Further written evidence submitted by
the Director of Catering and Retail Services
CATERING SERVICES IN THE HOUSE OF COMMONS
BACKGROUND INFORMATION
1. The House of Commons Catering and Retail Service
is part of the House of Commons Department of Facilities, created
in 2008 following the Tebbit review of the House of Commons Administration.
Prior to then, the service was a Department of the House in its
own right: the Refreshment Department.
2. Whilst operational and trading information
provided in this paper is consistent between the former Refreshment
Department and the Catering & Retail Service, the historic
total costs reported are unadjusted for the transfer of finance
and HR staff costs to other budgets following the creation of
the Department of Facilities.
3. Similarly, in order to provide like-for-like
comparisons, total operating costs are reported exclusive of staff
pension provision unless otherwise stated.
4. The remit of the Catering and Retail Service
is to provide catering and retail services to meet the needs of
Members, staff and visitors to the Parliamentary Estate. It is
a House of Commons service, funded from the House of Commons Administration
Estimate, but many of its services are available, either on an
equal footing or at certain times, to Members and staff of the
House of Lords and to other holders of full Parliamentary passes,
including press and media representatives, police and security
staff, other contractors and some Civil Servants.
5. The House of Lords operates its own Catering
and Retail Service. Whilst there is considerable management co-operation
between the two services, particularly in areas such as procurement
and IT, there is no legal or formal link between the two services,
and the services are seperately funded by each House.
6. A summary of House of Commons catering and
retail services, their current opening times and access regulations
is attached at Annex A to the previous evidence.
USAGE OF
CATERING SERVICES
TRENDS
7. There was relatively low growth in the overall
use of catering services in the 1990's, but since 2000 there has
been a consistent growth in the total usage of catering services
in the House of Commons. The onset of the growth dates from the
beginning of the 2001 Parliament, but this also coincided with
the opening of Portcullis House and changes to the sitting hours
of the House. The growth is largely driven by an increase in demand
for cafeteria services, particularly at lunch-time, and changes
in the workplace have led to more informal "snacking"
throughout the day. These trends are mirrored in staff restaurant
environments in other organisations.
8. In 2003, the Finance and Services Committee
agreed a package of measures to reduce the growing cost of the
subsidy provided for catering and retail services in the House
of Commons. Progress was reviewed by the Administration Committee
in their last review of catering services, in 2005.
9. The costs set out below exclude the cost of
HR and finance staff previously borne on the Refreshment Department
budget. In 2009-10, these and other HR costs (eg recruitment)
would have added an estimated £588,000 to the catering subsidy,
bringing like-for-like costs to a total of £5,118,000. This
represents a cash reduction of almost £550,000 (10%) in the
catering subsidy since the peak cost of £5,665,000 in 2002-03.
The figures are unadjusted for inflation.
10. Current year statistics were affected in
the first quarter by the General Election. During this period,
income was significantly depleted, but fixed costs (particularly
staff costs) were still incurred. In common with previous experience,
banqueting revenues remained low throughout the second quarter,
but has picked up since September.
11. However, the downward impact of the general
election on revenues should be counter-acted by additional income
from the recent price increases and, to date, the catering and
retail service is broadly on target to deliver its services within
the agreed, revised budget of £6.04 million for 2010-11.
OVERVIEW OF
USAGE AND
REVENUE CONTRIBUTION
12. Annual usage (covers/transactions) and sales
for each outlet, grouped by area, for the last two financial years
were supplied to the Committee.
13. In 2009-10, almost two-thirds of all transactions
by volume were in the cafeterias (Members' Tea Room, Terrace Cafeteria,
Moncrieff's self-service, the Debate, Bellamy's and the Portcullis
Cafeteria in 7 Millbank). Only 3% of transactions took place in
the dining rooms, and banqueting accounted for just 9% of transactions.
14. However, in terms of income, the cafeterias
contributed only 25% of total income, with events and banqueting
contributing 43% of total sales. Souvenir sales contributed a
further 12% of income.
15. The importance of events and banqueting business
to the service is even more obvious at gross profit level (ie
after accounting for purchases but before allocating staff costs).
At this level, 55% of total gross profits were derived from event
and banqueting sales, whilst cafeterias contributed only 14% of
gross profits despite accounting for two-thirds of transactions.
16. Usage statistics for each venue during the
3 months October to December 2009 were supplied to the Committee.
This period was selected as it includes both sitting and recess
dates, and will provide a basis for comparison when the same information
is collated for October to December 2010 to enable the impact
of the recent price increases to be examined in detail.
17. It must also be noted that the greatest determinant
of usage of the dining rooms and other services open in the evenings
is the sitting hours of the House and the level of Parliamentary
business. Notwithstanding the price rises, evening trade has been
strong since the return of House in October 2010.
18. Key observations from the 2009 patterns of
business are noted below:
Dining Rooms
(i) Across all dining rooms available for guest
hospitality, average lunchtime occupancy is under 50% on Mondays
and Thursdays, and around 65%-70% on Tuesdays and Wednesdays,
indicating that there is some spare capacity for opening to other
pass holders.
(ii) Alternatively, the closure of either the
Adjournment or the Churchill room would leave sufficient capacity
to cope with average demand levels, although there may
be occasions on a Wednesday lunchtime that demand would exceed
a reduced supply.
(iii) On Friday lunchtimes, usage is less than
40% of capacity, despite the dining rooms being open to all pass
holders.
(iv) Evening supply is better matched to demand
levels, although there remains spare capacity on all evenings.
Currently, the Churchill Room operates as a banqueting venue on
Wednesday evenings, but opens as a dining room on Thursday evenings
to free up the Members' and Strangers' Dining Rooms to be let
for large functions.
Cafeterias & Snack/Coffee Bars
(i) Lunchtime (12.00 noon to 3.00 pm) is the
key pressure point in all cafeterias, with demand highest on Tuesdays,
Wednesdays and Thursdays in the Terrace Cafeteria and the Debate
in Portcullis House.
(ii) The cafeterias in 1 Parliament Street (Bellamy's)
and 7 Millbank (Portcullis Cafeteria) show much less day-to-day
fluctuation in demand, although, in common with all venues, demand
is significantly lower on Fridays and during recesses.
(iii) After 5.30 pm, cafeteria usage appears
to be quite evenly balanced between the Debate and the Terrace
Cafeteria, but both venues have plenty of surplus capacity. A
more detailed analysis of this time period would be useful to
establish whether one of these venues could close earlier than
at present.
(iv) In 7 Millbank, both the 6th Floor café
and the Portcullis Cafeteria are very quiet after 3.00 pm, and
most transactions are for teas and coffees only. There is scope
for combining these services at off-peak times if the 6th Floor
Café is retained.
(v) The evening service in Portcullis Cafeteria
serves an average of 35-45 customers nightly after 5.30 pm. but
around 75% of transactions are for teas, coffees, confectionery
and sandwiches, all of which are available from vending machines
located in 7 Millbank.
(vi) With the exception of its popular Fish &
Chip menu on a Friday, lunch trade in Moncrieff's self-service
restaurant averages around 100 covers. As was demonstrated when
the kitchen closed for remedial works last year, this custom can
be absorbed in the other venues without any discernible impact.
Bars
(i) The Pugin Room consistently remains very
quiet until after 12.00 noon, when customers arrive for pre-lunch
drinks. It remains busy as an afternoon tea venue, particularly
on Tuesdays and Wednesdays.
(ii) Currently, the Pugin Rooms remains open
in the evenings until the Rise of House or midnight (whichever
is the earlier) on Mondays and Tuesdays, until 11.00 pm on Wednesday
and 10.00 pm on Thursdays. Usage statistics suggest that this
should be reviewed in more detail to examine the case for earlier
closing.
(iii) The Members' Smoking Room has experienced
very low levels of business for many years, but previous Committee
have failed to find support amongst colleagues to make any radical
changes to the service or to open the facility to non-Members.
The usage statistics and the savings programme are both drivers
for making changes in this venue.
(iv) Very few customers use the Strangers' Bar
before 5.30 pm. This venue is now due a re-fit, having been installed
15 years ago, and might be re-designed to operate as a coffee
bar during the day-times and bar in the evening. This provides
an alternative option to the suggested conversion of the Main
Souvenir Shop listed in the Management Board's savings programme
currently undergoing consultation.
Retail & Visitor Facilities
(i) Since the larger souvenir shop opened in
St Stephens Hall, there has been a gradual shift of business away
from the Main Souvenir Shop located near the Terrace. This is
evidenced in the detailed usage statistics, and the Main Shop
is now quiet for large periods of the day. It should be borne
in mind that the surveyed period includes the peak Christmas trading
period, when the Main Shop in particular experiences higher than
normal demand.
(ii) The Jubilee Café also has significant
scope to increase business, but usage is closely linked to the
level of Tours, which are in turn dictated by the sitting hours
of both Houses.
INCOME AND
DIRECT COSTS,
BY OUTLET
19. The Committee has requested details of the
income, cost of sales (food, beverage and souvenirs) and direct
staff costs for each venue. Income and costs of sales information
is held for every venue, but in cases where a venue is supplied
from a central kitchen, the cost of food is allocated on a proportional
basis. Staff costs are allocated against groups of venues, to
reflect the flexible working patterns of staff employed across
multiple revenue centres and in kitchens supplying multiple outlets.
20. A breakdown of subsidy/contribution by trading
area for 2009-10 was supplied to the Committee. This analysis
is not available for previous years.
21. Key observations noted below:
(i) After allocation of cost of sales and direct
staff costs, but with no allocation for operating expenses and
other costs, the only areas to return a net contribution last
year were the Strangers' Bar, Banqueting and Retail & Visitor
Facilities (the souvenir shops and Jubilee Café, including
food and drinks served to the Jubilee Room).
(ii) Prior to the closure of Bellamy's Bar, the
Strangers' Bar failed to return a net contribution, but the transfer
of trade from Bellamy's with no increase in staffing requirement
in the Stranger's Bar has enabled it to cover its costs this year.
This should increase in 2010-11 both as a consequence of the price
increase but also as the first full year of operation since the
closure of Bellamy's.
(iii) The most highly subsidised areas are the
Terrace and Members' Tea Room, and the Principal Foor (Members'
and Strangers' Dining room, the Pugin Room and Members' Smoking
Room).
(iv) Staffing costs for the Terrace Cafeteria
and Members' Tea Room are higher than comparable venues for a
number of reasons. They are both open for long hours from early
morning until the House rises or later. The Tea Room is located
very close to the Chamber and consequently it's trading is closely
linked to the business of the House. It suffers frequent but unpredictable
peaks and troughs of demand, and closes during recesses (so incurring
staff costs at a time when there is no revenue).
(v) Following the closure of Bellamy's Bar and
the Banqueting facilities in 1 Parliament Street, this is now
the most economic outbuilding, having taken over this place from
7 Millbank.
(vi) Although Portcullis House required a net
subsidy of almost £470,000 to operate is service last year,
this includes a net contribution of around £90,000 from the
Despatch Box. Premium coffees are high volume, high profit margin
and high perceived value goods and the Despatch Box has the added
benefit of an excellent location. If an appropriate space can
be found in the Palace, an additional coffee bar would, we believe,
be highly valued by customers without detracting from the Despatch
Box, and presents an opportunity to generate additional profitable
income.
(vii) Unallocated staff costs include central
management and administration staff, 3 senior chefs, purchasing,
goods receiving, and stores staff, laundry and linen staff, and
staff incurring costs whilst away from the business (eg maternity
leave, etc).
STAFFING
22. An organisation chart was supplied to the
Committee. The Directorate employs a total of 286 Full-time equivalent
staff (FTE).
23. The Directorate is headed by one member of
the Senior Commons Service, who is supported by one Operations
Manager (Band A2), one Executive Chef (Band A1) and one Head Chef
(Band B1), one Purchasing and Stores Manager (Band B1) and a Business
Support Manager (Band B2). All other members of the management
team have operational responsibilities as well as line management
responsibilities.
24. The Director of Catering & Retail Service
reports directly to the Director General of Facilities and has
wider management responsibilities as a member of the Facilities
Management Board.
25. Staff employed in the catering grades include
professional and technical staff who nevertheless carry out operational
and line management responsibilities.
26. In addition to the permanent staff, the Directorate
maintains a pool of casual and agency staff on zero-hours contracts.
These staff are used both in banqueting, to cover sickness absence
and to supplement the permanent team on days of peak demand.
27. Approximately a third of the workforce are
employed on four-day week contracts in order to cover the operational
requirements Monday-Thursday more cost effectively than if the
entire workforce was employed on a basic five-day week. Some employment
contracts have agreed flexibility clauses in terms of where staff
may be required to work, whilst others (particularly older contracts)
are more restrictive. However, there has been considerable movement
towards more flexible working practices in recent years and this
has been a key contributor to the gradual reduction in the catering
subsidy over the past eight years.
CURRENT ISSUES
28. As yet, it is too early to confirm in detail
the impact of the recent price increases. However, it is estimated
that during September and October, the cafeteria and bar price
increases generated in the region of £80,000 additional income.
The target for the six months to end March 2011 is £500,000
and, thereafter, £1.2 million per annum.
29. Cafeteria prices were benchmarked against
prices charged in the staff restaurants operated within a selection
of Government Departments and the devolved UK Assemblies &
Scottish Parliament. All the benchmarked services are operated
by contractors.
30. Prices are currently being reviewed again
in the light of the impending VAT increase from 01 January 2011.
No decisions have yet been taken.
31. A list of income generation and savings options
have been circulated to all Members by the Management Board. A
consultation process with Committees, Members, staff and other
users is currently taken place. The Finance and Services Committee
has remitted all the proposals affecting catering and retail services
to the Administration Committee for their consideration. I shall
be please to assist the Committee in discussing these, and other,
opportunities to generate new income streams or reduce costs.
November 2010
Annex B
HOUSE OF COMMONS CATERING & RETAIL SERVICE
EXTERNAL VISITS LOG 2007-10
| Venue | Visited By
| Purpose of Visit | Subsequent Actions
|
| 2007 | |
| |
| Aramark Innovation Centre (London) | Director, Head Chef, Operations Manager
| Opening of Centre | Review of use of Speaker's Kitchen for recipe development & training purposes
Various point of sale marketing flyers
|
| Compass Innovations Centre (Chertsey) | Operations Manager, Senior Sous Chef, Catering Managers, Sous Chefs
| Variety of concepts and display ideas. Branding and styling. Labelling of grab and go products.
| Development of style for 6th Floor pizza offer
Multi-purpose carving station in Bellamy's
Improvements in grab and go labelling
|
| Chatsworth House, Derbyshire | Retail Manager
| Product range evaluation and benchmarking. New shop - layout, design and merchandising
| Introduction of new lines (glassware and porcelain)
|
| Claridges
(London) | Operations Manager
| Customer service standards | Appointment of Claridges Manager to Chair development of HoC customer service project
|
| Clifford Chance
(Canary Wharf) | Catering Managers, Sous Chefs, Asst Managers
| Induction hot plate systems
Working lunch offers
| Design and introduction of ceramic induction buffet system for MDR and MTR
PCH 1st Floor Meeting rooms menu revised
|
| Deutsche Bank
(City of London) | Director
| Benchmarking Group meeting
Health & Safety briefing, VAT treatment of take-away food
| VAT query escalated to Finance - no action, as industry challenge to HMRC not fully resolved
|
| Hampton Court | Retail Manager
| Meeting with HRP retail division | Understanding introducing ranges for a limited period to stimulate demand
|
| IBM
(Southbank) | Head Chef, Asst Managers, Chefs de Partie
| General visit to large food court style outlet with cashless systems.
| Noted over complicated allergen marking system leading to specification for simplicity in subsequent labelling introduced in HoC outlets.
Noted user resistance to cashless system and unreliability of that particular supplier/ installation
|
| Institute of Civil Engineers
(Westminster)
| Director, | Banqueting reception menus
Brasserie menus
Price benchmarking
| Ideas for canapé revamp and review of range
Changes to MDR and SDR menus & service
Benchmark data added
|
| Lehman Brothers
(Canary Wharf) | Head Chef, Operations Manager, Catering Staff
| Food courts, equipment giving clearly defined offer to fulfil the needs of an emerging grazing culture
| Modification of cafeteria displays and counter presentation
|
| Marks & Spencer HQ
(Paddington) |
Director | Benchmarking group meeting
Food allergy management
| Food allergy specialist commissioned to assist HoC in development of allergy management processes
|
| National Gallery
National Portrait Gallery
The Wallace Collection
| Director | Compare & contrast catering & retail service offers
| Review of restaurant and café menus and service levels in HoC
Benchmark data added
|
| National Maritime Museum (Greenwich) | Operations Manager
| Customer service standards | Ideas incorporated into development of HoC customer service programme
|
| Northern Ireland Assembly | Director
| Member of procurement panel for tendering of catering & support service contract
| Lessons learned from pre-tender contract review and development of specification of requirements for tendering process
|
| Novotel
(Hammersmith) | Operations Manager
| Customer service Front and Back of House |
Ideas incorporated into development of HoC customer service programme
|
| RAC Club
(London) | Director
| Brasserie menus & pricing | Changes to MDR and SDR menus & service
Benchmark data added
|
| Royal Bank of Scotland
(Goggaburn, Edinburgh)
| Director | Benchmark Group meeting
See large food mall concept in corporate campus environment, with particular emphasis on selection and contracting with 3rd party commercial partners
| Improved commercial understanding
Used in development of specification of requirements for Annie's Coffee & Sandwich Bar
|
| Scottish Parliament
(Edinburgh) | Director
| Tour of facilities, with particular emphasis on Members' Dining facilities, events and retail outlets
| Benchmark data added
Changes to MDR and MTR services
|
| 2008 | |
| |
| Compass (Various sites) (Canary Wharf) |
Director, Operations Manager, Sous Chefs, Catering Managers, Asst Managers
| Hosted by Jon Hewett, Business Development Director to showcase Restaurant Associates service offers and standards
| Review of in-house sandwich presentation& development of requirements for made-to-order sandwich bars
Various point-of-sale materials shared with team for review of HoC material
|
| Computer Associates (Datchet) | Head Chef, Senior Sous Chef, Catering Managers
| Food labelling - identification of levels of fat in food
| Implementation of traffic light system in all cafeterias
|
| Debenhams
(Oxford Street) | Director, Operations Managers, Executive Chef
| Point of sale marketing & development of marketing plan
Price benchmarking.
Allergen information systems as applicable to high volume cafeterias
| Review of all HoC point of sale material (hard copy & intranet) & improved co-ordination of special promotions
Benchmark data added.
Introduction of a comprehensive allergy awareness programme in conjunction with Hygiene Audit Systems
|
| Fortnum & Mason
(London) | Director, Operations Managers, Executive Chef
| Visit to newly-refurbished Fountain Restaurant, particularly to review finishes & equipment specification
Price benchmarking
| Ideas used in development/refurbishment projects in HoC
Benchmark data added
|
| Highgrove House | Operations Manager, Asst Retail Manager
| Visual merchandising training course | Art of setting up a new shop and the power of the brand
|
| Hoxton Apprentice
(London) | Director, Executive Chef
| Site tour & briefing on the charity's restaurant operation Discussion of secondment opportunity for a senior HoC chef
| Hoxton unable to gain agreement to the proposal
|
| Imperial College
(London) | Director
| Briefing on subsidy reduction & development of commercial opportunities
| Information used to continue subsidy reduction strategy
|
| Le Meridien Piccadilly
(London) | Banqueting Manager, Pastry Chef
| Research into current trends in afternoon tea offers
| Assessed current offer and changed products
|
| London Transport Museum | Asst Retail Manager
| Print and production training course | Knowledge used with regard to purchase of postcard and stationery items
|
| Merill Lynch
(Canary Wharf) | Executive Chef
| Service delivery, counter display | Modification of cafeteria displays and counter presentation
|
| Royal Household
(Buckingham Palace) |
Director, Head Chef | Benchmarking Group meeting
Recycling and sustainability issues in catering areas
Summer opening
| Recycling initiative launched in cafeterias
Retail contacts made
|
| Searcys in the City | Catering Managers, Senior Sous Chef
| Food cost price comparisons
Conveyor belt clearing system for cafeterias
| Achieved a reduction in cost price of salmon from supplier
System installed in Bellamy's and portcullis cafeteria.
|
| St John's College Cambridge | Director
| Benchmarking Group meeting
Benchmarking processes, service level agreements, contractors & contract types
| Benchmarking data broadened and developed
Contract options used to develop proposals for contracting of services at 14 Tothill St
|
| St. Paul's Cathedral | Retail Manager, Asst Retail Manager
| ACE (Association of Cultural Enterprise) Conference. Trade show and networking with industry.
| Sourcing new products at trade show |
| Westminster Abbey, V&A, National Portrait Gallery, Royal Academy of Arts, National Trust (various), Wallace Collection
| Asst Catering & Retail Manager | Regular (at least annually) benchmarking visits to these and other comparable sites
| Ensure prices are in line with the market |
| 2009 | |
| |
| Bentall's
(Kingston) | Director
| Benchmarking Group meeting
Franchise agreements (in-store catering outlets)
| Benchmark information added |
| Compass Innovations Centre (Chertsey) | Executive Chef, Operations Manager, Head Chef, Catering Manager
| Variety of concepts and display ideas. Branding and styling. Labelling of grab and go products.
| Development of style for 6th Floor pizza offer.
Multi-purpose carving station in Bellamy's
Improvements in grab and go labelling
|
| Chatsworth House
(Derbyshire) | Director
| Review of retail (souvenir range) and development of commercial activities
| Benchmark data added |
| CitiGroup
(Canary Wharf) | Director
| IT systems to handle room bookings
Cashless payment systems
Reception standards
Tele-conferencing facilities
| Information fed back into Facilities ICT strategy development and shared with individual project teams
|
| Hampton Court Palace | Retail staff
| The visitor experience - start to finish training course
| Improved customer service |
| Heathrow Airport T5
(London) | Head Chef, Sous Chefs
| Looking at new to market energy saving larger capacity MKN ovens
| Led to installation of ovens in Terrace, Portcullis Cafeteria, and Banqueting which will reduce energy usage.
|
| Intercontinental Hotel - Theo Randall (London)
| Executive Chef, Head Chef | Gain an understanding of the impact of commitment to provenance on menu design
| Knowledge incorporated in subsequent menu designs
|
| Kelvingrove and Glasgow School of Art | Operations Manager, Asst Catering & Retail Manager
| ACE (Association of Cultural Enterprise) Conference
Trade show and networking with industry
| Sourcing new products at trade show |
| Lords Cricket Ground
(London) | Exceutive Chef, Senior Sous Chef
| Service equipment for banqueting | New presentation dishes used in canapé receptions
|
| Middle Temple
Inner Temple
Lincoln's Inn
| Director | Compare and contrast service delivery organisations, standards and costs
| Benchmark data added |
| River and Rowing Museum
( Henley on Thames)
| Retail staff | Presentation, Security and Merchandising course
| Greater awareness on locating products |
| St. Paul's Cathedral | Retail staff
| Buying and getting the most out of suppliers course
| Better supplier relationships |
| Waddesdon
(Buckinghamshire) | Director
| Review of retail (souvenir range) and development of commercial activities
| Benchmark data added |
| Westminster Abbey, V&A, National Portrait Gallery, Royal Academy of Arts, National Trust (various), Wallace Collection
| Asst Catering & Retail Manager | Regular (at least annually) benchmarking visits to these and other comparable sites
| Ensure prices are in line with the market |
| 2010 | |
| |
| Baltic Centre of Contemporary Art (Newcastle-upon-Tyne)
| Operations Manager, Asst Catering & Retail Manager
| ACE (Association of Cultural Enterprise) Conference. Trade show and networking with industry.
| Sourcing new products at trade show |
| Benugo's Southbank
(London) | Executive Chef, Senior Sous Chef
| On trend coffee shop concept | Development of ideas for inclusion in the Adjournment redevelopment proposals
|
| Claridges
(London) | Banqueting Manager, Pastry Chef
| Research into current trends in afternoon tea offers
| Assessed current offer and changed products
|
| Deutsche Bank
(City of London) | Director
| Benchmarking Group meeting
Salad/sandwich bar operation developed by BaxterStorey (catering contractor)
Benugo 'grab and go' outlets on trading floors
| Benchmark data added
Development of option for possible conversion of Adjournment into premium coffee/salad/sandwich bar
|
| Heathrow - DHL Distribution Centre
(London)
| Director | To view goods consolidation centre operation
| Development of plans for implementation of the Parliamentary Off-Site Consolidation Centre
|
| Highgrove
(Gloucestershire) | Director
| Merchandising & retail operations |
Benchmarking information used for development of savings options
|
| Imperial College
(London) | Director
| Business development strategy (including competitive bidding for new business) & commercial use of premises
| Information for development of savings options
|
| Kings Place Arts Centre
(London) | Director
| Tour of conference and event facilities, Rotunda restaurant and coffee bar
| Benchmarking information used for development of savings options
|
| Morgan Stanley
(Canary Wharf) | Asst Catering Managers, Sous Chefs
| Grab and go ranges | Rollout of updated in-house grab and go range of yoghurts, desserts and packaged salads
|
| Nomura Bank
(London) | Executive Chef, Chefs de Partie
| Monika Enterprise system | Able to make informed decisions on temperature monitoring equipment that was being tendered
|
| K&N Distribution Centre
(Northamptonshire)
| Director | To view goods consolidation centre operation
| Development of plans for implementation of the Parliamentary Off-Site Consolidation Centre
|
| Park Plaza
(Waterloo, London) | Head Chef, Senior Sous Chef, Banqueting Manager
| Tour of the catering facilities of new hotel with banqueting capabilities for 1,100
| Enabled planning of facilities for large event in Westminster Hall, plus increased awareness of equipment innovations on the market
|
| Pret a Manger, Costa, Eat, Caffe Nero, Benugo's
| Asst Catering Managers, Catering Assistants
| Sandwich ranges | Rationalised range of sandwich to ensure range over price bands and to minimise wastage
|
| Restaurant Associates - Tower 42 (City of London)
| Catering Managers, Catering Assistants, Sous Chefs, Chefs de Partie,
| Grab and go ranges | Rollout of updated in-house grab and go range of yoghurts, desserts and packaged salads
|
| Royal Collection
(London) | Director, Head of Catering & Retail HoL
| Merchandising & retail operations |
Benchmarking information used for development of savings options
|
| Royal Garden Hotel
(London) | Banqueting Manager, Sous Chefs, Pastry Chef
| Research into current trends in afternoon tea offers
| Assessed current offer and changed products, variety and presentation in lines with current trends
|
| Royal Household
(Buckingham Palace) |
Director, Head of Catering & Retail HoL |
Joint savings opportunities | Discussions on-going
|
| Westminster Abbey, V&A, National Portrait Gallery, Royal Academy of Arts, National Trust (various), Wallace Collection
| Asst Catering & Retail Manager | Regular (at least annually) benchmarking visits to these and other comparable sites
| Ensure prices are in line with the market |
| Supplier Visits | Exhibitions, Trade Events Attended
|
| M and J fish showcase | Association of Cultural Enterprises (ACE) Conference 2007
|
| Cheese Cellar | British Cheese Awards 2008
|
| Ritter (speciality foods) | Hotel and Catering Show, Bournemouth 2008, 2009
|
| Delice de France (desserts) | Hotelympia 2008, 2010
|
| Brakes Innovation Centre | London Wine Fair 2007, 2009
|
| Leathams Larder | Public Sector Forum - Government Spending and Review programme
|
| Southcoast Fisheries | Restaurant Show 2007, 2008, 2009, 2010
|
| Covent Garden Market Tour | The Sandwich Show 2009
|
| Steelite International (tableware) | Speciality and Fine Food Fair 2009, 2010
|
| Dudsons China (tableware) | Skills for Chefs Conference 2009, 2010
|
| CCS (catering equipment) | Taste of London 2007, 2008
|
| Villeroy and Boch (tableware) |
|
| Clifton Bain Mairies (catering equipment) |
|
|
