letters

unpaid effort for the millennium?

In the article "Waiters to get £1,000 for millennium work?" (Caterer, 8 January, page 6), the writer, Angela Jameson, talks about the possible earning capacity catering staff could have on 31 December 1999.

I quote: "Many key workers, such as head waiters, chefs and front of house staff, have been offered bonuses worth hundreds of pounds to work on 31 December 1999."

Remember that these people, who - I'm not doubting - should get large bonuses, may have to do some "polishing-up" on their silver service act, but, apart from this, do no preparation prior to the day.

But what happens to us managers? Are we once again going to "slip through the net", not being classed as skilled?

Managers across the board will already, or will shortly, be organising the whats, wheres, whens and hows of the events taking place, and will continue to do so until the event - and then see it through.

Are we once again just going to be expected to be there… and then to cook the first breakfasts of the 21st century?

NICK CARNES

Assistant manager,

Ringwood Hall Hotel,

Chesterfield,

Derbyshire.

licensing would clean up industry

An open letter to Mrs S Lamont at the MAFF/DoH Joint Food Safety and Standards Group:

I write in support of much of what is contained in the Food Standards Agency White Paper, but I am amazed and disheartened by some of the public utterances of alleged or actual industry spokespeople.

I believe that it is long overdue that a system of licensing be introduced. I supported the introduction of registration, during the consultation period for the Food Safety Act, merely because I saw it as a forerunner of full licensing.

I consider the proposed licensing fee to be nominal and probably insufficient to allow the agency to operate effectively. I support the concept of a flat fee rather than any variation in relation to numbers employed, value of turnover or value of goods handled. It could be argued that small businesses should not pay, but many large businesses invest large sums in proper schemes of training, inspection and risk assessment and are, therefore, proportionately less likely to cause harm. The revenue from the licence fee should be split, probably evenly, between local authorities, as inspectors and enforcers, and the agency, as providers of structure, information and guidance.

The opportunity must not be allowed to go to waste. Inspection, with real teeth, allowing for the withdrawal of licences and consequent automatic closure of the food premises, must lie at the heart of the role of the agency. Legislators should also consider the possibility of banning individuals responsible for offending premises from holding licences or being involved in a food business.

I am proud to be a professional caterer. An effective Food Standards Agency could do much to eliminate from our industry many of those whose actions bring others into danger.

JCNDyckhoff

Director of catering,

Metropolitan Police,

London SW1.

partnership will benefit staff

The spokesman for the Communication Workers' Union (CWU)quoted in the story, "Quadrant sell-off plan provokes strike threat" (Caterer, 12 February, page 10), does not appear to have understood the plan the Post Office has to find a partner to take a 49% share in Quadrant, its catering division.

Finding the right partner will, in fact, strengthen Quadrant by putting the business in an excellent position, not only to renew its five-and-a-half-year contract with the Post Office but to give it an even better launch pad to bid for new work.

A partner providing specialist management skills and boosting Quadrant's buying power will be a positive step in the further development of Quadrant. Employees will have the best of both worlds: wider career opportunities with a partner, and the benefits of remaining part of the Post Office, including continued membership of its pension schemes and continued recognition of the CWU.

That's why I am looking forward to an announcement about a partner. It will be good news for Quadrant and its employees as well as employees throughout the Post Office, who daily eat 55,000 main meals and drink 250,000 beverages provided by Quadrant.

GERRY SMITH

General manager,

Quadrant,

London EC1.

nico central offer came from me

With reference to a recent article in Chef regarding Nico Ladenis (Caterer, 29 January, page 52): I would like to point out that at no time did Nico Ladenis approach Clive Fretwell while he was working with Raymond Blanc. In fact it was I who approached Clive Fretwell, after he had left Raymond Blanc, while we were judging a Wedgwood Chef & Potter competition. I also offered him the role of chef director at Manchester Nico Central.

ROY ACKERMAN

Chairman,

The Restaurant Partnership,

London SW10.

temping creates a better chef

I have been a chef for 15 years, spending two years at college, gaining all qualifications, and being beaten through the ranks of commis to head chef.

Due to changing circumstances several years ago, I started temping. Now, wanting to settle down, I have been looking for a full-time job for several months. The reason in most cases for not being offered a position or even an interview is my past temping career. I would like to point out that many temporary chefs can "walk all over" a permanent chef because of the experience they gain working in different kitchens. They have the ability to take over a kitchen and another chef's menu at the drop of a hat, and have the experience of cooking to many other chefs' styles.

It's a great shame that so many managers and private owners cannot see these benefits. Many chefs are now leaving the trade, and it seems hypocritical that even rosetted or five-star establishments call an agency for a temping chef to accommodate the situation and then turn him or another temp down when they apply for the permanent position.

NAME AND ADDRESS WITHHELD

don't drive away skilled graduates

I constantly hear the complaint, primarily from employers, about the skills shortage in the hospitality industry. I am getting a bit tired of it, as I believe it is mainly their own fault, particularly when you consider the way degree students are treated.

Not only is the starting salary incredibly low, but the qualification is often ignored and students are offered a job that could be given to school leavers without a degree. Many students do not want to stay in the industry after completion of their degree. Nothing will change the skills shortage unless some narrow-minded attitudes change.

We are trained to be managers and taught to run a restaurant or a hotel. Also, we have at least one year's industry experience. I am confident that some degree students are able to perform to higher standards than some managers with years of operational experience.

In Germany, for example, students enter management straight after their course with a starting salary that would be equivalent to at least £18,000 in London.

Think about it if you want to keep good people in the industry.

TIM SANDER

Hospitality management student,

London W5.