look appealing, but they represent only a part of

your cost of accepting credit and debit cards. Have you looked closely at the f ine print of an offer? The wording may be complex or it may not provide you with enough detail to make an informed decision.

DO YOU KNOW WHAT YOU ARE REALLY PAYING?Charges and fees vary greatly from one payment processor to the next. It is important to look at your total cost of accepting credit and debit cards, including not just the Merchant Discount Rate, but all fees and other charges. Your total cost of acceptance could include any or all of the following: • Merchant Discount Rate (MDR)• Interchange Fees or Assessments• Non-Qualified Charges• Monthly Fees• Authorization Fees• Equipment Fees• Compliance Fees• Miscellaneous Fees

As you can tell, you pay more than just the MDR for each transaction you process. Your total cost of acceptance reflects the total cost of accepting credit and debit cards, including all fees, charges and equipment. It may be time to take a closer look at your statements to better understand what your total cost of acceptance actually is.

WHO DETERMINES THE FEES AND RATES?The payment brands determine

If you are considering accepting credit and debit card payments in your restaurant or foodservice business, chances are you have seen some low rates or promotions advertised. Or, if you already accept credit and debit cards, you might be looking at the fine print on your statement and wondering if you are getting the best overall pricing for your merchant account. æ

Solving the mystery behind credit card feesBy Christina Kanellos

Christina Kanellos is Marketing Manager at Chase Paymentech, a leading merchant acquirer and the preferred provider of Restaurants Canada. Their member program helps restaurant and foodservice businesses with a one-to-one consultation to ensure they are getting of the most from their payment processing services. Trusted by many of Canada’s restaurants chains, franchises and quick service restaurants, Chase Paymentech can help you get more out of your payment processing. For more information and a free cost analysis, contact Chase Paymentech at 888.317.9532 or visit: www.chasepaymentech.ca/restaurantscanada

TheFINE PRINT


PAYMENT PROCESSING

SOFTWARE

You can also set up text reminders (an hour in advance) for your employees so that they know exactly when and where they are needed. Employees can log in from anywhere to view their schedule, which can greatly improve attendance records.

2. TALENT MANAGEMENT AND RECRUITINGCanada’s restaurant industry is the country’s fourth largest employer, providing jobs for more than 1.1 million people. When it comes to attracting the right team members, software can make recruitment more automated and streamlined. Keyword alerts can help you to automate the screening process and digital paperwork can bring new staff members onboard with ease.

Here are seven restaurant challenges that software can solve:

1. SCHEDULINGScheduling conflicts and confusion can arise in the most organized work environments. By presenting schedules in a visual format using the right software, you can help all of your team members coordinate, and have fewer doubts around when they are required and expected to show up.

Effectively using software can make schedule management more efficient. Rather than having to enter every detail manually, you can repeat schedule commitments or adjust schedule times quickly and easily.

Technology is quickly shaping the future of Canada’s restaurant industry, which is already generating $68 billion in annual sales and growing. New software tools and apps are allowing businesses to be more streamlined and efficient. In many cases, restaurants can even reduce their overhead by making use of modern tools.

7 restaurant challenges that the right software can solveBy Ryan Fyfe

SOFTWARESOFTWARESOLUTIONSSOLUTIONS

For more software solutions, visit


Ryan Fyfe is CEO and Founder of ShiftPlanning.com, a leading provider of cloud-based employee scheduling and workforce management software to thousands of restaurants worldwide. For more information, or a 30-day free trial, visit http://www.shiftplanning.com

Finding the right people to handle certain tasks in your business can be a long and difficult process involving reviewing resumes, building an interviewing schedule, and calling references. Though recruiting still takes work, software can help you to cut down on the time you spend in finding the right people.

3. PORTABILITYWith the emergence and growth of mobile technology, managers and team members alike no longer have to retreat to an office computer to view their schedule, watch training videos, update the books and do other important tasks.

With the right software and apps, it's easy to collate and consolidate relevant information in a single place. Employee performance history, weekly schedules, and team communications can be accessed anytime and easily viewed on a smartphone or tablet. This can cut down on potential scheduling conflicts, miscommunication, and a host of other potential challenges.

By leveraging the same mobile technology that your employees already have in their pockets, you are also reducing your hardware costs.

4. ANALYTICS AND REPORTINGEvery business needs a way to track how they are doing. Without measurable results, there is no way to gain an understanding of how to improve.

With the right data, you can better coordinate your workforce. Predictive analytics can help you spot future trends in your business by looking at your historical sales and scheduling records. You can view the correlation between certain promotions, events or new products with performance.

5. TRAININGFrom processing new employees to running seminars and communicating with administrators, Human Resources can be intensive work.

Training software allows employees to complete training on their schedule. They don't have to endure long sessions in conference rooms, learn when they are groggy or tired, and they don't have to carry around handouts and paperwork everywhere they go.

Additionally, with the help of software, HR professionals can attend to their other daily duties without having to constantly worry about how new employees are doing.

6. EFFICIENCY AND PRODUCTIVITYIt 's hard to underestimate the productivity benefits that can come from software tools. Setting up shift reminder texts or low-inventory alerts can save you a lot of time. As processes become more streamlined, and your business starts to become more efficient, your restaurant will also be more profitable.

Less energy and time will be wasted on tasks that don't matter, and you may not require as many people to run your business smoothly.

7. COMMUNICATIONArguably, one of the biggest challenges in any business is communication. For example, managers often feel that they should only have to train their employees once. However, training does not ensure success every time, as staff members can forget what they've learned, and even make costly errors in their tasks.

There are a variety of areas in which miscommunication can happen: with customers, with other team members, with off-duty staff members, and so on.

Software solutions can help you to communicate with your staff visually, offer interesting and entertaining ways of engaging (like quizzes), target your messages to specific team members, offer social media tools for discussion and Q&A, reduce email overload, and more.


SOFTWARE

CONCLUSIONSoftware can improve the working life of both the HR professional and the employee. As the culture of the business improves, team members can enjoy a more pleasant working environment.

While many businesses have yet to leverage technology to streamline their business, in the long run, you can grow a more profitable business with the help of the right software tools and apps.

Are there any other areas where software can solve challenges that often come up in the restaurant industry? Please tweet your suggestions, comments, and anything you want to share to @ShiftPlanning.

FINANCE

that if you do not have “proof of shrinkage” then it must be unaccounted-for sales on which they will tax you based on an estimate of sales derived from a mark-up on your average inventory cost. Unfortunately, you may only realize this when you are audited.

7. Related party transactions — Where there are related transactions (between owners and business), ensure they are documented in areas such as leasing of property, loans to the business, etc.

8. Operations — When there is a significant change (i.e. more than a couple hundred dollars) in the business operations, document it.

9. Owner remuneration changes – declare and document bonuses

10. Personal (owner) reported income relative to lifestyle – document inheritances, gifts, and other positive financial events that are unrelated to your business, just in case CRA decides to treat these items as potentially taxable cash flow.

And importantly…11. Prepare and file your tax returns on time.

HOW DOES THIS RELATE TO TAX LIABILITY?All of the above can have a significant impact on your tax liability in more ways than one. For example, proper control of inventory can, of course, reduce costs and therefore increase income, which could potentially lead to increased taxes. This creates cash flow for you, the owner, but there is another aspect to inventory control that will only become apparent to you if you are audited by CRA. However, due to space limitations here, we will examine this in closer detail in a future article.

Now back to a more in-depth discussion of each of the best practices for managing and controlling your tax

In this article, we will look at perhaps one of the most feared and

potentially costly areas for small to medium-sized businesses that lack extensive resources to devote to tax compliance: The dreaded Canada Revenue Agency (CRA) re-assessment which may be issued after an audit.

CRA often focuses on industries, including foodservice, where there are high levels of cash transactions; or, from CRA’s perspective, transactions that may or may not be reported as business revenue. My belief is that it is best to examine what you can do to minimize a potential tax assessment before it happens.

Following are some of the best practices for managing your tax liability as well as the first in a series of in-depth looks at each of these individual practices.

BEST PRACTICES FOR MANAGING BUSINESS TAX LIABILITY1. Proper documentation — Track

document ownership, shareholders, how the business is to be run, responsibilities, the roles of officers and directors if incorporated; related party transactions that occur while operating the business.

2. Controls on cash flow and accounting — Set up financial controls (such as spending limits) on cash and business assets/inventory and document for training. Follow up and see that controls are adhered to.

3. Systems (POS and other) — Whatever system is used, it must be well controlled and monitored with documentation to demonstrate this was done over time.

4. Inventory — Strict controls on inventory and shrinkage should be in place and monitored.

5. Losses — Losses occurring during business cycles must be documented (i.e. losses due to food or beverage spoilage).

6. Theft — Control and document theft and “unaccounted-for” shrinkage. The challenge here is that CRA could say

As an owner or manager of a small or medium-sized business, you are most often focused on what you do best: Running your restaurant, bar, pub or franchised food outlet. You are trying hard to stay up to date with food service trends, retain customers and good staff, as well as increase your knowledge about laws ranging from labour standards to liquor control and management. Tax is just another headache you wish you could do without.æ

Taxing ISSUESl iab i l i ty : Documenting business relationships, responsibilities and related party transactions.

WHY IS THIS IMPORTANT? To ensure proper management and for the tax reasons below, it is important to establish from a common sense business perspective, who is an owner, shareholder, officer or director and if it is a corporation. For proprietorships/partnerships it is important to define what the roles and responsibilities are.

DEFINE ROLES, FUNCTIONS AND LOANSYou should be able to demonstrate that you perform specific business functions and therefore any reported income is correctly attributed to you. This is important if you are income splitting within the business to reduce taxes. CRA will want to test for the real purpose of your involvement.

When loans are repaid, this must be clearly documented. The CRA could erroneously assume that the payment is unreported income.

You should always get a loan agreement because there are special rules surrounding loans from an incorporated business to a related party. If you are a shareholder, officer or director, you must repay the loan in less than 12 months to avoid the loan deemed as income (more on this in a future article). Get professional advice when considering loans.

Finally, for incorporated businesses, there is personal tax liability for directors and officers for unpaid payroll taxes and HST/GST. So properly identify who is and who is not an officer/director and ensure that the business pays its taxes accordingly, otherwise the officer or director could be stuck with the bill.

Stay tuned for future articles where we will explore the other best practices for managing your potential business tax liabilities.

John Clausen CPA, CMA, Acc. Dir. is a practising accountant and business advisor with over 30 years’ experience working with businesses of all sizes. If you have questions you would like answered in future articles, please email [email protected].


Taxing

CLEANING & MAINTENANCE

Proper cleaning and sanitizing procedures are key, along with using the right amount of the right products. Using the right equipment to lessen environmental impact and improve labour and cleanliness efficiency can help boost the effectiveness of cleaning and maintenance procedures.

Pre-soaking flatware keeps your cutlery looking its best, which is part of providing a great dining experience for your guests. However, soaking flatware in manual detergent won’t ensure spot-free results. It doesn’t neutralize food soils, and manual

detergent can cause excessive foaming in the dish machine. Alkalinity and enzymes in high-quality pre-soak detergent are needed to break down food soil films from starch and protein that machine washing can’t remove.

Pre-scraping tableware with a pre-rinse sprayer (pre-flush) unit allows heavy food soils to be removed prior to being washed. This important step improves overall dishwashing results, makes sure the job is done right the first time and contributes to greater customer satisfaction.

Restaurant cleanliness — from spotless dishware to an impeccably clean restroom — has a huge impact on your reputation. Customers frequently form judgements about the quality of their dining experience based on the appearance of your tableware, restaurant interior, food preparation area and restroom, even before their meals arrive. Public health inspectors are also concerned with the sanitation of wares, surfaces and equipment (both food contact and non-food contact) and washrooms, as well as employee hand washing. So how can you consistently deliver the results that create loyal customers and pass public health inspections?

Exceeding customers’ and inspectors’ expectationsBy Mike Brown

Clean Matters


Get the best warewashing results at the lowest total costRenting a dishmachine from Ecolab allows you to focus on your business with the security of knowing your warewashing operation is properly managed. Ecolab’s Dishmachine Rental Program includes repair parts and wear parts, 24/7 dishmachine service and preventative maintenance. The XL-HT is the newest dishmachine in our assortment of over 15 high-temperature and low-temperature offerings.

Enjoy the benefi ts of one point of contact for all your warewashing needs. To learn more visit: ecolab.com/dishmachinesOR CALL 1 800 352 5326 FOR MORE INFORMATION

©2014 Ecolab USA Inc. All rights reserved.

Get the best warewashing results at the

PROPER SANITIZING PROCEDURES ARE KEYDishwashing machines sanitize dishes with a final rinse in either very hot water or a chemical sanitizing solution. For high-temperature machines, health code regulations usually state that surfaces should reach a minimum of 71°C to 82°C while being washed. (Check with your local public health unit for the temperatures required in your area.) Monitor your dishwasher t emper ature s w i th wate r proo f d i shwasher ther mometer s that register the maximum temperature achieved or dishwasher temperature labels or test strips to help ensure your operation is compliant. All of these items accompany racks through the dishwasher in order to measure the temperatures achieved during dishwasher operation.

Low temperature machines sanitize using chlorine, iodine or other approved chemical solutions described on the machine’s data plate. Each type of chemical sanitizer has specific concentration and temperature requirements and requires a specific type of test strip to confirm the required concentration is reached. (Check with your local public health unit for the concentrations and temperatures required in your area.)

These same sanitizing solutions are used for pots, pans and other items that are washed manually in a two- or three-compartment sink and for food contact surfaces. The applicable test strips must also be used to test the concentrations of chemical sanitizing solutions used for these purposes. Sanitizer test stations, designed to hold multiple test tape dispensers and vials, help you avoid code violations by storing your sanitation test strips in a visible, cool, dry place. Sanitizer test stations that can be hung within arm's reach, promote frequent testing to ensure that you are compliant.

Why must sanitizing solutions be tested? It is because they are used to kill bacteria and viruses. If the sanitizing chemical is too diluted, it will result in a solution that does not fulfill the label claim of killing bacteria. Too high a concentration of sanitizing chemical could become toxic to employees

and customers. Test strips are a simple-to-use tool to determine whether the chemical is mixed to the right concentration level.

KEEPING COUNTERTOPS CLEAN Countertops and tabletops should be cleaned after each use. Clear tables of all large food debris, dishware and other table items as soon as possible after a customer leaves. Use a multi-purpose cleaner to clean the entire tabletop surface with either a damp, wrung-out clean cloth and bucket combination, or spray the surface with a spray bottle, and wipe clean. Rinse with clear water using a clean cloth and allow to air dry. Be certain to clean the edges of tabletops and counters. Then repeat the process using a food-safe solution. Allow the surface to air dry before placing items on the counter/tabletop. Always use the products according to label instructions.Public health requirements also mandate the clear labelling all non-food containers, such as chemical spray bottles, to identify their contents. Establishments must also have written cleaning and sanitizing procedures (including wall charts) and access to material safety data sheets (MSDS) on hand.

RESTROOM CLEANLINESSClean restrooms can be more important to some restaurant guests than friendly service or visually appealing food. In fact, one study called Consumer Insights: The Comfort Zone, from Restaurant Business, suggested that a majority of guests say they would not return to an establishment if the restrooms were not well kept. Clean restrooms are also a requirement of passing public health inspections. Restrooms require attention on an hourly basis and at least one deep cleaning every day. Equip staff with an effective cleaning caddy instead of mop buckets. A cleaning caddy should have everything on board to effectively soak, spray and clean, and remove soiled rinse water, resulting in public restrooms that are significantly cleaner than traditional cleaning methods.

TOP 12 ATTRIBUTES GUESTS LOOK FOR WHEN CHOOSING A RESTAURANTWhat 80,000 consumers say is most important in determining where to eat:

• Taste and flavour of the food

• Quality of the food

• Dishware/glassware/ silverware are clean

• Restaurant interior is clean

• Kitchen/food prep area (if visible) is clean

• Order accuracy

• Restroom is clean

• Service is pleasant and friendly

• Food served is visually appealing

• Staff pays attention to fundamentals

• Quality of food when ordered for take out

• Offers a good value through high-quality

menu items

Source: Q3, 2013 Technomic, Consumer Restaurant Brand Metrics.

Mike Brown is the Senior Marketing Manager of the Institutional Canada division of Ecolab. He has worked in the foodservice and hospitality industry for the past 11 years in various corporate account and sales positions. Ecolab makes the world cleaner, safer and healthier; providing cleaning, sanitizing, food safety and infection prevention products and services. For more information, please e-mail [email protected] or visit www.ecolab.com.

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Kendale_1_CRFN_May_2014.indd 1 14-04-03 12:46 PM


CLEANING & MAINTENANCE

By Marika Escaravage

Making sense of fair trade coffee

Fair trade is a global social movement based on a philosophy of greater equity and justice in the marketplace, particularly for farmers and artisans in developing countries.

Fairtrade (one word) identifies products that have been certified to Fairtrade International’s globally respected standards that protect human rights and the environment. Fairtrade Canada is the organization tasked with growing the Canadian market for Fairtrade certified products and with auditing to make sure that businesses live up to their ethical claims.

Matthew Healy knows a thing or two about good coffee. After 14 years of running an Ottawa coffeehouse, he recently became Fairtrade Canada’s coffee specialist. He has witnessed firsthand the evolution of what goes into sourcing coffee: from the search for a good price, to the search for good quality, and now the search for coffee that does good.

COFFEE

Coffee with a ConscienceCoffee with a Conscience


CULTIVATING TRUST: MAKING SENSE OF ETHICAL COFFEE LABELSThe FAIRTRADE mark is an independent third party certification, and a quick way to recognize which products meet international Fairtrade standards. It’s also one of the most recognized and trusted ethical labels in the world.

Fair trade claims are not legislated in Canada, as is the case with organics, which

By Marika Escaravage

Making sense of fair trade coffee

COFFEE

Healy joined the Fairtrade Canada team to show restaurant and café owners that serving Fairtrade coffee, is easier and more important than they think: “Today’s clientele is more socially aware, and buyers have begun to see that sustainable sourcing matters – not just for growers and the planet, but also for the quality and reliability of their supply,” says Healy.

Whether a daily necessity, the occasional pick-me-up or dessert’s best friend, coffee is a big part of the foodservice customer experience and it deserves its fair share of attention.

THE COFFEE CRISISNearly 80 per cent of the world’s coffee is grown by small farmers, yet a majority of coffee farmers find themselves struggling to make ends meet and provide their families with the basics we take for granted. In some developing countries, more than half of national income depends on the coffee business.

According to Jose Abad-Puelles, Fairtrade Canada’s coffee supply chain specialist, a notoriously volatile coffee market and the harsh effects of climate change are largely to blame for putting producer livelihoods and our coffee supply at high risk.

According to the CLAC (Latin American and Caribbean Network of Small Fairtrade Producers), an average of 20 per cent to 80 per cent of coffee crops belonging to its members have been wiped out due to the spread of an insidious coffee fungus called “Roya,” spurred on by an unpredictably changing climate.

Since most small farmers lack the resources and access to credit required to replace older, more vulnerable plants with new ones, their crops are at particularly high risk of contracting Roya, and we’re teetering on the brink of a global coffee shortage.

THE FAIRTRADE APPROACHFairtrade certification was created over 20 years ago to confirm which coffee growing operations have been shown to respect human r ights and the environment, and to assert that specific products bearing the certification mark were purchased from small farmers on fair terms.

What are “fair terms?” Fairtrade International’s rigorous set of standards

are collaboratively set, internationally recognized and publically available on fairtrade.net.

Fairtrade certification ensures that small coffee farmers have the tools and opportunities they need to work their way out of poverty and face challenges like Roya. It also provides Canadian businesses and consumers with an easy way to recognize products with a supply chain that respects internationally recognized standards protecting human rights and the environment.

“The major i ty of developing countries have laws regulat ing working conditions. But, in the remote locations where coffee is grown, they are hard to enforce,” says Abad-Puelles, “so buyers can’t rely on local governments to ensure that things like forced labour or dangerous pesticides are absent from their supply chain.”


Among other things, Fairtrade standards for coffee require:• A fair minimum price for farmers

(or market value if higher)• A community development and quality

improvement premium• An organic production bonus• Democratic organization• Responsible use of resources• Protection of ecosystems Source: www.fairtrade.net

means that business owners and end consumers find themselves faced with and ever-g rowing col lect ion of certifications, pseudo-certifications and unverified statements on pack.

Sean McHugh is the Executive Director of the Canadian Fair Trade Network (CFTN), which brings together businesses, volunteers and activists from across Canada.

“Many certifiers, claims, brands and programs exist and they’re not all created equal ly,” McHugh says. “When we look for a fair trade product, we look for certifications that are transparent, accountable and verifiable.”

McHugh says that “of the many cla ims that are now out there, Fairtrade International has some of the most rigid systems, processes and standards, including complete supply chain verification.” That’s why the CFTN urges buyers to research any claims they are presented with, and to look for the FAIRTRADE mark on packaging.

Marika Escaravage is the Public Affairs and Communications Specialist at Fairtrade Canada, the Canadian member of Fairtrade International, a global network of organizations dedicated to improving the lives of small farmers and workers in developing countries through better working conditions and fairer terms of trade. For more information, visit www.fairtrade.ca

MAKING FAIR TRADE A KEY PART OF BUSINESS: CLASSIC GOURMET COFFEE AND ARAMARK CANADAClassic Gourmet Coffee:Pat Rufino’s parents founded Concord, Ont., roasting company Classic Gourmet Coffee a few decades ago. Since beginning to offer fair trade coffees in 2004, he’s received a growing number of questions about ethical certifications. “Customers want the transparency and integrity that comes from an independent, third-party certification,” he remarks.

Rufino is the first to admit that oftentimes restaurants will wow patrons with their food, and then disappoint them with their coffee. However, he says that 99 per cent of his company’s clientele has the same dedication to quality and sustainability as his company does.

As an example, he brings up Brad Long, Executive Chef of Belong Catering at Toronto’s Evergreen Brickworks. A long-time friend of the company, Long exclusively offers guests a Fairtrade certified and organic certified brew.

Aramark Canada Ltd.:Karen Williams, director of nutrition program development shares Aramark Canada’s fair trade journey. A vendor of Fairtrade certified coffee since 2007, Aramark has seen the demand for fair-trade coffee, tea and chocolate grow steadily across the country and throughout the company’s lines of business.

In 2010, it launched a proprietary coffee brand, proudly serving 100 per cent Fairtrade and Fairtrade organic coffee, and it has integrated Fairtrade promotional periods to its 2014 marketing calendar.

When asked why Aramark continues to deepen its commitment, Williams answered: “Promoting fair trade is more than just the right thing to do. It is also important for our business to make sure that we are meeting the growing demand of our customers and clients for socially responsible products.”

As for Matthew Healy, his years in the foodservice industry and an ongoing Masters in Hospitality and Tourism will mesh nicely with Fairtrade Canada’s 2015 focus on the out-of-home sector. He’s convinced that business owners want to do the right thing, and says that “the few who don’t care, don’t last.”

“With the help of Fairtrade certified coffee, farmers are putting children in school, giving women a voice, transforming communities and seeing renewed hope. Hope – that’s ultimately what Fairtrade is about.”

COFFEE


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The joys and challenges of passing the torch to the next generation

SUCCESSION PLANNING

FAMILY FOOTSTEPS


Boston Pizza franchise owner Barry Arndt

and sons Dan and Andy.

In many sectors of the corporate business world, succession planning is crucial for ensuring the ongoing success and continuity of the business. In the restaurant industry, which traditionally has a much larger share of family or independently owned businesses, succession planning can be a bit trickier. Frequently, when a foodservice business owner starts thinking about retirement, thoughts often turn to younger family members who might be able to carry the torch for future years. While a successful transition is definitely possible, there are also challenges and concerns.

FAMILY FOOTSTEPS

In this roundtable discussion, CRFN asked a panel of s u c c e s s f u l C a n a d i a n restaurant owners about their experience in passing the business torch to their adult children. Here is what they had to say:

ROUNDTABLE PARTICIPANTS:

Barry Arndt, Franchise owner, Boston Pizza, EdmontonAdult children involved in the family business: Dan, 31, and Andy, 26.

Roberto Martella, Owner, Grano, TorontoAdult children involved in the family business: Bianca, 26, and Luca, 25.

Tom Goodchild, Owner/Founder, The Sawmill Restaurant Group, EdmontonAdult children involved in the family business: Tasker, 37, and Sterling, 21.


Sawmill Restaurant Founder Tom

Goodchild and sons Sterling and Tasker

SUCCESSION PLANNING

What inspired your children to enter the restaurant industry and what has the transition been like for your business?Barry Arndt: My sons recognized the fact that their careers and the success they achieve will generally be established on the opportunities they have in which to prove themselves. Our family has a great lifestyle due to our commitment to the Boston Pizza brand and the success it has provided; and with this, Dan and Andy both decided on their own that they wanted the opportunity to prove themselves in the business. Dan and Andy have post-secondary degrees from the University of Alberta and had the opportunity to pursue a career path in many fields, but they both understood the commitment requ i red in the restaurant industry and chose to follow in the family footsteps of Boston Pizza. My portfolio has many prospects for management and ownership, and it was not difficult to find the proper fit for them.

Roberto Martella: Grano was created as a cultural expression as much as a culinary and commercial enterprise. It was an attempt, unconciously, by (my wife) Lucia and I, to address the disconnect between the Italy of post-WW II immigration and that o f contemporar y Ita ly which benefited by an economic boom and modernization. It seems fitting, then, that such a personal enterprise should include offspring born above the shop and immersed into it.

Tom Goodchild: My oldest son Tasker, at the very young age of six, decided that he wanted to be involved in our company. At age 10,

after my wife and I had divorced and he had moved to Florida with her, Tasker declared as he boarded the plane that he would be back to join me in the restaurant business. True to his word, the day after he graduated he moved to Vancouver where he started working in my Hard Rock Café there and has been working in the business ever since. He is now Managing Director of our company. My younger son, Sterling, is currently cooking and waiting tables and will be attending the Northern Alberta Institute of Technology in September for a business management program. Ultimately, it was Tasker’s and Sterling’s own decision to enter the industry.

SUCCESSION PLANNING


Grano owner Roberto

Martella and daughter

Simona

SUCCESSION PLANNING

What skills or characteristics do many in today’s younger generation have that are beneficial to becoming successful in the foodservice industry?BA: Part of becoming successful in today’s foodservice industry is the need to work “smarter” vs. “harder.” Our business has become increasingly complicated over the years and working hard is only one small part of the equation now. Our younger generation is built to look at innovative ways to approach our business challenges, and our fast-paced, multi-faceted industry provides many opportunities to test new ideas.

RM: Youth is not wasted on the young! By their very nature they are creative and experimental and see things through eyes and spirits not informed by 30 years of doing the same activity.

TG: The younger generation today is extremely different from when I was a kid. I used to work 18 hours a day, six or seven days a week, for years and years. I feel that some of the younger generation may not be prepared to put into the industry what is required to ensure that our customers are looked after. However, I also think that there are a lot more opportunities available to them today for them to consider it as a true profession. There are many training systems and educational programs that weren’t available when I first got started in the business. This industry is changing daily and I believe that formal training and education is an absolute necessity. As a company, we are constantly training and upgrading our staff ’s skills and I think it is imperative that we help people acquire the right skills to succeed in the industry.

What are the biggest challenges to having children or family involved in the business? BA: I suggest the new generation does not have a balanced perspective of the total commitment the business has required throughout the years. There were many struggles and challenges in the early stages of the business that the children are not aware of – they see the business from the current mature or advanced phase. Also, with family members, there are more politics involved in the management of the company, as discussion within family tends to be more honest, emotional, and abrupt than non-family.

RM: On occasion, blood and olive oil create a challenging business “condiment.” It is easy for a parent or child to say things to each other, sometimes bordering on toxic, which a normal employee never would or could. There is an emotional history there.

TG: I have had very few challenges because I have been fortunate to work with family members who really want to be in the industry.

What advice would you give to other business owners who want to pass the torch to their younger family members?BA: I suggest that younger family members must earn their opportunity to become involved in the business – a sense of entitlement by family members will not work. This industry is tough, and an owner’s desire to pass the torch must be outweighed by the family members’ commitment and passion to succeed.

RM: Potential familial involvement in our business has to be a mutual undertaking with the emphasis on the young person's willingness. In our case, all four of our children were involved on weekends, during summer vacations and such, however only two, Bianca and Luca, are now involved on a full-time basis. They along with their mother, Lucia (chef at Grano) and aunts, Maria, Flora and Carla, have and continue to contribute to the blood-and-olive-oil mixture.

TG: My best advice would be to ensure that their children want to be in this business. Do they want to be in the business because Mom and Dad are successful or making a certain amount of money? Or are they getting into the business because they are passionate about it? If you do not have passion for the public and the industry, well, you cannot teach that. You cannot convince your children that they should buy into whatever program you may have. Making money should be secondary.

Family Successions: Managing the EmotionsAccording to Theodore Homa, Senior Partner, BDC International Consulting Services: “Emotional issues can create a volatile dynamic in family businesses. These entrepreneurs often have made personal sacrifices to keep their companies afloat, so it’s hard for them to separate business and personal relationships,” he says. “In the end, those emotions can get in the way of making decisions that are good for the business.”Homa provides these pointers to help business owners proactively manage emotional issues in family successions:• Give yourself a lot of lead time to plan and execute—realistically at least two years. Family business transitions take much longer

than one realizes.• Formalize your family succession plan to avoid disagreements down the road. Maintain an open dialogue with family members

about your plans and get them involved. Keeping them out of the loop can simply sow family discord.• Create trust in your decisions, especially when it comes to the transfer of leadership. When you choose who will take over the

helm, communicate a clear action plan to family members and employees. Reassure them that you have the mentoring and training in place to develop your successor in all aspects of the business.

• Define roles and responsibilities and even put them in writing. For instance, a family member might be a stakeholder in the business, but that doesn’t mean that he or she automatically has the right to be involved in daily operations. By clarifying these roles, especially in areas such as what is the purview of management in running the business on a daily basis versus what is required for governance of the business, you can avoid unnecessary misunderstandings.

Excerpted from Family Successions: Managing the Emotions, www.bdc.caFull article: http://bit.ly/familysuccessions


CRUNCHING NUMBERS

Industry Forecast HighlightsIndustry Forecast Highlights

Source: Conference Board of Canada, TD Economics and Restaurants Canada

Note: * Commercial foodservice sales includes full-service restaurants, quick-service restaurants, caterers and drinking places. ** Includes commercial and non-commercial foodservice

With the release of the 2014-2018 Restaurant Industry Forecast at the end of September, here is what to expect for the economy, consumer spending and the restaurant industry for 2015 and beyond: Note: Members can download their copy of the Restaurant Industry Forecast by logging in at restaurantscanada.org and visiting the research page.


Real GDP in Canada

in 2014: 2.0%Real GDP in Canada

in 2015: 2.7%Real GDP in United

States in 2014:

2.3%Real GDP in United States in 2015:

3.2%

Disposable income

growth in Canada

in 2014: 3.8%Disposable income

growth in Canada

in 2015: 4.3%

Province with the strongest economic growth in 2015:

Alberta (+3.2%)Province with the weakest economic growth in 2015:

Newfoundland and Labrador (+0.7%)

Commercial foodservice sales* in Canada in 2014: $57.5 billionCommercial foodservice sales* in Canada in 2015: $59.8 billion

Segment with the strongest growth in foodservice sales between

2014 and 2018: CaterersProvince with the strongest growth in foodservice sales between

2014 and 2018: Alberta

Foodservice share**

of the total food dollar in 2014: 38.1%Foodservice share**

of the total food dollar in 2018: 38.6%

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1 sandwich

For more information on this product, contact your Saputo Foodservice Representative.

Caprese Style Sausage SandwichCaprese Style Sausage Sandwich1

5 mL (1 tbsp)125 mL (1/2 cup)

5 mL (1 tsp)113

mild Italian sausageOlive oil, to tastebalsamic vinegarwild arugulabalsamic vinegarciabatta roll, halved and toastedsmall ripe tomato, slicedslices of Saputo Mozzarina MediterraneoSalt and freshly ground pepper, to taste

Yield: 1 sandwich

In a saucepan, blanch the sausage in boiling water for 5 minutes. Drain and reserve.

In a skillet, sauté the onion in a little oil until caramelized. Add the first amount of vinegar and cook over medium heat until evaporated. Set aside.

In a skillet, cook the sausage in a little oil, just to brown. Set aside.

In a bowl, toss the arugula with a little oil, the second amount of vinegar, the salt and pepper. Place on the bottom half of the toasted roll and arrange the tomato and Mozzarina Mediterraneo slices on top.

Cut the sausage in half lengthwise and place on top of the cheese.

Garnish with caramelized onions and close the sandwich.

BRING THEM TO YOUR TABLEWITH FRESH MOZZARELLA!

At Saputo, we pride ourselves on the dedicated craftsmanship of our expert cheese-makers. The result is a cheese of unparalleled quality and taste. Few cheeses offer such

versatility in the kitchen as does fresh Mozzarella! A soft cheese with a delicate creamy taste, it is the ideal cheese for Caprese salads and sandwiches, tossed in hot pasta or melted on a pizza. Quick and easy to prepare, it marries well with a multitude of ingredients. Bring them to your table with fresh

Mozzarella and tantalize their tastebuds with every bite!

At Saputo, we pride ourselves on the dedicated craftsmanship of our expert cheese-makers. The result is a cheese of unparalleled quality and taste. Few cheeses offer such

versatility in the kitchen as does fresh Mozzarella! A soft cheese with a delicate creamy taste, it is the ideal cheese for Caprese salads and sandwiches, tossed in hot pasta or melted on a pizza. Quick and easy to prepare, it marries well with a multitude of ingredients. Bring them to your table with fresh

Mozzarella and tantalize their tastebuds with every bite!

15 minutesPreparation: 15 minutes 25 minutesCooking: 25 minutes

MD/®

www.saputofoodservice.ca

CRFN Sept

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Transcript of CRFN Sept