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Classic comfort sweets are inspiring contemporary desserts
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foodserviceandhospital ity.com $4 | OCTOBER 2014
PEARSON REDUX
Celebrity chefs help reinvent
the foodservice scene at
Toronto’s international
airport
RETHINKING TRADITIONNon-traditional
foodservice operators are creating new
efficiencies amidst old challenges
PLUSVIKRAM VIJ’S
MY SHANTI MAKES ITS
DEBUT
MIX IT UPA snapshot of three of Canada’s top drink slingers
Slug Created: 1/31/12
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File NameCCA27819_GatefoldPortfolioAdPgA_F&H.ai
Initial Keyline Date: 9.9.14
Cr. DirectorArt DirectorCopy Writer
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Foodservice & Hospitality
Billing # CCA26266 Tracking # CCA27819
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Campbell’s® Verve®
Korean Style BBQ Beef Soup
SIMPLIFIEDcomplexity
Creating complex flavour experiences is no simple task. That’s where we come in.Campbell’s® Verve® soups bring together rich stocks, real cream and specialty
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FOODSERVICE AND HOSPITALITY OCTOBER 2014 1FOODSERVICEANDHOSPITALITY.COM
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Features
18 THE CHERRY ON TOP Chefs dish up sweet nostalgia with classic, comforting desserts By Lindsay Forsey
24 YYZ FOOD FLIGHT PLAN Since 2011, almost 30 food and beverage units have been added or redeveloped at Canada’s largest airport. Will the changes make Toronto Pearson International Airport a world-class food hub? By Ian Harrison
33 ADAPTING TO CHANGE Non-traditional segment caterers are finding new ways to serve a unique demographic By Laura Pratt
39 THE BAR IS OPEN From Toronto’s Jen Agg and Halifax’s Jenner Cormier to Quebec’s Véronique Rivest, today’s bartenders and sommeliers are creating their own rules By Jennifer Febbraro
41 IF THE SUITE FITS Induction technologies are increasing efficiencies as cooking island add-ons By Denise Deveau
Departments
2 FROM THE EDITOR
5 FYI
14 NOW OPEN: My Shanti, South Surrey, B.C.17 FROM THE DESK
OF ROBERT CARTER
48 CHEF’S CORNER:
David Gunawan, Farmer’s Apprentice Restaurant, Vancouver
39
14 24
2 FOODSERVICE AND HOSPITALITY OCTOBER 2014 FOODSERVICEANDHOSPITALITY.COM
Rosanna CairaEditor/Publisher
FROM THE EDITOR
For daily news and announcements: @foodservicemag on Twitter and Foodservice and Hospitality on Facebook.
Who needs a calendar to tell
you it’s a new season when
you can feel the change in
the air. Autumn may mark the return
to school and cooler weather, but it also
marks the return to a back-to-business
mentality. In fact, it was late summer
when news hit that American burger
chain Burger King and Canada’s iconic
doughnut chain Tim Hortons were join-
ing forces (see story on p. 5).
The merger heralds a new chapter
in the Canuck company’s illustrious
history (it celebrated its 50th anniver-
sary this past spring). And while no one
knows what changes will be made over
the coming years, Tims aficionados can
only hope their perennial favourite will
retain the charm and character that
has endeared it to fans for five decades.
Consumers and pundits alike agree you
couldn’t get a bigger story than this
one, which was splashed across every
Canadian newspaper and on every web-
site, taking Canadians by surprise as
everyone was enjoying the last vestiges
of summer. Just a week earlier, Tims had
made the headlines by introducing a
dark roast in an attempt to offer con-
sumers a more intense flavour — its first
coffee introduction in half a century,
further heating up the coffee wars, which
have never been as intense.
Change has become pervasive in the
competitive foodservice industry where
mergers and acquisitions are almost
daily fodder as companies continue to
gobble each other up like yesterday’s
dinner. A few months ago, Cara and
Prime made headlines through par-
ent company Fairfax’s acquisition of
Cara. One wonders what other block-
buster deals are on the horizon and how
the foodservice industry will change as
a result.
Competition is increasingly fierce
today. Companies outdo each other daily
with new products in hopes of wow-
ing today’s fickle consumer. While Tims
recently introduced a new dark roast,
Second Cup followed suit by introduc-
ing a new “white” coffee. On the ham-
burger front, where burger wars are just
as intense as coffee wars, new joints are
popping up daily, while existing chains
are introducing new variations on a
theme, including the “stuff ’d” burgers,
recently offered for a limited time by
Oakville, Ont.-based Works Gourmet
Burger Bistro.
Even the staid non-traditional cat-
egory (hospitals, universities and air-
ports) are being reinvented (see story
on p. 33). Earlier this year, Toronto’s
Pearson International Airport, for exam-
ple, introduced a series of new food con-
cepts (see story on p. 24). Once havens for
mediocre food priced exorbitantly high,
many airport managers are now looking
to celebrity chefs to bring new lustre to
their offerings.
Speaking of new, we’re pleased to
announce the launch of our new website
at foodserviceandhospitality.com. After
countless hours of development, the
revamped, modified, re-engineered and
responsive website promises to deliver
what today’s sophisticated readers want.
On the print side, we’ve recently added
a new column called Now Open to our
editorial mix, highlighting a new res-
taurant every month, because, as we all
know, in today’s world, it’s all about the
next best thing.
Change has become pervasive in the competitive food-service industry where mergers and acquisitions are almost daily fodder as companies continue to gobble each other up like yesterday’s dinner
“
”
A NEW SEASON
PRESIDENT & GROUP PUBLISHER MITCH [email protected]
EDITOR & PUBLISHER ROSANNA [email protected]
ART DIRECTOR MARGARET [email protected]
MANAGING EDITOR BRIANNE [email protected] EDITOR HELEN [email protected] EDITOR JACKIE [email protected]
WEB COMMUNICATIONS SPECIALIST MEGAN O’[email protected]
MULTIMEDIA MANAGER DEREK [email protected] DESIGNER COURTNEY [email protected]
SENIOR ACCOUNT MANAGER/U.S.A. WENDY GILCHRIST [email protected] MANAGER/CANADA STEVE [email protected] MANAGER/CANADA MARIA FAMA [email protected] & MARKETING ASSISTANT CHERYLL SAN [email protected]
CIRCULATION PUBLICATION PARTNERS [email protected], (905) 509-3511
DIRECTOR JIM [email protected]
ACCOUNTING DANIELA [email protected]
OFFICE MANAGER TINA [email protected]
ADVISORY BOARDCORA FRANCHISE GROUP DAVID POLNYCRAVE IT RESTAURANT GROUP ALEX RECHICHIFAIRFAX FINANCIAL HOLDINGS LIMITED NICK PERPICKFHG INTERNATIONAL INC. DOUG FISHERFRESHII MATTHEW CORRINHEALTH CHECK CANADA I HEART & STROKE FOUNDATION KATIE JESSOPJOEY RESTAURANT GROUP BRITT INNESLECOURS WOLFSON LIMITED NORMAN WOLFSONNEW YORK FRIES & SOUTH ST. BURGER CO. JAY GOULDSCHOOL OF HOSPITALITY & TOURISM MANAGEMENT, UNIVERSITY OF GUELPH BRUCE MCADAMSSENSORS QUALITY MANAGEMENT DAVID LIPTONSOTOS LLP JOHN SOTOSMANITOWOC FOODSERVICE JACQUES SEGUINTHE HOUSE OF COMMONS JUDSON SIMPSONTHE MCEWAN GROUP MARK MCEWANUNILEVER FOOD SOLUTIONS NORTH AMERICA GINNY HARE
To subscribe to F&H, visit foodserviceandhospitality.com
Volume 47, Number 7 Published 11 times per year by Kostuch Media Ltd., 23 Lesmill Rd., Suite 101, Toronto, Ont., M3B 3P6. Tel: (416) 447-0888, Fax (416) 447-5333, website: foodserviceandhospitality.com. Subscription Rates: 1-year subscription, $55 (HST included); U.S. $80; International, $100.
Canada Post – “Canadian Publication Mail Product Sales Agreement #40063470.” Postmaster send form 33-086-173 (11-82).
Return mail to: Kostuch Media Ltd., 23 Lesmill Rd., Suite 101, Toronto, Ont., M3B 3P6. Member of CCAB, a Division of BPA International, International Foodservice Editorial Council, Restaurants Canada, The American Business Media and Magazines Canada. We acknowledge the financial support of the Government of Canada, through the Canadian Periodical Fund (CPF) of the Department of Canadian Heritage. Printed in Canada on recycled stock.
If you’d like to see your sales and profits reach new heights, contact Piller’s Foodservice Sales.
We’re experts at helping your foodservice programs climb to their potential.
Foodservice Sales • 1-800-265-2628www.pillersfoodservice.com
If you’d like to see your sales and profits reach new heights, contact Piller’s Foodservice Sales.
We’re experts at helping your foodservice programs climb to their potential.
Foodservice Sales • 1-800-265-2628www.pillersfoodservice.com
HOW DO YOURSANDWICHES
STACK UP?
ILLU
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A classic reinvented using beef that is lightly sauced and tender. Sure to be a hit on your menu!
FOODSERVICE AND HOSPITALITY OCTOBER 2014 5FOODSERVICEANDHOSPITALITY.COM
M O N T H L Y N E W S A N D U P D A T E S F O R T H E F O O D S E R V I C E I N D U S T R Y
COOL CAPTAINS Executive jobs and duties will be shuffled in line with a deal that will bring Tim Hortons and Burger King together to become a new parent company. Alex Behring, managing partner of 3G Capital and executive chairman of Burger King, will lead the new global company as executive chairman and director. Meanwhile Marc Caira (left), CEO of Tim Hortons, will become vice-chairman and director, while Daniel Schwartz, CEO of Burger King, will become group CEO.
FYI
TAX DIVERSION? “This is not a tax-driven
deal,” says Alex Behring,
executive chairman of
Burger King and managing
partner of 3G Capital, a Rio
de Janeiro-based invest-
ment firm, addressing the
concern that a new parent
company combining Burger
King and Tim Hortons stands
to save by setting up shop
in Canada. “Burger King’s
effective tax rate is currently
in the mid- to high-20 [per
centage], which is pretty
much in line with the current
effective rate in Canada.
Additionally, Burger King’s
headquarters will remain in
Miami, and the company will
continue to pay the same
federal, state and local
taxes,” he adds.
Consolidation continues to reshape the restaurant industry. Several months after
Toronto-based Fairfax Financial brought the industry’s biggest casual-dining players
— including Cara Operations and The Keg — under one umbrella, there’s news of
another game changer. In late August, Tim Hortons and Burger King announced a merger
that will create a new parent company based on Canadian soil, with details about the location
and date of the change sparse at press time.
What is known is that the new publicly traded company will create the globe’s third-larg-
est quick-service threat, generating $23 billion in system sales across nearly 18,000 units. Its
largest shareholder, 3G Capital, a Rio de Janeiro-based investment firm, which owns 70 per
cent equity in Burger King, will control 51 per cent of the new venture. But, Tim Hortons will
be “at the very heart of this new company,” says Marc Caira, CEO of Tim Hortons. “We will
have the ability to be bolder and better positioned to take our brand quickly and efficiently
to a global customer base,” Caira adds, emphasizing the merger will have no impact on Tim
Hortons’ franchisees, as Tims will continue to operate as an independently managed brand
from its headquarters in Oakville, Ont. “In a nutshell, what this transaction will do is give us
a chance to share with the world what Canadians already know and love,” he says.
Thanks to Burger King’s nearly 14,000 units across 98 countries, Tims will be better-
positioned to plant roots across the globe by tapping into Burger King’s existing franchise
system, rather than starting from scratch in new markets, speculates Doug Fisher, president
of FHG International Inc., a Toronto-based franchising consultancy. And, the partnership
will help Tims gain traction in the U.S., where it previously struggled to expand. “Having a
partner like Burger King who understands the U.S. market could provide Tim Hortons with
options on how to penetrate that market better,” Fisher explains.
Miami-based Burger King also stands to gain from Tim Hortons’ 50 years of coffee-
slinging experience. Fisher predicts the burger giant may swap its Seattle’s Best Coffee (a
wholly owned subsidiary of Starbucks) with Tim’s roasts; it may also use Tim’s technology
and product lines, helping it compete with McDonald’s McCafé program. “[Burger King is]
getting unbelievable expertise in the execution [of] coffee programs,” Fisher says.
COMBINE AND CONQUER Burger King and Tim Hortons aim to grow their global presence as one new parent company
BY JACKIE SLOAT-SPENCER
ILLU
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6 FOODSERVICE AND HOSPITALITY OCTOBER 2014 FOODSERVICEANDHOSPITALITY.COM
FYI
COMINGEVENTSOCT. 25: Canadian Hospitality Foundation Ball, Metro Toronto Convention Centre, Toronto. Tel: 416-363-3401; email: [email protected]; website: thechf.ca
NOV. 3-4: 2014 Connect Show, Vancouver Convention Centre West, Vancouver. Tel: 604-628-5655; email: samantha@ connectshow.com; website: connect show.com
NOV. 20: Hospitality Professionals Association Conference and IT Exhibition (HOSPACE 2014), Sofitel London Heathrow, London, England. Tel: +44 (0) 203-418-8196; email: [email protected]; website: hospace.net
NOV. 20-23: Gourmet Food and Wine Show, Metro Toronto Convention Centre, Toronto. Tel: 905-522-6117; email: [email protected]; website: foodandwine-expo.ca
DEC. 5: The 2014 Pinnacle Awards, The Fairmont Royal York, Toronto. Tel: 416-447-0888 x236, email: talexandrou@ kostuchmedia.com; web-site: kostuchmedia.com
FOR MORE EVENTS, VISIT http://bit.ly/FHevents
Toronto’s Ink Entertainment and Oliver & Bonacini
Restaurants (O&B) have joined forces to breathe
new life into the Trump Hotel Toronto’s culinary
concepts. Replacing Stock restaurant and Suits Lobby
Lounge, the partners have unveiled America and The
Calvin Bar, with splashy new looks by Toronto’s II
by IV Design. Helmed by O&B chef Anthony Walsh,
America serves gourmet fare with regional flavours,
such as Foie Gras Buckwheat Flapjacks with peach
caramel and peanut marzipan ($27) and Slow-Cooked
Sockeye Salmon topped with guajillo chili, rancho
gordo legumes and corn smut ($40). It’s “like eat-
ing your way across Route 66 by way of private jet,”
describes Michael Bonacini, O&B co-founder and
partner. Meanwhile, The Calvin Bar offers high-end
bar snacks and creative twists on classic cocktails,
such as the Hazelnut Fashioned, made with Bulleit,
Frangelico liquor, dark caramel syrup and Angostura
bitters ($19).
WHITE HOT
What’s white, foamy and serves up a caffeinated kick? Second Cup’s
new Flat White espresso beverage. The chain’s leadership hosted an
all-white shindig last month during the Toronto International Film
Festival at its 289 King St. W. location to celebrate the Flat White
launch and announce more details about a company transformation. The
espresso-based coffee is handcrafted with a double shot of Second Cup’s rich
Espresso Forte, velvety steamed milk and a thin layer of micro-foam. The term
“Flat White” originated in Sydney, Australia in the mid-’80s and, since then, the coffee-forward beverage
has grown in popularity around the world. The beverage is now available in Second Cup stores across
Canada, and the team will be hitting select markets across the country, serving Flat Whites out of a bev-
erage truck. “It’s a good indication of the innovation and excellence that’s to come at Second Cup in the
future,” shared Alix Box, president and CEO at the Mississauga, Ont.-based Second Cup Ltd. “We’re on
an exciting journey of great transformation to restore this iconic Canadian specialty coffee company to
something really special, and Flat White is just the beginning.” Some of the rejuvenation efforts in the
near future include a new loyalty program as well as a “Store of the Future,” a revamped Second Cup
location, at 289 King St. W., designed by Toronto’s II by IV Design. — Jackie Sloat-Spencer
TRUMP GETS INKED
CHEFS HIT THE BIG APPLEEast Coast toques invaded the James
Beard House in New York in late
July to prepare a special “Tour of
the Eastern Provinces” themed din-
ner. (From left: Peter Dewar, Nova Scotia Community College, Kentville, N.S.; Adam Blanchard, Five Brothers Artisan Cheese, St. John’s, N.L.; Andrew Hodge, Holiday Inn St. John’s Government Centre Hotel, St. John’s, N.L.; Shaun Hussey, Chinched Bistro, St. John’s, N.L.; Roary MacPherson, Sheraton Hotel Newfoundland, St. John’s, N.L.; Roger Andrews, Relish Gourmet Burgers, St. John’s, N.L.; and Angie Ryan, Sheraton Hotel Newfoundland, St. John’s, N.L.)
PHO
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The Calvin Bar
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FOODSERVICEANDHOSPITALITY.COM
FYI
IN BRIEFRestaurateur Frank Di Benedetto has purchased Surrey, B.C.-
based Abc Country Restaurants, which has more than 25 locations
across B.C. and Alberta...The management at Smoke ‘N’ Water has
scrapped the restaurant’s no-tipping policy. The casual-dining res-
taurant, which opened in Nanoose Bay, B.C. in May, paying servers
an hourly wage of $20 to $24, brought tips back to the table after
customers demanded the option...Vancouver-based White Spot has
opened a two-level, 8,200-sq.-ft. flagship location inside a 100-year-
old building in Vancouver, marking the 66th and largest full-service
restaurant in the chain...Pizza Nova, based in Toronto, has released
its new app for the iPhone and Android. Users can view the Pizza
Nova menu, locate a nearby store and save their favourite orders...
Executives from The Melting Pot are hoping to ignite a passion
for fondue in a new generation of Canadians. With one unit in
Edmonton, the Tampa, Fla.-based casual-dining leadership team is
actively seeking franchisees in Toronto and Mississauga, Ont., as well
as Vancouver and Calgary...Café Boulud and D Bar, located inside
Toronto’s Four Seasons Hotel, now produces food that supports the
Vancouver Aquarium’s Ocean Wise program, serving sustainable
seafood dishes such as potato-wrapped striped bass with pommes
purée, glazed leeks, watercress and sauce meurette ($39).
RESTO BUZZWhat’s been promoted as a trashy saloon has landed in historic Old Montreal, with the opening of The Jack Saloon Vieux-Montreal. Executive chef Dave Struggle Boudreau offers a menu of smoked meats and burgers, including barbecue ribs ($19 half-rack/$29 full-rack), and an Australian Mediterranean burger topped with grilled marinated beets, blueberry mayonnaise, basil and melted goat cheese (five ounce, $12.50/10-oz., $16)…Mahony & Sons has unveiled its third Irish public house at Stamps Landing in Vancouver, featuring 600 seats spread across two levels and four waterfront patios. Its centrepiece, a two-level back bar, combines traditional and contemporary Irish influences, while the kitchen serves casual comfort food with authentic Irish influences, including Irish Stew, featuring slow-simmered lamb shank and vegetables in Guinness demi-glaze with mashed potatoes and garlic toast ($21.95)…Vancouver’s new Lebanese eatery, Jamjar, ushers in an authentic dining experience with hot and cold “mezze” plates such as mint labneh ($9) and homemade lamb sausages ($9), with a complement of Mediterranean-spiced cocktails...Breakfast franchise Sunset Grill, based in Mississauga, Ont., opened its first unit outside Ontario in St. Albert, Alta. and unveiled a new location in downtown Toronto...Pizza Pizza added a new 16-seat restaurant at 13237 Yonge St. in Richmond Hill, Ont.
Opening a new restaurant? Let us in on the buzz. Send a high-res image, menu and background information about the new establishment to [email protected].
Mahony & Sons
SLIPS, TRIPS & FALLS ARE CANADA’S MOST FREQUENT ACCIDENTS
Yet no one has legislated footwear safety standards for the most slippery places of all:the hospitality, service and health industries…
BUT YOU CAN FOR YOUR EMPLOYEES
Job # 14-IW-0031 Client IMAGEWEAR / J-STEP Date AUG 11/14 Ver # FNL
Job FOODSERVICE AND HOSPITALITY MAGAZINE Specs 8.125” x 10.875" + bleed 4C process
NOTE: Please run the ads in the order that they appear in this fi le. Page 1 appears fi rst followed by page 2-3 spread.
JStep_3PAGE_Hotelier_FoodService_WIP.indd 1 2014-08-19 9:35 AM
EVERY YEAR, SLIPS, TRIPS AND FALLS COST INDUSTRY MORE THAN 100 MILLION WORKDAYS AND $11 BILLION.Slippery fl oors, sharp edges and scalding liquids are daily realities in hotels, restaurants, bars, hospitals and warehouses. No wonder slips, trips and falls are a leading cause of accidents in service industries.
Mark’s couldn’t ignore Canada’s leading cause of industrial injury and death. Over a decade of research has resulted in TARANTULA ANTISLIP® with JStep. Now featured in 17 styles of DAKOTA shoes—every style has been tested by SATRA, and confi rmed to provide better traction in wet, soapy and greasy conditions—taking safety, particularly in the hospitality, service and health industries, to a whole new level.
Exclusive to Mark’s, no one can make this revolutionary technology easier to implement for your company than the divison of Mark’s set up exclusively for business customers—Imagewear. Only we offer you more than 380 stores nationwide for sizing and pick-up, expert one-to-one advice, and fl exible programs designed to suit your business needs.
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SIZES 7-11, 12, 13, 14
UPPER Microfi bre
LINING Breathable and moisture-wicking Dri-Tec lining. Removable EVA footbed
MIDSOLE/ Cushioning gel tread OUTSOLE midsole. TARANTULA
ANTISLIP® rubber outsole with JStep Technology
SUGGESTED FOR Hospitality, service and health industries
SIZES 5-11
UPPER Action leather and man-made upper
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MIDSOLE/ EVA midsole. TARANTULA OUTSOLE ANTISLIP® rubber outsole
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SIZES 5-11
Breathable and moisture-wicking Dri-Tec lining. Removable EVA footbed
Molded EVA midsole. TARANTULA ANTISLIP®
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Hospitality, service and
LINING Breathable and moisture-wicking Dri-Tec lining. Removable EVA footbed
OUTSOLE midsole. TARANTULA rubber outsole
with JStep Technology
SUGGESTED FOR Hospitality, service and
LINING Breathable mesh lining with Freshtech. Quad
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†PRICES AND AVAILABILITY CORRECT AT TIME OF PRINTING.
JStep_3PAGE_Hotelier_FoodService_WIP.indd 2-3 2014-08-19 9:35 AM
EVERY YEAR, SLIPS, TRIPS AND FALLS COST INDUSTRY MORE THAN 100 MILLION WORKDAYS AND $11 BILLION.Slippery fl oors, sharp edges and scalding liquids are daily realities in hotels, restaurants, bars, hospitals and warehouses. No wonder slips, trips and falls are a leading cause of accidents in service industries.
Mark’s couldn’t ignore Canada’s leading cause of industrial injury and death. Over a decade of research has resulted in TARANTULA ANTISLIP® with JStep. Now featured in 17 styles of DAKOTA shoes—every style has been tested by SATRA, and confi rmed to provide better traction in wet, soapy and greasy conditions—taking safety, particularly in the hospitality, service and health industries, to a whole new level.
Exclusive to Mark’s, no one can make this revolutionary technology easier to implement for your company than the divison of Mark’s set up exclusively for business customers—Imagewear. Only we offer you more than 380 stores nationwide for sizing and pick-up, expert one-to-one advice, and fl exible programs designed to suit your business needs.
While it may not always be possible to change the nature of your fl oors, you can make them a safer place to walk for all your employees.
Visit imagewear.ca
or call 1-877-861-7101
From$7999†
Men’sANTI-SLIP, SLIP-ON SHOE5ANDDK3-3019J
UPPER Action leather and man-made upper
LINING Breathable mesh lining with Freshtech. Removable cushioning EVA footbed
MIDSOLE/ Quad Comfort. EVAOUTSOLE midsole. TARANTULA
ANTISLIP® rubber outsole with JStep Technology
SUGGESTED FOR Hospitality, service and health industries
SIZES 7-11, 12, 13, 14
Men’sANTI-SLIP, LACE-UP OXFORD5ANDDK2-3007J
Women’sANTI-SLIP, SLIP-ON OXFORD5BODDK2-3001J
From$7999†
Women’sANTI-SLIP, LACE-UP SHOE5BODDK3-3002J
From$6999†
From$6999†
UPPER Microfi bre
LINING Breathable and moisture-wicking Dri-Tec lining. Removable EVA footbed
MIDSOLE/ Molded EVA midsole. OUTSOLE TARANTULA ANTISLIP®
rubber outsole with JStep Technology
SUGGESTED FOR Hospitality, service and health industries
SIZES 7-11, 12, 13, 14
UPPER Microfi bre
LINING Breathable and moisture-wicking Dri-Tec lining. Removable EVA footbed
MIDSOLE/ Cushioning gel tread OUTSOLE midsole. TARANTULA
ANTISLIP® rubber outsole with JStep Technology
SUGGESTED FOR Hospitality, service and health industries
SIZES 5-11
UPPER Action leather and man-made upper
LINING Breathable mesh lining with Freshtech. Quad Comfort. Removable cushioning EVA footbed
MIDSOLE/ EVA midsole. TARANTULA OUTSOLE ANTISLIP® rubber outsole
with JStep Technology
SUGGESTED FOR Hospitality, service and health industries
SIZES 5-11
Breathable and moisture-wicking Dri-Tec lining. Removable EVA footbed
Molded EVA midsole. TARANTULA ANTISLIP®
rubber outsole with JStep
Hospitality, service and
LINING Breathable and moisture-wicking Dri-Tec lining. Removable EVA footbed
OUTSOLE midsole. TARANTULA rubber outsole
with JStep Technology
SUGGESTED FOR Hospitality, service and
LINING Breathable mesh lining with Freshtech. Quad
cushioning EVA footbed
MIDSOLE/ EVA midsole. TARANTULA rubber outsole
with JStep Technology
SUGGESTED FOR Hospitality, service and
†PRICES AND AVAILABILITY CORRECT AT TIME OF PRINTING.
JStep_3PAGE_Hotelier_FoodService_WIP.indd 2-3 2014-08-19 9:35 AM
FYI
PEOPLE Ken Otto resigned
as COO of
Boston Pizza in
September. A
replacement was
yet to be named
at press time...
Roger Matthews,
EVP and CFO
of Panera Bread Company, based in St.
Louis, Mo., has left the chain to pursue other
opportunities. Bill Moreton, executive vice-
chairman, has replaced him as interim CFO
until a replacement is named...Food Network
personality Corbin Tomaszeski has landed
at The Westin Harbour Castle in Toronto as the
hotel’s new executive
chef. He will craft fresh
and healthy dishes
for the hotel as part
of Stamford, Conn.-
based Westin hotels’
Well-Being Movement...Dale Colbran has signed on as the new director of Business
Development, Eastern Canada for the
Vancouver-based Browns Socialhouse as it
gears up to open its first location in Ontario
this month in Erin Mills.
SUPPLYSIDEBrad Willis has transitioned from his role
as CFO of Beverage-Air, a division of Ali
Group, to becoming CFO of Ali Group North America, based in Vernon Hills, Ill.
In his new role he will oversee financial
matters involved in the group’s companies
...Chicago-based Unilever Food Solutions has found a creative way to recommend Lipton Specialty Teas to its customers. It’s
rolling out new packaging that matches
teas to a consumer’s mood. The company
has also introduced two new teas, Green
Tea Açai & Blueberry as well as Green Tea
Cranberry Pomegranate…Six rare botan-
icals, including Nordic Juniper, Wild Rose
Hips and Labrador Tea, are used to make
the new Ungava Gin. Made in Frelighsburg,
Que., Ungava Gin is available in Quebec,
Ontario and Alberta...Niagara-on-the-Lake,
Ont.-based Diamond Estates launched two
new wines that salute the 100th anniversary
of the First World War: the 1914 Honour,
a crisp white wine; and 1914 Valour, a bold
red. In other beverage news, Niagara’s Small Talk Vineyards unveiled its new Shiny Apple
Cider, featuring a full apple complexity with
notes of pear and carmelized toffee apple…
Dare Foods Limited, based in Kitchener,
Ont., has introduced new peanut-free snacks,
including Dare Bear Paws Morning Snack
Wowbutter and Strawberries, and Bear Paws
Minis Chocolate Chip and Wowbutter...
Sheboygan, Wis.-based Vollrath has released
its 2014-15 Equipment and Smallwares
catalogue, featuring a new look with easy-
to-scan product guides and more product
pictures. It’s available at vollrath.com…
Canadian Linen, a Minnetonka, Minn.-based
uniform rental and linen-supply company, is
celebrating its 125th year in business.
Corbin Tomaszeski
Dale Colbran
Pickle Barrel Yonge Eglinton Centre Mackay Wong Strategic Design
YOUR HOSPITALITYBUILDING PARTNER416.755.2505 ext. 22bltconstruction.comToronto - Vancouver
Photography: David Whittaker
Pickle Barrel Yonge Eglinton Centre Mackay Wong Strategic Design
YOUR HOSPITALITYBUILDING PARTNER416.755.2505 ext. 22bltconstruction.comToronto - Vancouver
Photography: David Whittaker
14 FOODSERVICE AND HOSPITALITY SEPTEMBER 2014 FOODSERVICEANDHOSPITALITY.COM
NOW OPEN
Vikram Vij pumps up the volume at his shiny new restaurant, My Shanti
SPARKLEAND SHINE
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NOW OPEN
MY SHANTI STANDS OUT like a
sparkling diamond inside an otherwise
unassuming strip mall in South Surrey,
B.C. Covered from head to toe in shiny,
reflective surfaces, reminiscent of the
tiny, intricate mirrors sewn onto a sari,
My Shanti opens into a darker, more
Bollywood-esque 4,000-sq.-ft. dining
room and patio, with 88 seats inside
and 30 outside.
My Shanti, which translates to
“my peace,” is based on a culinary
story inspired by owner Vikram Vij’s
annual travels around India, visiting
various food stalls and executive chefs
across the country. He teamed with
Vancouver’s Bricault Design, which
designed his restaurants Vij’s and
Rangoli, to bring his vision to life.
The menu features palate-teasers
such as wild boar kebabs with south
Indian chutney, from Chhatra Sagar
($13.50); cauliflower with potatoes and
fenugreek leaves, from Delhi ($12.75);
and beef short ribs topped with saf-
fron coconut cream curry, from Calicut
($24.50). It also features boozy, spiced
cocktails, such as the Badam da
Naasha cocktail with vodka, almond
milk, saffron water, cardamom and
pistachio ($8). — Jackie Sloat-Spencer
FOODSERVICE AND HOSPITALITY OCTOBER 2014 15
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The September instalment of this col-
umn provided a window into what
the quick-service restaurant (QSR)
landscape is expected to look like in 2020,
according to key findings from NPD’s
report “Vision 2020: The Future of QSR in
Canada.” Last month’s column examined
the report’s findings that increased compe-
tition and ethnic influences will shape the
landscape in 2020. This month it’s time to
examine convenience and snacking trends.
CONVENIENCE WILL BE KINGThe 2020 restaurant market will be driven
by convenience. Today, 58 per cent of res-
taurant meals occur off-premise via drive-
thru, delivery or take-out. The growth of
off-premise restaurant meals has increased
five per cent annually during the past five
years, with no indication consumers will
temper their desire for quick, convenient
restaurant meal solutions. And, as the econ-
omy strengthens, and the unemployment
rate drops, daily pressures will continue to
support the need for convenient meals. As a
result, off-premise customer traffic at QSR is
forecast to grow by 10 per cent up to the year
2020. Unfortunately not all QSR segments
will be part of the off-premise growth.
Ironically, quick-service pizza units — the
segment that relies the most on off-premise
traffic — appears to be falling out of favour
with consumers due to innovative retail fro-
zen pizza and the lack of menu innovation
from quick-service pizza operators. The net
effect will be a decline in customer traffic of
three per cent running up to 2020.
SNACKING IS ON THE RISEThe snacking dayparts, defined as the meal
occasions after breakfast and before lunch
(a.m. snack) as well as after lunch and before
dinner (p.m. snack), are poised for strong
growth during the next five years. The a.m.
snacking daypart is forecast to experience
increased customer traffic by 13 per cent up
to 2020. The growth drivers of a.m. snacking
are primarily a result of the generation fol-
lowing millennials. Post-millennials (aged
zero to 19), who have grown up integrat-
ing restaurant meals into their daily rou-
tine, will gravitate to quick-service coffee
houses, upscale burger restaurants and the
fast-casual segment for decadent caffeinated
beverages, indulgent baked goods and inno-
vative snack items. The afternoon snacking
daypart is also expected to become popular
at QSR. This time will be popular among
boomers seeking a daily social, treat-based
occasion. As a result, customer traffic at the
p.m. snacking daypart is forecast to grow
seven per cent leading up to 2020.
THE RESPONSEEasy-to-prepare, portable menu items —
such as sandwiches, specialty beverages as
well as in-home meal solutions from an
outside source — will be popular in the next
five years, driven by the growth of off-prem-
ise restaurant occasions. Similarly, baked
goods and innovative snacks are expected
to grow in popularity, too. QSR operators
should consider both trends when deter-
mining menu strategies in what’s predicted
to be an otherwise flat market in the years
leading to 2020. l
Robert Carter is executive director, Foodservice Canada, with the NPD Group Inc.
He can be reached at [email protected] for questions regarding the latest trends
and their impact on the foodservice business.
VISION 2020: TAKE TWOThe second instalment of a two-part examination into the next seven years in the quick-service restaurant industry
Youngest Generations to Drive Industry Growth Leading to 2020
FROM THE DESK OF ROBERT CARTER
Gen X, younger and older boomers and mature traditionalists will influence foodservice eating trends less as their populations shrink and many of them become empty nesters and retire.
+9%
POST-MILLENNIALS0 to 19
+7%
BACK-END MILLENNIALS20 to 29
+9%
FRONT-END MILLENNIALS30 to 39
Gro
wth
F20
20 v
s. 2
013
Gro
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20 v
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013
Gro
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20 v
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18 FOODSERVICE AND HOSPITALITY OCTOBER 2014
CHEFS DISH UP SWEET NOSTALGIA WITH CLASSIC, COMFORTING DESSERTS
BY LINDSAY FORSEY
Childhood memories are sweet, especially when they involve dessert. Maybe you remember
grandma’s butter tart, with its perfectly runny filling baked in a flaky pastry cup; mom’s apple pie, spiced with cinnamon; or the sound of the
ice-cream truck bell ringing on summer afternoons. More than just pleasant recollections,
those candy-coated flashbacks are influencing dessert menus in Canadian restaurants,
from fine-dining to casual fare.
THE CHERRY ON TOP
SWEET INDULGENCEThe butter tart at Toronto’s Canoe restaurant feeds into the customer’s desire for desserts inspired by classics from their childhood
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Comfort foods, deconstructed classic des-
serts and artisanal ice cream are a few of the
top trends listed in the “Restaurants Canada
2014 Chef Survey,” conducted by Toronto
market research firm BrandSpark and based
on responses from more than 400 profes-
sional chefs across the country. The icing
on the cake? People are most willing to pay
more for made-from-scratch desserts tied
to quality and nostalgia, according to “The
Canadian Dessert Consumer Trend Report
2013,” published by Chicago-based research
firm Technomic. Plus, nearly 40 per cent of
consumers surveyed are seeking the desserts
they enjoyed as children.
“People are embracing rustic baking and
warming comfort food that is meant to be
shared,” confirms Andrew Winfield, execu-
tive chef at Calgary’s River Café. “A great
dessert evokes a memory. Our version of a
s’more, for example, reminds people of sit-
ting around a campfire roasting marshmal-
lows.” The Wood-Fired Oven Kahlua-and-
Espresso S’more ($3) is made with organic
FOOD FILE
MADE WITH CARE Rustic sweets made with wholesome ingredients are key trends on today’s dessert menus with dishes such as the Sugar Pumpkin Pudding Cake at Calgary’s River Café and Callebaut Chocolate doughnuts from Calgary-based Jelly Modern Doughnuts, where the treats are made from scratch
INGREDIENT OF THE MONTH: SEA BUCKTHORN BERRYThis sunny-coloured berry packed with pro-
tein, fibre, antioxidants, vitamins and miner-
als is popping up on restaurant menus.
Touted as a powerful superfood, the tiny
fruit originated in the Himalayas but is now
grown all over the world, including Canada.
Sea buckthorn berry is tart when eaten raw,
so it’s usually cooked down into jams and
syrups. “It brings a tropical acidity, similar
to passion fruit or sour pineapple and
an orangey-yellow colour,” says Anthony
Walsh, corporate executive chef at Toronto’s
Oliver and Bonacini Restaurants (O&B).
O&B sources its sea buckthorn berries from
Quebec and uses them to make stuffed
doughnuts at its Bannock location as well
as custards and other desserts.
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dark chocolate and a hand-crafted graham
cookie. All desserts are made in-house at
River Café, including the dozen-or-so
ice creams and sorbets ($10) on offer,
featuring flavours such as maple corn and
anise hyssop.
Winfield describes his customers as
knowledgeable foodies seeking well-rounded
meals and often this means saving room in
their stomachs, and their wallets, for dessert.
“When a dessert is made from scratch using
local, in-season ingredients, people feel good
about indulging,” he says. River’s bestsell-
ing desserts include anything chocolate and
all things salted caramel, reflecting another
prominent trend noted in the “2014 Chef
Survey.” The Maple Wild Rice Pudding ($11)
with huckleberry compote and citrus lace
cookies is a signature favourite, as is the sea-
sonal Warm Pumpkin Sticky Toffee Pudding
($11), on the menu throughout fall and win-
ter and served with spiced crème fraiche.
“We source local wild rice from northern
Alberta and infuse the pudding with maple
syrup, cinnamon, star anise and vanilla,”
Winfield says. Diners anticipate these belly-
warming delights. “We encourage a well-
balanced enjoyment of dinner, including
something sweet. It’s good to remind people
about dessert before the end of the meal,”
he says. River Café’s dessert prices have
increased only slightly over the past 15 years,
from an average of $8 to $10 up to an aver-
age of $10 to $11. “I think prices are due for
a more significant increase. The dishes are
profitable, but many of the products we use
are pricey,” he says. “We make sure the sales
are there to make it work.”
While desserts aren’t the most profitable
menu items, they are essential. At Toronto-
based Oliver & Bonacini Restaurants (O&B),
the last bites of a meal are never an after-
thought. “Understanding the importance
of the whole meal is huge,” says Anthony
Walsh, the O&B corporate executive chef,
who oversees the menus at the company’s 12
restaurants, which range from casual cafés to
top fine-dining establishments. “Costs have
come up over the past few years. The days of
the $7 dessert are gone, and you’re not going
to make a ton of money on it, but dessert is
the happy ending to a great experience, and
we bust our humps to make that happen.”
Over the past few years some O&B restau-
rants have been leveraging sales by offering
a selection of teeny desserts, such as a two-
tablespoon-sized crème brûlée or a cheese-
cake lollipop. “Small-portion desserts are
not as indulgent as having the giant slice of
molten chocolate cake,” Walsh says. “A lot of
people want just a small treat at the end of
their meals.” Tiny desserts aside, other popu-
lar O&B sweets include Jump Restaurant’s
Artisan White Chocolate Cheesecake ($9),
double-baked in phyllo pastry with biscotti
JUST A TASTE Big chunky slices of cake are being balanced with smaller portion options on Canadian dessert menus, such as the stuffed doughnuts at Vaughan, Ont.-based Swiss Chalet and the smaller Chocolate Tort at Toronto’s Canoe restaurant
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“
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22 FOODSERVICE AND HOSPITALITY OCTOBER 2014 FOODSERVICEANDHOSPITALITY.COM
FOOD FILE
crust and its Chocolate Layer Cake ($9), a
decadent wedge made for two, served with
icy-cold milk.
O&B desserts are made in-house at
individual restaurants or supplied by the
company’s bakery (not open to the public).
It churns out take-away items, such as cook-
ies, for the company’s more casual eateries
and handles all off-site catering. “We’ve been
operating our bakery for four-and-a-half
years now. It’s incredible to have complete
control over production,” says Walsh, who
is tuned in to the trend toward nostalgic
desserts. “Customers are looking for tried-
and-true classics, like pies and cobblers.
The approachability factor is big right now,”
he says.
Incorporating hearty grains, such as
kamut, buckwheat, millet and amaranth
into desserts is another trend noted on the
“2014 Chef Survey,” as well as at O&B. “We
always have customer welfare in mind, but
we aren’t necessarily including more grains
for health reasons. It’s more about exploring
flavours and textures,” Walsh says. “Dessert
has to have elements of fun, naughtiness and
inventiveness. It’s about those curious people
in the back who create stuff that makes
people smile.”
One of those folks in the back is Robert
Gonsalves, the pastry chef at O&B’s upscale
Canoe, who is creating a fall dessert made
with rye and apples and something new for
the Chef ’s Menu using balsam fir. Canoe’s
most popular desserts include its Chocolate
Torte and Classic Canoe Butter Tart ($12
each). “A good dessert is about balance,” he
says. “You want something that is rich and
acidic and texturally interesting.”
The trend toward familiar desserts is
apparent across foodservice segments. At
Swiss Chalet Rotisserie and Grill, a Vaughan,
Ont.-based Cara Operations’ brand, the des-
sert menu is focused on pie and ice cream.
“Dessert has to fit with our vision of offering
uncomplicated comfort food done right. It
should bring you to a place of good memo-
ries,” says Lindsay Robinson, Swiss Chalet’s
director of Marketing. The brand makes
some desserts in-house, while others are
sourced from unnamed suppliers. Robinson
explains that shareable items are popular
SUPPLYSIDE INNOVATIONS
Chef Pierre LUXE LAYERS PIES
from Peoria, Ill.-based Sara Lee
combine gourmet recipes with
familiar flavours: two fillings in
two crusts, such as blueberry
with lemon meringue. Pies are
pre-sliced to reduce waste and
cut costs. Thaw and serve.
VEGAN CAKES from Chicago’s
Eli’s Cheesecake Company are
made with silken tofu to create
a creamy rendition of a classic.
Available in Belgian Chocolate
Cheesecake and Carrot Cake
Cheesecake flavours.
INDIVIDUAL CAKES from
Reading, Pa.-based Sweet
Street Desserts include trendy
flavours such as Yuzu Lime
Cheesecake and Salted Caramel
Cheesecake, offering a new take
on tradition. Small, circular serv-
ings replace the typical slice.
THE GLUTEN-FREE LINE
from Vancouver’s Trumps Fine
Food Merchants includes cup-
cakes and cookies, plus a
classic lemon bar, hazelnut
tartlet and more.
ON TREND Calgary-based Jelly Modern Doughnut’s Maple Bacon variety highlights two key Canadian dessert trends — doughnuts and bacon
FOOD FILE
choices: “Gone are the days of heavy, deca-
dent desserts for one person,” she says.
The trend towards smaller indulgences
is also influenced by cost. According to
Technomic’s report, dessert remains a
price-sensitive add-on where affordability
and value are key purchase drivers at both
limited- and full-service restaurants. Swiss
Chalet’s bestselling dessert — its signature
stuffed doughnuts ($6 to $7) — hits the
spot for both portion size and price point.
“Guests want the indulgence, just less of it,”
Robinson says. “They also want something
they wouldn’t necessarily make at home.”
During the past few years, doughnuts
have experienced a revival, appearing on
restaurant menus and inspiring new busi-
nesses dedicated to the old-fashioned
treat. Calgary’s Jelly Modern Doughnuts,
co-owned by siblings Rita and Rosanne
Tripathy, opened its first location in April
2011. Since then, the brand, applauded by
Martha Stewart and Oprah Winfrey, has
launched a food truck in Calgary and a
shop in Toronto as well as kiosks inside
Pusateri’s, Toronto-based gourmet food
shops. Jelly will open another location in
Toronto’s financial district this fall with
plans to hit Vancouver next.
The doughnut-centric operation is
capitalizing on trends towards bite-sized
portions, wholesome ingredients, budget-
friendly choices and traditional feel-good
indulgences. Jelly offers a three-bite dough-
nut ($2.25) and a regular-sized rendition
($2.75) with flavours such as Classic Jelly,
Callebaut Chocolate and Maple Bacon
rounding out the bestsellers list. (Bacon is
yet another dessert trend noted on the “2014
Chef Survey.”) The monthly feature dough-
nut has included the London Fog, with a
chai tea-infused glaze, whipped cream and
sprinkles, and the Cherry Cobbler, stuffed
with cherry pie filling, then topped with cin-
namon and streusel.
Jelly has introduced more than 150 vari-
eties since opening. “There’s so much you
can do with a doughnut,” says head pastry
chef, Atul Palghadmal, who stresses that the
doughnuts are made from scratch, contain
no additives or preservatives and include
local, seasonal ingredients when possible.
“People have a love-hate relationship with
the doughnut,” he says. “They don’t see it as
a healthy option, but it’s such a good sweet.”
Catering and events make up a significant
portion of Jelly’s business, with corporate
clients ordering customized flavours, brides
choosing something more whimsical than
cake and parents spoiling kids on birthdays.
“Jelly doughnuts are something you can
display on a dessert table and really make
a beautiful impression,” Palghadmal says.
“That’s not something you could always say
about doughnuts.” With more than 8,000
Twitter followers, Jelly’s success proves that
the doughnut remains a sought-after sweet.
Twenty years from now, people will still
get that warm, fuzzy feeling reminiscing
about the chewy, circular delight, albeit with
a more modern twist than the Hawaiian
Sprinkle of days past. l
FOODSERVICEANDHOSPITALITY.COM
MARK MCEWAN used to avoid
the restaurants at Canada’s busiest airport.
“Pearson was always famous for no food to
really bad food. I barely ate there,” says the
Top Chef Canada judge, whose restaurant
assets in Toronto include North 44, Bymark
and Fabbrica.
McEwan is a major player in a gambit by
the not-for-profit Greater Toronto Airports
Authority (GTAA), which manages, operates
and maintains Toronto Pearson International
Airport and is retooling its foodservice land-
scape. With consulting on two concepts, the
Fetta Panini Bar and Nobel Burger Bar under
his belt, one of McEwan’s hurdles is to alter
dismally low expectations. There are signs of
a shift. “We did $20,000 in sales one day at
Nobel. This is at a burger bar in an airport.
It’s remarkable.”
As part of the GTAA’s phased upgrade,
McEwan’s company also offers catering ser-
vices, preparing and delivering up to 2,500
food units (think salads, sandwiches) to 10
restaurants managed by the New York-based
OTG, one of three primary foodservice
Since 2011, almost 30 food and beverage units have been added or redeveloped at Canada’s largest airport. Will the changes make Toronto Pearson International Airport a world-class food hub? BY IAN HARRISON
PROFILE
24 FOODSERVICE AND HOSPITALITY OCTOBER 2014
YYZ FOODFLIGHT PLAN
NEW CHOICES The Toronto Pearson International Airport foodservice regenera-tion includes options for eating on the go and options for more leisurely meals at restaurants such as (clockwise from top) Mill St. Brewery, Boccone Pronto, Heirloom Bakery Café, Nobel Burger Bar, Marathi and the Fetta Panini Bar
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PROFILE
FOODSERVICEANDHOSPITALITY.COM
operators at Pearson. The end result is a
new spinoff, of sorts, for the Toronto-based
McEwan Group. “It’s [like] a new business,”
begins McEwan, explaining how the com-
pany’s duties at the airport expand beyond
foodservice to include navigating customs,
expediting, packaging, labelling, costing
out, compartmentalizing units and creating
retail goods.
OTG, the firm that recruited McEwan
— and others such as chef Rocco Agostino,
sommelier John Szabo and baker Devin
Connell — is a relative upstart in the sud-
denly sexy airport foodservices space, hav-
ing forged chef partnerships at New York’s
LaGuardia and JFK. Rick Blatstein, CEO, is
a former restaurant and nightclub owner
who asserts that his company delivers
“restaurants inside airports,” rather than
airport restaurants. And, OTG claims its
close to $11 per patron spend leads the
industry in North America.
The chef-driven approach is deliberate.
“We believe we can have great restaurants
in airports,” explains Sean Aziz, director
of Communications, OTG. “We work with
chefs who understand their market. That
insight allows us to create concepts that
are relevant.”
The OTG blueprint seems radical on the
surface: upcycle wasteful terminal space into
a profit generator with whiz-bang designs
and Wi-Fi-enabled iPads, which display
menus in 20 different languages and allow
customers to order a glass of Pinot Noir
with the swipe of a finger.
The suggestion that airports can, and
should, serve good food evokes a bygone
age when some of the best restaurants in
EASY AND CONVENIENT Three operators — New York’s OTG, Bethesda, Md.’s HMSHost and Surrey, U.K.’s SSP — are overseeing the new foodservice options at the Toronto Pearson International Airport. The OTG plan includes Wi-Fi-enabled iPads, which dis-play menus in 20 different languages, at restaurants such as Marathi (above)
SECURITY CHECKIt’s not just passengers who require a
stringent security check at the airport.
Moving food in and out of Toronto
Pearson International Airport also
involves following many regulations
and procedures. “There is no ques-
tion the movement of goods into the
airport is different and in many ways
more challenging than a traditional res-
taurant would encounter,” says Janine
Gervais, the associate director of the
Retail and Food Programs at the not-for-
profit Greater Toronto Airports Authority
(GTAA), which manages, operates and
maintains Pearson. “The GTAA has a
comprehensive logistics program to
facilitate the movement of goods at our
airport. We have a centralized Logistics
Centre (LC) that receives all items des-
tined for our stores and restaurants. Our
processes are strictly regulated from a
safety-and-security perspective — all
suppliers must be vetted and all items
are kept in a strict chain of custody.
Goods are received at the LC, screened,
packed and then moved to tenant kitch-
ens, storage rooms, warehouses and
eventually on to our passengers’ plates.”
Last year, more than 500 industry executives came together in December to celebrate excellence.
This year, on Dec. 5, at Toronto’s Fairmont Royal York Hotel, Rosanna Caira and the KML team will host the 26th Annual Pinnacle Awards, bringing together leaders from a wide spectrum of sectors in the foodservice and hospitality industry to celebrate achievement. Awards will be presented in five categories for Foodservice and Hospitality including (Company of the Year, Western Canada; Company of the Year, Eastern Canada; Independent Restaurateur; Chef of the Year; and Supplier of the Year) and four categories for Hotelier (Company of the Year, National and Regional; Hotelier of the Year; and Supplier of the Year). Additionally, KML will also be presenting the newly minted “Rosanna Caira Lifetime Achievement Award” to a shining industry luminary.
THE 26th ANNUAL PINNACLE AWARDSWHERE THE INDUSTRY COMES TOGETHER TO CELEBRATE EXCELLENCE
HOSTED BY
DEC. 5, 2014
THE FAIRMONT ROYAL YORK
RECEPTION AT 11:00 a.m. FOLLOWED BY LUNCH AND AWARDS
PRESENTATION
26
Rosanna CairaKostuch Media Limited
Michael Bonacini O&B Restaurants
PinnacleAwards_SP.indd 1 2014-08-19 2:42 PM
FOODSERVICEANDHOSPITALITY.COM
the U.S. were in the likes of Chicago O’Hare
and LAX. “Good food enhances the cus-
tomer experience,” declares Janine Gervais,
the associate director of the Retail and Food
Programs at the GTAA. “In 2010 we took
a long hard look at the retail and foodser-
vices landscape at Pearson. It was lacklustre.
So we set out to define a strategy to make
the airport a premier gateway.” In the final
analysis, no single airport served as a pro-
totype for Pearson. Gervais contends that
it was a matter of tailoring best practices to
the Toronto market.
The decision to take those culinary ideas
to the airport’s two Terminals (1 and 3)
led to a new partnership with OTG and a
reboot with two veteran primary operators.
“HMSHost and SSP [Canada] have been
with us for decades,” explains Gervais, of
the companies based in Bethesda, Md. and
Surrey, U.K., respectively. “They’ve evolved.
The GTAA’s decision to continue with them
was based on sitting down and talking
about where we wanted to go, where they
were at that point in the contract and then
working to deliver the vision together.”
The GTAA’s primary goal was to generate
more energy and buzz for the airport’s res-
taurants. HMSHost, OTG and SSP led the
charge to identify key local chefs.
The entire Pearson foodservice upgrade,
which began in 2011, and is slated to con-
tinue into 2016, already features almost 30
new restaurants, representing all segments.
Just to get a taste of what’s on offer, there’s
Acer, a modern Japanese restaurant by
chef Guy Rubino and from OTG; Boccone
Trattoria Veloce, a trattoria and Boccone
Pronto, its quick-serve counterpart from
SSP Canada in partnership with chef
Massimo Capra; and Asian Kitchen by
Susur Lee, a new addition from HMSHost
this summer.
HMSHost, with a foothold in more than
100 airports around the globe, and annual
sales in excess of $2.7 billion, had an exist-
ing partnership with Roger Mooking. So,
the TV host and cookbook author consulted
on menu improvements and helped with
enlistment. One of the first calls was to the
founder of Caplansky’s Delicatessen.
The deli’s owner, Zane Caplansky, and
HMSHost expect the two Caplansky’s
TRIED AND TRUE Customer favourites such as Starbucks Coffee and Toronto’s popular Caplansky’s Delicatessen (below) combine with newer options such as Camden Food Co. and Corso to create buzz for the food at Toronto Pearson International Airport as part of a redevelopment plan that will con-tinue into 2016
PROFILE
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Delis at Pearson — the first of which
opened this summer — to do four times the
volume as the original College Street loca-
tion in Toronto. “I had wanted to look at
franchising and growing my business. This
is an ideal environment,” says Caplansky.
“HMSHost is an incredible international
franchisee. Some of the biggest brands trust
them, and we have a built-in market at the
airport. It was a wonderful win-win oppor-
tunity. We’re making the vast majority of
the food the same as on College Street.
The pricing is the same as well.”
The HMSHost executive behind the
Pearson partnerships with Caplansky and
other big names such as Lynn Crawford,
Susur Lee, Mohammed Fakih and John
Placko is Karen Grezner. The company’s
director of Restaurant Portfolio notes
that it requires effort and persistence to
convince high-profile chefs to license their
names. Natural concerns about quality
dilution, procurement, supply-chain
management and personnel require
immediate assuagement.
“None of [the chefs HMSHost enlisted]
were promoting their restaurants to be
franchised and run by someone else,” notes
Grezner. “And here I am saying we want
to license their brand at Pearson. It’s like
letting go of their baby. So there is trepida-
tion. They have to have the confidence that
it’s not just fast-food we’re doing and that
behind the scenes we have a full kitchen
with real chefs and a real level of skill —
because every one of them has their name
on the door and on the menus.”
And, while the approximately dozen
chef consultants involved in the Pearson
revamp will confront similar concerns, not
all will be as hands-on as Caplansky. And
that concerns prominent food writers in
Canada, such as Toronto restaurant critic
Chris Nutall-Smith. After several visits to
the airport, The Globe and Mail columnist
reserved his harshest criticism for OTG.
“The initial promise from OTG was enor-
mous. A year later I went and the chef ’s
faces and names were nowhere to be found.
There are no real kitchens, because the ter-
minal’s ceilings are so high, the company
couldn’t install commercial exhaust systems.
The prices are high, and the iPad ordering
system is awful. They try to upsell you every
time. You quickly realize the iPads are there,
because they don’t want to hire staff.”
OTG has responded to those concerns.
“The traditional restaurant environment
is inefficient at airports, where time-man-
agement is everything,” says OTG’s Aziz.
He adds: “The potential lack of human
interaction was a major question we had
[with the iPad deployment]. But it’s been
the opposite.”
Most pointed, however, was this com-
ment from a Nuttall-Smith column in
March: “Two years ago, OTG management’s
Michael Coury told me: ‘Some of your best
restaurants downtown will now be in your
airport.’ From what I tasted and experi-
enced, that is not yet even close to being
the case.”
“We respect all feedback,” responds Aziz.
“The great thing about our concepts is that,
because we own and operate our restau-
rants, we can make changes on the fly.”
How deeply star chefs dig in at Pearson
may be a key factor in whether critics, and
customers, embrace the airport’s metamor-
phosis. “Each operator comes at it differ-
ently,” says the GTAA’s Gervais. “OTG hires
chefs to design menus. With SSP, a chef like
Massimo Capra is here very often. I person-
ally have seen him on the line. As far as the
new restaurants from HMSHost chefs, like
Lynn Crawford and Susur Lee, we’ll see how
they evolve.”
Overall, although the cost of the entire
Pearson revitalization hasn’t been disclosed,
Gervais is optimistic the foodservice turn-
about will be a success. “Toronto Pearson
has seen a 26-per-cent increase in sales
across the board and a 15-per-cent to
63-per-cent increase in the actual number
of guest transactions per new or redevel-
oped retail location. I am very pleased with
the evolution of our program. The opportu-
nity to enjoy a meal at an Italian restaurant
with nice wine, or conversely, enjoy Subway
or A&W is wonderful and demonstrates
variety and diversity. And we’re just 60 per
cent of the way there. Most of Terminal 3
will be redeveloped over the next year. By
the time we hit 100 per cent of program
turnover, lease renewals will start to come
up and we will be working to reinvent our
program to meet the needs of the next gen-
eration of passengers.” l
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SEGMENT REPORT
Healthfulness, local food, innovation and value are a
few factors powerfully influencing the non-tradition-
al foodservice segment today. But while the trends
reflect traditional foodservice, this landscape suffers
the unique burden of fiscal restraints that impose a
limit on its expansion and innovation.
With descriptors such as “variously institutional,” “commercial”
and “near-to-home,” the non-traditional foodservice market pro-
vides service to a range of institutions. From university and col-
lege campuses, to hospitals, nursing homes, retirement homes and
workplace cafeterias, this category is a collection of establishments
where food is served to large groups of people who often eat many
of their meals in one institution.
Non-traditional segment caterers are finding new ways to serve a unique demographicBY LAURA PRATT
ADAPTING TO CHANGE
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34 FOODSERVICE AND HOSPITALITY OCTOBER 2014 FOODSERVICEANDHOSPITALITY.COM
KNOW THY CUSTOMERWhile a restaurant is a “special-occasion place,” the non-traditional
category caters to a market whose customers are fed daily. “[So]
the biggest thing with this segment is an interest in healthy food
choices,” says Sandra Matheson, president of Oakville, Ont.-based
Food Systems Consulting Inc., which consults for traditional and
non-traditional foodservice clients, including universities, hospitals
and government agencies. “People are paying more attention to having
vegetables, fresh ingredients, protein, reasonable portion sizes.”
Proximity to other people is important in this foodservice environ-
ment, too. In fact, some new seniors’ supportive housing projects are
being built with “tea kitchens” only — limited-cooking environments
that encourage residents to go to the dining room and partake in on-
site social offerings.
Many retirement communities also feature food clubs, where a
movie night showing of The Best Exotic Marigold Hotel, for example,
might be complemented by the culinary accompaniment of an Indian
meal. “That tells us that the social aspect of eating has become much
more evident,” Matheson says. “People are understanding that, living
alone, they need to seek out social encounters, and one of the best
times to do that is mealtime.”
Meanwhile, mealtime is often in flux in non-traditional foodser-
vice. “People are always eating,” Matheson says. “So one of the chal-
lenges for operators is to have things available throughout the day.”
Thankfully, an interest in raw, cold and hand-held foods has heralded
the replacement of salad bars with “cold bars” featuring vegetables,
dips and ethnic breads that can be left out for long periods of time.
CONSIDER COSTSBut before food can be served at institutions, managers must first con-
sider capital investments and operating costs. These financial realities
have led to dynamic changes within the industry, says Barry Telford,
SVP Healthcare & Education at Sodexo, an international service
provider whose Canadian headquarters are in Burlington, Ont. Such
changes include the trend towards re-thermalization. In other words,
a product is prepared off-site at a facility that produces food and sent
to an institution in a refrigerated or frozen state to be reheated for
multiple end users.
This approach requires fewer staff and less kitchen space; instead,
all the establishment in question requires is equipment to reheat food.
The process leverages savings through purchasing and larger produc-
tion runs. “There are real upsides to this,” says Telford. “The hospital
doesn’t have the same operational cost structures or the same focus on
labour it did before.”
SEGMENT REPORT
BEHIND THE SCENESFrom feeding hordes of
hungry college students, to
catering corporate events
and prepping healthy meals
inside hospital cafeterias,
contract caterers do it all.
Last year, Canada’s top-five
contract-caterers amassed
nearly $3.4 billion in sales.
Compass Group Canada
2,508 units
$1.8 billion
Aramark Canada Ltd.
1,550 units
$994 million
Sodexo Canada Ltd.
500+ units
*$546 million
Dana Hospitality Inc.
92 units
$37 million
Marek Hospitality Inc.
19 units
$16 million
*Denotes estimate
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36 FOODSERVICE AND HOSPITALITY OCTOBER 2014 FOODSERVICEANDHOSPITALITY.COM
Such practices are necessary, says Matheson, considering that the
cost of food has been on the rise since 2008, with a spike in the last
year or two. More than that, in Ontario, for example, the minimum
wage hike in June, from $10.25 to $11 an hour, is being felt down the
line. “When minimum wage goes up, everything else goes up, too,”
says Matheson, explaining that it’s especially hard for her company’s
clients, who aim to offer at least $1 more than minimum wage to
attract workers.
Add the $7 or $8 per-patient cost for daily meals in most health-
care institutions, says Beth Hunter, program director at the Montreal-
based J.W. McConnell Family Foundation, and you’ve got lots of
expenses and not many ways to raise money within the health-care
realm for the adoption of local and sustainable fare. “Food is not
considered an important central tool to building health, so it’s not a
core cost that you can fundraise for,” explains Hunter of the non-profit
that builds communities to develop people’s potential and contribute
to the common good.
“Funding for hospital food is very limited,” agrees Sharon
McDonald, president of Compass Group Canada Healthcare in
Mississauga, Ont. At Morrison, the arm of Compass that provides
hospital-based patient-feeding and retail and support-service busi-
ness, the solution has been the introduction of Steamplicity, which
replaces cold-plate retherm. “We’ve had challenges with this technol-
ogy in terms of patient satisfaction and quality deterioration,” admits
McDonald of the process wherein food is fresh-plated, sealed and
cooked under steam pressure. But the program offers a lot of efficien-
cies, too. “[It’s] the healthiest way to cook food in terms of retaining
the nutrients,” McDonald says. More than that, the Steamplicity
system — which has been installed in 13 hospitals across Ontario
— requires little equipment, it offers environmental savings by using
less water and fuel than conventional food-prep systems, and it has
significantly reduced food waste.
CREATE CHANGEUniversities and colleges are leading the charge in providing local,
sustainable food. And their efforts, combined with those of local-food
advocates such as chef/restaurateur Jamie Oliver, have influenced con-
sumers who now demand better options. In turn, distributors have
responded with enhanced relationships with produce suppliers and
increased fresh and local offerings.
Still, says J.W. McConnell’s Hunter, enacting change in big institu-
tions can be hard. In some cases, she says, the dietitians and food sup-
pliers are the barriers to transformation. “They’re used to working a
SEGMENT REPORT
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certain way, and making a shift means taking more time and changing
practices that may be entrenched.” She points to local sourcing done
by institutions such as the University of Winnipeg, the University of
British Columbia in Vancouver, Dalhousie University in Halifax and
Scarborough Hospital in Ontario as the exceptions. “We need these
champions,” she says. “We want to take this to another level by better
communicating what’s possible.”
The alternative is untenable since the sustainability of the food
system is a critical issue. “We’re working to get more healthy, local and
sustainable food into institutions and into supply chains. One benefit
of local food is that it cuts down on the transportation impact of how
far food travels,” Hunter adds.
The J.W. McConnell Family Foundation is further inciting change
with this year’s implementation of its Institutional Food Program. The
idea is to promote the inclusion of more local, sustainable foods in
institutional settings such as hospitals, long-term care centres, schools
and universities.
The organization received 20 funding applications for the program
and selected eight to support. Each will receive up to $75,000 per grant
and join J.W. McConnell’s learning collaboration training program.
Quebec’s Centre de Santé et Service Sociaux (CSSS) des Sommets is
one recipient. It will use the funds to provide local, sustainable food to
the cafeterias, patient meals and vending machines of three long-term
care facilities and a hospital.
In partnership with Montreal’s Food Secure Canada, the coun-
try’s national voice for the food movement, the Institutional Food
Program will walk participants through the transition to procuring
more healthy, local, sustainable food. Like-minded individuals from
institutions who have led such change will offer insights into how
they improved their menus to prioritize local food; how they track
supply-side changes; and the role of institutional culture and personal
relationships in making change.
Meanwhile, Sodexo’s new Expressly for You program shows how
life-sustaining nutrition can also lead to meaningful interactions. The
initiative includes the ordering of raw ingredients from approved, ide-
ally local, suppliers and chefs — either Sodexo-supplied or hospital
employees under Sodexo’s management — and preparing meals from
scratch in clients’ on-site kitchens. Patients order meals such as turkey
meatloaf or tomato and potato frittata from a bedside hostess who
visits nine times daily. “Through those interactions, you get to know
the patient, so there’s good relationship-building, social interaction
and good, nutritious food. It’s a great combination,” explains Telford.
Greg Lawrie, RVP for Aramark’s health-care line of business
in Canada, agrees that social interaction is a big part of the non-
traditional health-care foodservice picture. He explains: “We wanted
to find a way to more personally connect with our customers at the
moment of truth — when they’re deciding what to have for a meal.”
That wish evolved into the “spoken menu program,” a process where-
by a foodservice team member visits the customer to take his order.
“The menu itself didn’t change,” Lawrie clarifies. “Nor did the way we
procured, prepared or delivered the food; just the way we interacted
with the customer. Patients went from minimal control to [getting]
the opportunity to ask questions and have a real discussion about their
experience with foodservice staff at the moment of their meal deci-
sion.” After the change, patients expressed increased satisfaction with
the overall experience, rating variety, taste, presentation and quality
higher by between 12 and 17 per cent.
Of course, the food itself is important, too. “The top priority for
foodservice in health-care environments is to contribute to a cus-
tomer’s overall health and recovery, and the meals are essentially a
part of their care,” says Lawrie. It’s why Aramark’s menu options build
on the nutritional recommendations and special diets implemented
by the doctors and nutritionists, before the issues of presentation and
flavour are addressed. For example, a typical Aramark meal might be a
baked salmon loin with lemon dill sauce or a lemon wedge and a side
garden or caesar salad.
J.W. McConnell’s Hunter also places value on food’s healing prop-
erties. “Whether it’s schools where the food the kids eat is impactful on
their development or long-term centres and hospitals where the food
people eat when they’re sick or older is important, today we need to
[look at food] as a preventative,” she says. “Non-traditional foodser-
vice today is so much more than just one more dinner.” l
SEGMENT REPORT
FOODSERVICE AND HOSPITALITY OCTOBER 2014 39FOODSERVICEANDHOSPITALITY.COM
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THE BAR IS OPENFrom Toronto’s Jen Agg and Halifax’s Jenner Cormier to Quebec’s Véronique Rivest, today’s bartenders and sommeliers are creating their own rules
BY JENNIFER FEBBRARO
The word “foodie” has
been added to the dic-
tionary. But there doesn’t
seem to be an equivalent term
for someone who is interested
in the creation and consump-
tion of alcoholic drinks — think
bartenders, mixologists, somme-
liers and their customers. This
comes at a time when Canada’s
award-winning bartenders and
sommeliers are being hired for
their creativity and innovation,
their ability to translate a mood
with a single sip and their well-
attuned sense of smell. Three
such individuals sat down with
F&H to share their inspirations,
philosophies and advice.
JEN AGGWidely known as the owner and
operator of Toronto’s acclaimed
Black Hoof, Jen Agg is also
a master mixer, opening the
Toronto bar Cobalt at 21.
Bartending made sense to the
entreprenuer who had noticed a
steady decline in the quality of
alcoholic beverages being sold.
“In this culture, nobody knows
what good is, and everyone
thinks ‘OK’ is great,” she notes.
Agg surmises she’s been success-
ful because she cares about the
quality of the drinks she serves.
“Canada has a young food cul-
ture; we have a young culture
in general and that’s pervasive,”
she says. “But I push for quality
and keep away from all the BS.”
And, there’s plenty of the latter
in the male-dominated industry,
says Agg.
Regardless, in 2011 Agg
opened the rustic Cocktail Bar
across the street from the Black
Hoof, where she bases her drink
creations on what she likes per-
sonally, not on trends. Customer
favourites include the “Lavender
Hound” ($9), a unique blend
of lavender gin, red grapefruit,
lemon and maldon and Satriale’s
Iced Tea ($11) made with
Amaro, Averna, Earl Grey gin,
cucumber, lemon soda and salt.
And, Agg isn’t slowing down.
Last year, she opened another
drink-focused establishment —
Rhum Corner, a creative take on
the Haitian café. The casual bar,
conveniently located next to the
Black Hoof, features an array of
rums that are not available at
your typical liquor store. One of
the popular drinks is the Fresco
($10), which features a blend of
pomegranate syrup, falernum (a
Caribbean ginger-lime syrup)
and imported Havana rum.
Agg’s favourite is “Daiq’d Up”
($12), a double rum and Coke
topped with a frozen lime. It’s
another quality drink from the
prolific entrepreneur.
POURING FOR PROFITS
40 FOODSERVICE AND HOSPITALITY OCTOBER 2014 FOODSERVICEANDHOSPITALITY.COM
JENNER CORMIER Originally from Halifax, Jenner
Cormier, Canada’s 2013 Diageo
World Class Bartender of the
Year, now calls Toronto home.
And, although the 28-year-old
drink-slinger has worked in
Halifax, where he was involved
in the opening of The Middle
Spoon Desserterie & Cocktail
Bar and the Noble cocktail
lounge, he’s now surveying
Toronto’s cocktail scene, having
bartended at hubs such as Home
of the Brave, a new King Street
West lounge and the Toronto
International Film Festival.
Cormier’s main gig is work-
ing with Diageo as a Canadian
Ambassador and drink consul-
tant for the U.K.-based company
that touts a collection of alcohol
brands, including spirits, beer
and wine.
“Toronto’s an inspiring place
for the cocktail industry,” says
the surfer-turned-serious bar-
tender. “And there are a lot of
trends we are seeing — with
Sherry, for example, which has
also seen a big boom in London,
England and the U.S.” Cormier
also names Agave-based spirits
as an upcoming trend. “Tequila
and Mezcal have been gaining
attention from international
bartenders. That’s not going
away anytime soon.”
But the explosion in cocktail
experimentation and house-
made ingredients, such as bitters
and shrubs, is inspired by today’s
educated consumer. “People are
begging to really understand
and learn about what they are
drinking,” explains Cormier. “It’s
similar to how people are con-
cerned about their diet and pay
attention to the ingredients of
their food.”
One of Cormier’s enduring
favourite drinks is the Sazerac
with a base of cognac or rye. “I
like to add three or four dashes
of Peychaud’s Bitters, a little
simple syrup, and a couple of
ounces of George Dickel Rye
Wisky,” says Cormier. “Then
I finish the drink with a zest
of lemon.” Understanding the
classics is necessary. “Though it
is important to stay current, it
doesn’t matter how good your
cocktail list is if you cannot
offer a guest a unique experi-
ence,” he says.
VERONIQUE RIVESTIn 2013, Véronique Rivest
became Canada’s top sommelier,
placing second at the World’s
Best Sommelier Competition in
Tokyo. In doing so, she became
the first female to take the podi-
um. Rivest spent years preparing
for the competition. During time
off from her day job as the GM
and sommelier at Les Fougères
in Chelsea, Que., she trained her
senses by blindfolding herself to
learn how to discern a Riesling
from a Grüner Veltliner.
When it comes to recom-
mending wine, Rivest under-
stands it’s not about offering
guests what she likes. “There is
a ‘rock star’ or ‘celebrity status’
that is wrongly attached to the
image of what a sommelier
does. Many people, for instance,
will design a wine menu based
on their personal favourites, as
opposed to reflecting — who
is the clientele, what’s on the
menu?” she says.
Last month, Rivest opened
Soif (French for ‘thirst’),
a wine bar in Gatineau,
Que. “But don’t expect
to see any ‘cool’ wines
on the menu,” laughs
the owner. Rivest likes to
curate a diverse wine list,
including many ‘under-
dogs’ of the wine indus-
try, those made in small
quantities, from organic
ingredients and mostly
locally made. These are
the wines she knows
and loves — the ones
“made with passion”
she says. They include
Quebec wines Les
Pervenches from Farnham and
Vignoble du Marathonien from
Havelock.
Nevertheless, Rivest loves
sparkling wines best, noting
that many Canadian drink-
ers don’t realize that some of
the most incredible bottles
come from Canada. Four of
her favourite sparklers include:
Nova Scotia’s Benjamin Bridge,
which she compares to some
of the best Champagnes in the
world, Quebec’s L’Orpailleur
Brut, Ontario’s Henry of Pelham
Cuvée Catharine Brut and B.C.’s
Blue Mountain Brut.
Meanwhile, Rivest notes that
wines from muscat grapes are
hot sellers, while orange wines
are for imbibers who want
something more experimental.
(Orange wine is made by mac-
erating the skins in with the
flesh of the grapes, granting it
a brownish hue and an almost
bruised apple aroma.)
Having recently judged a
provincial sommelier competi-
tion in Ontario, Rivest offers
advice to industry newcomers:
“Persevere. No one wins com-
petitions at 21, and there is a
reason for that.” She adds: “In
wine-tasting, age is a bonus —
it connotes experience.” l
POURING FOR PROFITS
THOUGH IT IS IMPORTANT TO STAY CURRENT, IT DOESN’T MATTER HOW GOOD YOUR COCKTAIL LIST IS IF YOU CANNOT OFFER A GUEST A UNIQUE EXPERIENCE
““
FOODSERVICE AND HOSPITALITY OCTOBER 2014 41FOODSERVICEANDHOSPITALITY.COM
EQUIPMENT
Induction equipment is
heating up, as supply
expands to fit grow-
ing needs. Product lines
have multiplied to include
everything from counter-
top single and multi-hob
burners to drop-in warm-
ing units, woks and plan-
chas (for grilling). There’s
even talk about induction
fryers coming to market
soon. And, induction
technology is finding a
home in kitchen suites
across the country.
In Toronto, the Hum-
ber College culinary
induction labs showcase
the latest innovations.
Shonah Chalmers, pro-
gram coordinator for
the school’s Culinary
Skills and Culinary
Management program,
says it’s very much in
keeping with the future
direction of cooking.
“Today, convection is
primarily found on the
baking and pastry side;
and traditional gas or
combi-ovens comprise
the bulk of cooking
needs,” she says. “But
many more [chefs] are
using induction, and
we wanted to be on the
edge. Students need that
exposure.”
At Humber, induction
technology is integrated
into two cooking suites
used by chef instructors.
The islands combine
four-burner induction
cooktops with convection
ovens and under-the-
counter refrigeration
and storage. Students
work on smaller suites
with two burners and
gas ovens.
Patrick Watt, con-
sultant with A Day
in Life Foodservice
Development in Saint
John, N.B., confirms
induction is playing a
big role in island suite
HOW SUITE IT IS Induction is a key com-ponent in many cooking suites, although all have unique options, includ-ing those at Toronto’s Humber College (above and far left, top), Holland College in Charlottetown (bottom), and those pro-vided through Montague (above). The SinAqua from Cooktek has an induction-based, water-less drop-in food well (left)
IF THE SUITE FITS
Induction technologies areincreasing efficiencies as
cooking island add-ons
BY DENISE DEVEAU
42 FOODSERVICE AND HOSPITALITY OCTOBER 2014 FOODSERVICEANDHOSPITALITY.COM
designs. “Garland [in
Mississauga, Ont.] has
built some heavy-duty
induction units that drop
in nicely to an island
suite. [Stockholm-based]
Electrolux has also done
well with this,” he says.
And, incorporating
induction cooktops into
suite designs helps create
narrower surfaces, mak-
ing a smaller footprint
that requires less ventila-
tion. “Then you can do
raised grills and drop-in
fryers,” Watt adds. “The
big leap however is in
warming capabilities,
which I wouldn’t be
surprised to see go into
island suites soon.”
Suites can be con-
figured to incorporate
holding drawers, refrig-
eration, plumbing and
garbage disposal func-
tions. Add-ons can also
include pass-through
and overhead shelves
as well as rails and spe-
cialty warmers. “Culinary
schools really love them;
their suites have pizzazz.
I’ve also seen small, basic
ones at café sites,” the
consultant says.
Tod Olson, project
manager for Trimen Food
Service Equipment, Inc.,
a distributor in Toronto,
won a 2011 Montague
Suite Dreams Design
competition. Since then
he has witnessed many
cooking suite innovations.
“[Induction is] getting
integrated more and more
into suites,” he notes, add-
ing that induction burn-
ers give more options
for fitting fridges and
ovens into cooking suites.
“Before ovens had to be
placed directly under
elements. Now you have
much more flexibility.”
The best suites have a
single point of connec-
tion for gas, electrical and
water/drainage. “When it
comes to doing rough-ins,
you only have to run one
connection into the curb
mounting. That’s a ben-
efit on the construction
side,” Olson notes.
At Holland College’s
Canada’s Smartest
Kitchen, a research and
development centre in
Charlottetown, a sub-
EQUIPMENT
A SUITE SOLUTION
When it came time to replace the aging appliances at The
Old Fish Factory Restaurant in Lunenburg, N.S., owner
Alan Creaser invested in a customized cooking suite, which
includes the latest induction technology.
He commissioned a suite configuration from Oakville, Ont.-
based Tarrison that includes a new induction cooktop with
four 3,000-watt induction burners. “We used to have six elec-
tric burners. There’s a huge difference between the amount
of heat we used to generate and what we do now, because
induction only heats when something is on the burner,”
Creaser explains. “We did have to do an electrical upgrade
because of the power requirements. But nothing can touch
induction for speed and cost.”
The all-in-one suite on wheels has a 72-inch base with
a four-foot work surface and a 24- x 36-inch grill from Fort
Wayne, Ind.-based AccuTemp. The induction station, includ-
ing the base and cooktop, costs approximately $14,800
— $10,000 for the cooktop, $4,800 for the refrigerated base
— and an additional $5,200 for the griddle.
Now everything is much more efficient — mussels can be
ready to serve in just two minutes, compared to the usual six.
“Induction is efficient, fast and cuts down on excess heat and
energy. The staff and chef love it. And the cost of replacing
pots and pans wasn’t that huge, about $1,500,” Creaser says.
Induction Cooking RangesYour Most Powerful Choice in Cooking Innovation!
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• Energy Efficiency While gas provides approximately 55% efficiency and traditional electric about 65%, in contrast induction cooking delivers 85% to 90%
• Performance Induction is by far faster and more precise than gas because the energy is being transferred within the cookware alloy
• Variety Front Serving Line and Rear Cooking configurations available
Pasta/Stir Fry Range complete with Ingredient Module
®
44 FOODSERVICE AND HOSPITALITY OCTOBER 2014 FOODSERVICEANDHOSPITALITY.COM
stantial cooking suite
with six induction burn-
ers is used for product
development. Four peo-
ple can work comfort-
ably on it, says Michael
Bryanton, research
and development chef.
Add-ons include a grill,
charbroiler and below-
the-counter refrigera-
tion units. There is also
a built-in sink, work
surfaces and a garbage
collection space. “Having
something in the centre
of the kitchen is a great
benefit location-wise,
because we can place
other equipment around
the perimeter. It’s a good
way to maximize space,”
says Bryanton. The unit
is stationary to enable
hardwiring for induction
and plumbing.
And, while a suite
suits a research centre’s
needs, it’s not always the
right choice for all opera-
tions. “I can see it in a
hotel prep kitchen, but
sometimes you get a bet-
ter workflow in a typical
linear setup, depending
on the menu and if you
need to configure set
pieces,” says Bryanton.
Olson agrees that not
all kitchens are ideal for
a cooking suite. “You
need to have a full walk-
around area, because you
are working with twice as
much depth as a standard
setup where you have the
hood against one wall
and workspace and cold
prep on the opposite
side,” he says, adding
that the latest innovation
he has seen is a single-
depth, double-sided
suite design.
A kitchen suite can
also be difficult to
reconfigure since it’s
highly customized. And
if the kitchen is run-
ning gas, it requires a
chimney, which could
restrict flexibility when
designing a system. “The
upside is you can do
some funky things with
design. Montague out of
[Hayward] California has
some of the nicest ones,”
Watt notes.
Jordan Prescesky, VP,
Research and Develop-
ment for Calgary-based
Franworks Group of
Companies, which oper-
ates locations under the
Original Joe’s Restaurant
& Bar, State & Main
Kitchen Bar as well as
Elephant & Castle Pub
and Restaurant brands,
understands the limita-
tions of small spaces.
“A middle island can
take up a ton of kitchen
space, because you need
so much area around
it. Without a linear
[configuration], refrig-
eration setup can be
tough,” Prescesky says,
noting that his kitchen
operations are run within
3,900 to 5,300 sq. ft.
Price, like space, can
also be a challenge when
considering the installa-
tion of a cooking suite.
“Take the cost of a nor-
mal cooking line and add
30 to 40 per cent to that,
because of the finishing,
detailing and assembly
involved,” Watt says.
But, suite or no suite,
there is one unusual
problem chefs should
beware of when working
with induction, accord-
ing to Susan Somerville,
dean of the School of
Hospitality, Recreation
and Tourism for Hum-
ber College. It turns
out some chefs ruined
their computers when
placing them near the
stovetops, which have
magnetic properties.
“They learned the hard
way,” she quips. l
EQUIPMENT
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46 FOODSERVICE AND HOSPITALITY OCTOBER 2014 FOODSERVICEANDHOSPITALITY.COM
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48 FOODSERVICE AND HOSPITALITY OCTOBER 2014
CHEF’S CORNER
In Chinese culture, festivals are a pretty big deal. In fact, it was dur-
ing family food prep for these monthly celebrations in Singapore
where chef David Gunawan was introduced to cooking.
Later, as a civil engineering student working part-time in the kitch-
en of a West Lafayette, Ind. restaurant, the Singapore native found
himself drawn to the behind-the-scenes lifestyle. “When everyone’s
working, you’re just waking up. [That was the] attraction, just being in
the background of society,” says the 33-year-old, who later abandoned
engineering in favour of a hot stove.
Over the next few years, the young self-taught chef worked his way
up the ladder, traversing the globe, jumping from cooking positions
at Les Nomades in Chicago and West restaurant in Vancouver, to the
acclaimed In De Wulf in Belgium, where he learned to inject his per-
sonality into dishes. “When I got back from Europe I had a voice; I had
an opinion about food,” Gunawan recalls.
So, after helping open Wildebeest in Vancouver, he left to strike out
on his own. Last summer, Farmer’s Apprentice Restaurant was born,
taking the city by storm with its hyper-local mandate and nearly all-
organic menu. “We embody what is sustainable, what is ecologically
conscious, having a sense of awareness of the environment,” Gunawan
describes, of the moniker. “As chefs, we seem to over-glorify ourselves.
We never pay tribute to the person who gives us the food.... We just
take something, cut it up, put it in the pan and call it our creation.”
Partnerships with 15 farmers have afforded Gunawan intel on his pro-
duce’s growing conditions and climate, he says, and he likes to honour
each ingredient by keeping it as close to its natural form as possible.
“We get some of the best fruits from the region; you don’t want me to
process those. [They’re] too nice to do anything to them,” he explains.
The chef designs a daily evolving menu of farm-fresh ingredients,
which has included Heritage Mangalitsa pork with turnips, apricot
mostarda and mustard ($30) and a decidedly eastern-inspired dish of
Tamarind glazed sweetbreads, with cabbage, green curry and peanuts
($16) to appeal to Vancouver’s diverse Asian population.
Business at the cosy 28-seat restaurant (with an additional 10 seats
on the patio) is booming, averaging 80 to 90 covers and $4,000 in sales
on weekend nights. It’s garnered even more attention since Vancouver
Magazine dubbed Farmer’s Apprentice the city’s Best New Restaurant
and Best Casual-Dining restaurant.
“The most important thing is we abide by our own principles and
philosophy, and we have integrity, and that is enough to justify what we
do,” the chef sums up. He dreams of opening a restaurant on a farm. “If
we can do this on a larger scale, it will make a bigger impact in terms of
a local movement. Having that sort of independent restaurant flourish-
ing under the farm-to-table movement is important for the future.” l
BITS & BITES
PHO
TOS: VEN
TUR
I + K
AR
PA [D
AVID G
UN
AW
AN
]; DR
EAM
STIME.C
OM
[BITS &
BITES]
Favourite Fall Ingredient: “I
really like kale in the fall. It’s a lot sweeter than in
the summer.”
Comfort Food Craving: “I like a bowl of noodles. It could be of any cultural reference — ramen, it could be pho, it could be beef noodles.”
FIELD DEFENDERDavid Gunawan lets the ingredients do the talking at Farmer’s ApprenticeBY JACKIE SLOAT-SPENCER
FOODSERVICEANDHOSPITALITY.COM
Best Job Perk: “At this phase of my life, it’s teaching people how
to cook and the integrity of cooking.”
Favourite Kitchen Technique: “If I had
the means, I would do open-flame
[cooking]... I just like that primitive
factor in using open flame.”
S: 7.625
T: 8.125
B: 8.375
S: 10.375
T: 10.875
B: 11.125
New York | London | Toronto Amsterdam | Shanghai
sm JOB# AC_NY_J14_0003
PUB Food Service and Hospitality
TRIM 8.125in x 10.875in @ 100%
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Quality Control Print Production Project Manager Art Director
Copywriter Creative Director Account Manager Client
FILE NAME: AC_NY_J14_0003_Food Service and Hospitality_6112014_Trade MODIFIED: June 2, 2014 11:02 AM
BY S . P E L L E G R I N O
C A P T U R E T H E E S S E N C E O F W H AT ’S H A P P E N I N G I N T H E C A N A D I A N C U L I N A RY S C E N E.
Orphans cooking with orphans. In Toronto, the people opening restaurants now are in their late 20s, early 30s who haven’t been slugging it out in a brigade-style kitchen for years like the founding fathers. There’s a generation of us rebellious teenagers just open-ing up restaurants, hiring our friends and taking risks. Hopefully, these young chefs grow into the leaders of Canada’s modern culinary movement.
H OW D O C U L I N A RY T R E N D S I M PA C T YO U R M E N U ?
I’m too busy to concern myself with trends. Evolution is made, not speculated. If there’s anything I’m into, it’s about fi nding something new. Maybe not something new to the world, but new to me. That’s my food trend.
W H AT I S I N S P I R I N G YO U R I G H T N OW ?
Gooseneck barnacles-pre-historic-looking crustacean creatures, super tasty. Only in season for about a month. When I sourced some, I was so excited that I posted a photo on
Instagram. 48 hours later there was an article about how these are the “next new thing.”
A S I D E F R O M T H E F O O D , W H AT M A K E S A G R E AT R E S TAU R A N T E X P E R I E N C E ?
Everything you put on the table matters. The details can dramatically elevate the dining experience—like a good quality napkin, artisanal bread or a bottle of S.Pellegrino. Even the bottle itself is beautiful; it’s like a bottle of wine. Water is the fi rst thing served at the table and the last thing that remains. So it only makes sense that the kind of water you serve is considered. If you think about it, fi ltered water or tap water—it’s only as good as its source.
G I V E U S A H I N T A B O U T W H AT ’S O N T H E H O R I ZO N F O R YO U ?
I’m excited about a new venture I’m working on inspired by the Pintxo bars of San Sebastian. It’s a completely dif ferent way of eating, very social and a new style for Toronto. It’s food-at-your-own-pace that takes traditional tapas to a whole new level.
Meet Chef Grant van Gameren, the culinary pioneer
and driving force behind Toronto’s Bar Isabel, named as
Canada’s Best New Restaurant in 2014. We asked him
to reveal his sources for inspiration and ingredients, and
tell us what’s on his radar for the future.
“ E V E R Y T H I N G YO U P U T O N T H A T
TA B L E M A T T E R S . T H E D E TA I L S C A N
D R A M A T I C A L LY E L E VA T E T H E D I N I N G
E X P E R I E N C E , L I K E A G O O D Q U A L I T Y
N A P K I N , A R T I S A N A L B R E A D O R A B O T T L E
O F S . P E L L E G R I N O . ”
F I N E D I N I N G L OV E R S . C O MTEXT BY Angie MosierPHOTO BY Brock Elbank
For more inspiration visit
ADVERTISEMENT
GR ANTVAN
GAMEREN
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Initial Keyline Date: 9.9.14
Cr. DirectorArt DirectorCopy Writer
AccountProduction
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S. MartineauM. SullivanS. MartineauJ. SmithA. WoodC. BandstraR. OrtizJ. Blanchard
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7.625" x 11.125"
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14 C
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