Submissions are open for the Crimes Act Amendment Bill. Hospitality operators should take note of proposed changes to criminal law currently making their way through Parliament. The proposals could impact how venues operate and protect their staff.

The Crimes Amendment Bill, introduced in December 2025, contains several provisions with implications for hospitality operators. These include how venues can respond to theft and violence, to new legal risks around employment practices.

Key provisions affecting hospitality

Shoplifting and retail crime

The bill introduces a new shoplifting infringement regime designed to address the retail crime challenges facing businesses across New Zealand. While primarily targeting traditional retail, the provisions could also benefit hospitality venues dealing with theft of goods, equipment, or customer belongings.

Protecting workers from violence

Perhaps most relevant to hospitality operators are the enhanced protections for workers facing assault. The bill creates three new offences specifically for assaults on first responders and corrections officers, with maximum penalties increased.

Expanded citizen’s arrest powers

The bill provides additional citizen’s arrest powers. These potentially give hospitality operators and security staff more tools to deal with immediate security threats, disorderly conduct, or theft on their premises.

Looking ahead

The Crimes Amendment Bill represents a shift in how the law addresses retail crime and violence against workers, with several provisions that intersect with hospitality operations. The enhanced protections for workers facing assault, expanded citizen’s arrest powers, and new infringement regimes for shoplifting all have potential applications in venues dealing with theft, disorder, and patron violence.

However, the practical impact will depend on implementation details, police resources, and how venues adapt their own policies and procedures to work within the new framework. The concurrent wage theft legislation adds another layer of compliance requirements that hospitality operators must navigate carefully.

As the bill progresses through Parliament, hospitality operators are encouraged to remain engaged with the legislative process. Ensure you understand both the opportunities and obligations these changes may create for your businesses.

---

More information

• Find out more about the Bill and how to make a submission here.

Hospitality operators are reminded to prepare for KiwiSaver changes in 2026, including contribution changes coming in the next few months.

Key dates to note

1 February 2026: Employee applications for temporary rate reduction open

Ahead of increases to compulsory KiwiSaver contribution rates, which will take effect from 1 April 2026, from February, your employees can apply to Inland Revenue for a temporary rate reduction to maintain their current Kiwisaver contribution rate.

The application is made by the employee through the Inland Revenue website – the rate reduction will start from 1 April 2026, when the change to the default KiwiSaver contribution rate from 3% to 3.5% comes in.

If an employee’s application is approved, they can stay at 3% for between 3 and 12 months.

Notification process:

As an employer, you will be notified – either by your employee or Inland Revenue – of any KiwiSaver rate reductions that need to be applied to your payroll from 1 April.

You will receive:

• a letter from Inland Revenue advising which employee has been granted a temporary rate reduction and the periods they’ve been granted it for, or,
• a letter from your employee showing the period they have an active rate reduction for, or

Choice to match employees rate reduction

As an employer, you will be able to match your employee’s temporary rate reduction. However, when your employee moves to a higher contribution rate, you will need to increase your employer contributions to the default 3.5% rate that comes into effect on 1 April.

1 April 2026: New contribution rates take effect

Two significant changes come into force on this date:

Increased Contribution Rates

The default KiwiSaver contribution rate increases from 3% to 3.5% for both employers and employees. Any staff member currently contributing at the minimum 3% rate will automatically move to 3.5% unless they’ve successfully applied for a rate reduction.

Hospitality businesses run on tight margins, so this increase will require some budget planning.

Employer Contributions for 16-17 Year Olds

You must now make KiwiSaver contributions for eligible employees aged 16 and 17. Previously, employer contributions were only mandatory for workers aged 18 to 65. This change is particularly relevant for our sector which commonly employs younger workers.

To be eligible, these younger employees must work for you for more than 28 days and meet standard KiwiSaver membership requirements. If they’re already enrolled in KiwiSaver and you weren’t previously contributing, you’ll need to start from 1 April.

Preparing your business

Get prepared now.

• Ensure your payroll systems are set up to accommodate the new 3.5% default rate from 1 April.
• Review your current workforce to identify any 16-17 year old employees who will trigger new employer contribution obligations.

Factor these increased costs into your financial planning for the year.

It is also important to communicate these changes to your team. While employees will receive information from Inland Revenue, proactive communication from you can help staff understand their options.

Looking Ahead

It’s worth noting that this isn’t the final change. Another increase to 4% is scheduled for 1 April 2028. Planning for these progressive increases now will help you manage the financial impact on your business over the coming years.

---

Find out more about the Temporary Rate Reduction here – Inland Revenue website

Marisa Bidois is leaving her role as Restaurant Association Chief Executive. She departs at the end of February after 14 years serving New Zealand’s hospitality sector.

Association President Mike Egan says Marisa’s decision marks a natural transition point. It follows more than a decade of sustained leadership and advocacy for our industry.

“Marisa has been a tireless and highly respected advocate for hospitality and the people behind it,” Egan says. “She has led the sector through some of its most challenging moments with integrity, clarity and an unwavering focus on people.”

A legacy of advocacy and impact

During her tenure, Marisa helped secure major policy outcomes and strengthened industry capability. She guided the sector through COVID-19, natural disasters, and ongoing workforce and regulatory challenges. Her leadership was instrumental in hospitality gaining dedicated Ministerial recognition and progressing long-needed regulatory reform.

Reflecting on her time with the Association, Marisa says she’s extremely grateful for the opportunity to support the industry through some of its toughest times.

“I’m incredibly proud of what we’ve achieved and am deeply indebted to our membership who make up the diverse and resilient hospitality industry in New Zealand,” she says. “To our members: thank you all for the trust, courage, challenge and commitment to our industry—you are what makes this industry so special.”

Continuity and experience

The Association’s experienced leadership team remains in place. This brings an unmatched level of continuity for both the organisation and the industry.

The Association has focused on succession planning and internal capability. Egan says this ensures a smooth transition with minimal member impact.

The Association’s strategic direction is clear, and our focus remains laser-sharp on what matters to our members: representing their interests, building capability, and fighting for the sustainable future the industry deserves—especially in an election year.

---

Read more:

• Hospitality leader Marisa Bidois announces planned departure after 14 years at helm
• Marisa Bidois Departs RANZ, Nicola Waldren Ensures Continuity – Hospitality Business
• Marisa Bidois Steps Down from Restaurant Association – Restaurant & Cafe News

After 14 years delivering for New Zealand’s hospitality sector, Restaurant Association of New Zealand Chief Executive Marisa Bidois has announced a planned departure from her role at the end of February 2026.

Restaurant Association President Mike Egan says Marisa’s decision reflects a natural transition point following more than a decade of sustained leadership and advocacy for our industry.

“Marisa has been a tireless and highly respected advocate for hospitality and the people behind it,” Egan says. “She has led the sector through some of its most challenging moments with integrity, clarity and an unwavering focus on people.”

“During her tenure, Marisa helped secure major policy outcomes, strengthened industry capability, and guided the sector through COVID-19, natural disasters, and ongoing workforce and regulatory challenges. Her leadership was instrumental in hospitality gaining dedicated Ministerial recognition and progressing long-needed regulatory reform.”

Bidois says she is extremely grateful for more than a decade of trust to support the industry through some of its toughest times and feels that the time is right for a new challenge.

“I’m incredibly proud of what we’ve achieved and am deeply indebted to our membership who make up the diverse and resilient hospitality industry in New Zealand. To our members: thank you all for the trust, courage, challenge and commitment to our industry – you are what makes this industry so special.”

The current General Manager of the Restaurant Association, Nicola Waldren, will be stepping up to lead the organisation. Ms. Waldren has been a part of Association’s Senior Leadership team for 20 years and brings an unmatched level of continuity for both organisation and industry.

Waldren says Bidois’ leadership has been unparalleled and acknowledges her service.

“I am excited to continue to champion the voice of our members and our sector to enable a more sustainable and resilient future for the hospitality industry, especially as we approach the election season,” she says. 

Egan says that the Association’s ongoing focus on internal capability and succession planning allows for a smooth transition and limited impact on members.

“We have a strong and experienced management team, a clear purpose and a critical role to play as the sector continues to navigate change,” he says.

He says the Association remains firmly focused on advocating for hospitality businesses, building industry capability, and working constructively with government and partners to support the sector’s long-term sustainability.

Recent severe weather events across the North Island have prompted the government to announce a comprehensive support package for affected communities. The funding includes support for local councils, marae, rural communities, and displaced residents across Northland, Coromandel, Bay of Plenty, and Tairāwhiti/Gisborne.

We’ve summarized some of the support announced as at 1 February, 2026.

---

Government Funding Summary

Mayoral Relief Funds

The government allocated $1.2 million to Mayoral Relief Funds, with each of six affected Councils receiving an initial $100,000 contribution to kick-start local relief efforts:

• Tauranga City Council – $100,000
  • Website: www.tauranga.govt.nz/mayoralrelieffund
• Western Bay of Plenty District Council – $100,000
  • Applications close February 15, 2026
• Thames-Coromandel District Council – $100,000
  • Fund is now open for applications
  • Website: www.tcdc.govt.nz
• Tairāwhiti/Gisborne District Council – $100,000
• Northland councils – $100,000
• Coromandel area – $100,000

Marae Emergency Response Fund – $1 million

$1 million was allocated to the Māori Development Fund to reimburse marae that provided welfare support during the January 20-23 weather events. At least 20 marae across five regions activated to support their communities with kai, shelter, power and essential support. Marae across Northland, Coromandel, Bay of Plenty, and Tairāwhiti can apply through their regional Te Puni Kōkiri office.

Rural Support – $200,000

An additional $200,000 was provided to Rural Support Trusts to support farmers and growers affected by flooding and landslips in Northland, Coromandel, Bay of Plenty, and Tairāwhiti.

• Contact: 0800 787 254

Temporary Accommodation Service

The government activated the Temporary Accommodation Service (TAS) through MBIE for people displaced by the weather events in the four affected regions.

• Website: www.tas.mbie.govt.nz
• Phone: 0508 754 163

Western Bay Emergency Response Fund

A joint initiative between Acorn Foundation, BayTrust, TECT, Tauranga City Council, and Western Bay of Plenty District Council to support local organisations, marae, and charities.

---

Key Links for More Information:

• Tauranga: www.tauranga.govt.nz/mayoralrelieffund
• Thames-Coromandel: www.tcdc.govt.nz
• Te Puni Kōkiri for marae reimbursements: Contact regional offices
• Rural Support Trust: 0800 787 254
• Temporary Accommodation Service: www.tas.mbie.govt.nz or 0508 754 163

The government has indicated this is an initial package, with further support expected as ongoing needs are assessed.

Our Helpline is one of your most valued membership benefits, providing expert employment and HR support when you need it most.

From 16 February, 2026, we’re updating pricing for specialized services like formal representation, document drafting, and meeting attendance. Your core membership benefits—initial employment advice, HR support, templates, and resources—remain unchanged.

---

Helpline Costs

Your membership continues to include initial employment and HR advice, access to guidelines, templates, and resources, and ongoing general advisory support through the Helpline. These are our core services where our legally trained experts assist members every day.

To ensure the Helpline remains sustainable and continues to provide high-quality support, we are updating our pricing for services that sit outside core advice and involve formal representation, document drafting, or attendance at meetings.

The following flat fees will apply from 16 February 2026 (all fees are exclusive of GST unless stated otherwise):

Chargeable Services*

• Mediation: $1,500
• Employment Relations Authority (ERA) Submissions: $1,200 – $2,000 (depending on the scope and complexity of work required)
• Employment Relations Authority Attendance (Investigation Meeting/Hearing): $4,500 per day of hearing
• Personal Grievance Response: $1,000
• Record of Settlement (ROS): $750
• Attendance at Meetings (Online):
  • $750 + GST for the first two (2) hours
  • $300 + GST for each additional hour thereafter
• Employee Webinars (any topic): $750
• Drafting Disciplinary Letters: $500
  • NOTE: Free for Premier Members

Pricing on Application
The following matters will be priced on application due to their complexity and scope:

• Liquor licensing issues
• Sale and purchase agreement reviews
• Lease reviews
• Disputes with Council

If you have any questions regarding these fees or require further clarification, please do not hesitate to contact us.

If you are unsure whether a service is included in your membership or chargeable, our team will always confirm this with you before any work is undertaken.

*pricing listed is exclusive of gst

---

Find out more here:

Helpline: About the services we provide

Member Support Hub: Additional resources and tools

Training Hub: for professional development opportunities

While you’re planning your strategy for 2026, you’re probably seeing the same themes everywhere: AI, sustainability, rising costs, changing guest expectations. We’ve reviewed some of the latest global hospitality predictions from leading publications to cut through the noise and identify what to expect in 2026.

The emotional consumer takes centre stage

We’ve all seen how customer habits have fundamentally changed. According to insights from Modern Restaurant Management, guests now seek control, comfort, and emotional fulfillment from their dining experiences. This shift means choices are about balance and agency rather than strict health rules. People want to feel good without guilt, and they’re drawn to brands that project trust, authenticity, and calm.

For operators, this translates to creating experiences that feel meaningful and intentional. As Lightspeed‘s 2026 hospitality trends report notes, guests are dining out less frequently but expecting higher quality when they do.

Technology as an operational essential

The hospitality industry has been gradually adopting AI and automation, but 2026 is when they become essential infrastructure rather than competitive advantages. Industry experts from MRM’s 2026 outlook series highlight that from AI-powered ordering and inventory management to predictive analytics for demand forecasting, technology is helping operators manage tighter margins and staff shortages more effectively.

The focus is on freeing up your team to focus on what matters most: delivering genuine hospitality. Smart scheduling, automated inventory tracking, and data-driven decision-making are becoming standard tools in the modern hospitality toolkit.

Rising costs drive precision and efficiency

According to Orbisk, with food and beverage costs continuing to climb, waste has never been more expensive.

This financial reality is pushing operators toward more accurate prep planning, smarter purchasing decisions, and better waste management. Small inefficiencies repeated daily add up quickly—addressing them is no longer optional.

Sustainability moves from nice-to-have to must-have

Customer expectations around environmental responsibility are higher than ever. According to research highlighted by Orbisk, nearly three-quarters of diners care about how restaurants handle food waste, and almost half are willing to pay more for establishments that demonstrate genuine commitment to sustainability.

For many hospitality businesses, this means it’s time for sustainability efforts to be taken up a level, woven into operations, from sourcing to waste management.

Experience-driven dining

Your customers aren’t just seeking memorable experiences—in many cases they’re expecting them as standard. As noted in Modern Restaurant Management’s industry outlook, multi-sensory dining, immersive environments, experiential activations, and venue programming that creates community are all gaining traction. Lightspeed‘s research emphasises that ‘feeling-first’ dining (“This experience made me feel transported/comforted/amazed/connected…”) is beginning to replace traditional fine dining approaches.

This trend extends beyond fine dining. Even casual venues are finding success by hosting events, creating shareable moments, and turning dining into social experiences that go beyond just the food.

The value equation evolves

With economic pressures continuing, customers are redefining what “value” means to them. Industry analysts note it’s not about price—it’s about the complete experience relative to cost. Diners expect elevated ingredients, transparent sourcing, thoughtful service, and memorable moments.

Smaller, more curated menus focused on quality over quantity are resonating with guests. As Lightspeed describes it, premium simplification—delivering exceptional experiences without excess—is the approach that’s working.

Last-minute decision making

Spontaneous dining is on the rise. According to UK market research, over 40 per cent of diners now make last-minute decisions about where to eat. This shift is tied to hybrid work schedules, the desire for convenience, and a “treat yourself” mindset.

Hospitality businesses that make spontaneity easy through visible online booking systems, real-time table availability, and active social media presence are capturing this growing market.

Looking ahead

The trends shaping 2026 reflect a hospitality industry that’s becoming more intentional, more technology-enabled, and more focused on creating genuine value for guests. For businesses to thrive focus on balancing innovation with authenticity, efficiency with hospitality, and sustainability with profitability.

Understanding these shifts and adapting strategically will be key to success in the year ahead.

---

Sources

This article draws insights from the following industry publications:

• Modern Restaurant Management: The Future Table – Food and Consumer Trends for 2026
• Modern Restaurant Management: 2026 Outlook – Expert Discussion Series
• Lightspeed: Hospitality Trends 2026 – The Year of Intentional Dining
• Orbisk: Top 5 Hospitality Trends for 2026

Access the RA Emergency Information Hub here  

We’re thinking of all our members and teams as severe weather continues to impact many parts of the country on Wednesday 21 January. While conditions are evolving nationwide, at this stage a State of local emergency has been declared for Whangārei, Thames Coromandel and Hauraki Districts and for Bay of Plenty due to severe weather in the North Island. Disruptions are widely expected everywhere.

Although this weather event is different, we recognise that the timing and nature of it may bring back difficult memories of Cyclone Gabrielle for many of you and your teams. We understand this can heighten anxiety and uncertainty, and we encourage you to check in on one another and prioritise wellbeing alongside safety – access our wellbeing tools here.  

The safety of you, your staff, and your whānau is the priority. If you or your business are affected, it’s important to act early and stay informed. Below you’ll find key guidance, including employment considerations during emergency situations.  

Our Emergency Information Hub brings together practical resources and links to external support and updates to help you navigate this period and support your people.

We’ll also continue to share important updates here as they become available. Please take care and look out for one another and if members need to access our Helpline support please contact us on 0800 737 827.  

---

Overarching employment advice for businesses affected by an emergency situation  

• Clear communication is essential. Like all emergency situations, you are faced with an unusual situation, and some of it is probably not covered by employment agreements. Employers and employees need to talk openly and early about what is possible and what support is needed.
• Be flexible and practical where you are able. This is a time for understanding and common sense, with a shared focus on safety and getting through the disruption together.
• Safety comes first. If employees are concerned about travelling to work or about the work they are being asked to do, they should raise this with, you, their employer. Those concerns must be taken seriously and discussed. Employees have the right to refuse unsafe work. Ideally, concerns should be discussed before it reaches that point. If you believe work is safe, clearly explain why and share the steps taken to manage risks.
• Any change in duties must be agreed and safe. If staff are asked to do work outside their normal role (such as clean-up), both sides should be comfortable with this and appropriate safety measures must be in place.
• Work collaboratively. In some workplaces, health and safety representatives or union representatives can help support good decision-making and communication.
• Recognise the human impact. This is a significant event and people will respond differently: Some may need extra reassurance or flexibility. Others may find purpose and stability in helping keep the business running.
• Where possible, keep a simple record of decisions and safety measures taken, and stay aligned with advice from local authorities and emergency services.

---

Employment FAQ’s  

Who decides if workers have to go to work if the business is open?
Employers and employees should talk openly about what is happening at the workplace and reach a mutually agreed plan. Safety must always be the first consideration.  

What if a staff member needs to stay home to care for family?
Flexibility is key. With school closures and other disruptions, employers should discuss staff needs and consider practical solutions such as alternative work, leave, or adjusted hours.  

Whose responsibility is it to ensure the workplace is safe?
Employers (PCBUs) are responsible under the Health and Safety at Work Act. In extreme circumstances, employers may need expert advice to ensure safety and reassure staff.  

What if the business is closed on a usual workday?
Whether employees are paid depends on their employment agreement. Employers should consult staff, consider alternative work or leave options, and document decisions. Any shift cancellations should respect agreed hours and employment agreements.  

Can employees be asked to help with clean-up or work outside their usual duties?
This should be discussed openly. Employers must ensure staff are capable, properly supervised, and provided with protective equipment. Individual safety is the priority, and some tasks may need to be completed by trained professionals.  

What if an employee feels unsafe or refuses work?
Employees have the right to refuse unsafe work. Concerns should be addressed early, with employers explaining why work is considered safe and the measures taken to protect staff.

As our industry continues to navigate rising costs, changing consumer expectations, and tighter margins, global menu trends can offer us valuable clues about where demand is heading next.

The National Restaurant Association’s (NRA) 2026 What’s Hot Culinary Forecast brings together insights from industry experts to highlight the food, beverage, and operational trends set to shape restaurant menus in the year ahead. While the research is US-based, many of the themes strongly align with what we’re already seeing — and can realistically apply — in our local market. Here’s what they predict is hot in 2026.

---

Comfort, nostalgia and “flavour escapism”

NRA say one of the strongest signals for 2026 is the return of comfort food, but with a twist. Diners are looking for familiar formats that offer a sense of escape — flavours that transport them somewhere else without the cost of travel or fine dining.

Globally, this shows up in items like smashed burgers, elevated instant noodles, Caribbean curry bowls, and miso-glazed proteins. The common thread is recognisable, affordable food made exciting through flavour, texture, or global inspiration.

For us in New Zealand, this reinforces the value of:

• Updating classics rather than reinventing menus
• Using global flavour profiles to refresh familiar dishes
• Leaning into nostalgia while keeping pricing accessible

Value still drives decision-making

Even as diners seek indulgence and experience, value remains the single most important factor influencing where and how often people eat out. The report highlights how successful trends often balance comfort with operational efficiency.

The smashed burger is a prime example: lower meat ratios, faster cook times, and reduced waste make it attractive for operators, while still delivering what customers want.

This is particularly relevant in New Zealand’s current cost environment, where menu engineering, portion control, and waste reduction are essential for profitability.

Protein, health and flexible eating

Health and wellness continue to shape menus — but not at the expense of flavour. Protein-rich options are now being added across the menu, from main dishes to snacks and even beverages.

Key takeaways for operators include:

• Protein as an add-on rather than a centre-of-plate requirement
• Growing demand for plant-based and alternative proteins
• Strong interest in bold, spicy flavours like gochujang, chili-lime, and miso

This reflects a broader consumer desire to balance indulgence with intention — something many of our local diners already expect.

Beverages: less alcohol, more purpose

The beverage category is evolving quickly. According to the forecast, low- and no-alcohol drinks are now mainstream, particularly among Gen Z and Millennials. Fermented and gut-friendly drinks, personalised hydration, and mood-focused beverages are also gaining traction.

At the same time, when consumers do drink alcohol, they’re increasingly drawn to locally produced spirits, driven by sustainability, community connection, and authenticity — a trend that strongly aligns with our own craft beverage scene.

Desserts with a twist

Desserts remain popular, but consumers are looking for something beyond traditional sweetness. Global trends point to:

• Reinvented comfort desserts like s’mores and salted caramel
• Date-based and freeze-dried ingredients for flavour and shelf-life
• Visually distinctive, social-media-friendly formats

For operators, freeze-dried fruits in particular offer practical advantages: long shelf life, minimal waste, and versatility across multiple menu items.

Macro trends that matter

Beyond individual menu items, the report highlights several broader shifts that will continue shaping the industry:

• Increased focus on local sourcing
• Clear menu labelling and allergen transparency
• Value-driven menu structures
• Sustainable practices, including packaging and waste reduction

These are no longer “nice to have” features — they are becoming baseline expectations for many diners.

What This Means for New Zealand Operators

The key lesson from the 2026 forecast is not about chasing trends, but about making smart, adaptable choices. Operators who succeed will be those who:

• Balance comfort with creativity
• Deliver value without sacrificing experience
• Use global inspiration in locally relevant ways
• Design menus that support both customer demand and operational efficiency

As the industry continues to evolve, these insights provide a useful lens for reviewing menus, concepts, and investment decisions heading into 2026.

---

The 2026 What’s Hot Culinary Forecast is published by the National Restaurant Association (USA). The original report is based on insights from industry professionals and culinary leaders and remains the intellectual property of the National Restaurant Association. Check out the report here.

12 September 2025

Hon. Simon Watts
Minister for Local Government
Parliament Buildings
Wellington

Tēnā koe Minister Watts,

Commercial property vacancies impacting business viability

I am writing to you on behalf of the Restaurant Association of New Zealand (the Restaurant Association), the largest representative body for restaurants and cafés in New Zealand. An increasing number of our members have raised concerns about the number of empty shopfronts in their communities, and they are concerned about the impact this is having on commercial rent prices as well as on our once-vibrant communities.

Members have raised with us their experiences of commercial landlords increasing rents to the point where it forces long-standing businesses to vacate premises, only for that shopfront to remain empty. The landlords are then able to avoid maintenance and upkeep costs, paying lower rates on property with a diminished value.

These empty shopfronts also negatively impact the wider community. Our cafés, restaurants, and small retailers aren’t just commercial tenants—they are the heartbeat of our streets. They attract people to interact in the community, keep areas busy, increase foot traffic, and are essential to a thriving local economy.

Adjacent properties also become harder to lease and, in some cases, there is increased criminal activity.
There is currently little that territorial authorities can do to incentivise the letting or maintenance of vacant commercial properties. However, we have heard some suggestions from our members that Councils could be given the powers to set special rates on vacant properties, to incentivise the leasing of shopfronts rather than allowing what is essentially landbanking to continue while also providing additional funding for local services which are already under extreme pressure.

We have since looked into international examples of this being implemented, and found that San Francisco’s Commercial Vacancy Tax, passed in 2020 (and paused during the pandemic, being resumed in 2022), was implemented to encourage landlords to fill commercial spaces and set realistic rent prices for small businesses. Under the state policy, when a commercial property remains vacant for 182 days (or 6 months), landlords are taxed at a rate of 250 USD multiplied by the width of the shopfront in feet. The tax doubles after the second year a property remains vacant, and doubles once again after that.

While there has been some negative commentary about this tax, this is mostly due to other policy settings that should have been taken into account when the law was introduced. Landlords in the city face costly regulatory barriers, and enforcement of the law was inconsistent. There was also an exclusion for the central business district, which undermined the policy’s core intention. Overall, the tax has had positive impacts for neighbourhood commercial districts all over San Francisco, with many halving their vacancy rates. In May this year, the San Francisco Office of the Treasurer & Tax Collector said it had collected 5 million USD from this tax, with this money invested into a small business assistance fund.

I would appreciate a response that sets out your position on this issue. We recognise that there may also be other opportunities to better address long-term commercial property vacancies, and would encourage the Government to explore such solutions. In doing so, the Restaurant Association believes it is time for an approach that recognises the value of a thriving street life and the role that fair leasing practices play in making this possible.

I look forward to hearing from you about how we can support the small businesses that make our
communities worth visiting, because when they disappear, the soul of our cities goes with them. In the
meantime, please do not hesitate to contact me directly if I can be of any assistance.

Ngā mihi nui,
Marisa Bidois
Chief Executive
Restaurant Association of New Zealand

cc Hon Louise Upston, Minister for Tourism and Hospitality
cc Hon Chris Penk, Minister for Small Business and Manufacturing

---

View more submissions and Minister correspondence here.

It’s a strange contradiction unique to our industry: the most important trading period of the year is also one of the most unpredictable. And that’s exactly why thoughtful planning, rather than sheer endurance, is what gets most businesses through in one piece.

Every year, hospitality operators head into December with equal parts excitement and grit. For some, the festive surge delivers the revenue lift they’ve been hanging out for; for others, especially in our urban centres, the rush evaporates almost overnight as soon as Christmas Day passes and customers head for the beach.

Many businesses are entering the holiday period after what has been one of the toughest years for revenue in recent memory. December and January need to work hard, not just to keep up, but in many cases to make up lost ground. But pushing at full tilt without a plan can create issues that cost far more than they save.

Get the basics right and protect yourself from surprises

Public holidays can be one of the biggest sources of confusion. Every year, questions come up around who qualifies for time and a half, who receives an alternative day, and what counts as an ‘otherwise working day.’ And when rosters shift week to week, these decisions aren’t always straightforward.

Looking back at genuine work patterns, even over a few months, can help you make fair calls and stay compliant without the stress. It doesn’t need to be complicated; it just needs to be considered.

Closedowns are another area where assumptions can trip operators up. Even if you shut the doors, staff who would normally work those days may still need to be paid. Giving clear notice and communicating early makes that process smoother for everyone.

End of year celebrations need attention too

Work Christmas parties can be a great way to celebrate the year, but they still sit under your health and safety responsibilities. Simple steps like ensuring food is available, limiting alcohol, and organising safe transport help protect your people and you as an employer. Most importantly, they set the tone that your team’s wellbeing matters, even in the busiest month of the year.

And then there’s the wellbeing piece, for your team, and for you

It’s no secret that the holiday rush takes a toll. Tiredness builds, tempers shorten, and the sheer pace of summer service can stretch even the most experienced teams. Many operators have normalised that strain over the years, but it doesn’t have to be the default.

Burnout signs like chronic fatigue, irritability, or slipping performance are not personal failings, they’re signals that the pressure is becoming unsustainable. And operators aren’t exempt. In many businesses, it’s the owners who pick up the extra shifts, push through exhaustion, and carry the emotional load of the season.

Sometimes the smartest decision you can make is to slow things for twenty minutes, catch your breath, and reset the team before the next wave hits. Customers will remember a calm, well-run service — not the fact that they waited a little longer to get in.

The holidays should be profitable, not punishing

Margins are tight. Wages have risen. Costs aren’t coming down. And customers expect a lot when they choose to spend with us. That’s the reality we’re all operating in. But the holiday period doesn’t need to feel like survival mode.

A little forward thinking including clear communication with staff, fair rostering, early conversations about availability, sensible boundaries at work functions, and a commitment to wellbeing goes a long way toward protecting your people and your reputation.

The Summer season will always be demanding. But with a bit more structure and a bit more care, operators can approach the season with confidence, safeguard their teams, and protect the momentum they need to carry  through the year.

The Holiday Survival Guide with detailed advice for the holiday season, is available here.

Everyone can use a little extra help when it comes to reaching their money goals.

Westpac’s Managing Your Money programme run throughout the year offers their engaging, practical and interactive financial wellbeing programme to help you feel more confident when it comes to making decisions about your money.

Below are all four recordings for the November 2025 series which are now available for viewing on demand. The theme for November was Housing!

• Understanding Debt held on Tuesday 4 November 2025 – Watch Here

• Buying Your First Home held on Thursday 6 November 2025 – Watch Here

• Managing Your Mortgage held on Tuesday 18 November 2025 – Watch Here

• MYM x Cotality – Housing Market Update (Special Topic) held on Thursday 20 November 2025 – Watch Here

Please view here a copy of Westpac Managing Your Money disclosure statement, the recordings will expire on Tuesday 31^st March 2026.

---

The Managing Your Money team offer these classes as general information only and do not talk about Westpac products and services.  If you need personalised advice, email managingyourmoney@westpac.co.nz they’ll find the right person to help. 

View other Restaurant Association training – live and on demand recordings here.