2024 Hospitality Report released – shows growth lags behind rising costs

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Our 2024 Hospitality Report examines the period ending March 2024, during which the hospitality industry achieved sales of $15.7 billion.


Selected highlights:

  • Annual sales for the year ended March 2024 reached $15.7 billion, reflecting national sales growth of 5.8 per cent over the previous year. Notably over this period menu pricing grew by 6.4 per cent, operational costs increased significantly in key areas and inflation overall was 4 per cent, indicating sales growth lags behind cost increases.
  • The restaurant and cafe sector recorded sales growth of 4.6 per cent in 2024, reaching $7.8 billion in annual sales (and posting sales $344 million more than 2023).
  • Despite the challenges in 2023 in the aftermath of the country’s devastating weather events, in 2024 (year end March) the Gisborne region recorded the largest percentage sales growth over the previous year. Annual sales for the region are $127.4 million.
  • The catering sector, which through the Covid-19 pandemic was decimated by the cancellation of events and functions, posted the largest percentage sales increase for the industry compared to 2023. Sales for this sector grew 19.4 per cent (for the year ended March 2024).
  • 145,000 employees work in the hospitality industry. Employee growth across the industry was 7.3 per cent from 2022-2023. This is a growth rate that far exceeds the growth in outlets over the same period.
  • For the year ended February 2023, there were 19,518 hospitality outlets around New Zealand. This reflects an overall increase of just 27 outlets over the year previous.

While it is positive to see sales in the industry continue to grow, the period can best be characterized as one of mixed results. Despite the 5.8 per cent annual growth, many operators report facing some of the most challenging times over the past 12 months.

It is important to note that inflation grew by 4 per cent over the same period and there were significant increases in key operational costs. Additionally, in response to these challenges menu pricing was adjusted by 6.4 per cent over the period which further tempers the perceived growth. Overall these factors indicate that our growth is lagging and this is a further erosion of profitability for the industry.

In the 12 months under review the industry faced a perfect storm of challenges, including the aftermath of extreme weather events, coupled with food cost increases, declining customer traffic and spend, rising wage costs, cost of living pressures, and election year uncertainties. These all impacted overall industry productivity and profitability, however, one positive aspect amidst these challenges was the return of international tourists, who were strong contributors to trade over the Summer 2024 season.

To address some of the current challenges, we have seen business owners focused on operating as leanly as possible and employing strategies to attract customers into their businesses. With food pricing fluctuations, many owners remark on the need to be vigilant in managing food cost changes.

Regionally, three regions – Northland, Taranaki, and Wellington – recorded annual sales declines in 2024, driven by specific local challenges. Conversely, Gisborne recorded the highest percentage growth, at 20.6 per cent, with Southern Lakes, West Coast South Island, and Kaikōura also showing strong sales improvement, attributed in part to the return of international tourism.

Minimal Outlet Growth Amid Tough Conditions

There are more hospitality operations than ever before, however growth is minimal, reflecting a tightening of the market. The number of hospitality operations nationwide rose to 19,518. However this reflects minimal outlet growth of just 0.1% from 2022 to 2023 (the latest available reporting period).

All sectors recorded either no growth, or small declines in the number of outlets, with the exception of the Takeaway foodservices sector which recorded a minimal 1.6 percent increase in the number of operations.

Employee Numbers Up 7.3% In Contrast To Minimal Outlet Growth

In contrast to the minimal change in outlet numbers, employee numbers, were 7.3 percent higher in 2023 compered to 2022.

The hospitality industry now employees 145.000 people, making it the country’s 7th largest employer. The growth has been buoyed by the return of international workers to Aotearoa and positively operators report an easing of some of the staffing challenges that peaked in 2022. However, the industry continues to face skilled employee shortages for specific roles, in particular senior chefs and senior front of house roles, including restaurant managers.

Guiding our Future: The Hospitality Roadmap

To support the development of the industry, the Association continues to use the Future of Hospitality Roadmap, first developed in 2021, to support the sector. Focus areas include workforce development, economic strategies, customer attraction, industry digital transformation and technology adoption, new business models, and business preparedness in the face of future instability.

The Roadmap is under continuous review, evolving over the three years since it’s introduction. The Association continues to actively uses its guiding principles to shape our activities and initiatives, ensuring they align with the industry’s needs and future growth. A high level update and progress report on the Future of Hospitality Roadmap is provided in the Hospitality Report.


Our industry’s typically optimistic viewpoint has currently been shaken; alarmingly, according to 2024 Restaurant Association member insights, 31 per cent of businesses nationwide believe that conditions will deteriorate over the next year. Business closures, including a number of established and high-profile stalwarts, serve as stark reminders of the challenges currently confronting the hospitality sector. However, despite the tough times, together, we can navigate these times and look forward to a brighter future.

The Restaurant Association is focused on supporting in the areas that will help members plan and succeed. While the industry is expected to remain in a subdued trading environment for the remainder of 2024, operators are prepared to navigate the year with a lean approach and an eye on 2025. Yet despite the challenges of the past four years, the industry remains determined and resilient. Once cost of living pressures ease, customer behaviours will follow, and the hospitality sector is ready to welcome people back into our venues. Our industry will thrive again.

Find out more about the 2024 Hospitality Report here. Restaurant Association members can also download a free electronic copy of the full 2024 Hospitality Report by clicking here


View media coverage of the 2024 Hospitality Report here.

Oamaru’s Cucina takes the lead: Dominating Otago’s top dining spots

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Winners of the 2024 Otago Hospitality Awards announced

The winners have been announced in our 2024 Otago Hospitality awards, presented by the Restaurant Association with the support of Trents. These awards celebrate the best dining establishments and individuals in the region as voted by the hospitality industry.

Italian / Latin fusion restaurant Cucina, located in the heart of Oamaru, has secured an impressive three awards including Outstanding Restaurant and the People’s Choice Award.

Cucina prioritises fresh, locally-sourced produce to ensure exceptional quality. The journey of Yanina & Pablo Tacchini from a holiday visit to a deep-rooted connection with Oamaru led to the creation of Cucina. Drawing inspiration from their South American heritage and a blend of Italian and Spanish ancestry, Cucina presents a unique fusion of flavours.

Cucina also takes out the award for Supreme Establishment.

The Outstanding Chef category saw fierce competition, with nominees including Sam Sinclair of Heritage Coffee and Logan Wilson of No.7 Balmac, but the award went to Hannes Bareiter of Tītī who also took home the award for Supreme Individual.

German-born Bareiter found his passion for cooking at 17 and pursued an apprenticeship and master’s degree in culinary arts. He has worked in various settings, from retirement homes to Michelin-starred restaurants. At Tītī, the menu changes every three weeks, reflecting seasonal produce and current trends. Known for their creativity, Bareiter and his team experiment with unique ingredients and techniques.

While fine dining establishments like Tītī showcase culinary creativity, the Otago region also celebrates exceptional casual and street food.

The region’s best casual/street food spots were recognised, with Indian eatery Chilli Dhaba taking home the award for Outstanding Street Food / Casual Dining.

Those looking for the region’s best cocktails should check out Woof! where the award for Outstanding Bartender went to Josh Thomas.

Central Otago is renowned for its exceptional fine wines, and this year’s Outstanding Winery award went to Terra Sancta.

Otago’s hospitality industry is truly special, notable for incredibly hospitable people who make every visit memorable. These venues are also fantastic places to sample the region’s outstanding local produce, showcasing the best of what Otago has to offer.

It is crucial that we take the time to pause and celebrate our successes, recognising the hard work and passion that our peers pour into their craft. These awards are a testament to the remarkable talent and innovation that make Otago a standout destination, and they provide an opportunity for us to honour the individuals and establishments that elevate our region’s hospitality industry.

For more information regarding the awards, please visit https://hospitalityawards.co.nz/Otago


Otago Hospitality Awards 2024 Winners

Alliance Outstanding Restaurant

– Cucina

Outstanding Street Food / Casual Dining

– Chilli Dhaba

Anchor Food Professionals Outstanding Chef

– Hannes Bareiter, Tītī

Campari Outstanding Bartender

– Josh Thomas, Woof!

Outstanding Central Otago Winery

– Terra Sancta

OneMusic Outstanding Ambience & Design

– Pequeño Lounge Bar

Silver Fern Farms Emerging Chef

– Michael Hanrahan, Precinct Cafe

Vault21 Outstanding FOH Team

– Moons

Mediaworks People’s Choice Award

– Cucina

Trents Supreme Individual

– Hannes Bareiter, Tītī

Trents Supreme Establishment

– Cucina

The Commerce Commission says there is potential for over $250m reduction in payment fees

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The Commerce Commission is consulting on the potential to reduce hundreds of millions of dollars a year in costs to New Zealanders using the Mastercard and Visa payment networks – affecting nearly all consumers and businesses.

This is part of the Commission’s responsibility to promote competition and efficiency within the retail payment system.

Consumers spend approximately $95 billion using Mastercard and Visa each year in New Zealand which costs businesses – and ultimately consumers through higher retail prices and surcharges – around $1 billion annually. However, the Commerce Commission say that they think this cost is too high, especially when compared internationally, and see the potential to reduce these fees by more than $250 million per annum.They say there is an opportunity to reduce a significant component of the merchant service fee, which should in turn allow businesses to reduce retail prices as well as surcharges, for the benefit of their customers.

Reducing and simplifying these fees could reduce surcharges or even remove the need for surcharging altogether in some cases. This would also make it easier for consumers, the Commission and industry to identify where surcharges are excessive. Surcharges should only reflect the costs of accepting these card payments and we are exploring changes to fees which could see surcharges reduced to 0.7% or less.

This consultation also asks questions about other issues the Commission considers may require attention such as a lack of innovation and pace, which may be barriers to new and more secure payment options made possible through open banking.


The Commission is seeking views on the issues by 4pm on 20 August 2024.

The information paper can be found here.

Feedback can be provided via this form which is tailored to consumers and merchants. Alternatively responses can be submitted to retailpaymentsystem@comcom.govt.nz using the submission template found here.

Finalists in the 2024 Canterbury Hospitality Awards have been announced!

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We have announced the finalists for this year’s Canterbury Hospitality Awards, a celebration of the region’s finest cuisine. These finalists represent the best dining establishments and individuals in the region, as voted by the hospitality industry.

New Korean restaurant and bar Brewda receives four nominations for Outstanding New Establishment, Outstanding Restaurant, Outstanding Chef for Cian Curtin and Outstanding Restaurant Manager for Marty Moon.

Joining Brewda in the Outstanding Restaurant category are Black Estate, Gatherings and King of Snake.

Inati, recognised with three nominations, is celebrated for its bespoke fine dining experience that seeks to challenge the palate and expand the mind. The iconic Christchurch eatery earns recognition for its Outstanding Wine and Beverage List, Outstanding Chef for Simon Levy and Outstanding Emerging Chef for Quinn Ojala.

Also with three nominations is wine, jazz and tapas bar Vesuvio which takes home nominations for Outstanding Bartender for Ben Edwards, Outstanding Wine and Beverage List and Outstanding Ambience and Design.

Those looking for the hottest new joints in the region should check out Brewda, Lillies, Roca and Scoundrel who all receive nominations in the category of Outstanding New Establishment.

In the Outstanding Chef category, Simon Levy of Inati is joined by Cian Curtin of Brewda, Julie Han of Table Bloom, Nick Tatom of Majestic at Mayfair and Robert Fairs of Londo.

Famous for its vibrant casual food scene in Christchurch’s post-earthquake laneways and pop-up spots, the region’s top street food stars and casual eateries are getting their due. Bar Yoku, Beers, Scoundrel, and Smoke ‘n’ Barrel are all up for the Outstanding Street Food/Casual Dining category.

Child Sister, Hello Sunday, Majestic at Mayfair, and Six Ounces are all nominated in the category of Outstanding Café as well.

“Christchurch truly boasts a plethora of fantastic dining options. From exquisite fine dining establishments to diverse ethnic eateries reflecting the city’s rich cultural tapestry, and not to forget the great little coffee houses and incredible street food vendors. There’s genuinely something here for everyone to enjoy,” said CEO Marisa Bidois.

“These awards not only celebrate our outstanding talent but also recognise the hard work and dedication that go into delivering exceptional dining experiences.”

The Canterbury community is also able to vote for its favourite establishment in the People’s Choice Award category.

Voting is open until 4th August and the winners will be revealed at an awards ceremony hosted at Te Pae: Christchurch Convention Centre on 19th August.


Canterbury Hospitality Awards 2024 Finalists

Restaurant Association of NZ Outstanding Barista:

  • Fumi, Espresso Studio by Fushoken
  • Eduardo Santos, Sala Coffee
  • Olivia Bougen, Central Deli Sandwiches
  • Sophie White, Majestic at Mayfair

Campari Outstanding Bartender:

  • Ben Edwards, Vesuvio
  • Cory Evans, The Last Word
  • Harry Findlay, Londo
  • Rene Bennett, Bareno

Anchor Food Professionals Outstanding Chef:

  • Cian Curtin, Brewda
  • Julie Han, Table Bloom
  • Nick Tatom, Majestic at Mayfair
  • Robert Fairs, Londo
  • Simon Levy, Inati

Tevalis Outstanding Front of House:

  • Bar Yoku
  • Cellar Door
  • Fifth Street
  • Odeon

Restaurant Association of NZ Outstanding Bar:

  • Bareno
  • Moon Under Water
  • Smash Palace
  • The Last Word

Silver Fern Farms Outstanding Emerging Chef:

  • Jack Tinkler, Hello Sunday & Pink Lady
  • Maiterangi Apirana, Super
  • Quinn Ojala, Inati
  • Te Iwi Matthews, The Birdwood

Restaurant Association of NZ Outstanding Wine & Beverage List:

  • Inati
  • Londo
  • Salut Salut
  • Vesuvio

Restaurant Association of NZ Outstanding Restaurant Manager:

  • Nigel Brokenshire, The Flaming Rabbit
  • Laura Holcroft, Bar Yoku
  • Julie Filion, Earl
  • Marty Moon, Brewda

Bidfood Outstanding Street Food/Casual Dining:

  • Bar Yoku
  • Beers
  • Scoundrel
  • Smoke ‘n’ Barrel

Coca-Cola Europacific Partners Outstanding Cafe:

  • Child Sister
  • Hello Sunday
  • Majestic at Mayfair
  • Six Ounces

OneMusic Outstanding Ambience & Design:

  • Delilah
  • King of Snake
  • Scoundrel
  • Vesuvio

Restaurant Association of NZ Outstanding Regional Establishment:

  • Brew Moon
  • Greystone
  • Otahuna Lodge
  • Thirsty Acres

Restaurant Association of NZ Outstanding New Establishment:

  • Brewda
  • Lillies
  • Roca
  • Scoundrel

Alliance Outstanding Restaurant:

  • Black Estate
  • Brewda
  • Gatherings
  • King of Snake

Restaurant Association of NZ Outstanding Sustainability:

  • Black Estate
  • Gatherings
  • Grater Goods
  • Greystone
  • Otahuna Lodge

Restaurant Association of NZ Outstanding Sales Rep:

  • Byron Mann, Bidfood
  • Joseph Clarke, ServiceIQ
  • Richard Pel, Hancocks
  • Zac Goy, Aitkens

Restaurant Association of NZ Outstanding Supplier:

  • Aitkens
  • Bidfood
  • Leeston Grocer
  • ServiceIQ

Oamaru’s Cucina takes the lead: Dominating nominations in Otago’s Top Dining Spots

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The finalists have been announced in the Otago Hospitality awards and represent the best dining establishments in the region as voted by the hospitality industry.

Italian / Latin fusion restaurant Cucina, located in the heart of Oamaru, secures the lead with an impressive five nominations including Outstanding Restaurant and Outstanding Chef for Pablo Tacchini.

Cucina prioritises fresh, locally-sourced produce to ensure exceptional quality. The journey of Yanina & Pablo Tacchini from a holiday visit to a deep-rooted connection with Oamaru led to the creation of Cucina. Drawing inspiration from their South American heritage and a blend of Italian and Spanish ancestry, Cucina presents a unique fusion of flavours.

The establishment also picks up nominations for Outstanding Bartender for Agustin Vijande, Outstanding Front of House and Ambience & Design

In the Outstanding Chef category, Tacchini is joined by Sam Sinclair of Heritage Coffee; Logan Wilson of No.7 Balmac and Hannes Bareiter of Tītī.

Also securing an admirable number of nominations, live music venue Moons collects a total of three nominations. Kezia Mowat earns recognition for Emerging Chef, while the team is a finalist in the Front of House category. The establishment also receives a nomination for Outstanding Ambience and Design.

The region’s best casual / street food spots are recognised with Chili Dhaba, Chong’s Restaurant Dunedin, Citizens and Liam’s Hungarian Langos all nominated in the category of Outstanding Street Food / Casual Dining.

Those looking for the region’s best cocktail should check out Cucina, Pequeño Lounge Bar, The Press Club Dunedin and Woof where Agustin Vijande, Jesse Bishop, Griffin Pillar and

Josh Thomas all receive nominations in the category of Outstanding Bartender.

The region is renowned for its exceptional fine wines, attracting wine enthusiasts from around the world. This year, the spotlight shines on four distinguished wineries – Dunstan Road Winery, Monte Christo, Mt Difficulty and Terra Sancta that have set a new standard in the coveted category of Outstanding Winery.

“I am continually impressed by the unique qualities that set this region apart. Otago’s hospitality scene is characterised by its vibrant creativity, dedication to excellence, and the seamless integration of local culture and exceptional cuisine.

“It is crucial that we take the time to pause and celebrate our successes, recognising the hard work and passion that our peers pour into their craft. These awards are a testament to the remarkable talent and innovation that make Otago a standout destination, and they provide an opportunity for us to honour the individuals and establishments that elevate our region’s hospitality industry.”

RA CEO Marisa Bidois

The Otago community is also able to vote for its favourite establishment in the Mediaworks People’s Choice Award category.

Voting is open until Sunday 14th July and the winners will be revealed on 28th July.

Tickets to the event are on sale now, to purchase or for more information regarding the awards please visit https://hospitalityawards.co.nz/Otago.

Otago Hospitality Awards 2024 Finalists

Alliance Outstanding Restaurant

– Cucina

– Moiety

– The Press Club Dunedin

– Tītī

Outstanding Street Food / Casual Dining

– Chili Dhaba

– Chong’s Restaurant Dunedin

– Citizens

– Liam’s Hungarian Langos

Anchor Food Professionals Outstanding Chef

– Pablo Tacchini, Cucina

– Sam Sinclair, Heritage Coffee

– Logan Wilson, No.7 Balmac

– Hannes Bareiter, Tītī

Campari Outstanding Bartender

– Agustin Vijande, Cucina

– Jesse Bishop, Pequeño Lounge Bar

– Griffin Pillar, The Press Club Dunedin

– Josh Thomas, Woof!

Outstanding Winery

– Dunstan Road Winery

– Monte Christo

– Mt Difficulty

– Terra Sancta

OneMusic Outstanding Ambience & Design

– Cucina

– Moons

– Pequeño Lounge Bar

– Woof!

Silver Fern Farms Emerging Chef

– Jasmine Lee, Heritage Coffee

– Kezia Mowat, Moons

– Michael Hanaran, Precinct Cafe

Vault21 Outstanding FOH

– Cucina

– Del Mar

– Moiety

– Moons

Spark your success at Ignite Hospo

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We are excited to unveil our latest conference format, Ignite Hospo.

This inaugural event, tailored exclusively for Restaurant Association members and New Zealand hospitality business owners, is primed to confront industry challenges head-on in an Auckland waterside venue on Monday, 19 May, 2025.

Ignite Hospo serves as the ultimate gateway to innovation and growth, connecting attendees with respected local and international speakers and mentors, as well as a network of like-minded business owners and operators from across the New Zealand hospitality sector. This immersive event goes beyond passive listening sessions, offering intimate, interactive workshops that provide practical, tangible tools for businesses to thrive.

We’re excited to bring together the best and brightest in the hospitality industry for Ignite Hospo. Our goal is to ignite a passion for innovation and equip attendees with the strategies and insights needed to drive their businesses forward in today’s dynamic landscape.

Pre-registration for Ignite Hospo is now open with tickets going on sale at the end of the month.

Highlights of Ignite Hospo include Lightning Talks, featuring short, focused presentations from industry professionals designed to entertain and inspire, as well as Flash Connect, a unique networking experience where attendees collaborate to solve real-world challenges.

Adding to the experience is a specially curated menu from Chef Nic Watt, aligned to the event’s fire theme, promising attendees both nourishment and inspiration.

At Ignite Hospo we’re dedicated to creating unforgettable experiences fueled by personalisation and connection. That’s why we’re introducing a new approach to attendee segmentation. Each attendee will be invited to complete a short survey ahead of the event to provide invaluable insight into individual preferences, interests, and goals, allowing us to craft a tailored experience for each attendee.

Ignite Hospo isn’t just an event—it’s your gateway to unlocking the potential of your business and igniting a passion for innovation within the heart of New Zealand’s hospitality sector.

TICKETS ON SALE NOW

Find out more info at ignitehospo.co.nz


Restaurant Association calls for greater accountability at Auckland Transport

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Media release

15th May 2024

The Restaurant Association has expressed deep concern and disappointment over recent revelations regarding Auckland Transport’s unilateral changes to parking charges within the Central City Parking Zone (CCPZ).

“Despite claims by Auckland Transport of attempting to communicate these changes effectively, there has been a lack of direct engagement with impacted stakeholders, including businesses within the CCPZ and their employees which falls far short of acceptable standards,” said Marisa Bidois, CEO of the Restaurant Association.

In a letter addressed to the Transport and Infrastructure Committee, the Restaurant Association highlights the need for enhanced transparency and accountability within Auckland Transport. The Association urges the Committee to initiate an inquiry into the role, powers, and accountability of Auckland Transport, citing the organisation’s failure to adequately involve stakeholders in decision-making processes.

“As the largest representative body for restaurants and cafés in New Zealand, we are deeply troubled by Auckland Transport’s disregard for meaningful consultation,” stated Bidois. “This lack of engagement undermines the trust between Auckland Transport and the community it serves.

“The introduction of 24/7 parking charges is expected to increase costs for diners wishing to drive into the city, potentially reducing overall patronage to restaurants and cafés. Additionally, the added financial burden on employees, who often finish work late at night when public transport options are limited, further exacerbates the challenges faced by the industry.

“We foresee a detrimental effect on both businesses and employees within the hospitality sector,” Bidois continued. “The increased costs associated with parking will deter customers and place additional financial strain on employees.”

The Association emphasises the importance of ensuring elected officials and the general public have confidence in Auckland Transport’s operations. An inquiry would provide an opportunity to examine Auckland Transport’s conduct, seek input from a diverse range of stakeholders, and make recommendations to Parliament for improved accountability measures.

“We believe that Auckland Transport has a duty to the community it serves,” Bidois continued. “The current approach is unacceptable, and an inquiry is necessary to address these concerns and restore public trust.”

The Restaurant Association stands ready to provide assistance and further information to the Transport and Infrastructure Committee as it considers whether to launch a formal inquiry. The Association, along with its local member businesses, is committed to ensuring that the interests of the community are upheld in all decisions related to transportation policy and governance.

ENDS

Criticism for Auckland Transport’s new 24-hr parking fee regime

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Auckland Transport’s decision to implement new 24-hour parking charges in the central city from July 1 has sparked criticism from all quarters, particularly as the news came out of the blue.

  • From 1 July 24-hr parking charges in the inner city will be implemented
  • Hourly rates to range from $2-$4 depending on zones and times
  • Information on the City Centre parking Zones and charges can found here

Previously free parking on Sundays and outside 8am-6pm will now incur charges in a move to find savings, aligning with Auckland Council’s directives to cut $73 million in expenses over 12 months. The changes, effective July 1, include hourly rates ranging from $2 to $4, depending on zones and times, with one concession being that AT have said that they are looking to delay the introduction of the charges in the Wynyard Quarter area until the bridge is repaired and operating again.

The Restaurant Association is beyond disappointed to be blindsided by the revelations regarding Auckland Transport’s changes to parking charges in the Central City ParkingZone (CCPZ). While officials from Auckland Transport have said they “have been trying their best to communicate” these changes, we submit that this is nowhere near good enough. For that reason the Association has written to Parliament’s Transport and Infrastructure Select Committee asking them to consider initiating an inquiry into the role, powers and accountability of Auckland Transport. We have also advised Minister for Transport, Hon Simeon Brown, MP for Auckland Central, Chloe Swarbrick and the Minister for Tourism and Hospitality, Hon Matthew Doocey of our request.

As the largest representative body for restaurants and cafés in New Zealand, and one of the multitude of stakeholders let down by this announcement, we submit that Auckland Transport’s approach to this is completely unacceptable and warrants an inquiry to ensure both elected members and the general public can have confidence in the organisation’s operations.

Despite claims of transparent communication, we were not kept across the changes before announcement and we are concerned of the impact this may have for our inner city members.


Submission on Hawke’s Bay Regional Councils Three-Year Plan

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May 2024

Executive Summary

The Restaurant Association of New Zealand welcomes the opportunity to set out the importance of continued Council investment into the tourism-related functions carried out by Hawke’s Bay Tourism. We wish to appear before Regional Councillors to speak to our submission. 

While our preference would be to maintain funding for Hawke’s Bay Tourism at its current level, we recognise that this is not an option. We therefore submit that the only viable proposal is the Council’s ‘Option B’ to maintain funding at $1.52 million for 2024-25, and $441,000 per annum for 2025-26 and 2026-27. 

The Restaurant Association of New Zealand (the Restaurant Association) welcomes the opportunity to make a submission on the Hawke’s Bay Regional Council’s Three-Year Plan. 

We are strongly opposed to the Council’s preferred ‘Option A’ to phase out funding for Hawke’s Bay Tourism. 

While our preference would be to maintain funding at its current level of $1.52 million for the next three years, we recognise this is not an option. We, therefore, submit the only viable proposal is the Council’s ‘Option B’ – to maintain funding at $1.52 million for 2024-25, and then reduce to $441,000 per annum from 2025-26. 

The Council’s preferred option would force Hawke’s Bay Tourism to shut down in July which would greatly affect the region and New Zealand’s wider economy. As the largest representative body in New Zealand for food and beverage businesses in the Hospitality industry, we are concerned by the significant impacts the proposed funding cuts will have on the region’s tourism and hospitality sectors, the third largest contributor to the region’s Gross Domestic Product (GDP). 

Tourism and hospitality are key contributors to people and place. Our tourism and hospitality industries are integral to our national identity; when they thrive, so does New Zealand. They bring economic diversity and resilience, generate jobs and contribute to regional prosperity while showcasing our cultural richness and timeless experiences, fostering pride and social connectivity both locally and globally. 

We recognise that, across New Zealand, local governments are under immense pressure, and are tasked with making difficult decisions. Funding for tourism, however, is an investment in the economic future of every region that consistently generates a significant return on investment, and any cuts to that funding is simply a short-term solution to capital expenditure restraints with long-term negative impacts.

Destination promotion and stewardship is an important investment with collective benefits that extend beyond individual businesses or organisations. Tourism promotion is a public good that requires collaboration and support from governments, communities, and stakeholders to maximise its positive impact. 

After the devastating effects of cyclone Gabrielle, it is more crucial than ever to ensure that local investments are made that help to rebuild our economy. While other investments in the region’s cyclone recovery which are preventative in nature are important (such as stopbanks), investments in visitor attraction help to deliver immediate and ongoing returns which directly support the region’s economic recovery. 

International experience tells us that when visitor attraction funding is cut, market share in the visitor economy is lost and can take decades to recover. We submit that the Hawke’s Bay Regional Council has an opportunity to capture a greater share of New Zealand’s national visitor economy. 

While every region is making decisions about their investment in visitor attraction, sustained investment in tourism funding provides the Hawke’s Bay Regional Council with two possible outcomes: 

Should other regions cut their investments in visitor attraction, by maintaining the Council’s current level of investment the Hawke’s Bay region will naturally fill the gaps left by other regions in both domestic and international tourism. 

Should other regions maintain their investments in visitor attraction, the Hawke’s Bay region maintains its market share of the visitor economy and does not lose ground which is notoriously difficult to regain in the future. 

The hospitality, tourism and retail industries are often subject to the availability of household discretionary spend, meaning it is the first to be cut during times of economic downturn. The phasing out of funding for Hawke’s Bay Tourism will inevitably result in a restriction of economic activity that disproportionately impacts these industries that are already reeling from the cost of living crisis, by failing to attract the tourism spend which relies heavily on a flourishing domestic and tourism sector.

Hawke’s Bay Tourism estimates that 1 in every 10 jobs (approximately 10,000) in the region come from these industries, which means that as local businesses lose out on the tourism spend that they depend on, businesses will be forced to cut costs, downsize, or close down entirely, resulting in job losses.

On average, 18,000 visitors come to the Hawke’s Bay region every day. Approximately 20% of visitor spend goes toward tourism-related services and 80% going to the broader community1. If funding for Hawke’s Bay Tourism was phased out, the visitor economy would decrease by at least 20% or $260 million over the next three years2. The cost of continuing to fund Option B would be less than 1% of the loss ($2.4 million). 

In the year ended September 2023, the hospitality and tourism industries contributed approximately $1.3 billion both directly and indirectly to the Hawke’s Bay economy. This is 7% of the regional GDP, making these industries the third largest contributors to the region’s GDP behind process manufacturing and agriculture. 

The Hawke’s Bay Regional Council’s current investment in tourism of $1.52 million is approximately 0.1% of the industries’ contribution to the region’s GDP – a return on investment of over 85,000%. The proposed $441,000 annual contribution is 0.03% of the $1.3 billion return to the region. Reducing the Council’s investment in tourism by over 70 percent as is proposed will mean these industries—the third largest contributor to local GDP—are unable to maintain their contribution to local GDP, resulting in a significant blow to the local economy. 

16. It is clear that the negative effects of implementing Option A and phasing out the funding for Hawke’s Bay Tourism far outweigh the costs of continuing funding at a reduced rate. These negative effects reach far beyond the hospitality and tourism industry, impacting the region and wider economy. For this reason, the Restaurant Association encourages Regional Councillors to vote in favour of Option B while maintaining our position that, were it an option being proposed by the Council, the Restaurant Association would instead support retaining funding for Hawke’s Bay Tourism at its current levels. 

While the majority of hospitality expenditure comes from local spending and allows for maintenance of operations, the boost to our sector that comes from tourism spending is what allows our sector to innovate, adapt and address the large-scale issues we face. 

The Hospitality sector has suffered unprecedented levels of disruption to our industry over the past four years—from the global pandemic and its flow-on effects, to the repeated extreme weather events and the cost of living crisis. 

An October 2023 survey by the Restaurant Association, which focused on Hawke’s Bay members’ current operating conditions and future needs, the following points were highlighted: 

Inbound tourism was cited as most critical to the ongoing success of the region’s hospitality businesses. 

Investment in regional marketing was listed as the top priority to support business. 

The primary challenges operators were facing included the impact of the slow economy, the disruptions still in place post-Covid and the weather events, and reduced tourism. 


[1] According to Hawke’s Bay Tourism estimates. 

[2] According to Hawke’s Bay Tourism estimates.

Revitalizing Restaurant Revenue: 10 marketing strategies to combat customer downturns

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Recent research of our members has identified that customer downturn is the number one challenge facing our businesses. Members are reporting a decline in both revenue and patronage numbers. It’s a concerning trend, and it directly reflects the challenges our industry is facing.

During a customer downturn, there is an essential need to get creative and proactive with marketing strategies and product offers to attract and retain customers.

Here are ten marketing ideas to consider:

  1. Special promotions: Offer limited-time promotions, such as kids eat free, express lunch menus, bottomless food items, buy one get one free offers or discounts on specific menu items or days of the week. This encourages repeat visits and attracts price-sensitive customers.
  2. Family packages: Recognising that families may be more selective about dining out during a downturn, offer family packages that provide value and convenience. These packages can include a complete meal for a family at a discounted price, with options for children and adults. Consider adding family-friendly entertainment, such as board games or colouring books, to make the dining experience more appealing to parents with kids
  3. Office happy hour specials: Organise an “Office Happy Hour” event, specifically designed to attract local workers for after-work drinks. This event can take place on weekday evenings and offer special discounts on drinks and appetizers during a designated time, typically from 5pm to 7pm. Promote it as a great way for coworkers to unwind and network after a busy workday. Consider adding unique touches like extended Happy Hour on Fridays, themed drink specials, or even a loyalty program where frequent attendees can earn rewards or exclusive discounts. Advertise the event to local businesses and corporate offices to encourage group reservations and participation. Any alcohol promotions need to comply with promotions regulations. Find out more here.
  4. Loyalty programmes: Reward your best customers and encourage them to dine with you more regularly but implementing a loyalty programme that rewards customers for repeat visits. This can be in the form of points, discounts, or free items after a certain number of visits or purchases.
  5. Social media engagement: Increase your restaurant’s presence on social media platforms. Share engaging content, run contests, and engage with your customers through comments and messages. This will help to keep you top of mind with your best customers.
  6. Email marketing: Build and segment your email list to send personalised promotions and updates to your customers. Consider offering exclusive deals to email subscribers.
  7. Local partnerships: Collaborate with local businesses to cross-promote each other. This can help expand your customer base and provide added value to your current customers. For example, a pre theatre or show menu that works around the time of the performance.
  8. Themed events: Host themed events, such as trivia nights, live music, or chef collaborations. These events can attract new customers and create a buzz around your restaurant.
  9. Create something unique: Create food challenges or unique menu items that encourage patrons to come in for the ‘must try’ item. These can draw a lot of attention on social media and draw the foodies in.
  10. Tailor your offerings to the right customer base: If you’ve noticed a decrease in your usual family clientele and an increase in DINKY’s (double income, no kids) patrons dining at your establishment, consider adjusting your menu and events to better cater to this demographic.

Submission on Companies (Address Information) Amendment Bill 

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May 2024

Executive Summary

The Restaurant Association supports the Companies (Address Information) Amendment Bill. We recognise the need for directors who have serious concerns regarding the impact of the availability of address information on their personal safety, or the personal safety of a person the director lives with, to request that their residential address be substituted with an address for service. 

We submit that this Bill could be improved by making it the responsibility of the New Zealand Companies Office to treat a director’s information as private, without requiring a statutory declaration or payment of a fee. This Bill should also include the non-publication of residential addresses on company shareholders. 

As such, the Restaurant Association makes the following recommendations: 

  • Recommendation 1: A director’s address information should be kept private unless they have requested their information be publicly available. 
  • Recommendation 2: This bill should also cover the non-publication of residential addresses of company shareholders as well as directors. 

The Restaurant Association of New Zealand (the Restaurant Association) welcomes the opportunity to make a submission on the Companies (Address Information) Amendment Bill

The Restaurant Association supports this Bill, however we believe that it could be enhanced to further protect company directors and shareholders. 

We submit that it should be the responsibility of the New Zealand Companies Office to treat a director’s information as private, without requiring a statutory declaration or payment of a fee. 

We also submit that this bill should also cover the non-publication of residential addresses of company shareholders as well as directors – which it currently does not. 

The Restaurant Association supports providing the option for a director’s address information to be kept private, however, we believe this Bill could go further. 

This Bill currently requires a statutory declaration verifying that the public availability of the director’s residential address information is likely to result in physical or mental harm to either the director or a person with whom the director resides, and requires the director to pay a fee for this application. 

The Restaurant Association submits that it should be the responsibility of the New Zealand Companies Office to treat a director’s information as private, without requiring a statutory declaration or payment of a fee. 

  • Recommendation 1: A director’s address information should be kept private unless they have requested their information be publicly available. 

Directors should have the right to privacy regardless of whether there are concerns for safety of themselves or others, and if there are safety concerns, there should not be any barriers to removing this information as soon as possible. 

The argument for the need for director’s addresses to be published to prevent phoenix companies can be managed by the Companies Office without publishing personal residential addresses. The addresses can be made available under request. 

For many smaller entities, directors are also the shareholders of those companies. For this reason, the Restaurant Association 

Bill should also cover the non-publication of residential addresses of company shareholders. 

  • Recommendation 2: This bill should also cover the non-publication of residential addresses of company shareholders as well as directors. 

If company shareholders are excluded from this Bill, someone searching for the director’s information could simply look under the shareholder’s section and find it. 

In New Zealand, small and micro-businesses, including the self-employed, make up 97 per cent of all companies registered. This is a very large percentage of people who will be unlikely to enjoy the protections of this Bill without the inclusion of shareholders. 

Within the hospitality sector, employers are predominantly owner-operators of their small businesses. Small business owners across our sector have been overloaded with the responsibilities of adapting their businesses to abide by new and changing regulations.

With these changes, this Bill would be a win for small business owners, however shareholder information must be included, otherwise the small business owners will not be able to enjoy the same kinds of protections that their big-business owning counterparts have. 

Submission on Kāpiti Coast Proposed Alcohol Licensing Fees Bylaw 

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April 2024

Executive Summary

The Restaurant Association supports the rationale used to determine the weighted fee increases in the Kāpiti Coast District Council’s proposed Alcohol Licensing Fees Bylaw, and commends the Council on taking a risk-based approach to setting alcohol licensing fees. 

Despite this, we submit that the risk weighting used to determine a premises’ cost/risk rating does not reflect that rationale. Currently, the types of premises with an on-licence are weighted against other on-licence venues. The Restaurant Association believes that risk weightings should instead be set against the relative level of risk across all licence types. The Restaurant Association recognises that the setting of cost/risk ratings is not within the control of the Kāpiti Coast District Council, and as such makes the following recommendations: 

  • Recommendation 1: That the council should take a more gradual approach to fee increases, spreading the cumulative increase over the full five years instead of such a large increase as proposed in year one. 
  • Recommendation 2: That the Kāpiti Coast District Council advocates to the Ministry of Justice for a review of the cost/risk ratings for different types of premises set by the Sale and Supply of Alcohol (Fees Regulations) to better reflect the risks of on-licence premises as compared to off-licence and club licence premises. 

The Restaurant Association of New Zealand (the Restaurant Association) welcomes the opportunity to make a submission on the Kāpiti Coast District Council’s proposed Alcohol Licensing Fees Bylaw. 

We support the rationale used to determine the weighted fee increases in the proposed Bylaw, and commend the Council on taking a risk-based approach to setting alcohol licensing fees. 

Our more than 2,500-strong membership is made up of hospitality businesses where food is the hero of their operations, with alcoholic beverages offered as a supplement to their culinary experience. It is clear that sale of alcohol alongside a meal carries far less risk than businesses where the sale of alcohol is their core offering. 

We recognise the need to ensure the sale, supply and consumption of alcohol is undertaken safely and responsibly, but believe that the greatest risk to this goal is the off-licence sale of alcohol. 

The Restaurant Association supports the premise that the greatest fee increases should apply to the higher risk categories of the premises, which allows for a lower increase for smaller operators and/or operators in low-risk environments. 

Whilst we recognise the need to increase licence application fees, annual licensing fees, and special licence application fees to better recover the cost associated with administering both new and existing licences, it is imperative these increases reflect the actual levels of harm caused. 

The proposal that the fee increases would mainly affect medium to high-risk premises like pubs and chain stores or supermarkets, not small daytime cafes, or intimate high-end restaurants is essential to ensuring the actual levels of harm caused is reflected in the fee increases. 

This is especially important for small business owners across our sector who have been overloaded with the responsibilities of adapting their businesses to abide by new and changing regulations, when their focus should be on their recovery from almost three years of hampered trading to ensure their business is rebuilt in a more resilient and sustainable way. 

It is important to recognise, however, that the food and beverage sector of the hospitality industry operates on a very tight profit margin of approximately 4%. 

Expenditure on hospitality is also highly dependent on local and tourism spending, with both of these spends being highly unstable. Local spend is highly discretionary, meaning it is the first to be cut from household budgets in times of economic downturn. 

Given the unprecedented levels of disruption to our industry over the past four years—from the global pandemic and its flow-on effects, to the repeated extreme weather events and the cost of living crisis, we recommend that the council should take a more gradual approach to fee increases, spreading the cumulative increase over the full five years instead of such a large increase as proposed in year one. Our proposed alternative models for application fees and annual licensing fees are at appendix 3 and 4. 

  • Recommendation 1: That the council should take a more gradual approach to fee increases, spreading the cumulative increase over the full five years instead of such a large increase as proposed in year one. 

While the Restaurant Association recognises that the proposed fee structure must be set in accordance with the framework set out by the Sale and Supply of Alcohol Act 2012, the Local Government Act 2002 and any regulations, we believe there should be a review of the current risk ranking. 

In a practical sense, there are far fewer restrictions and regulations for off-licence holders in terms of the responsible sale and supply of alcohol when compared to on-licence holders. 

For example, when serving alcohol in an on-licence venue, staff are bound by host responsibility requirements and must monitor intake to determine when they must stop service to prevent intoxication. 

Alternatively at an off-licence venue, customers can purchase as much alcohol as they want, to take home and then consume as much as they want without any restriction. There are minimal requirements for an off-licence premises to ensure they are selling and supplying alcohol in line with the objectives of the Act, and this should be better reflected in the licensing fees framework. 

We submit that: 

  • An on-licence Class 1 restaurant carries an equivalent risk of harm to an off-licence hotel or tavern. 
  • An on-licence Class 2 restaurant carries an equivalent risk of harm to an off-licence Class 1, 2 or 3 club, remote sale premises, other, and 
  • An on-licence Class 3 restaurant carries an equivalent risk of harm to an on-licence BYO restaurant, theatres, cinemas, winery cellar doors. 

We therefore believe that a more fulsome review of the cost/risk rating of premises within the regulations to better reflect the actual risk of harm. The Restaurant Association’s proposed cost/risk rating table is available at appendix 2. 

We recognise that the setting of cost/risk ratings is not within the control of the Kāpiti Coast District Council, and therefore recommend that the Kāpiti Coast District Council advocates to the Ministry of Justice for a review of the cost/risk ratings for different types of premises set by the Sale and Supply of Alcohol (Fees Regulations) to better reflect the risks of on-licence premises as compared to off-licence and club licence premises. 

  • Recommendation 2: That the Kāpiti Coast District Council advocates to the Ministry of Justice for a review of the cost/risk ratings for different types of premises set by the Sale and Supply of Alcohol (Fees Regulations) to better reflect the risks of on-licence premises as compared to off-licence and club licence premises. 

Appendix 1: current cost/risk rating table 

Licence type Type of premises Weighting
On-licence Class 1 restaurant, night club, tavern, adult premises 15
Class 2 restaurant, hotel, function centre 10
Class 3 restaurant, other 5
BYO restaurant, theatres, cinemas, winery cellar doors 2
Off-licence Supermarket, grocery store, bottle store 15
Hotel, tavern 10
Class 1, 2 or 3 club, remote sale premises, other 5
Winery cellar doors 2
Club licence Class 1 club 10
Class 2 club 5
Class 3 club 2

Appendix 2: proposed cost/risk rating table 

Licence type Type of premises Weighting
15 10 2
On-licence Night club, tavern, adult premises x
Class 1 restaurant x
Class 2 restaurant, hotel, function centre x
Class 3 restaurant (other), BYO restaurant, theatres, cinemas, winery cellar doorsx
Off-licence Club licence Supermarket, grocery store, bottle store x
Hotel, tavern x Class 1, 2 or 3 club, remote sale premises, other Winery cellar doors Class 1 club xxx
Class 2 club x
Class 3 club x

Appendix 3: proposed alternative staged fee increases for application fees 

Current feeYear 1 Year 2 Year 3 Year 4 Year 5
$ incr.% incr.New fee $ incr.% incr.New fee $ incr.% incr.New fee $ incr.% incr.New fee $ incr. % incr. New fee Total incr.
Very low 368.00 27.00 7.3 395.00 28.00 7.1 423.00 29.00 6.9 452.00 29.00 6.4 481.00 29.00 510.00 142.00
Low 609.50 45.00 7.4 654.50 46.00 700.50 47.00 6.7 747.50 48.00 6.4 795.50 49.00 6.2 845.00 235.50
Medium 816.50 150.50 18.4 967.00 160.00 16.6 1,127.00 170.00 15 1,297.00 180.00 13.9 1,477.00 190.00 12.9 1,667.00 850.50
High 1,023.50 211.00 20.6 1,234.50 212.00 17.2 1,446.50 213.00 17.7 1,659.50 214.00 12.9 1,837.50 216.00 11.5 2,089.50 1,066.00
Very high 1,207.50 250.00 20.7 1,457.50 252.00 17.3 1,709.50 252.00 14.7 1,961.50 252.00 12.9 2,213.50 252.00 11.4 2,465.50 1,258.00

Appendix 4: proposed alternative staged fee increases for annual licensing fees 

Current feeYear 1 Year 2 Year 3 Year 4 Year 5
$ incr.% incr.New fee $ incr.% incr.New fee $ incr.% incr.New fee $ incr.% incr.New fee $ incr. % incr. New fee Total incr.
Very low 161.00 14.00 8.7 175.00 14.00 189.00 14.00 7.4 203.00 15.00 7.4 218.00 16.00 7.3 234.00 73.00
Low 391.00 35.00 426.00 35.00 8.2 461.00 35.00 7.6 496.00 36.00 7.3 532.00 37.00 569.00 178.00
Medium 632.00 118.00 18.7 750.00 118.00 15.7 868.00 118.00 13.6 986.00 118.00 12 1,104.00 119.50 10.8 1,223.50 591.50
High 1,035.00 193.00 18.7 1,228.00 193.00 15.7 1,421.00 194.00 13.7 1,615.00 194.00 12 1,809.00 195.00 10.8 2,004.00 969.00
Very high 1,437.50 267.00 18.6 1,704.50 268.00 15.7 1,972.50 270.00 13.7 2,242.50 270.00 12 2,512.50 270.50 10.8 2,783.00 1,345.50

Note: the highlighted figures in appendices 3 and 4 do not reflect the figures provided in the proposal document, which appear to be calculation errors.