Reflecting on the recent closure of Homeland, a distinguished beacon of culinary excellence and education in New Zealand, it’s a poignant moment for our hospitality sector.
Whilst it might not have been rising operational costs or tighter customer budgets that led to it, it’s a clear signal of the rough patch our restaurants and bars are facing.
Our sector is sensitive to shifts in discretionary spending, grappling with a persistent skills shortage, and operates on notoriously narrow margins. Comprised predominantly of small, independently owned businesses, we are still navigating the long road to recovery from the pandemic’s profound impacts.
However, it’s important to recognise the sector’s remarkable resilience, capacity for innovation, and consistent growth over the years, despite such setbacks. Hospitality touches the hearts of our community deeply; the emotional impact of seeing a beloved café or restaurant close its doors cannot be understated.
These establishments are more than just places to eat; they are woven into the fabric of our daily lives, hosting countless memories and moments of connection. The loss of Homeland therefore resonates not just as a business closure but as a reminder of how integral these spaces are to our collective identity and well-being.
In response to these challenges, and especially following the devastating impact of Covid-19, the Restaurant Association of New Zealand has been proactive in charting a strategic roadmap aimed at rebuilding and rejuvenating Aotearoa’s hospitality landscape. This roadmap was designed not just as a reaction to the pandemic but as a forward-thinking blueprint to ensure the long-term prosperity and innovation within our industry.
Three years into the implementation of this plan, we’ve witnessed tangible progress and achievements that highlight our effectiveness in securing governmental recognition and support for the hospitality sector. A notable milestone in this journey has been the appointment of Matt Doocey as the hospitality minister, a role we advocated for vigorously to ensure our sector receives the focused attention and support it deserves from central government.
With the change of government, we are now responding to the Minister of Finance’s call for actionable strategies to drive industry growth, designed to address immediate challenges while laying a robust foundation for the sector’s future.
Our plan focuses on resolving long-standing industry issues, bridging skills and training gaps, simplifying business operations, and fostering stronger partnerships between the industry and government. Each of these steps is crucial for creating a more resilient, innovative, and vibrant hospitality industry.
Our initiatives are about making real, meaningful changes in the hospitality landscape.
For instance, Hospostart, developed alongside the Ministry of Social Development, is a lifeline for those out of work, equipping them with the skills and confidence needed to dive into hospitality roles — a sector known for its dynamic and fast-paced environment. The goal? To not just train, but to transform lives by opening doors to stable employment in an industry that’s at the heart of New Zealand’s culture.
HospoCred takes the concept of excellence and embeds it into the fabric of our industry. This unique accreditation scheme is a roadmap for businesses to continually elevate their service, ambience and operational standards setting new benchmarks in hospitality.
These initiatives, many of which are cost-neutral, highlight that substantial improvements are achievable through smarter regulation, better alignment of resources, and closer collaboration between industry and policymakers.
The closure of venues like Homeland is more than the loss of a culinary institution; it serves as a catalyst for our industry to confront the vulnerabilities exposed by such events and to work towards a more secure and dynamic future.
The heart and soul of our industry lie in our incredible resilience, creativity, and united strength. Together, we’re not just ready to tackle the tough times head-on; we’re also setting the stage for a future that’s brighter than ever for New Zealand’s hospitality scene. We’re about breaking new ground, sparking innovation, and creating a world class hospitality scene.
Imagine a future where our hospitality scene isn’t just a big player in the economy but also a shining star in New Zealand’s culture, making life richer for locals and visitors alike. It’s a future we can all get behind, but it’s going to take teamwork — businesses, workers, foodies, and the government, all rolling up their sleeves. Together, we continue to grow a sustainable, welcoming, and cutting-edge industry that everyone can be proud of.
Mental health in the workplace – the last frontier
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Mental health in the workplace is becoming an increasing concern for many industries in New Zealand. In particular the construction, agriculture and hospitality sectors have been under fire for having a workplace culture which has led to significant mental health issues among staff and a high representation in suicide statistics.
The Government’s 2019 Budget announcement of $1.9 billion of extra spending on mental health will go a long way in helping Kiwis get support from their GP; however the workplace is still an area where many feel uncomfortable discussing mental health issues.
Research suggests traditional workplace programs such as EAP’s (Employment Assistance Programs) and mental health policies are still uncomfortable for many New Zealanders.
The corporate sector is leading with tailored and progressive mental health programs which engage staff and reflect the specific needs of their businesses. Evidence suggests targeted programs which understand the unique needs of each industry are necessary to deal with mental health challenges in the workplace.
Construction
In New Zealand, male-dominated industries such as construction and agriculture have been in the spotlight with the highest representation in damning mental health statistics.
These environments represent the many issues surrounding masculinity in New Zealand where men are three times more likely to commit suicide than women.
Recent reports have painted the construction industry as the most problematic. In 2016, a report by the Suicide Mortality Review Committee showed 7 percent of all working-age male suicides were in the building sector, the highest of any local industry.
Industry organisation Site Safe published the first investigation into suicide in the construction industry last month. The study looked at 300 coroner’s reports of suicide in construction workers to determine what has led to significant mental health issues in the industry.
The report identified many contributing factors such as job insecurity, long working hours, transient working conditions, masculine culture, social isolation, mental health issues, and substance abuse as well as relationship issues.
Massey University Clinical Psychology doctoral student Andrew Walmsey, who worked with Site Safe and the Building Research Association of New Zealand (BRANZ) on the report, said masculine culture was a major factor.
“What we know in terms of counselling and psychological therapies is that men are less likely to use these services than females and when men do use these platforms its often in an acute state, so I think male-dominated environments do create a lot of barriers for reaching out.”
Walmsey said many of the issues in the industry are being addressed in countries such as Australia and the United Kingdom. However research in New Zealand has been slow.
“In Australia, suicide rates in the construction industry are high compared to other occupations, same in the United Kingdom, so I think research is starting to come over and we’re starting to use that to make a difference.”
Massey University Clinical Psychology doctoral
student Andrew Walmsey. Photo: Supplied
Site Safe and BRANZ’s study provides recommendations for dealing with mental health issues, namely industry-led education programmes such as those by the Mental Health Foundation, education about mental health as part of industry training and increased funding and work in the mental health sector.
Walmsey’s current research, which he expects to complete next year, focuses on men’s perceptions of seeking help and using counselling services, as well as the effectiveness of shoulder-to-shoulder interventions.
Shoulder-to-shoulder interventions have been “very successful in engaging men” in the UK and involve taking part in a shared task such as a sporting exercise or community project. Trained mental health professionals also join in these activities, using them as a way of engaging men in conversations about wellbeing.
In Australia a programme called Mates in Construction has been celebrated as an example of how the industry should be dealing with mental health. The Mates in Construction program was started in Queensland in 2008 as a response to high levels of suicide among Australian construction workers.
The Mental Health Foundation’s Mark Wilson said industry programmes like Mates in Construction are a big part of the solution.
“I think Mates in Construction would be a really good example of how workers can help each other and it’s all about implementing wellbeing programs.”
Walmsey also said the implementation of the programme in New Zealand would be a good step towards “normalising” talking about mental health.
Solving the mental health crisis in construction is complicated by the fact the majority of the industry is made up of small sub-contractors, making it difficult to implement wide-reaching initiatives.
Running a small business also takes a significant mental toll with research earlier this year by MYOB showing 31 percent of small to medium-sized business owners reported experiencing a work-related mental health condition.
In 2016, a report by the Suicide Mortality Review Committee showed 7 percent of all working-age male suicides were in the building sector, the highest of any local industry.
Site Safe’s recent study also found self-employed business owners in the construction industry were twice as likely to have work-related factors related to mental health issues
Walmsey said the industry needs to provide extra “support” for small companies to help them deal with the mental challenges of being self-employed.
Wilson agreed that small businesses are harder to reach through mental health initiatives.
“The construction sector is a tricky one because you’ve got a lot of sole operators and it’s pretty relentless kind of work and that’s a complex thing of getting to people like that, who may be stressing about the financial side of things, working with a young apprentice, the stresses of managing that.”
Hospitality
The hospitality industry is a “toxic environment from the top down” according to workers’ rights activist Chloe Ann-King.
Ann-King, who has spent 14 years in the industry, said there are numerous issues which have led to problems with mental health and suicide.
“Low pay, major breaches to minimum standards of employment, no breaks, often no holiday pay, wage theft is rampant. It’s not recorded and a lot of workers don’t even know they’re being stolen off, they just think that’s how it is. No access to sick pay, it’s predominantly an unregulated industry, employment law isn’t really enforced and sexual harassment is pretty rampant and almost the accepted norm.”
Suicide cases both internationally and locally have shone a spotlight on the many factors that have led to mental health issues in the industry.
In June last year celebrity chef Anthony Bourdain committed suicide after years of success, shocking the industry. In 2017 Auckland chef Matt Bing took his own life after living with depression for a long time. In the same year top Australian chef Jeremy Strode, an ambassador for suicide prevention, also chose to end his life.
Marisa Bidois, Chief Executive Officer, Restaurant Association of NZ
The Restaurant Association’s Marisa Bidois said they began taking action towards mental health and wellbeing after many of their members raised concerns.
“We had a number of chefs who were members coming to us, saying that we think this is something that could be an issue. We don’t have any stats so we’ve really sort of relied on the industry saying that they would like more information, but I think it’s a national problem.”
Bidois said there were many factors contributing to mental health issues in hospitality, however only some were specific to the industry.
“I think there are issues that are very similar across the country to be honest, I think something specific to our industry, some of these things can be working late at night, losing touch with friends and family who are working a 9 to 5 job.”
Bidios said the association had been working with the Mental Health Foundation to implement wellness training for staff and business-owners.
“It’s really about educating our industry about wellness and how individuals and business owners can manage that, because there’s no one thing that is necessarily going to trigger mental health issues. It’s usually a combination of different things, so we want to empower and educate people around some of the things that they can do to mitigate potential mental health issues.”
Ann-King said the association is “clearly in favour of the bosses”, focusing only on the mental health of owners, chefs and high level staff, while ignoring those at lower levels who are suffering the most.
“I don’t think any action has really been taken for the bartenders and the floor staff, there’s quite a bit of action around chefs having their mental health looked after. The hospitality associations have made a big fuss around the mental health of chefs, who are predominantly male and can often be quite bullying. So they are looking after the very people who are often the problem.”
Sexual harassment is particularly prevalent, Ann-King said, and is something that has led to her developing some of her own mental health issues.
“There are only so many times you can be harassed and outright assaulted in your own workplace before it starts impacting your mental health and we can’t even afford therapy because we’re paid so poorly.”
The data around sexual harassment in any workplace is unknown given the Ministry of Business, Innovation and Employment only began recording allegations in July last year.
Spark’s Grant Pritchard said organisations need to look beyond
the traditional ways of approaching workplace mental health.
However across the ditch a survey of hospitality workers by the union United Voice found almost 90 percent of respondents had been sexually harassed in some form at work. Ninety percent of those who featured in the survey were female.
Nineteen percent of those who had been harassed also experienced sexual assault at some point while working in the industry.
Ann-King said she has worked in both Australia and New Zealand and the experience is “pretty similar”.
“Imagine going to your workplace and you’ve got an 11 percent chance of not being sexually harassed and it’s something like 19 percent having been outright sexually assaulted at work. But we’re not included in the #metoo movement because we’re poor workers and we don’t matter.”
Corporate
Just about every major organisation in New Zealand’s corporate sector has an employee assistance programme (EAP) and a workplace policy around mental health. However, telecommunication giants Spark and Vodafone found that a one-size fits all approach didn’t work for them.
Spark’s Grant Pritchard said organisations need to look beyond the traditional ways of approaching workplace mental health.
Pritchard has spearheaded a major overhaul of Spark’s mental health support for employees and also acts as an advocate for changing the way businesses approach mental health.
His journey began with the loss of a friend and colleague. Four years ago Pritchard was unable to talk about his own mental health, now he is leading one of New Zealand’s most progressive and successful workplace mental health programs.
“Losing my workmate was really the thing that made me decide that I didn’t want to work somewhere that said nothing and did nothing about mental health. That’s why I’m really proud of what we are doing at Spark.”
Beginning with an open dialogue at a staff conference in 2017, Spark has been heavily engaged in mental health initiatives in the workplace, building up a volunteer staff of around 650 employees and today having almost 60 percent of staff engaging with its mental health platforms.
Pritchard said the only reason employers should need to invest in mental health is that “it’s the right thing do.”
However there is a strong business case for mental health investment in the workplace. In 2014, a PwC report estimated that every dollar spent on workplace mental health actions would generate $2.30 in benefits to the organisation.
In November last year the report from the Government Inquiry into Mental Health and Addiction found that every dollar spent on mental health services will repay New Zealand with $3.50 in productivity gains and other benefits.
“Your people will love it and from a business and financial perspective it just makes total sense,” Pritchard said.
Vodafone’s Manaaki Support Network is similar to Spark’s programme and is made up of a group of volunteers from every level of the business who are trained to deal with mental health, domestic violence and other challenges.
Vodafone’s Lani Evans said Vodafone had in place “robust” EAP programmes and policies, however they weren’t connecting with or engaging staff.
Vodafone’s Lani Evans. Photo: Supplied
“Vodafone had some really incredible policies around things like mental health, bullying and family violence. We didn’t get a whole lot of uptake with those, so people knew these policies and they were really robust and well-written but people weren’t necessarily using them.
“The Manaaki Support Network came from the idea that actually in order to make those policies accessible we had to make them more human, safer and warmer. We don’t do that by having really good words that are written on a website somewhere, we do that through people.”
Evans said it’s important to allow employees to bring their “whole selves” and not just their “professional persona” into the workplace.
Pritchard agrees and said the idea that you can completely separate your work life from your personal life is “unhealthy” and “unrealistic”.
“A lot of what we’ve been doing is about tapping into people’s real selves and saying before you were professional, before you were a lawyer or a comms person you were a human and if you’re feeling lost, if you’re going through a tough time at work or home, you don’t need to do it on your own.”
Celebrity chef Jamie Oliver’s British restaurant chain which has called in administrators, reportedly putting 1300 jobs at risk, once had plans to open in New Zealand.
The company had been in trouble for at least two years, despite Oliver’s global fame on the back of his cookbooks and television shows due to competition and escalating rents.
In 2016 Oliver told Stuff that opening a restaurant in New Zealand was one of his “first priorities” and he was in the process of buying his chain from the failed Australian franchise holder.
But Restaurant Association of New Zealand chief executive Marisa Bidois said Oliver would have been competing with a “plethora” of similar concepts in New Zealand’s restaurant scene had his plans to open an eatery here been successful.
“The New Zealand dining scene is the best it’s ever been with a rise in fast casual concepts, dining precincts, food trucks as well as smart dining,” Bidois said.
In 2016 the restaurant chain’s Australian franchise holder Keystone Hospitality Group went into receivership pouring cold water on plans to open a restaurant in Wellington.
Jamie Oliver Restaurant Group (Australia) bought six restaurants from Keystone Hospitality Group in March 2017 but just over a year later his own company collapsed and was placed in voluntary administration.
After Wellington’s plans fell through it was reported in 2017 an optimistic Oliver planned on opening his first New Zealand restaurant in Auckland.
“We were going to go Wellington but I think probably, it’s sensible to go Auckland first,” Oliver told NZME in August 2017.
Bidois said the British hospitality industry had been in “freefall” for some time, due to intense competition, combined with rent rises, higher business rates and increasing food prices.
She said the court documents for Jamie’s Italian painted a picture of under-investment, complex menus and ill-judged branch openings.
But the issues that plagued the Jamie Oliver chain, such as competition and high rents were also challenges the New Zealand restaurants faced.
Marisa Bidois, Chief Executive, Restaurant Association of New Zealand
“With such a small population and high labour costs this makes it difficult for businesses to attract and retain sufficient custom to be profitable.”
The key to a successful business was consistency, Bidois said.
“The customer knows what to expect and can guarantee the same product or service each time they go to that establishment.
“Having a name associated can be a blessing but there is a lot more to running a successful hospitality business than having a high profile or being a great chef.”
Restaurant Association CEO receives distinguished award for outstanding hospitality and tourism contributions
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At an awards gala on Thursday 6 December, Marisa Bidois – Restaurant Association of New Zealand CEO – was presented with the Outstanding Contribution to the Hospitality and Tourism Community Award by AUT.
AUT’s School of Hospitality and Tourism holds an awards event every year to acknowledge its top students and to recognise industry achievements. The Award recognises outstanding performance, and is a recognition of contributions toward raising the standard of hospitality in New Zealand and increasing awareness of New Zealand as a cuisine destination.
AUT Head of Department Hospitality David Williamson says the awards are an important recognition of outstanding achievement by the school’s top students and the industry awards ‘close the circle’.
“Now, by adding the industry awards, the event is celebrating both the excellence of the young graduates, just starting their careers, and the achievements of ‘legends’, who have graduated in the past. This way both the future and the legacy of the school is celebrated and recognised.”
These successful people exemplify a gateway into an exciting, challenging and rewarding career option and they offer a great example to inspire and motivate young professionals joining our industry.
The recipients of this Award have actively worked to strengthen, promote and enrich the hospitality community. This year, Marisa Bidois was presented this honour for her outstanding contributions to the hospitality industry, alongside Joseph Casalme for his work in the events industry.
Marisa was selected for her ongoing commitment in promoting excellence within the hospitality industry, which has included not only lifting the standards of restaurant service, but also employment practice and education outcomes.
The Award recognises Marisa’s work within hospitality education through a wide range of partnerships including the Ministry of Social Development and the School of Hospitality and Tourism at AUT.
“To be recognised by your industry peers is a real honour. This is a tough industry to work in but I am motivated by my passion for the industry and a commitment to help hospitality businesses deliver the very best service they can to New Zealanders. I am humbled to be given this award and look forward to continuing my work.”
As a long-term supporter of the School of Hospitality and Tourism at AUT, Marisa holds a seat on the Hospitality Industry Partnership Board. In working with the school, Marisa provides opportunities for student learning through their work-integrated learning placements and postgraduate research projects. Over the years, Marisa has attended countless orientation sessions, guest lectures, expert panels and awards ceremonies.
Since its inception in 2015, this Award has had 9 previous outstanding recipients across the tourism, events, and hospitality industry including David Comery, Judith Tabron, Krishna Botica, Simon Gault, Tony Astle, Michael Meredith, Jason Hill, Lindy Christian, and Paul Dunlop.
Each recipient of this Award have contributed in their own way to their field of practice, New Zealand society and education.
Consumers warned to prepare to pay more for food and coffee
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Consumers are warned to be prepared to pay more for food and coffee as many hospitality businesses struggle to afford increasing costs, the Restaurant Association of New Zealand warns.
Lack of skilled employees was ranked as the number one challenge, and managing wage costs came second for respondents to an association survey.
The association, which represents more then 2200 hospitality businesses across the country, asked members what they thought would be the biggest challenge facing the industry this year.
“With changes to employment law including the reversal of rules around 90-day trial periods and more prescriptive rest and meal breaks, hospitality owners are having to be increasingly creative to keep their businesses afloat,” said Marisa Bidois, the association’s chief executive.
“Skilled employees play a crucial role in supporting the shortfall of workers in the industry, so it is important that the industry can continue to employ migrant workers where no suitable New Zealand candidates can be found.”
About 40 percent also said legislation was a key challenge.
“The Government plans to lift the minimum wage by around 6 percent per annum over the next three years, which will leave New Zealand with the highest minimum wage relative to average income in the OECD,” said Bidois.
She said automation was not a viable option for the industry, which relied heavily on people.
Bidois said the survey indicated that many would simply not be able to afford the increased cost.
“The obvious losers are the customers, who will ultimately pay the price for increased prices on menus,” Bidois added.
Despite the challenges, about three quarters of respondents remained optimistic or unchanged about the next 12 months.
Immigration Minister Iain Lees-Galloway said he encouraged the association to work with members to ensure the jobs they offered were “attractive enough”.
“The immigration system is there to fill genuine skill shortages,” Lees-Galloway said.
“Businesses that can demonstrate that they are offering competitive rates of pay and employment conditions, but are still unable to attract the people they need, can expect to have the opportunities to employ migrant workers.”
