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

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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.

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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.

The Select Committee has reported back on the Employment Relations Amendment Bill, recommending that the Bill be passed. Their report includes fine tuning recommendations of a couple of the proposals.

Minister for Workplace Relations and Safety Brooke van Velden has indicated a desire to see the Bill progress through Parliament in early 2026.

For employers, many of the proposals in the Bill are favourable. They are intended to increase certainty, reduce procedural and litigation risk, and provide greater flexibility in managing employment relationships. However, there are also important watch-outs, and the Bill continues to attract significant opposition from unions and opposition parties.

Below is a practical summary of the key outcomes from the Select Committee report, together with the broader reforms contained in the Bill.

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Contractor classification – “gateway test”

One of the most significant proposals in the Bill is the introduction of a statutory set of criteria that must be met for a person to be treated as a contractor rather than an employee. This has been described as a “gateway test”.

The Select Committee recommended a number of refinements to this proposal, including amending the Bill so that the gateway test can be met where a written agreement specifies that a person is either an “independent contractor” or “not an employee”.

What this provides

• Greater certainty when engaging genuine contractors, particularly in areas such as catering services, specialist roles, or externally provided services.
• Flexibility for written agreements to state that a worker is “not an employee”, rather than requiring specific contractor terminology.
• Confirmation that:
  • Working close to full-time hours does not, by itself, prevent contractor status.
  • Contractors may subcontract work.
• Reduced risk of relationships being retrospectively reclassified as employment arrangements years later.

This represents a shift away from reliance solely on the subjective “real nature of the relationship” test developed by the courts.

Watch-outs

• All elements of the gateway test must be met. If they are not, the arrangement will fall back to the existing legal test for employment status.
• The Bill requires that the contractor had a reasonable opportunity to seek independent advice before entering into the arrangement.
• The changes are designed to support genuine contracting models and do not legitimise the use of contractors as a substitute for employees.

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High-income threshold for unjustified dismissal

The Select Committee also recommended lifting the income threshold above which employees cannot bring a personal grievance for unjustified dismissal from $180,000 to $200,000.

The Committee further recommended that the threshold be assessed on the basis of total remuneration, rather than base salary alone. This means bonuses, incentive payments, and similar remuneration may be included when determining whether the threshold is met.

Practical reality for hospitality

• This change is expected to affect only a very small number of roles in the hospitality sector.
• Transitional provisions mean the threshold will not apply immediately to existing employees unless and until the relevant conditions are met.

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Other key changes in the Bill (unchanged by the Select Committee)

While the Select Committee focused on refining specific proposals, it did not materially alter a number of other significant reforms already contained in the Bill, including:

Removal of the 30-day rule

The Bill removes the rule that can require new employees to become bound by a collective agreement after 30 days if they are not union members. This represents a substantial change to current collective bargaining settings.

Collective bargaining and good-faith framework

The Bill makes broader changes to the collective bargaining framework, including adjustments to good-faith obligations and how bargaining outcomes are applied. These changes remain controversial and were not reversed by the Committee.

Personal grievance risk allocation

Beyond the high-income threshold, the Bill continues the Government’s broader approach to reallocating personal grievance risk, particularly in relation to contracting arrangements and high-earning employees.

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Political context and submissions

The Select Committee received several thousand submissions on the Bill, reflecting the level of interest and concern across the employment relations landscape.

While employer and business groups generally supported the direction of the reforms, unions and opposition parties strongly opposed many aspects of the Bill, arguing that it weakens employee protections and collective bargaining rights. Minority views were expressed by non-Government members of the Committee.

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What happens next

It is important to emphasise that this is a Select Committee report, not the final legislation. The Bill must still progress through the remaining parliamentary stages, including:

• Second Reading
• Committee of the Whole House
• Third Reading

Further amendments remain possible.

This process provides time for:

• Further consultation
• Sector-specific feedback
• Clarification of how the proposals will operate in practice

We will continue to monitor developments closely and keep members informed as the Bill progresses.

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Important note – This summary is for general information only and does not constitute legal advice. The final legal position will depend on the wording of the legislation as enacted. Employers should review the final Act and seek professional advice before making changes to employment arrangements.

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Further information

• Minister van Velden’s press release about the Select Committee Report
• Read the Select Committee Report

Lebanese Grocer, founded by chef and owner Elie Assaf, has become a beloved cultural hub in Auckland, blending a specialty grocer with casual dining and celebrating Lebanese heritage.   

American Express is proud to support five standout Auckland restaurants, including RA members, Lebanese Grocer, Pici, and Annabelles Restaurant, each receiving a $25,000 NZD grant through the Amex Backing International Small Restaurants programme. Delivered in partnership with the International Downtown Association (IDA) Foundation, and supported by Mainstreet Australia, the global initiative champions independent eateries that are making a meaningful impact in their neighbourhoods. 
  
Elie is using the grant to build a commercial kitchen and develop the first production runs of dips, sauces and spice blends based on recipes passed down from Elie’s parents, whose Wellington takeaway shop first inspired his craft.  Elie says this project will strengthen the long-term viability of the Lebanese Grocer and help him to continue sharing his family’s culture. 
   
By backing these restaurants, Amex is reinforcing its commitment to small business owners and the communities they support. 

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Find out more about the programme and grant winners.

Read the press release announcing the Australian and New Zealand winners here.

The holiday period is both an exciting and challenging time in hospitality. You’re juggling packed venues, managing rosters around public holidays, keeping your team motivated, and trying to stay on top of which staff member is entitled to what. That’s where the 2025 Hospo Holiday Survival Guide can help – your complete toolkit for navigating everything the festive season throws at you.

Get your copy of the 2025 Hospo Holiday Survival Guide at restaurantnz.co.nz/hospo-holiday-survival-guide.

Whether you’re staying open through Christmas and New Year or planning a well-earned closedown, we’ve got your back with practical answers to the questions that keep you up at night.

The guide is organised into six essential sections that address the challenges you face during the festive season.

Employment questions answered

Does Christmas Day count as an otherwise working day for your part-time staff? What do you do if someone resigns right before your busiest week? How should you pay staff working on Boxing Day? Find the answers – detailed FAQ’s and ready-to-use templates that take the stress out of holiday employment compliance.

Keep your operations running smoothly

The last thing you need is to be scrambling for information when something goes wrong. From unexpected equipment failures to managing gift voucher redemptions, we’ve covered the operational essentials you need. You’ll find guidance on everything from handling health and safety incidents to what to do if a Labour Inspector shows up during your holiday rush.

Handle customer situations with confidence

The holiday season brings out the best in most customers – but occasionally the worst in a few. Our guide gives you practical strategies for dealing with complaints, managing difficult situations, and ensuring everyone has a great experience. You’ll also find tips on building customer relationships that keep people coming back.

Stay on top of host responsibility

With Christmas parties in full swing and celebrations everywhere, host responsibility is key. We’ve included comprehensive host responsibility guidelines, intoxication prevention tools, and alcohol promotion guidance as refreshers to help your team serve responsibly while still creating that festive atmosphere your customers love.

Looking after yourself and your team

Hospitality is demanding at all times but the holiday season can sometimes push people to their limits. The Hospo Holiday Survival guide includes wellbeing resources for you and your staff. From mental health helplines to practical tips on managing stress, getting enough sleep, and staying healthy during the busiest weeks of the year.

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This holiday season let us take care of giving you the information and confidence you need to handle whatever comes your way. Here’s to a successful, stress-free (as much as possible!) festive season.

Get your copy now at restaurantnz.co.nz/hospo-holiday-survival-guide.

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Please note that the Association office will be closed from 19 December 2025, reopening 5 January 2026. While our Helpline won’t be operating during this wellness break, you’re not without support with everything you’ll need in the Hospo Holiday Guide.

Update on proposed card payment surcharge ban. The Restaurant Association is continuing to work with a coalition of national industry groups over the Government’s proposed ban on retail payment surcharges. Developments across the Tasman have reinforced the need for a rethink.

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What’s happening in Australia?

The Reserve Bank of Australia (RBA) has signalled it may back away from a full ban on payment surcharges, following strong backlash from small businesses, banks, and industry experts. The RBA is now considering a more nuanced approach, potentially allowing surcharging on higher-cost credit and corporate cards, and reassessing proposed cuts to interchange fees.

This shift has raised further concerns as New Zealand seems poised to rush ahead with legislation that even Australian regulators now recognise is too blunt and disruptive for small businesses.

The impact on hospitality businesses

As the RA has highlighted before, for hospitality operators across New Zealand the proposed surcharge ban represents another financial pressure at a challenging time. Payment processing costs are genuine business expenses. We do not agree that under the proposed ban, hospitality operators will be forced to absorb these costs rather than transparently passing them on to customers who choose higher-cost payment methods.

A coalition for practical alternatives

Since the Government’s announcement in July of their intention to introduce a ban on surcharges for card payments, the Restaurant Association has has been working with other business organisations, including the Auckland Business Chamber, Retail NZ, New Zealand Chambers of Commerce Network, Bed & Breakfast Association New Zealand, Booksellers Aotearoa New Zealand, Hospice New Zealand, Hospitality New Zealand, and Retail Meat New Zealand to advocate for a more balanced approach.

Australia’s shift should ring alarm bells in Wellington. The business organisation coalition continues to support a practical alternative: capping debit surcharges at 0.5% and credit surcharges at 1% on personal domestic cards in the Visa and Mastercard schemes.

The Restaurant Association’s view

We understand and support making payments simpler and more affordable for consumers. However, card payment surcharges represent genuine costs that businesses must pay. Without the ability to recover these fees, businesses will need to absorb them, further impacting already tight margins.

The Restaurant Association believes any changes to payment surcharging should:

• Recognise the genuine costs small businesses face
• Avoid simply shifting costs onto small business owners
• Allow transparent pricing that gives customers choice

We’re urging the Government to:

1. Pause the proposed blanket surcharge ban
2. Consider the lessons from Australia’s experience
3. Engage meaningfully with small businesses who will be most affected
4. Explore the coalition’s proposed cap model as a fairer alternative

Next steps

The Restaurant Association will continue working with coalition partners as we talk to Government to ensure hospitality operators’ voices are heard in this process. We’ll continue to keep members updated.

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Related articles:

Government to Ban Card Payment Surcharges

Surcharge Ban Proposal Update

Restaurant Association Responds to Government Announcement

The Restaurant Association third quarter sales snapshot reports shows that Q3 2025 finally delivered encouraging signs of growth, with national hospitality sales growing 5.9 per cent year-on-year to reach $4.05 billion—the strongest quarterly performance we’ve seen in some time.

This growth reflects improved consumer confidence. However, beneath the headline figure lies a complex story of regional divergence, modest sequential growth over the year, and persistent cost pressures that continue to test margins.

Regional performance: strength in unexpected places, pressure in traditional centres

Our largest market, Auckland, recorded sales of $1.6 billion in the third quarter of 2025. While the region’s 7.1 per cent growth lagged behind standout performers like Nelson (+47.5 per cent), Tasman (+11.2 per cent) and Northland (+8.6 per cent), this marked a more positive turn after an extended period of flatline performance. Conversely, several regions experienced contraction in comparison to 2024—most notably the West Coast (-4.8 per cent), Manawatu-Wanganui (-4.2 per cent), and Gisborne (-6.9 per cent)—highlighting the uneven nature of recovery and the vulnerability of smaller markets to seasonal and economic shifts.

There’s also a marked difference between quarters.

While Q3 showed solid year-on-year growth, sequential growth from Q2 2025 (Winter to Spring quarters) was a modest 3.7 per cent, suggesting that momentum is building gradually rather than surging. This tempered pace aligns with broader economic headwinds, including ongoing food price inflation, which rose 4.1 per cent in the 12 months to September 2025 according to Stats NZ.

Annual food price inflation slowed to 4.1 per cent in September 2025. Although this was down from peaks above 8 per cent in 2022, key input costs like meat (up 6.4 per cent) and dairy products continue to pressure operator margins.

Cost pressures despite improved top-line results

Revenue growth has not translated into proportional margin improvement. Food and other operational costs remain elevated. While the Reserve Bank’s November OCR cut to 2.25 per cent signals potential relief, operators continue to face elevated rents and utilities that squeeze profitability. As we hear from many businesses, increased sales are simply covering higher operating costs, rather than generating sustainable returns.

Labour constraints also persist. While unemployment has edged higher, hospitality-specific skills shortages—particularly in kitchens and senior service roles—remain. This limits trading capacity and forces operators to compete for talent through wage increases that further compress margins.

Cafe and restaurant sales reached $1.98 billion in Q3, up 7.3 per cent, while beverage-led venues face headwinds—reflecting how customers are prioritising food experiences in a cost-conscious environment.

By sector cafes and restaurants lead, pubs lag

Cafe and restaurant sales were at $1.98 billion for Q3 2025 (up 7.3 per cent year-on-year), demonstrating strong consumer appetite for dining experiences. Catering services grew 5.5 per cent, reflecting corporate and event recovery. Takeaway food services expanded 6.4 per cent, maintaining their post-pandemic relevance as consumers continue to balance convenience with cost.
However, pubs, taverns, and bars declined 0.2 per cent compared to Q3 2024—a challenge for our venues that are reliant on beverage-led trade. This weakness may reflect shifting consumer spending patterns, with households prioritising food experiences over alcohol-centric socialising amid cost-of-living pressures.

Tourism investment and the path forward

The Association has welcomed the announcement that the Michelin Guide will be coming to New Zealand. This presents a genuine opportunity to elevate New Zealand’s hospitality proposition on the global stage. As international visitor numbers rebuild, initiatives like this help ensure our food and beverage offering is positioned as a core pillar of the destination experience—not an afterthought.
Our sector’s unique strengths—indigenous kai narratives, sustainable sourcing, regional culinary diversity, and award-winning producers—need to be actively promoted to high-value international markets. Regional dispersal of these visitors will be critical to smoothing seasonal volatility and supporting businesses beyond traditional gateway cities.

Future focus

Q3’s results are encouraging but not conclusive. While the sales figures are some of the most positive we’ve seen for some time, growth is still fragile and uneven. As we head into the critical Summer trading period, operators face a delicate balancing act and will still be managing costs tightly to protect viability.
However, falling interest rates, stabilising food prices, and growing international arrivals are creating better conditions for Q4 and beyond. What’s needed now is for economic conditions to keep improving so that performance converts to better profit.

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Restaurant Association members can download the full free electronic copy of the 2025 Q3 Hospitality Sales Snapshot here. 

If you are not a member of the Restaurant Association, the 2025 Q3 Report is available for purchase to the wider industry for $60.00 +gst. Let us know if you’d like to talk to one of our team about becoming a member, or click here for more information.

Christmas and the summer season are a time when our businesses get busy and handle more cash. Here are some cash handling tips and tools to check banknotes and genuine. While the overall counterfeits trend in New Zealand is low, scammers do take advantage at this time of year.

Help your cash handling employees with these cash tips and tools from the Reserve Bank of New Zealand:

• It is easy to tell if a banknote is genuine. Use the look, feel, tilt technique video on the RBNZ website. All cash handlers should use this technique before taking and counting banknotes into the till.
• Refresh and retrain your cash handling staff. Use the interactive banknote, video, and downloadable posters and training resources.
• Make sure cash handlers check the ‘shiny bird’ (bottom left corner on the front). Genuine banknotes have a colour changing bird. Tilt the note back and forth to see a coloured bar roll up and down the bird.
• Check the shiny bird and the foil and the window.
• The Reserve Bank say they have detected newer fake $50 and $100 banknotes printed on a plastic material with a transparent window that are the same size as real banknotes. They feel stiffer than genuine banknotes but will be missing security features like the shiny bird and hologram image in the window. Sometimes, these notes have text on them like this image [below right]:

• Genuine banknotes can have ink worn off revealing the clear plastic they are printed on, particularly if they have been stored folded. Even a worn genuine banknote will still have working security features, such as the ‘shiny bird’.
• Passing fake banknotes is a crime. Police take this offending seriously. Report the incidents to Police, keep video evidence, and put any fake notes in an envelope to help preserve evidence.

November 2025

Restaurant Association of New Zealand submission to the Ministry for the Environment on the Consultation on Eden Park planning rules

The Restaurant Association of New Zealand (the Restaurant Association) welcomes the opportunity to provide feedback on the Consultation on Eden Park planning rules.

Since 1972, the Restaurant Association has worked to offer advice, help and assistance in every facet of the vibrant and diverse hospitality industry, covering the length and breadth of the country. We’re passionate about our vibrant industry, which is full of interesting, talented and entrepreneurial people.

The Restaurant Association supports the recommendations that have been made in the Ministry for the Environment Auckland Unitary Plan – Eden Park Precinct Provisions Report of Investigations (Report of Investigations). In particular, we are supportive of the recommendations to:

• provide for more diverse uses of the stadium, such as displays and exhibitions, markets, fairs, trade fairs, and cultural and community events;
• provide for 12 ‘large’ concerts (over 30,000 attendees) and considering providing for 20 ‘medium’ concerts (between 10,000 and 30,000 attendees) per year, as permitted activities;
• simplify provisions related to sports games, particularly those relating to when and how often sports games can take place; 
• simplify provisions related to timing for concerts; and 
• remove size limits for conferences and large functions. 

Benefits for the hospitality industry

The Restaurant Association has long expressed our support for more large scale events in Auckland. Major events have a proven flow-on effect for the hospitality sector, filling our restaurants, bars and cafes with both domestic and international visitors. Events don’t just bring fans, they bring diners, spenders, and stories that ripple across our entire sector. 

We have seen firsthand the positive effects hosting major events can bring to our members over the past couple of years, from top music acts to global sporting tournaments like the ASB Classic, Women’s Football World Cup and the Rugby World Cup. The recommendations made in the Report of Investigations would significantly increase the number of these events that could take place in Auckland, and therefore the positive impacts for our members and the wider community. 

Hospitality businesses have been facing increased pressure from reduced consumer spending and rising costs and stimulus that would bring in foot traffic and high-value visitors is a welcome move. This is exactly the kind of support our industry needs right now. This will also help to support local jobs, stimulate economic activity, and bring vibrancy back to Auckland in the areas surrounding Eden Park. 

Additional support 

The Restaurant Association would also like to take this opportunity to emphasise the importance of high quality surrounding infrastructure. 

The increase in events will need to have sufficient surrounding infrastructure to support delivery. If there are any infrastructure disruptions across our city, there will need to be support from Auckland Council to limit the impact on commercial activities on local businesses. Auckland Council must engage with businesses right from the early planning stages of infrastructure projects and maintain open lines of communication throughout any construction phases.

Improving access and signage around construction sites is another critical measure. Clear, well-placed signage directing customers to alternative routes and entrances can significantly ease the access challenges posed by construction, helping to maintain or even increase foot traffic. Temporary parking solutions or shuttle services could also be offered to mitigate the inconvenience caused by ongoing construction works.

Finally, establishing a robust feedback loop where businesses can promptly report issues and receive quick responses can dramatically improve any potential negative impacts. This mechanism allows Auckland Council to address problems as they arise, preventing them from escalating and further affecting the businesses.

Marketing and promotional initiatives play a crucial role as well. By partnering with local business associations, Auckland Council can help launch campaigns that highlight that businesses remain operational despite nearby construction. Hosting events, providing promotions, and enhancing signage could dispel the notion that construction areas are inaccessible, thereby attracting customers who might otherwise avoid the area.

Thank you for the opportunity to provide feedback on the Consultation on Eden Park planning rules. We would be happy to discuss any part of this submission in more detail, and to provide any assistance that you may require.

Ngā mihi nui,

Marisa Bidois

Chief Executive

Restaurant Association of New Zealand

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More submissions by the Restaurant Association can be accessed here.

New caps on interchange fees will be in place from 1 December, 2025.

Interchange fees are charged by the cardholder’s bank (known as the issuing bank) and vary depending on the type of card used for the transaction, how the transaction is processed and the merchant’s type of business. The card schemes (Visa, Mastercard®, and UnionPay) and issuing banks set the fees.

In July 2025, the Commerce Commission announced new caps on interchange fees aimed at reducing fees paid by New Zealand businesses for accepting Mastercard and Visa payments. The Commerce Commission expects these changes to save Kiwi businesses about $100 million per year.

The changes will be introduced in two phases:

• Phase one: From 1 December 2025, new caps will apply to domestic issued cards.

• Phase two: From 1 May 2026, new caps will apply to international issued cards.

The new caps are as follows:

Type of Transaction	Current Cap	New Cap (from 1 Dec 2025)
NZ credit (in-person)	~0.8%	0.3%
NZ credit (online)	~0.8%	0.7%
NZ debit (contactless)	~0.2% or 5 cents	No change
NZ debit (eftpos + PIN)	0%	No change (still 0%)

Please note that these caps apply to transactions made using NZ-issued personal credit and debit cards on the Visa and Mastercard networks. Interchange fee caps for foreign-issued cards will come into effect later, on 1 May 2026. Commercial credit cards remain unregulated at this stage. 

You can find out more about the changes at RA partner, Westpac’s website, here:  westpac.co.nz/merchantservicefees.

How you’ll benefit from the lower fees

You should receive the lower fees once they take effect on 1 December (phase one). Many Restaurant Association members are Westpac merchants, through our long term partnership, and will generally by on ‘Interchange Plus (unbundled)’ pricing. This means the system will automatically apply the changes to interchange fees.

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More information:

• Find out about preferential merchant fee pricing with Westpac
• Commerce Commision – Retail Payment System
• Restaurant Association welcomes draft decision on interchange fee caps 
• Read the Government Press Release Here
• Read the Commerce Commission Draft Decision Here

There are six weeks across November and December that can make or break your year. For most many hospitality operators, a strong Christmas trading period, and a strong Summer) is what helps you through the quieter months.

The window to maximise this opportunity is now. From securing those last-minute work function bookings, to ensuring your team can deliver under pressure, every action you take this week will compound through December.

This isn’t just about surviving the rush—it’s about banking revenue that carries you into 2026. Finishing January in a strong position will mean executing on three things: filling every available seat possible, running tight operations, and keeping your team intact through the busyness pressure.

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6-Week Action Plan

Part 2: Weeks 4 – 6

WEEK 4: PEAK PERFORMANCE MODE (early-mid December)

You’re in the thick of it now. Functions every night, consistent walk-ins, pressure mounting. This week is about execution and keeping your team together.

Operational excellence

• Daily team briefings—5 minutes to align on the day ahead
• Monitor stock levels closely; don’t run out of key items
• Check reservations system daily for double-bookings or issues
• Maintain kitchen prep ahead of service (stay ahead of the wave)
• Keep communication tight between FOH and kitchen

Team wellbeing

• Ensure staff are taking their breaks
• Watch for signs of fatigue—address early
• Celebrate the wins with the team
• Communicate openly about what’s working and what needs adjusting

Function management

• Call to confirm final numbers 48-72 hours before each event
• Follow up after major functions—feedback and future business

Financial vigilance

• Monitor daily sales against targets
• Keep on top of invoices and payments
• Ensure you’re tracking public holiday wage costs (25, 26 Dec, 1, 2 Jan)
• Cash flow check: can you cover the next fortnight’s costs?

Post-Christmas planning

• Keep up with customer communication re after Christmas hours (or closure)
• If staying open consider if your needs are: roster skeleton crew and plan for a quieter service model OR, continuing to scale up for a busy post Christmas / holiday period
• Plan January trading hours if these are going to change from your typical hours

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WEEK 5: HOLD THE LINE (mid December)

Still busy. Stay focused.

Operational Discipline

• Continue daily briefings and check-ins
• Monitor and maintain food safety protocols (heat, volume, fatigue = risk)
• Ensure key equipment is operating efficiently
• Keep waste under control despite high volume
• Double-check staff rosters for the last week before Christmas —any gaps?

Stock & Supply

• Place final major orders before supplier closedowns
• Build buffer stock for critical items
• Confirm delivery schedules won’t leave you stranded
• Order extra cleaning supplies, bin bags, consumables

Customer Communication

• New Year trading hours should be visible everywhere
• Manage customer expectations about wait times and availability
• Keep pushing gift vouchers—pre-sold revenue with no labour cost now

Post-Christmas Clarity

• Consider what stock needs to be used up before any closedown

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WEEK 6: THE FINAL PUSH (end December)

This is the home straight.

Final confirmations

• Call remaining function clients for final numbers and details
• Triple-check rosters for the final push.
• Confirm which staff are working public holidays (if you are open on any) (and ensure that all of the team understand public holiday payments)
• Brief team on Christmas week procedures and expectations

Team care & recognition

• Team briefing: acknowledge the hard work, set expectations for final push
• Thank your crew genuinely—they’ve earned it

Open or close?

• If closing after Christmas: Plan for reopening (cleaning, restocking, team return)
• If staying open: confirm rosters for a quieter / busy period (depending on your region)
• January planning: review what you’ll do differently with trading hours/model

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January

Once you’re through this, take stock in late January:

• What worked? What didn’t?
• Where did you make the most margin?
• What will you change for next year?

Document it while it’s fresh. Your future self will thank you.

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The money you make in the next six weeks isn’t just December’s profit—as you know, it’s your buffer for the quieter months. Every extra cover, every upsell, every function you secure now is money in the bank when you need it most. But don’t sacrifice your team or your standards chasing revenue. Find the balance between pushing hard and protecting what matters.

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Six weeks. It’s what stands between you and a strong start to 2026…

Questions? Need support? Contact the Restaurant Association Helpline team (0800 737 827) – we’re here to help.