Budget 2026 has been announced and includes a range of investments, savings initiatives and policy changes that may have implications for hospitality, tourism and small businesses over the coming years.

There are no major direct support packages for hospitality in this year’s Budget, however several announcements are still relevant for our sector — particularly around workforce development, consumer confidence, infrastructure and energy transition.

Treasury forecasts released alongside the Budget show the Government’s expectation that economic conditions are to improve gradually through 2026, including lower interest rates flowing more broadly through the economy. Forecasts are never guaranteed outcomes however, but any easing in household financial pressure could support consumer confidence and discretionary spending over time. We are also conscious that global uncertainty — including ongoing geopolitical tensions and fuel market volatility — can continue to affect operating costs and consumer confidence very quickly.

The Restaurant Association’s priorities remain consistent:

• Tourism marketing: continuing to invest in promoting New Zealand’s food and beverage story as part of our international tourism offering.
• Immigration settings: progressing practical immigration settings that recognise hospitality workforce shortages and provide clearer pathways for workers.
• Workforce development: supporting industry-led training and vocational pathways that reflect the operational needs of hospitality businesses.
• Reducing complexity: improving regulatory systems and reducing unnecessary compliance pressure for operators already managing tight margins.

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In Budget 2026

Industry-led vocational training

The Budget includes funding for the new Industry Skills Boards to develop new industry-led secondary school subjects focused on vocational pathways and workforce readiness. We will stay close to this and our hope would be that this strengthens awareness of hospitality careers earlier, and creates stronger pathways into hospitality, tourism and apprenticeships over time.

Gas Transition Loan Guarantee Scheme

A proposed Gas Transition Loan Guarantee Scheme is intended to support businesses by helping reduce financing barriers for transition investments. While details are still emerging, this could be relevant for hospitality businesses investing in energy upgrades or longer-term transition planning.

Infrastructure and tourism flow-on effects

The Budget also continues investment across infrastructure, tourism facilities and regional upgrades, which can have important long-term flow-on benefits for hospitality businesses, particularly in regional centres.

Hospitality businesses benefit when visitor numbers increase, visitor infrastructure improves, or regional economic activity grows. At the same time, many operators also experience the disruption that can come with infrastructure projects, including reduced foot traffic, access challenges and prolonged construction impacts.

The Restaurant Association will continue working through the detail of Budget 2026 initiatives and advocating for practical settings that support hospitality businesses to invest, employ, train and grow sustainably.

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You can view:

• Budget at a Glance here.
• Summary of Budget 2026 initiatives here.
• The Government’s Budget Policy Statement here.

Several significant immigration changes are rolling out across 2026 that will directly impact hospitality employers recruiting and retaining migrant workers in New Zealand. These changes affect Accredited Employer Work Visa (AEWV) applications, occupation classifications, and long-term residence pathways for sponsored workers.

For employers with upcoming recruitment, job checks, renewals, or staff on a pathway to residence, early planning and accurate role classification will be increasingly important.

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English Language Requirements Extended to Skill Level 3

Effective 1 June 2026

From 1 June 2026, migrants applying for an AEWV in a Skill Level 3 role must demonstrate English language competency.

For hospitality employers, Skill Level 3 covers a significant range of roles including kitchen and food production staff, food and beverage attendants, and other front and back of house positions.

While transitional arrangements do exist, they are not blanket exemptions. Global Workforce Seasonal Visa and Peak Seasonal Visa holders are not affected, and the requirement does not apply to Job Change applications.

For employers actively recruiting into Skill Level 3 roles or managing upcoming visa renewals, understanding who is and is not covered by the transitional arrangements will be important before the changes take effect.

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National Occupation List — hospitality roles recognised

In effect from 9 March 2026

The transition from ANZSCO to the National Occupation List (NOL) is well underway, bringing clearer AEWV pathways for several hospitality roles recently added to the NOL, including:

• Head Chef / Executive Chef (Skill Level 1)
• Chef de Partie (Skill Level 2)
• Sous Chef (Skill Level 2)
• Demi Chef de Partie (Skill Level 3)
• Other Chef (Skill Level 3)

How roles are classified under the NOL directly affects visa eligibility, skill level assessment, and future residence options for sponsored workers.

Incorrect or outdated classifications can impact the outcome of a job check. Employers with upcoming job checks or renewals should ensure their role classification, job descriptions, duties, and pay rates are all aligned before submitting applications.

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Skilled Migrant Category changes

Effective 24 August 2026

The most significant long-term change for hospitality employers supporting staff on a pathway to residence is the restructuring of the Skilled Migrant Category (SMC).

From 24 August 2026, a new red and amber list system will be introduced. Several hospitality occupations have been placed on the amber list, including:

• Chef
• Baker
• Pastrycook
• Café and restaurant manager
• Accommodation and hospitality manager
• Hotel or motel manager
• Hotel service manager
• Bed and breakfast operator
• Caravan park and camping ground manager

Workers in amber list roles remain eligible for residence under the existing SMC pathway. However, for those who do not meet the required thresholds, the new Skilled Work Experience pathway will require:

• At least five years of relevant eligible work experience in New Zealand, and
• Two years of skilled work experience earning at least 1.2 times the SMC median wage

For employers supporting migrant workers on a long-term pathway to residence, the settings they are working towards are changing. Residence planning takes time, and decisions made now may significantly affect future options for workers and employers alike.

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More information

• Contact our Helpline team for clarification on any of this information.

• Check out our AEWV guidance here.
• Other articles:
  • Immigration changes put key hospitality roles on the Amber list
  • Government confirms new pathways to residency for skilled migrants

• Get additional immigration support from RA partner, 1881 Global – already supporting hospitality employers across New Zealand.

The wait is almost over! The MICHELIN Guide will announce New Zealand’s inaugural selection in Auckland on 30 June.

The MICHELIN Guide has chosen Aotearoa as the first destination in Oceania to feature in the guide. It is also the furthest the Guide has ever travelled from its European origins. That alone says something about how the world is starting to see us. The selection, covering restaurants in Auckland, Wellington, Christchurch and Queenstown, follows nearly a year of inspections across the country.

The ceremony will reveal the full restaurant selection. This includes MICHELIN Stars, Bib Gourmand and Selected distinctions, alongside Special Awards recognising exceptional talent and leadership within our dining scene. Following the announcement, guests will experience an exclusive culinary celebration featuring internationally acclaimed MICHELIN-recognised chefs — including Nobu Lee of NOBUO, the New Zealand-born chef behind one of Taiwan’s most celebrated one-MICHELIN-Star restaurants, and Michael Cimarusti of Providence in Los Angeles, currently holding three MICHELIN Stars.

For our industry, this is the global acknowledgment we deserve — recognition of the quality, creativity and manaakitanga that have always defined dining in this country, and a signal that New Zealand’s food culture has well and truly arrived on the global stage.

The ceremony will be livestreamed globally via the MICHELIN Guide’s official YouTube channel. So wherever you are, you can watch it unfold in real time.

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More information

• MICHELIN New Zealand to Unveil Its First Restaurant Selection on June 30 – MICHELIN Guide

• MICHELIN Guide is coming to Aotearoa! – Restaurant Association

Watch the ceremony live on 30 June via the MICHELIN Guide YouTube channel.

As we continue to navigate pressures from the world crisis the Government has released details of changes to their Fuel Response Plan. The outcome reflects our recent submission on the priority levels.

The situation remains stable

According to the Government, a major fuel shortage remains very unlikely. There are no current signals suggesting this will change. If disruption does occur, it is most likely to be short-term and manageable — such as delays in shipments. Supply is being monitored well in advance, with visibility of risks up to around three months ahead.

As at 19 May, New Zealand is in Phase 1 (Watchful), which means the fuel market is operating effectively. Fuel is available nationwide. Any decision to move through response stages is based on overall supply risk — not a single measure such as days of fuel supply.

Why we’ve been engaged on this

Hospitality isn’t a heavy direct user of fuel — but we’re deeply dependent on it indirectly. Every delivery that arrives at your back door, every supplier run, every staff member driving to a shift — all of it relies on fuel moving through the system. As we’ve already started to see, when that’s disrupted, we feel it immediately.

We made a submission to the Government making the case that food supply chains — including the distributors, wholesalers, and specialty suppliers we all rely on — need to be protected within the prioritisation framework. We also raised workforce mobility, particularly in regional areas and across shift-based rosters.

The updated priority plan

The revised framework announced by the Government reflects the position we put forward. Under Phase 4 — which would only be triggered by a severe and prolonged disruption, and which modeled scenarios indicate is highly unlikely — the Government has established a clear priority framework for fuel access.

Food and freight sits in the second priority band, with uncapped access to fuel. This means that in a worst-case scenario, the supply chains that keep our businesses operating are protected. Critical services including emergency and health services and lifeline utilities retain priority uncapped access at all phases.

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We’re continuing to monitor the situation and staying engaged with government. We’ll keep you updated as things develop.

Read the Government press release →

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

Westpac’s Managing Your Money programme is delivering a series of engaging, practical webinars designed to build confidence around everyday financial decisions.

The Economy is the focus of the June 2026 MYM series, with MYM facilitators covering budgeting & spending through to weathering a financial storm to planning for retirement. The series concludes with a Economic Update from Senior Economist – Michael Gordon, providing expert analysis on today’s market challenges with the global conflicts at play and the outlook for interest rates and its impacts.

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June 2026 webinar series

Session One: Spending & Budgeting Workshop

Tuesday, 9 June. 11am-12pm

Register here.

Session Two: Weathering the Storms (Insurance, Wills & POA) Workshop

Thursday,  11 June. 11am-12pm

Register here.

Session Three: Planning for retirement (Kiwisaver) Workshop 

Tuesday, 23 June. 11am-12pm

Register here.

Session Four: Westpac NZ Economics Team – The Economic Update (Special Topic)

Thursday, 25 June. 11am-12pm

Register here.

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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 [email protected] they’ll find the right person/team to help. 

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To access Microsoft Teams please review these How To’s: Joining a Teams call – DESKTOP and  Joining a Teams call – MOBILE.

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Missed the last series? You can view them here:

• Setting Financial New Years Resolutions held on Tuesday 10 March 2026 – Watch Here

• Buying Your Frist Home held on Thursday 12 March 2026 – Watch Here

• Managing Your Mortgage held on Tuesday 24 March 2026 – Watch Here

• MYM x Cotality – Housing Market Update (Special Topic) held on Thursday 26 March 2026 – Watch Here

Please view here a copy of Westpac Managing Your Money disclosure statement; these recordings will expire on Friday 31^st July 2026.

Hospitality businesses across New Zealand can now access free online food safety training, following the recent announcement from Minister for Food Safety, Andrew Hoggard.

The Restaurant Association, alongside Hospitality NZ, local councils, restaurants and cafés from around the country, helped shape the new Introduction to Food Safety module. It’s the first of six modules that will roll out over the coming months.

As an industry, we know finding affordable, practical training can be difficult — especially for smaller operators already managing rising costs and staffing pressures. Having a free, online option makes it easier for hospitality businesses to train new team members, refresh existing staff knowledge, and build consistency across operations without adding another financial burden.

Minister Hoggard acknowledged the changes followed conversations with food businesses around the country, including the series of discussions across the country that we organsed between local operators and the Minister, to help inform what changes they need to be make to the Food Act.

The Minister said that he had found a system that was effective at managing risk, but not always as efficient and user friendly as it could be.

The Restaurant Association has also been involved in providing industry input into the development of the training and the wider programme of food safety improvements. It’s encouraging to see practical feedback from hospitality operators reflected in changes that will make a real difference day-to-day.

Food safety remains a critical part of running a successful hospitality business, but access to training and compliance support also needs to be practical, achievable and fit for purpose.

The free online module is now available through the New Zealand Food Safety website.

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More information

Right rules for the right risk: free online food safety training now available – Minister Hoggard announcement

Restaurant Association welcomes red tape reduction for hospitality businesses

Friday, 15 May, marks Pink Shirt Day Aotearoa. The day is a nationwide movement that encourages people to speak up against bullying and support workplaces built on kindness, inclusion and respect.

For the hospitality industry, the message is especially relevant. Our industry practises manaakitanga through welcoming environments that help people feel valued and supported. That applies to our customers and also to the teams working behind the scenes in venues, kitchens, cafés, bars and restaurants across the country.

Pink Shirt Day provides an opportunity for hospitality businesses to reflect on workplace culture and the role everyone plays in creating safe, respectful and positive environments. Strong team culture is essential in hospitality, where workplaces are often fast-paced and high-pressure. Communication, support and mutual respect make a significant difference to staff wellbeing and retention.

Getting involved does not need to be complicated. Businesses can take part by

• encouraging staff to wear pink on Friday,
• sharing information about the campaign with teams,
• hosting a simple morning tea or fundraiser,
• or starting conversations about workplace behaviour and inclusion.

The campaign is led by the Mental Health Foundation of New Zealand. Pink Shirt Day raises awareness about the impact of bullying while promoting everyday actions that help people feel accepted and supported.

Pink Shirt Day also serves as a reminder that creating positive workplace cultures is an ongoing commitment rather than a one-day initiative. Small actions — from checking in with colleagues to fostering respectful communication — all contribute to stronger teams and healthier workplaces.

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To learn more about Pink Shirt Day or access campaign resources, visit the official website at https://pinkshirtday.org.nz.

Hospitality is built on people. Great workplaces don’t happen by accident — they are created through strong leadership, clear expectations, respect, support, and a commitment to continual improvement.

Recent conversations across the industry have reinforced the importance of workplace culture and the responsibility we all share in creating environments where people feel safe, valued, supported, and able to thrive. At the Restaurant Association, we are committed to supporting hospitality businesses with practical tools, resources, training, and guidance that help build positive workplace cultures and strong teams.

We’ve brought together in one place a range of our articles, policies, webinars, and leadership resources to support businesses at every stage of that journey.

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Articles & insights

Check out these articles, industry perspectives, and guidance on building strong teams, improving workplace culture, and supporting staff retention and wellbeing. Access more articles here.

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Policies & resources

Clear policies and practical workplace guidance help create safer, more respectful, and supportive environments for everyone. Access more resources here.

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Training & Professional Development

Explore on demand training content – ongoing learning and leadership development are essential to creating positive teams and healthy workplace cultures. Access more on demand training here.

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Creating positive workplace culture is not a one-time conversation — it is ongoing work that requires leadership, reflection, accountability, and continual improvement. Hospitality is an industry full of creativity, opportunity, and passionate people. By continuing to invest in culture, wellbeing, leadership, and respectful workplaces, we can help ensure hospitality remains an industry where people want to build careers and futures.

We’re excited to announce a new partnership with 1881 Global Mobility, expanding the workforce support available to Restaurant Association members.

Alongside the advice and guidance members already access through our specialised Helpline, this partnership introduces four practical solutions specifically designed for hospitality operators:

• an international intern programme,
• access to licensed immigration advisers,
• a skilled candidate pipeline,
• and, in future, a global exchange programme.

International Hospitality Intern Programme

Members now have access to a structured International Hospitality Intern Programme, connecting you with motivated, pre-screened interns from leading hospitality institutions overseas.

It works as a practical, low-friction staffing option — great for peak periods or building a more consistent pipeline of talent.

What this looks like in practice:

• Access to pre-vetted candidates, matched to your role requirements
• A simple process—interview, select, and onboard with support from 1881 Global
• Interns available for structured 6-month placements

Interns are typically studying hospitality or tourism and are looking to build real-world experience in the industry.These students hit the ground running from day one.

Member Ben Campbell (Ma Maison Restaurant & The Grand Hotel in Akaroa) is already using the service:

“1881 were a huge help for our hospitality businesses in Akaroa. The whole process was really smooth and straightforward. The candidates have all been diligent, focused, well-trained, and ready to get stuck in and work hard. They’ve saved us so much time and hassle, plus we’ve had security around staff retention—that’s a game-changer when you’re flat out during peak periods.”

Why we’ve partnered with 1881 Global

This programme aligns closely with our focus on supporting members with practical workforce solutions—not just recruitment, but something that helps reduce pressure on your business and gives you more certainty around staffing.

1881 Global Mobility know hospo and they understand the New Zealand employment landscape. The team is led by Aman Jaspal and Sameena Jaspal, both Senior Licensed Immigration Advisers with deep experience helping operators build reliable teams and navigate the immigration system with confidence.

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Find out more

Email us at [email protected], or learn more about the programme here.

A bipartisan Modern Slavery Bill — backed by both National and Labour — has passed its first reading in Parliament, and with strong cross-party support, the intention is for it to become law before the election.

The Bill, co-sponsored by National’s Greg Fleming and Labour’s Camilla Belich, would require large businesses to report publicly on how they identify and manage modern slavery risks in their operations and supply chains.

What does the Bill actually require?

Under the Bill, businesses above the threshold would be required to prepare and publish an annual modern slavery statement, lodged on a public register. That statement must cover:

• Their structure, operations and supply chains
• Any modern slavery incidents identified
• Known or anticipated risks, and what they’re doing to address them
• Any complaints received and steps taken
• Training provided to staff

Non-compliance carries serious consequences: fines of up to $200,000, and directors and senior managers can be held personally liable.

Who will it affect right now?

The current bill targets businesses with annual revenue of $100 million or more — so the majority of our hospitality businesses won’t have direct reporting obligations under it. BUT it’s widely seen as a first step. Advocates are already pushing for the threshold to be lowered, and previous proposals set it as low as $20 million. The direction of travel internationally has been toward wider coverage, not narrower.

Larger organisations that are captured by the bill will need to assess their supply chains. So it will potentially have an indirect impact on hospitality. Larger organisations may start asking questions of:

• Suppliers
• Contractors
• Franchisees
• Smaller business partners

And businesses could see:

• Supplier questionnaires
• Contractual warranties about employment practices
• Requests for confirmation of compliance with employment law

What does “modern slavery” mean?

It’s a broad term covering forced labour, debt bondage, trafficking, and other forms of exploitation. While these are already crimes in New Zealand, there are currently no legal requirements around transparency or reporting in the private sector. This bill would change that for larger entities — requiring them to prepare and publish an annual modern slavery statement covering their structure, supply chains, any incidents, and what they’re doing about them.

Our position

We’ve long supported the principle that workers — in hospitality and across every sector — deserve to be treated fairly and with dignity. Our submission on earlier modern slavery proposals, supported this. Our focus was on making sure any framework is workable for small businesses, with proper support and phase-in periods rather than a compliance burden dropped overnight.

The bill still has to go through Select Committee, where public submissions will be invited and changes may be made. We’ll be watching the process closely and will keep members up to date. For now, the key thing is being aware that this legislation is coming — and that the threshold may not stay where it is.

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More information:

• Modern Slavery Bill
• Restaurant Association submission (2022) – Modern Slavery and Worker Exploitation

Right now, many of us are feeling the pressure from fuel in more ways than one. We’re seeing it come through our suppliers—delivery charges going up, fuel levies being added, freight costs increasing.

At the same time, our customers are feeling it too, with recent card payment data highlighting how more of their income is going towards filling their tanks and less into discretionary spend.

While we’re not seeing fuel surcharges widely applied at the customer level in New Zealand hospitality just yet, we know it is starting to come into the conversatio —and you may be wondering whether it’s something you should be looking at. In some overseas markets, including parts of Australia, they are starting to be explored more actively, although surcharges are still far from standard practice in hospitality.

If you’re exploring this, it’s worth weighing up the potential impact. Here are a few things to think through.

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Customer reaction is the biggest variable

We’re hearing from many of you that customer price-sensitivity is as high as it’s been in a long time.

At the same time, we’re operating in a world of surcharges—including public holidays and card fees. Would adding another one tip your customers into ‘too much’ territory? Or is it something they would understand in the current environment?

We aren’t saying that fuel surcharges in hospitality can’t work—but how it’s positioned is important. If it feels unexpected or unclear, you risk losing trust faster than a straight price increase would.

You know your customers best. It’s worth thinking about how they’re likely to respond. And how you would explain it in a way that feels fair and transparent?

It’s also important to consider how your team will manage customer communications. Front-of-house staff will often be the ones fielding questions. Making sure they understand the “why” and feel confident explaining it is just as important as how it is noted on the bottom of the menu.

There are some important requirements to be aware of

From a regulatory point of view, the Commerce Commission isn’t saying you can’t apply a surcharge. However they are definitely monitoring surcharge activity and have provided guidance on how it should be done.

In practice, that means:

• Customers need to know about a surcharge before they order
• It needs to be clearly visible on menus, boards, and online
• The total price must not be misleading

Having a customer first become aware of it on the bill will likely be negatively received and can create issues for you. The expectation is: no surprises.

In addition, if you’re calling something a “fuel surcharge,” it should relate to actual cost increases you are experiencing, so it’s important to be clear on what costs it reflects—and how you’ve arrived at it.

We are seeing the costs come through from suppliers, so the pressure is legitimate—but from a compliance and trust perspective, it’s important that this isn’t just a price increase under a different name.

Clear, honest wording will be key here.

Think about whether it’s temporary

In other sectors, fuel surcharges are usually positioned as short-term measures tied to spikes in costs.

That can make them easier to explain, is transparent —and easier to remove later. In fact there will be an expectation that a full surcharge will be removed at some stage – If you’re unsure whether it would be temporary or ongoing, it’s worth thinking about whether a surcharge or a broader pricing adjustment is the better fit for your business.

There are other ways to recover costs

Fuel-related increases can be dealt with in different ways, without calling them out separately. That might look like:

• Gradual menu price adjustments
• Reviewing menu mix or portion sizes
• Tightening up supplier arrangements, or reducing your number of supplier deliveries per week

None of these are easy, depending on your customers, these approaches may be more straightforward than adding another surcharge line. It’s also worth thinking about how easy this is to implement and manage day-to-day—across POS systems, menus, online ordering, and staff training.

Keep an eye on your local market

At this stage there is some talk but a hospitality fuel surcharge isn’t been seen widely yet. You need to weigh up the risks in being the only one (or one of the few) doing it.

If customers can walk down the street and avoid a surcharge elsewhere, that can influence where they choose to spend. On the flip side, if it becomes more common in your area, it may be more easily accepted.

It’s also worth being careful about how this is discussed publicly—anything that looks like coordinated pricing across businesses can raise competition concerns.

You’re already paying for it—this is about how best for you to handle it

If you are being impacted by fuel increases (which we all are across the board) then the decision now is how to deal with it:

• absorb it – however we know that we aren’t usually in a position to absorb rising costs for long with the margins we are operating on
• build it into pricing
• or pass it through more explicitly

There’s no one right answer—it depends on your business model, your customers, and your margins.

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Fuel surcharges aren’t standard practice in hospitality—but they are starting to come into the conversation as cost pressures build.

If you’re thinking about it, it’s worth stepping back and considering not just the short-term recovery, but how it fits with your overall pricing, your brand, and your relationship with your customers.

There’s no one right answer—just what works best for your business, your customers, and the environment you’re operating in.

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For general information on fuel updates the following links are useful: 

• Fuel supply and energy system (MBIE) – Middle East conflict and New Zealand’s fuel stocks | Ministry of Business, Innovation & Employment 
• Beehive Fuel Plan Announcement  – https://www.beehive.govt.nz/release/fuel-plan-protect-economy-amid-disruption
• EECA fuel saving advice – https://www.eeca.govt.nz/ 

A lot has been going on lately and you’d be forgiven if Mothers Day has crept up faster than you expected. If you haven’t had time to put together a full campaign, here are some tips to help you make the day work for you.

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1. Sell the experience, not just the meal

Families aren’t just looking for good food on Mothers Day — they’re looking for somewhere that feels special. Is it your garden? Your fit-out? Your team? Whatever makes your place yours, put it front and centre in your social posts this week. That’s a story no other business can tell — and some good photos of your space and your people are the best way to tell it.

2. Run a “nominate a mum” campaign this week

This is a good one to kick off right now on your social platforms. Ask your followers to tag or nominate a mum who deserves a great meal out — even a simple prize of a voucher gets engagement, warms people up to your venue, and grows your audience in the lead-up to the day. Keep it simple and let your community do the work.

3. Don’t forget to make it easy for people to book

Plenty of families leave it late. Make sure your booking link is easy to find — front and centre on your Instagram bio, pinned on your Facebook page, and up to date on your Google Business profile. If you’re already full, say so — a “fully booked, join our waitlist” message still builds buzz and captures leads for next time.

4. Create a shareable moment — including a local florist collab

Think about one thing in your venue that mums — or their families — will want to capture and share. It could be as simple as a hand-written note for the ‘mums’, the special menu for the day, a seriously gorgeous looking cocktail, or flowers from a local florist that you’ve collaborated with. The best marketing on Mothers Day will come from your customers’ own phones.

And it’s not too late to put together a simple collaboration. A quick conversation with a local florist could result in flowers on tables, a small gift for mums to take home, or even a joint social post that reaches both your audiences. It adds something memorable to the experience and supports another local business.

5. Capture content on the day

Use Mothers Day itself to build your content bank for next year. Great photos and video of a full, happy venue are worth their weight in gold when you’re putting together your 2027 campaign — and you’ll be glad you have them.

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Whatever you pull together, make sure your team are across it before the day. Brief them on any special touches, make sure everyone knows what’s on offer, and set the tone early. Mothers Day also brings in a lot of first-time visitors — and a great experience on the day is the best reason for them to come back.

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More information:

• Get your Dinefind listing up to date too – check it out today.
• Makes sure your team get a refresher on redeeming gift vouchers and gift cards as there are a lot of them being used around this time of year (gifts from last year).