Restaurant Manager Role | Vic Road Kitchen, Auckland

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Restaurant Manager role

Vic Road Kitchen is a busy bar / restaurant located in Devonport, North Shore. Since opening in March 2018, we have steadily grown busier and are now looking for an experienced Restaurant Manager to join the team.

The role will involve:

• day to day running of front of house shifts including management of staff and over-seeing service
• running sole-charge shifts including opening, set up, close down and cash up
• management of reservations, function enquiries and walk-ins
• problem solving, smoothing out service issues and / or dealing with customer issues or complaints
• weekly staff rostering
• fostering an enjoyable and fair work environment for staff members
• input into the wine list and over-seeing of wine / beverage ordering and stock-takes
• reporting back to manager on service, takings and / or issues that need addressing
• contribution into ideas/ policies or procedures to help improve service, staff management or our offering to

The ideal candidate must have:

• at least two years experience in a similar role
• excellent service standards and a good understanding of hospitality business
• good managerial practices and experience managing teams
• solid understanding of NZ wines and beers
• Good understanding of food items, ingredients and preparation of dishes
• Excellent communication skills both with staff and customers
• Experience working with POS systems and online rostering systems is a plus.

If this role sounds like the challenge you need, then please send your CV and a cover letter to:
Applicants for this position should have NZ residency or a valid NZ work visa.

Thai Chef | Soul Thai, Auckland

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Thai Chef…..Soul Thai Takeaway and Home Delivery

A Thai Chef is required for busy Thai Takeaway.

Duties include:

Preparing Authentic and Traditional Thai Cuisine
Writing new Thai Menus and ordering,sourcing and restocking food items as required
Preparation of appetisers ,sauces and curries
Preparation of meats and vegetables

Must have at least three years experience in cooking Thai cuisine in reputable Thai Restaurants either in New Zealand or Thailand
Must have a National Skill Standard Test certificate as issued in Thailand

Send application to or phone o93028888 or 0226271887 for further details Michael Bennett

DineAid fundraising campaign for Christchurch

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We have been contacted by a number of members who want to know how to show their support for the families directly affected by the Christchurch attacks and our Muslim community. We are getting behind DineAid, who have started a month long campaign to raise money for those in need.

There are 2 fund-raising options to choose from:

  1. Ask your customers if they would like to add a voluntary DineAid $2 to the bill for the table. 
  2. Create a special(s), where for each dish sold you’ll donate $2 to DineAid.

With DineAid, every single dollar raised get passed on to those in need.

You can get started today. Click here to download collateral to show your involvement to your customers and email so we know you are participating. At the end of April we’ll be in touch so you can pass on your donation.

Thank you for your support!

Kind regards

Marisa and the Restaurant Association Team


Emergency information for Christchurch members

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We are all in shock regarding the attacks that occurred in Central Christchurch.

Our deepest sympathies are with all of those people who are affected.

Employment / Business guidance

There may be some businesses who were affected by the central city lock down and any advice over the weekend for people to stay away from some areas of the city, so we have compiled information for you to consider in managing how this affects your business. Please click here to access our emergency guideline for this situation.

Wellbeing and health

A crisis or traumatic event can trigger overwhelming emotional responses, while not all people will be impacted in the same way. There are some who will feel no personal impact at all and require no help but there will be others on an emotional rollercoaster. Our partners, EAP Services have produced some information on identifying and minimising stress in yourself and your team members. Access this information here and do seek help if you need it. There is also a national helpline that has been set up for anyone who needs to talk – the number for “Need to talk” is 1737. You can call or text.

Hospitality community fund raising campaign

We have also been contacted by a number of members who want to know how to show their support for the families directly affected by the Christchurch attacks and our Muslim community. We are getting behind DineAid, who have started a month long campaign to raise money for those in need. Find out more about getting involved here.

Advice for tourists

Christchurch NZ are updating advice here and you may find this useful when talking to tourists.

Please heed the advice of NZ Police to keep yourself and others safe and please take care during this extremely dark and tragic time for the city and New Zealand.

If you need to talk to the Restaurant Association, call the helpline on 0800 737 827.

Marisa & the Restaurant Association Team

Front of House | Patio Rose Cafe, Tauranga

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Our cafe – Patio Rose, is a busy cafe situated at the Tauriko end of Cambridge Road in Tauranga.  It is part of the Villa Ridge Garden Centre complex, but is a popular cafe in it’s own right.

We are a small close knit team, committed to consistently delighting our customers with great food, perfectly made coffee and friendly service.

We are looking for someone who can work 4-5 days per week (approx 30-35 hours per week).  Hours are based on a 7 days roster.  THIS POSITION WILL INCLUDE AT LEAST 1 WEEKEND DAY.  Flexibility around start and finishing times is essential.

The cafe operates between 7.00am and 4.00pm.

Our ideal candidate will be a strong all rounder with:

  • A minimum 2 years Barista/FOH experience
  • A genuine flair and passion for making the perfect cup
  • A friendly personality, with initiative and motivation
  • Able to work well in a small team
  • Great communication skills with a strong customer focus
  • The ability and willingness to turn your hand to other tasks in the cafe
  • Pride in your appearance, a great smile and a positive attitude.
  • Ability to work well under pressure.

If this sounds like the position for you, we’d love to hear from you.  Please send a Cover Letter telling us about yourself and your experience, along with your CV to our email;

The future of work skills training in New Zealand

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The Education Minister recently released a set of wide-ranging proposals to strengthen vocational education so that school leavers get high quality training opportunities, employers get the skills they need, and New Zealanders are better equipped for the changing nature of work.

The Coalition Government proposes to establish a unified, coordinated, national system of vocational education and training.

The proposals are:

  • Redefined roles for education providers and industry bodies (Industry Training Organisations (ITOs)) to extend the leadership role of industry and employers;
  • Bringing together the 16 existing ITPs as a one entity with the working title of the New Zealand Institute of Skills & Technology with a robust regional network of provision; and
  • A unified vocational education funding system.

Chris Hipkins, the Education Minister states:

“At a time when we’re facing critical skill shortages, too many of our polytechnics and institutes of technology are going broke.

“The strong labour market is encouraging young people to move directly into the workforce rather than continue in formal education, when it needs to be smarter and accommodate both. And our system isn’t geared up for the future economy, where re-training and up-skilling will be a regular feature of everyone’s working life.

“Instead of our institutes of technology retrenching, cutting programmes, and closing campuses, we need them to expand their course delivery in more locations around the country.

“It’s time to reset the whole system and fundamentally rethink the way we view vocational education and training, and how it’s delivered. – Chris Hipkins

“We would also ensure there’s strong regional influence in the New Zealand Institute of Skills & Technology through the proposed formation of Regional Leadership Groups which would identify the needs of the local economy and become a key link between local government, employers, iwi and communities.

“The development of courses and programmes would be consolidated, improving consistency and freeing up resources to expand front-line delivery.

There will be more sharing of expertise and best-practice, and more use of online, distance, and blended learning. “The Government envisages that the New Zealand Institute of Skills & Technology, and perhaps also wānanga, host Centres of Vocational Excellence (CoVEs). These power houses of expertise could cover key sectors and industries, which could be broad (eg, agriculture) or specific (eg, viticulture).

“Our proposals aim to ensure that the system is easier to navigate and provides the skills that employers and employees need.

“What we are proposing is ambitious, but it needs to be. We cannot continue to tweak the system knowing that the
model is fundamentally broken, and isn’t delivering our workforce the skills that they need to thrive.

“Every New Zealander has a stake in vocational education. I encourage everyone to have their say and I look forward to hearing your feedback. The proposals released today may go ahead in this or another form, but the Government won’t make any decisions until we have heard and carefully considered feedback from this consultation process,” Chris Hipkins said.

Public consultation is open until 27 March. The Restaurant Association will be sending a survey to members so that you can share your feedback on the proposals and help to inform our submission.

The consultation documents and other decision making documents and advice can be found here:

Strategies to overcome the minimum wage increases

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If one-third of your costs rose by 20% over three years, would your business survive?

My first employer doubled my wages every year until Prime Minister, Sir Robert Muldoon, instigated a wage and price freeze to curb inflation. My employer was my Dad, I was aged six, and an increase from five cents to ten cents a week wasn’t going to hurt his dairy’s finances. The minimum wage increases are a different story.

Date Min. Hourly
% Increase from
March 2018 $15.75 ~
April 2018 $16.50 +4.8%
April 2019 $17.70 +12.4%
April 2021 $20.00 +27.0%

On 1 April 2019 the minimum wage will rise to $17.70/hour, rising to $20/hour by 1 April 2021.1 Workers on higher wage rates will want to keep relativity to the minimum wages. ANZ analysts suggest that a typical hospitality business could see an overall wages and salaries increase of 20% between March 2018 and April 2021. Sales would need to increase by 7%, or other costs decrease to compensate.

Your businesses already struggle with skilled labour shortages and stress for overworked owners. Now is the time to prepare for change.

Values, purpose and uniqueness

If your values, purpose and uniqueness resonate with your customers, they will be back time and again. The right business strategies will incorporate these. Your business’s core VALUES are at the heart of what you do. It provides clarity and makes decisions easier. When your actions align with your  values, you feel confident and at peace. If a behaviour annoys or upsets you, it may be that it is in conflict with your core values. It reflects in the look and feel of your establishment and the food you serve (e.g. Fast and Fresh, Tranquil, Family Friendly).

If your customers and employees relate to your PURPOSE, they will remain loyal. According to Simon Sinek, the Wright Brothers were the first team to achieve motorised flight because their purpose was inspirational.(2) Your purpose may be to share your signature style of cuisine with the world, to feed families with wholesome food or it may be to build neighbourhood communities.

If you offer a UNIQUE experience, then you can price accordingly. Dans Le Noir at Rydges Auckland has a blacked out restaurant with blind wait staff. Customers are led into the restaurant in single file, cannot see to eat, and have a few giggles when a neighbour spills a drink. They leave with more empathy for the visually impaired.

Basic Business Strategies
Sell More

  • Increase prices
  • Upsell
  • Flexible menu pricing
  • More advertising

Increase Capacity

  • More tables
  • Breakfast service
  • Extra dinner service
  • Rent space and equipment
  • Customer experience
Additional Services

  • Rent space and equipment
  • Customer experience

Reduce Overhead Costs

  • Better utility plans
  • Negotiate interest terms

Cut Staff Hours

  • Owner works longer hours
  • Reduce other staff benefits
Reduce Food Costs

  • Flexible menus
  • Seasonal produce
  • Reduce portion sizes
  • Supplier agreements

Improve Efficiencies

  • Automate booking and/or
    ordering systems
  • Improve workflow
  • Cut wastage

Business strategies

In a recent poll, two-thirds of hospitality employers told the Restaurant Association they would raise prices in response to the higher minimum wage. But raising your prices too high will cause customers to go down the road or dine at home. Look at the table of strategies and compare it with your values. Which strategies align? If you adopt one strategy, what is the flow-on effect? What else would need to change?

Forecasting and budgeting

With business strategy in hand, how will you pay for it? Will you see a positive return from the effort? With the help of your accountant or bookkeeper, create a monthly or weekly budget of your expenses and capital expenses. Forecast your expected revenue, considering seasonal fluctuations. Work out how much extra investment and borrowings you will need.

The minimum wage is rising and with it your labour costs, so the impact for your business will be huge. Increasing
menu prices and working longer hours are not the only answers to this problem. Will you be ready with a clear strategy that aligns to your values, purpose and uniqueness?

Download Serena Irving’s “Business Strategies to Overcome the Minimum Wage” webinar from her 90-minute workshop in February 2019:\/view_webinars

Serena Irving is a Chartered Accountant, Accredited Business Mentor with Business Mentors New Zealand, Distinguished Toastmaster and Associate Member of the Restaurant Association of New Zealand. Serena is a regular contributor to Savour magazine. JDW Chartered Accountants Limited are based in Ellerslie, Auckland and have partnered with clients, including hospitality clients, for 60 years.

021 463 086    |    |



What to do when Inland Revenue calls

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When Inland Revenue says your business is to be audited, the most important things to remember are: be prepared and don’t panic. You may even come out of it with a tax refund.

Who gets audited?

Inland Revenue can audit any business. It uses a range of methods to select who to audit, but won’t disclose the reason you have been chosen.

How it works

Inland Revenue may sample your records to see if an audit is needed. If everything is okay, the inquiry ends there and Inland Revenue will confirm you won’t be audited.

If an audit is necessary, you’ll get a letter telling you what records Inland Revenue needs to see, with an information sheet on how the process works. Usually, Inland Revenue will follow up with a face-to-face interview to learn more about your business and answer your questions.

Some audits focus on a small part of a business. In these instances, Inland Revenue may not need to meet you and may instead choose to conduct the audit by email or through your tax agent. If you have not given consent to receiving emails, you will receive letters instead.

A basic audit will look at your business records, such as:

  • ledgers
  • journals
  • invoices
  • payroll records
  • bank statements.

More information might be looked at, depending on the nature of the audit.

How long do audits take?

Audits, like the businesses they look at, are all different. At the start of the process, Inland Revenue will give you an estimate of how long it thinks the audit will take.


Near the end of the audit, Inland Revenue will meet you again to discuss its findings. It should be clear at this point if you’ll get a refund or need to pay more tax.

The auditor will also tell you where you’ve gone wrong and how to put things right.

Source information for this article from MBIE.

For more information contact the Restaurant Association Helpline on 0800 737 827 and check out RA ComplyHub for comprehensive information on all your business compliance obligations.

Chef | The Local Waiheke, Waiheke Island

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Chef position Waiheke Island

The Local is looking for an experienced Chef, full time position. Must be able to work in a fast-paced environment, be committed to leading a team and have good communication skills.

Email or phone Simon 021307206

Changes proposed for employer-assisted visas

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It is already clear that employers will be significantly impacted by legislation changes in 2019. The Government is consulting on proposals that, if they come into force, will dramatically affect the process around employer-assisted temporary work visas.

The Government says the proposals have two strategic objectives: firstly, for employers to place more New Zealanders into jobs (which help businesses to grow and thrive, and result in better jobs for New Zealanders); and secondly that temporary migrant workers, when they are employed, are not exploited and have wages and conditions that are consistent with New Zealand values.

The proposed changes include:

  • introducing a new framework for all employer-assisted temporary work visas which will be employer-led, rather than migrant-led,
  • replacing the Essential Skills in Demand Lists with Regional Skills Shortage Lists
  • introducing sector agreements with sectors which rely heavily on migrant labour
  • improving alignment of the immigration, welfare and education systems.

As indicated above, one of the critical changes the proposals would introduce is replacing the current essential skills in demand lists. However, it will affect all skilled and lower-skilled temporary migrant workers and employers across the six employer-assisted temporary work visa categories: Essential Skills including the Essential Skills in Demand Lists (ESID), Approval In-Principle, Talent (Accredited Employer), Work to Residence – Long-term Skill Shortage List Occupation, Silver Fern (Practical Experience), Silver Fern (Job Search).

What are employer-assisted temporary work visas?

Around 20 per cent (47,000) of the 230,000 temporary work visas issued in 2017/18 were employer-assisted, where an employer can demonstrate through labour market tests that there are no suitable domestic workers available. The Government says (and most employers would agree) that the current system is complex and does not respond sufficiently to sectoral or regional differences in the labour market. The new framework will combine the six visa categories into one and will switch from being migrant-led to be employer-led. Overall, the proposals will ensure that access to work visas is better matched to where there are genuine and high skill needs, and that the system provides more incentives and support for businesses to employ more New Zealanders.

What impact will the proposed framework have on employers?

The Government says that the changes as a whole will provide more certainty for employers who meet the required standards, make for faster processing for employers hiring subsequent migrants, and support better compliance and assurance processes. The new framework would initially require more upfront investment for most employers however this is balanced with longer-term ease and certainty.

Public consultation is open until 18 March. The Restaurant Association is inviting members to share your feedback on the proposals by participating in our member survey . This feedback will help to inform our submission.

Further information:

Following is a short overview of some of the key changes:

The gateway framework

All applications for the new visa category would be processed through a new gateway framework:

  1. The employer gate;
  2. The job gate where checks make sure no Nzer is able to fill the job the employer is recruiting for; and
  3. The migrant gate where checks are made on a migrant worker’s identity, health, character and capability.

Employer accreditation

Central to the new frame-work is that it is employer-led rather than migrant-led. This means that all employers would need to be approved or accredited before they could recruit migrant workers. It is proposed that compulsory employer accreditation is introduced for all employers who want to recruit temporary migrant workers. The Restaurant Association’s biggest concern here is the cost that employers will be faced with as a result of the new accreditation programme. New fees would be introduced and would include a transfer of some costs from migrants to employers, as well as a ‘more general increase in fees’ to reflect accreditation requirements.

There will be three different accreditation groups with different standards, incentives and duration – standard accreditation, labour hire company accreditation and premium accreditation. Accreditation will require employers to demonstrate that their business practices:

  • Incentivise training and upskilling of New Zealanders
  • Put upward pressure on wages and conditions
  • Meet minimum immigration and employment regulatory standards to minimise the exploitation of migrant workers
  • Maintain the integrity of the immigration system

One of the Restaurant Association’s biggest concerns here is the cost that employers may be faced with as a result of the new accreditation programme. New fees would be introduced and would include a transfer of some costs from migrants to employers, as well as a ‘more general increase in fees’ to reflect accreditation requirements.

Many employers in the tourism and hospitality sector are small business and we have concerns that these additional costs  may result  in them being ‘locked out’ from using migrant workers forcing them to scale back their business activity or even close. In our submissions we are actively campaigning for alternatives to employers bearing additional costs.

We do have concerns that the level of compliance placed on employers under the premium accreditation is beyond the resources and capability of many smaller businesses and we are advocating in our submissions that the threshold for requiring premium accreditation should be increased to more than 10 employer-assisted migrant workers. It is currently being proposed at more than 5.

Remuneration thresholds adjusted

Another benefit is the proposal that no labour market test will be needed for workers paid a sufficiently high remuneration, although as an industry sector with generally lower than average wages, it remains to be seen if many empoyers will be able to benefit from this proposal. The Government generally consider that the higher the remuneration, the higher the skill level. It is proposed that the highly paid threshold is:

  • 150 per cent of the national median income (currently $25.00 per hour or $52,000 annually) for premium accredited employers; or
  • 200 per cent for all other employers.

Regional skills lists and sector agreements

While the Restaurant Association considers that our skill shortages generally apply across all regions, discussion is also being invited to address the considered need to be more responsive to labour market challenges at regional level. This includes developing a greater understanding of the different needs of regions and sectors and of the mechanisms and initiatives that are already in place.

The skills shortage lists will be recast by region when they are published next in April 2019 and renamed as Regional Skills Shortages (RSS) lists. The Government says this will better reflect the skill shortages that exist in the regions and provide a stronger signal to temporary migrants of opportunities in regional areas.

Sector agreements are also proposed to be negotiated with representative industry bodies, including the Restaurant Association. Once in place it is proposed the agreements will be made compulsory for employers seeking to recruit migrants in that sector.

The agreements aim to provide certainty for employers in industries, like the hospitality industry, that rely heavily on migrant workers. In return for that certainty, employers will need to make commitments including the commitment to employ more New Zealanders over time and reduce their reliance on migration. The agreements would set out specific occupations covered by the agreement, employer accreditation standards, how the labour market test will be applied, required wages and conditions, caps on the total numbers of migrant workers that can be recruited, training commitments and any special regional or other considerations. Of benefit to the hospitality industry, this would also address situations where standard visa application processes and the ANZSCO framework don’t adequately fit the skill and occupation structure of the sector.

The agreements would last for three years and then be renegotiated to reflect changing conditions. Consultation for the tourism and hospitality sector is proposed to get underway in mid-2019 with the expectation that the agreements could come into effect by early 2020.


Implementation timeframes for the new gateway framework are aggressive, with final decisions announced by Government in mid-2019 and some proposals to be implemented as early as August 2019.

The sector agreements for the tourism and hospitality sector will begin negotiation in mid-2019 with the expectation that the agreements could come into effect by early 2020. The gateway framework would be fully implemented between April and June 2020

We have concerns about the implementation timeframes, in particular:

  • Whether MBIE has the capacity to implement the changes, for example, processing the accreditation applications in reasonable timeframes;
  • The short timeframes for MBIE to consider sector feedback and develop final policy proposals.
  • The ability to negotiate, and implement, sector agreements within the prescribed timeframes.

The Restaurant Association welcomes a review of the current visa system, as feedback from members is that change is needed. We have been actively advocating for changes that assist our member businesses with the least compromise. Consultation on the proposals is open until March, 2019 to all individuals, groups and organisations. Final decisions will be announced by mid-2019. with the intention that the gateway framework is operational by mid-2020.

FoodService Account Manager – NZ Premium Foods

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Foodservice Account Manager

• Progressive New Zealand owned wholesale food distribution company
• Use your sales experience to build relationships
• Supportive environment with career progression opportunities

About Us

NZ Premium Foods is a company driven by a passion for quality and service. They offer a unique range of food, for the foodservice sector. They have developed food products, created a well-known brand, foodies for food lovers and are market leaders with several of the products. They are successfully marketed and distributed throughout New Zealand and internationally too.

The Role

An exciting opportunity has arisen for an experienced, resourceful and dynamic Account Manager to join the NZ Premium Foods team. Located in Ellerslie, Auckland, the position plays a significant role in key account management and market development throughout New Zealand.

In this position you will drive sales across a range of foodservice clients throughout New Zealand. You will be provided with a challenging group of key clients which you will be tasked with developing along with locating new potential customers.

You will be goal-oriented with a knack for negotiation and customer relations. You’ll have a proven track record of developing new business, as well as maintaining robust client relationships.

Essential Qualities and Skills

• NZ citizenship, or working rights.
• A full and clean driver license.
• 3+ years’ experience in B2B / key account sales, preferably in the foodservice sector.
• A hunger to develop valuable relationships and uncover new business.
• Commercially driven with financial analysis skills.
• The ability to communicate confidently, both verbally and written.
• Passionate about premium niche products and Kiwi cuisine.
• Proficient in developing promotional plans.
• Successfully able to manage events, train teams and present to groups.
• Detail oriented, and able to work efficiently, effectively and autonomously.


Successfully built a formidable reputation in this sector.
Previous chefs experience.
Computer Skills using Word, Excel, PowerPoint, Publisher and Xero.
Comfortable with administration duties.


A competitive package plus bonuses for beating targets.
A great working environment.
Entering at ground level of an emerging business providing plenty of opportunities and the potential for growth.

All applicants are treated as private and confidential. If this role sounds like you, apply to Catherine by clicking the apply button now. Applications close Wednesday 13 March 2019. We require a full criminal history check. Start date mid to late April 2019. Only successful applicants will be contacted.

Technology driven restaurants and plant-based menus top list of NZ dining trends

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Survey of hospitality owners cite plant-based menus, technology and delivering exceptional experiences as 2019’s top dining trends

Vegan and vegetarianism, increased use of technology and offering exceptional experiences to diners.  These are some of the key trends expected to make an impact on the New Zealand food scene this year, according to recent research by the Restaurant Association.

The Restaurant Association, an industry body that represents more than 2300 hospitality businesses nationwide, asked its members to weigh in on what they think will be the hottest trends in 2019.

The survey conducted this month asked respondents to share what they thought would be the biggest hospitality business, and food and beverage trends for the year ahead. The move to plant-based food came through as the single biggest trend with one third of respondents forecasting its growth.

“The global trend towards wellness coupled with a focus on environmental concerns and animal welfare is having an impact on consumer interest in more plant-based menu items.”

– Restaurant Association CEO, Marisa Bidois

“Many of our members have already adjusted their menus accordingly and offer either vegan or vegetarian food options, and/or have a focus on using local and sustainable produce.”

The use of technology to take customer orders and process payments is also expected to be more prevalent over the coming year as hospitality businesses battle with increasing wage costs and staff shortages.

The interest in hospitality specific technologies in the short term could see restaurants able to offer more digitally forward payments methods as well taking online orders and managing deliveries and bookings.

The role of technology in the hospitality industry is one that is gaining momentum internationally and in the longer term could see us saying goodbye to cash registers, waiters and printed menus and hello to kiosks and tabletop ordering systems giving diners the opportunity to browse the menu, create their order, and pay for their meal without the need for wait staff.

This ordering technology will allow restaurants to manage increasing wage costs and to focus their efforts on back-of-house operations and customer service.

Bidois says that hospitality specific technology has continued to develop at pace over recent years, “The lack of skilled labour and increasing wage costs are putting a huge strain on business owners so the use of technology in restaurants could be beneficial in increasing efficiency and profitability without having to increase costs to diners.”

“However, whilst these systems are good for more casual eateries the higher end establishments still rely on human interaction to enable them to deliver world class experiences to their diners.”

“Good examples of this are physically, through the environment, the way the dish is served, the theatre surrounding it or how the dish is marketed and sold to them, the back story, the history of the producer or the heritage of the ingredients or even the cooking methods. These are all increasingly important considerations in what is a highly competitive industry and are crucial to attracting diners.”

Key findings
  • One third forecast an increase in vegan / vegetarian and plant-based offerings
  • 20 per cent mentioned a move toward greater use of technology
  • 22 per cent forecast a need to deliver exceptional and bespoke hospitality experiences to diners.