February 2025

Hamilton City Council 

Private Bag 3010

Hamilton 3204

Introduction

The Restaurant Association of New Zealand (the Restaurant Association) welcomes the opportunity to submit on the Hamilton City Council Draft Alcohol Fees Bylaw 2025.

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’s priorities for local alcohol fee bylaws include:

• Where fee increases are proposed, ensuring they are phased in over a reasonable timeframe,

• Ensuring Councils are transparent about the cost of alcohol licensing, including which types of licences incur greater costs to the council
• Retaining a minimum 30% of alcohol licensing costs to be paid for through general rates, in recognition of the benefit of a thriving hospitality industry to local communities, and
• Advocating to Central Government for a review of risk ratings set out in legislation.

Hamilton City Council proposal

The Restaurant Association does not support the Council’s preferred option of creating an alcohol fees bylaw in its current form. We are not opposed to the simple act of the Council creating such a bylaw, however, we are concerned by the inherent drastic increase in licensing fees to be paid by applicants in this instance.

If the Council does decide to implement option 1, we recommend two changes are made:

• that 30% of the cost of alcohol licensing be covered from general rates, rather than the proposed 5%, in recognition of the social benefit to local communities from having a thriving hospitality sector.
• that the proposed fee increases should be spread more equally across the 5 year period to prevent such large, up-front fee increases and allow our businesses space to plan and prepare for fee changes.

Notwithstanding the above, we recommend that the Council adopts option 2 by retaining the status quo, as this better reflects our priorities for local alcohol fee bylaws.

Phased fee increases

While we recognise that licensing fees were set by legislation 11 years ago, and that Councils across the country need to recover costs, it is our position that businesses should not be hit with such drastic fee increases simply because their local council had not adopted an alcohol fees bylaw sooner.

For that reason we recommend that all councils take a more gradual approach to fee increases, by more evenly distributing the cumulative increase over a longer period. Further, we recommend that a cap on annual fee increases be adopted by the Council, limiting annual alcohol licensing fee increases to a maximum of no greater than 15%.

Using the Council’s current proposal as an example, in practice this would mean:

• If evenly distributing fee increases, a 28% increase over the next two years, or an 18% increase over the next three years.
• If capping annual increases, a 15% increase over the next three years, followed by a 9% increase in 2028/29.

Council transparency 

We are concerned that many Councils across the country use cost recovery as a blanket justification for increasing fees across the board, often without any transparency around actual costs incurred by the Council.

It is our position that Councils should provide evidence of the actual cost of processing licences as part of their consultation, so licencees can have confidence that the amount being recovered is accurate and fair. This breakdown should also include the difference in cost of processing on-licences compared to off-licences, with a view to recovering costs on a more proportionate basis in the future.

Finally, we would like to see that Councils have sought to improve efficiencies or cut the internal cost of alcohol licences before passing these costs on to licencees. Businesses are not an endless source of funds that can withstand constant levying by local authorities, and we submit that there must be an attempt on behalf of regulatory bodies across the country to build confidence in their activities.

Public benefit of hospitality

The Restaurant Association submits that all Councils should retain a ratepayer contribution of 30% to alcohol licensing fees, to recognise the contribution of well-managed hospitality venues to the life and economy of communities, and the societal value of having facilities available where people can go to enjoy themselves while drinking safely and responsibly.

Arguments against retaining a ratepayer contribution often cite the user-pays intention of the Act as justification for complete (or almost complete) cost recovery through licensing fees. We submit that ratepayers are part of the user-pays licensing system, and rather than relying on venues to increase prices to cover fee increases, the Council should support access to affordable hospitality for all through its setting of fees.

Review of current risk ranking

The Restaurant Association recognises the need to ensure the sale and supply of alcohol is undertaken safely and responsibly. However, we are concerned that the rigid risk rating formula contained in legislation is out of date and no longer matches the realities of modern hospitality environments. It is important that legislation and bylaws recognise there is not only a difference between on- and off-licence venues, but that there is also a difference between types of on-licence venue: for example, both a night club and a restaurant are on-licence venues, but prima facie these businesses have two very different risk profiles.

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. We therefore believe that a more fulsome review of the risk rating of premises within the regulations to better reflect the actual risk of harm.

We recognise that the setting of risk ratings is not within the control of this Council, and therefore recommend that the Council passes a resolution in support of a Ministry of Justice review of the risk ratings in legislation, to better reflect the risks of different types of licensed premises.

Conclusion

Thank you for the opportunity to provide feedback on your draft alcohol fees bylaw. We would be happy to discuss any part of this submission in more detail, and to provide any assistance that you may require.

February 2025

Introduction

The Restaurant Association of New Zealand (the Restaurant Association) welcomes the opportunity to provide feedback on options for the future of Work-based Learning.

The mission of the Restaurant Association of New Zealand is to be the link between good food and good business so that our Member’s restaurant or café can succeed. We’re passionate about our vibrant industry, which is full of interesting, talented and entrepreneurial people.

Since 1972, the Restaurant Association has worked to offer advice, help and assistance in every facet of the vibrant and diverse hospitality industry. Our Members cover the length and breadth of the country: we are organised into 13 regional branches and led by a national office located in Mt Eden, Auckland.
As the peak representative body for businesses where food is the hero of their operations, we are particularly focused on ensuring that businesses can be more engaged in work-based learning opportunities. As such, our priority for these reforms is keeping the system as simple as possible for the end user, and ensuring that sufficient time is given to allow the new system to work.

Consultation questions

Which of the two models – Independent or Collaborative work-based learning – does your organisation prefer?

In principle, we prefer the Independent Work-based learning model for the simplicity in how work-based learning would be organised, and clear lines of communication for the student and an employer.

Why will your preferred model work best for employers and learners in work-based learning?

The overwhelming majority of the hospitality industry is made up of small businesses, often with owners working on the frontline as well as in the back office. We have also heard commentary throughout this consultation expressing disappointment in business owners who have not taken up apprentices in a work-based learning arrangement.

It is our position that if work-based learning is to succeed, both the system and the practicalities of taking on an apprentice in non-traditional (i.e. outside of the trades) settings must be as simple as possible. At the very least, employers who participate in a work-based learning arrangement should be no worse off than those who do not participate, which is why students in our cookery traineeship programme, Te Tupu Tahi, are supported in their work-based learning by staff from the Restaurant Association, taking some of the pressure off businesses who have taken on the apprentices.

What does your organisation think are the main benefits, costs and risks of each option for employers and learners in your industry?

It is important to note that there is not a unified view across industries about what the best system looks like. While there are some areas of agreement across industries, the most pressing needs for each sector are more likely to be unique, requiring boutique standards and qualifications to be developed that meet their individual needs.

Employer satisfaction with the vocational education system is critical to ensuring that our ITP sector is delivering the training required, however at present this satisfaction is not formally measured. The Restaurant Association recommends that the new work-based learning system should incorporate high levels of engagement with employers and industry bodies, to ensure the sector is providing a valuable pipeline of skilled graduates who can enter the workforce without the need for retraining.

Both models will involve a transition process but this will be different for each. What will be the critical factors in making transitions work for your industry?

Key to the success of these reforms is industry buy-in, and to do so the work-based learning system must be able to adapt to the real-world needs of both learners and employers. Industry input into industry-specific training programmes is key to ensuring that those industries work to deliver a successful learning experience.

Further, these reforms must be given the time to bed in and succeed. The vocational education system has been through significant structural changes in recent years, and this constant disruption has led to a lack of confidence in the system’s ability to deliver the training and skills needed by industry.

Conclusion

We thank the Ministry for the opportunity to provide further feedback on vocational education reforms. We would be happy to discuss any part of this submission in more detail, and to provide any assistance that may be required.

18 February 2025

Hon. Louise Upston
Minister for Tourism and Hospitality
Parliament Buildings
Wellington
l.upston@ministers.govt.nz

Tēnā koe Minister Upston,

Congratulations and welcome to the Tourism and Hospitality portfolio

On behalf of the Restaurant Association of New Zealand, I want to express our gratitude for meeting with us on day one of your tenure as Minister for Tourism and Hospitality. I have already had feedback from our members who shared how impressed they were by your commitment to engaging with the hospitality sector so soon into taking on this role, and I look forward to meeting with you again soon.

With that in mind, I am writing to invite you to Ignite Hospo 2025, our new-look hospitality conference, and to share with you some information about our industry advisory groups, as well as how we intersect with your Social Development and Employment portfolio.

Ignite Hospo 2025

Ignite Hospo is the new format for our annual hospitality conference. This immersive event will go beyond the traditional conference format and off er intimate workshops that provoke thought and discussion through discovery, exploration, and debate of both new and time-tested business strategies and concepts.

As Minister for Tourism and Hospitality, we would like to invite you to be a keynote speaker at Ignite, which will take place on Monday 19 May at the Hyundai Marine Sports Centre, 8/10 Tamaki Drive, Okahu Bay, Auckland.

With the 2025 budget being delivered on Thursday 22 May, should you wish to use this occasion to make a pre-budget announcement of any hospitality-specific investments in Budget 2025, we would be more than happy to support and facilitate this with your off ice.

Industry Advisory Groups

To better consider the issues, initiatives and future skills needed across the hospitality industry, the Restaurant Association has established five industry advisory groups to facilitate regular dialogue about hospitality needs that builds more cohesive, coordinated insights and support greater decision-making.

The groups are:

• Immigration and Employment Relations Industry Advisory Group
• Economic Development Industry Advisory Group
• Sustainability and Environmental Practise Industry Advisory Group
• Training and Development Skills Industry Advisory Group Page 1 of 2
• Rangatahi Advisory Group

These groups meet quarterly in a think tank-style online meeting to discuss issues, ideas and initiatives to support the growth and development of the hospitality industry. Should you or your colleagues ever wish to meet with one of these groups, or engage in targeted consultation on specific topics, we would welcome the opportunity to coordinate such engagement as we have done in the past with the Commerce Commission.

Intersection with your other portfolios

In partnership with the Ministry of Social Development, our HospoStart programme introduces jobseekers to the basics of hospitality. They graduate with a great attitude, core skills and ready for a career in hospitality.

We train job-seekers over four weeks to ready them for work (or get them back into work) in hospitality, with an overall goal of employment upon completion. The training provided by the Restaurant Association is employer driven and has been created in consultation with the hospitality industry.

Participants gain valuable insight into a career in hospitality and key skills for entering employment and further education in our industry. We designed this course to reflect the key skill set required for job seekers – it is practical and hands on learning.

Upon completion we actively help to recruit the graduates into employment and our programme will continue in the form of pastoral care and mentorship in the first 3 months of their employment. Since its establishment in 2017, more than 900 people have passed through the programme and onto the hospitality industry.

Bringing the Michelin Guide to New Zealand

Finally, I understand you have requested a briefing on Michelin, and we were happy to provide what information we had available to your off icials to support this. If there is anything we can do to assist you in this work, please let us know — we are very excited by this opportunity, and have a number of members who have trained in Michelin-starred venues and received Michelin stars themselves who I’m sure would welcome the opportunity to help with bringing Michelin to New Zealand.

I hope you have found this briefing useful, and I look forward to working with you to grow the value of hospitality in New Zealand. Please do not hesitate to contact me if I can be of any assistance in your role.

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

February 2025

Committee Secretariat

Health Committee

Parliament Buildings

Wellington

Restaurant Association of New Zealand submission on the Gene Technology Bill

The Restaurant Association of New Zealand (the Restaurant Association) welcomes the opportunity to submit on the Gene Technology Bill.

As the peak representative body for businesses where food is the hero of their operations, we are particularly concerned by the risks this bill poses to the government’s stated objective of growing the value of tourism, particularly as it relates to food tourism, and the impact this bill will have on consumer choice.

Growing the value of food tourism

Culinary tourism is a vital component of the tourism experience, and ranks alongside climate and scenery in importance to tourists. As such, highlighting food and beverage tourism as part of our marketing of New Zealand as an international visitor destination of choice is one of the Restaurant Association’s top priorities for the government.

We have a global “clean and green” reputation, which includes our culinary reputation for being a country with fresh, natural produce. Protecting and enhancing this reputation is key to growing the value of our food and beverage tourism offering as a country — and while enabling Genetically Modified Organisms (GMOs) may make it easier to grow and farm food at scale, the Restaurant Association believes that our competitive advantage in the world is dependent on the quality of our produce, which is put at risk by a focus on quantity without the necessary protections.

RA recommendation: Hold companies using GE liable for contamination and require commercial insurance.

RA recommendation: Amend the Bill to prohibit release of all GE micro-organisms and viruses which can’t be controlled.

Labelling requirements to support consumer choice

The Restaurant Association is concerned by the lack of tracing and labelling requirements around genetically engineered or modified organisms. All consumers should be able to trust that the food they purchase and consume is what it says on the shelf, and if they are interested in knowing how it is made or what a processed item of food includes, that they can identify such information by looking at the label on those products.

Those consumers are not just limited to an individual shopping at a supermarket: it includes restaurateurs purchasing ingredients that meet the ethos of their business, as well as farmers purchasing feed for their livestock. This cannot be achieved without a rigorous tracing and labelling system that ensures consumers are provided with the necessary information to make informed decisions about their food.

RA recommendation: Include a requirement to trace all gene edited food in the bill.

RA recommendation: Develop a clear labelling system for gene edited food, and include labelling requirements in the bill.

Restaurant Association

Since 1972, the Restaurant Association has worked to offer advice, help and assistance in every facet of the vibrant and diverse hospitality industry. Our mission is to be the link between good food and good business, so that our Member’s restaurant or café can succeed.

We’re passionate about our vibrant industry, which is full of interesting, talented and entrepreneurial people. Our members cover the length and breadth of the country: we are organised into 13 regional branches and led by a national office located in Mt Eden, Auckland.

The Restaurant Association’s latest Consumer Dining Insights Report has been released.

Discover what’s driving Kiwi diners this year, from service expectations and spending habits to the rise of low and zero-alcohol drinks and growing sustainability priorities. Are diners cutting back or dining out more? How does tech fit into the experience? What keeps customers coming back?

The hospitality industry is at a pivotal moment. In 2025, New Zealand’s dining landscape continues to evolve, shaped by economic pressures, shifting consumer preferences, and the ever-present challenge of delivering exceptional hospitality in a changing world.

Over the Christmas and New Year period, I had the opportunity to experience first hand the breadth of our industry—from bustling restaurants in the city to laid-back coastal cafés. What struck me most was how the little things — attentive service, consistency, and reliability— define a great dining experience. It was a reminder that in an increasingly competitive market, those who truly understand and meet the needs of their customers will be the ones who thrive.

The 2025 Consumer Dining Insights Report reflects this reality. Compiled from in-depth survey data collected in late 2024, it captures how New Zealanders are dining, what drives their choices, and what they expect from hospitality businesses.

Among the key findings:

• Service remains king. Great food may be the foundation of hospitality, but diners consistently rank service quality, cleanliness, and attentiveness as key factors that shape their experience.
• Consistency builds loyalty. Diners want to know they can return to a venue and expect the same level of quality and service every time. Reliability is a crucial factor in decisionmaking.
• Value matters. With economic uncertainty still influencing spending, diners are looking for value—whether through pricing, portion size, or the overall experience.
• Tech adoption remains selective. While technology plays a critical role in running hospitality businesses, New Zealand diners continue to prefer traditional service when dining in. However, digital tools are gaining traction in takeaway and booking systems, showing an evolving landscape.
• A growing appetite for mindful drinking. The rise of low and zero-alcohol beverages is shaping menu choices, with 21% of diners citing the availability of these options as an important factor when choosing a venue.

What is clear from this report is that hospitality remains a business built on human connection. While technology and innovation play an important role in shaping how businesses operate, the fundamentals—great food, excellent service, and a welcoming atmosphere—are what keep customers coming back.

This report provides valuable insights for hospitality operators looking to refine their offerings, attract new customers, and retain their loyal base. By understanding what diners want and expect, businesses can continue to deliver experiences that leave a lasting impression.

– Marisa Bidois

The 2025 Consumer Dining Insights report is free for Restaurant Association Members or $69 for non members. Download a copy today!

The Restaurant Association welcomes the decision to keep overnight parking free after Auckland Transport (AT) made the announcement no changes will be introduced until March 2026.

The Restaurant Association had expressed deep concern and disappointment in 2024 when Auckland Transport announced unilateral changes to parking charges within the Auckland Central City Parking Zone (CCPZ). The Association met with representatives from AT to discuss AT’s communication response and propose alternatives. The Association strongly advocated for a reduction in the proposed hourly rates, as well as a delay to the implementation.

Auckland Transport have now confirmed that free overnight parking will remain in Auckland’s city centre for another year. The hourly on-street overnight charge will be introduced in March 2026, and set at $1-$2 per hour. The higher cost will be charged in areas of higher demand.

AT have said that they have listened to feedback from stakeholders and communities and have responded to the requests to implement the changes to overnight parking nearer to the City Rail Link opening date.

Read Auckland Transport’s media announcement here.

Note: Last October, AT implemented Sunday and public holiday daytime charges in the city centre to manage demand for on-street parking spaces. Wynyard Quarter was excluded due to the bridge being repaired. Now that the bridge is back in operation, Wynyard will shift in line with city centre changes, with Sunday and public holiday charges beginning Sunday 2 March 2025.

Other information:

• RA criticism for Auckland Transport’s new 24-hr parking fee regime
• Letter to the Transport and Infrastructure Committee
• Letter to Auckland Transport

At the Restaurant Association, we believe in the power of diversity and inclusivity within the restaurant industry. Our commitment to creating a thriving, equitable, and empowered industry and  workforce is reflected in our dedication to supporting women in the industry.

Women have played a vital role in shaping the hospitality industry, and we are here to provide them with the resources, training, and mentorship they need to excel in their careers.

Women bring unique perspectives, creativity, and talents to the restaurant industry. However, they still face challenges, including gender bias and inequality in the workplace. We believe it’s crucial to address these issues and create a more inclusive and supportive environment for all.

The Women’s Support Hub aims to:

Resources and Training:

Our commitment to empowering women in the hospitality industry extends to providing valuable resources and training opportunities.

Explore our extensive library of online resources, including articles, videos, and guides, covering various aspects of the restaurant and café industry, career growth, and leadership.

Government announces shift to independent work-based learning model for hospitality

The hospitality industry is welcoming today’s announcement by Vocational Education Minister Penny Simmonds that the Government will implement an independent, industry-led model for work-based learning — a move that aligns with widespread calls from across the business community. In simple terms, this decision means that industries like hospitality will now have more say in how…

Continue Reading Government announces shift to independent work-based learning model for hospitality

Restaurant Association welcomes shift to independent work-based learning model

The hospitality industry is welcoming today’s announcement by Vocational Education Minister Penny Simmonds that the Government will implement an independent, industry-led model for work-based learning — a move that aligns with widespread calls from across the business community. In simple terms, this decision means that industries like hospitality will now have more say in how…

Continue Reading Restaurant Association welcomes shift to independent work-based learning model

Industry bodies publish collaborative roadmap to addressing key challenges for hospitality

Wednesday, 16 April 2025 The Restaurant Association and Hospitality New Zealand are pleased to release the full report from the 2024 Hospitality Summit, providing a comprehensive roadmap for addressing the key challenges facing New Zealand’s hospitality industry. Developed through extensive consultation with the hospitality sector, the Summit report identifies 65 practical and actionable solutions across…

Continue Reading Industry bodies publish collaborative roadmap to addressing key challenges for hospitality

Mentorship Programme:

---

Our new mentorship programme aims to connect business owners and  experienced professionals with aspiring individuals or other businesses owners in the industry. Whether you’re seeking to open your own business, are new to business, looking for guidance or want to give back to the industry and mentor someone, we’re here to facilitate these important connections.

Join Our Mentorship Programme:

Are you a woman who owns a business in the hospitality industry looking for mentorship, an aspiring business owner or eager to mentor someone else? Join our mentorship program and be a part of this empowering network:

Mentees: If you’re a woman seeking guidance, support, and professional growth, sign up as a mentee. We will connect you with experienced mentors who can help you navigate your career path.

Mentors: If you are an experienced professional in the restaurant industry and want to make a difference in the lives of aspiring women, sign up as a mentor. Share your knowledge, experience, and insights to empower the next generation.

Friday 24 January 2025

Hon. Nicola Willis
Minister for Economic Growth
Parliament Buildings
Wellington
n.willis@ministers.govt.nz

Tēnā koe Minister Willis,

Cooking with gas: supporting economic growth in the Hospitality industry

I want to take this opportunity to congratulate you for taking on the new Economic Growth portfolio, and thank you for your work to date across all of your portfolios. I particularly appreciated the opportunity to support your announcement of changes to the rules regarding working from home for public servants, and I hope to continue that relationship in your new role.

At the outset, I wanted to outline the Restaurant Association’s role within the broader hospitality industry, which can be thought of as being made up of three sectors: food and beverage, accommodation, and entertainment. The Restaurant Association is the largest representative body focusing on the food and beverage sector of hospitality; our more than 2,500 members cover the length and breadth of the country and are primarily businesses where food is the hero of their operations – from some of the most renowned restaurants in the country to the casual food truck at a local weekend market, we advocate for them all.

It is in that capacity that I wanted to bring to your attention two opportunities that would significantly raise the hospitality sector’s contribution to New Zealand’s economic growth: bringing the Michelin guide onshore, and a focus on major events.

Bringing the Michelin guide to New Zealand

This would provide a significant boost to the food and beverage sector of the hospitality industry, as well as our culinary tourism off ering as a country. Michelin-starred establishments can often become tourism destinations in their own right, generating and raising up a local economy around them. Anecdotally, we’re even aware of small towns and villages across Europe that have seen substantial increases in visitor numbers after local restaurants have earned a Michelin-star.

While the exact cost of bringing the Michelin guide to New Zealand is usually determined through formal negotiations, it is not uncommon for the guide to be in some financial agreement with tourism boards and international governments to initiate market entry, and we are preparing to engage directly with Michelin to better understand their requirements to enter New Zealand.

What we do know is that Michelin has been travelling further afield of late to launch inaugural country guides around the world. From publicly available reporting, cost approximations to bring the Michelin guide onshore have included 1.5 million euro ($2.7 million NZD) for Tel Aviv, 3.2 billion won over four years ($3.9 million NZD) for South Korea and 144 million baht over five years ($7 million NZD) for Thailand.

Recognising that the up-front cost of attracting Michelin to New Zealand could be a concern for the Government, we are also liaising with the Restaurant and Catering Association in Australia to work together on a trans-Tasman proposal to bring Michelin to both of our countries, in the hopes of agreeing to an arrangement with Australia to ensure that both markets can share both the costs and benefits of Michelin, and avoid one country winning out over the other.

Major events and infrastructure

I have heard from many of our members that they are particularly interested in the Government’s approach to major events, particularly in response to an article published by Stuff on 14 October. In response, I have written to your colleague Dr. Carlos Cheung to express our support for his members’ bill (the Resource Management (Concerts) Amendment Bill) which would ensure that consent authorities must grant on application a minimum of 15 consents per year, per major stadium, for concerts.

We see this as a significant step forward for major stadia across the country, however, we also recognise that live music and stadium tours alone are not the solution to all of our challenges. As such, I would value an opportunity to meet with you to learn more about your plans for the economic growth portfolio, both with regard to major events, but also to identify potential synergies which could be accelerated by partnering with hospitality.

I would be happy to host you at our Head Off ice in Mt Eden, to meet with you in Wellington, or to meet online should that be most convenient. Appreciating the pressures on your schedule which may make a meeting diff icult to schedule, I look forward to hearing about your priorities for the Economic Growth portfolio over the coming weeks as relevant announcements are made.

While the past few years — marked by the pandemic, natural disasters and economic uncertainty — have wreaked havoc on the hospitality industry, we are optimistic about what 2025 will bring. Our businesses are preparing for a busy year ahead, with the adage “thrive in ‘25” being adopted by many as a sign of hope for the year ahead.

Please do not hesitate to contact me if I can be of any assistance to you in the meantime, and I look forward to hearing from you soon.

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

Friday 24 January 2025

Hon. Chris Penk
Minister for Small Business and Manufacturing
Parliament Buildings
Wellington
c.penk@ministers.govt.nz

Tēnā koe Minister Penk,

Congratulations and welcome to the Small Business and Manufacturing portfolio/

On behalf of the Restaurant Association of New Zealand, I want to congratulate you on taking up the mantle of Minister for Small Business and Manufacturing, and welcome you to what is an exciting and inspiring portfolio representing an overwhelming majority of businesses in New Zealand.

The Restaurant Association runs a number of industry advisory groups, made up of member businesses who provide us with an on-the-ground view of different policy areas relevant to the hospitality industry. I wanted to take this opportunity to set out two key opportunities that our Economic Development industry advisory group has regularly raised with us, and which we had begun discussing with your predecessor Hon. Andrew Bayly in this role: celebrating an annual New Zealand Small Business Month, and establishing a fund for small business growth.

New Zealand Small Business Month

This proposal started out initially as an annual Restaurant Month, but has grown to become a more holistic recognition of small businesses across the country. We believe a centrally coordinated and supported Small Business Month would help to boost business confidence, and would be a relatively simple and cost effective solution to delivering direct government support for small businesses across the country.

Small Business Months have been used internationally (celebrated in May in the United States, Queensland and New South Wales, and in October in Canada and the United Kingdom) to recognise the importance of small businesses to their economies, and are all delivered in their own unique way.

Our proposal for a New Zealand Small Business Month would see central government (i.e. the Ministry of Business, Innovation and Employment) take on a coordinating role, leading the promotion and publicity for Small Business Month and providing a repository of resources for participants.

In support, we envisage local councils, BIDs and business chambers taking a more granular approach in supporting and promoting local events and “Shop Small” campaigns, while industries themselves would be responsible for delivering actual events and promotions to support central and local campaigns.
Our suggestion is that July is designated as New Zealand Small Business Month – being the middle of winter, it is a traditionally quieter time for businesses and a concerted eff ort to support small business during a slow period will go far in boosting confidence in both our businesses and our economy.

Funding for business growth

At the Small Business Workshop on 25 January 2024, three priorities were identified by those in attendance as important for further work:

• Increasing the vehicles for investment in New Zealand SMEs, including through funds held in KiwiSaver, the SuperFund and ACC.
• Targeting business support to firms with high growth potential.
• Financial incentives for SMEs to invest in their own capabilities.

Many of the discussions regarding access to funding that we have had with our members have been focussed on growth, rather than establishment. An example of a fund that we would like to see replicated in New Zealand is the Queensland Government’s Business Growth Fund, which can be used to purchase equipment that facilitates business growth. At least 40 percent of a total project cost must be funded by the applicant business, with up to $70,000 available per project.

While the specific details would need to be worked out for a New Zealand specific fund, we support the idea of a co-funded model that delivers financial support specifically to small businesses trying to take the next step in their business journey and grow their enterprise.

I would value an opportunity to meet with you to learn more about your plans for the Small Business and Manufacturing portfolio, and to hear your thoughts on the opportunities raised by our Economic Development industry advisory group.

I would be happy to host you at our Head Off ice in Mt Eden, to meet with you in Wellington, or to meet online should that be most convenient. Appreciating the pressures on your schedule which may make a meeting difficult to schedule, I look forward to meeting with you as part of the Small Business Advisory Group.

Once again, congratulations on your new role, and I look forward to hearing from you soon. Please do not hesitate to contact me directly if there is anything that I can assist you with in the meantime.

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

By Marisa Bidois – CEO Restaurant Association of New Zealand

As we reflect on the year that’s been, it’s hard to ignore the immense challenges we’ve faced in hospitality.

An economic downturn has tested the resilience of businesses across the country, and our industry has found itself grappling with the realities of being an analogue sector in an increasingly digital world. These challenges have underscored a need for innovation, adaptability, and collaboration as we navigate our way forward.

Challenging Times, Stronger Together

This year has been tough for many. Rising costs, shifting consumer behaviours, and the lingering impacts of COVID-19 have created a perfect storm of challenges. However, amid this hardship, we’ve seen the extraordinary resilience of our industry. Operators have adapted with ingenuity, finding ways to cut costs, diversify offerings, and keep their doors open.

The drop in food prices this October offered a glimmer of relief, but it’s clear that long-term sustainability will require more than momentary reprieves. We need systemic changes, and that’s where collective action comes into play.

The Analogue Reality in a Digital Age

Hospitality, at its heart, is about human connection—a distinctly analogue experience. Yet, in a digital world, staying tech-enabled is no longer optional. From streamlining operations with smart POS systems to enhancing customer engagement through data-driven insights, we need to embrace technology without losing the personal touch that defines us. The message is clear: we must evolve to meet customer expectations while retaining the warmth and authenticity that make hospitality special.

Building the Future Workforce

Looking ahead, one of our greatest opportunities lies in nurturing the next generation of hospitality professionals. Today’s young workers bring different expectations—they value work-life balance, purpose, and opportunities for growth. We must acknowledge these differences and build workplaces that support and inspire them.

This year’s Hospitality and Tourism Employment Survey provided valuable insights into what our workforce needs to thrive. It’s clear that investing in skills development, wellbeing initiatives, and career pathways will be critical to attracting and retaining talent. We must look after our people because they’re the foundation of everything we do.[ Read the full report here ]

Hospitality Summit 2024: A Roadmap for Change

One of the year’s standout moments was the inaugural Hospitality Summit in Wellington. This landmark event brought together industry leaders, government representatives, and stakeholders to tackle the sector’s challenges head-on and lay the groundwork for a brighter future.

Held at Parliament Buildings, the Summit was a platform for collaboration, with feedback from hundreds of businesses shaping a comprehensive set of draft recommendations. These include “quick wins” such as improving data use, simplifying compliance, and addressing immigration hurdles, alongside long-term goals like promoting food tourism, creating tailored training programs, and securing more transparent funding for hospitality.

The Summit showed us what’s possible when we work together, and while government approval of these recommendations is still pending, the dialogue has begun. This is our chance to co-design a roadmap for change, ensuring that hospitality thrives as a vital part of New Zealand’s culture and economy.

What Do Customers Want in 2025?

As we step into a new year, it’s essential to keep our focus on the customer. Expectations are evolving—diners are looking for more than just good food; they want memorable experiences, transparency in sourcing, and values that align with their own. Whether it’s embracing sustainability, elevating service, or integrating technology seamlessly, we must stay attuned to these changing demands.

Looking Ahead

While 2024 has been challenging, it’s also been a year of learning, resilience, and collective action. The Hospitality Summit and initiatives like the new partnership with Helmet to develop a wellbeing app are just the beginning. By investing in our people, embracing technology, and advocating for industry-wide change, we can build a stronger, more sustainable future.

Hospitality is more than an industry—it’s a community. Together, we can navigate these challenges and create opportunities that allow us all to thrive.

Here’s to a year of growth, innovation, and looking ahead with optimism.

The Restaurant Association welcomes the release of the latest report on employment conditions in the hospitality and tourism industry. The report was commissioned by MBIE and produced by AUT. This data provides valuable insights into the workforce, offering a clear understanding of the challenges and opportunities facing our sector and a roadmap for the work ahead. 

The report highlights significant progress across the industry. Turnover rates have decreased, job satisfaction has risen, and training opportunities have improved markedly. Encouragingly, the vast majority of employees feel confident in their skills and report being treated with respect by their managers, reflecting the strides employers have made in creating better workplace environments. 

The industry has also made progress in areas such as compliance with minimum wage regulations and embracing sustainability, underscoring the sector’s commitment to continuous improvement. 

However, the report also serves as a reminder of the challenges that require ongoing attention. Pay discrepancies, burnout, and inconsistent access to rest breaks and sick leave continue to impact many workers. Bullying rates remain unchanged, and some groups, such as younger and neurodiverse employees, report lower satisfaction, signalling the need for targeted strategies to address these issues. 

While some of these challenges are shared across industries, hospitality has unique opportunities to lead the way in workforce development. By addressing issues like burnout, diversity, and fair compensation, the sector can continue to attract and retain top talent. 

This report presents an opportunity for learning and development. The Restaurant Association is committed to working closely with the Government and industry stakeholders to address these challenges and build a resilient, inclusive, and sustainable sector. Together, we can build on positive trends and tackle areas for improvement to ensure the hospitality industry thrives for both employees and employers. 

Read the full report here Hospitality and Tourism Employment – rebound and roads forward 2024

Location: East Coast Beach Town, Mangawhai Heads, 1.5 hours north of Auckland.

About Us:
Brewed As is a vibrant and friendly café and restaurant situated in the heart of Mangawhai. We are known for our unique approach to food, combining Asian fusion flavours with a modern flair. Our menu emphasizes fresh, locally sourced ingredients, reflecting our strong collaboration with Northland suppliers. Recently, we were proud to be named runner-up in the Savour Northland Awards, as well as winning the category for Perfect Pairing, recognizing our dish and wine pairing. These accolades highlight our commitment to delivering exceptional dining experiences that showcase the best of our region.

Position:
1x Full-Time Sous Chef
(Applicants must currently reside in New Zealand with valid work rights)

Start Date:
December 2024

Hours per week:
40+ hours

ANZSCO#: 351311 Chef

Key Responsibilities:

• Support the Head Chef in leading the kitchen team, ensuring smooth daily operations and maintaining exceptional food quality.
• Mentor and train staff in portion control, presentation, and adherence to Brewed As standards.
• Foster a positive kitchen culture to create a harmonious and enjoyable working environment.
• Monitor food preparation, storage, and sanitation to meet health and safety standards.
• Manage stock ordering, inventory checks, and ensure proper storage and labelling of all ingredients.
• Conduct regular maintenance checks on kitchen equipment to minimize downtime.
• Oversee cleanliness, hygiene, and organization within the kitchen, implementing cleaning schedules.
• Contribute to menu creation and updates, balancing creativity with cost-effectiveness.
• Ensure effective communication with the Head Chef, owners, and suppliers to support business operations.
• Take ownership of quality control and guest satisfaction, ensuring consistent excellence in every dish.

Personal Attributes:

• Exceptional leadership and interpersonal skills.
• Strong organizational and time management abilities.
• Positive, proactive, and solution-oriented mindset.
• High standard of personal hygiene and professionalism.
• Team player with a passion for culinary excellence.
• Honest, reliable, and committed to delivering results.

What We Offer:

• Competitive salary, reflective of experience and expertise.
• Opportunities for professional growth and leadership development.
• Staff discounts on food and beverages.
• Complimentary meals during shifts of 6 hours or more.
• Free specialty-grade barista coffee during shifts.
• A vibrant and supportive work environment in a beautiful beachside town.

How to Apply:
Are you an experienced Sous Chef excited to bring your leadership and culinary skills to Brewed As? Send your CV and a cover letter to brewed.intentions@gmail.com, detailing your relevant experience, references, and why you’re the perfect fit for our team.

Note: This position is only open to applicants currently residing in New Zealand with valid work rights.

We look forward to welcoming you to the Brewed As team and collaborating to create exceptional dining experiences!