THE CONTRACT
CATERING PROVIDER’S
VIEW
ANGUS BRYDON, DIVISIONAL
MANAGING DIRECTOR,
BARTLETT MITCHELL.
Since we have seen the numbers
increasing at workplaces over
the last few months, we have
had to learn and adapt to suit
the needs of each location. With
such variability in the numbers
attending our sites, we have to
ensure that the food ož er is appealing, whilst managing costs
and ensuring we are responsible around wastage.
As each site is diž erent, we have adapted our models to suit
the needs of the clients. Some clients have now moved to a
completely free issue model where we work to a food cost and,
based on the numbers on site, we create an ož ering that is
both appealing to the customers and to the budget. This has
been developed to reward those who have come back to the
workplace.
Where we are still ož ering the traditional restaurant service,
we have had to adapt the ož er to control costs and minimise
wastage. One huge success in this area has been the launch
of the our new ‘A La Carte; service in one law firm. Using
app technology, we have created the high street in the staž
restaurant. Customers order from a wide menu that changes
monthly, with some specials more frequent, and collect within
a 12-minute window from ordering. Pre-order is also available.
The menu consists of six to eight main meals (including a
signature dish), pizza, salad, soups, sandwiches and specials.
As workforces are now amending the days and times they
work, menu fatigue has not been an issue and o¢ en customers
come back for their favourite within the month. The additional
20 FEBRUARY 2022
benefit is that we have been
able to spec each dish, costed
and nutritionally analysed to
support the new laws coming
in next year. Sales increased
60 per cent from the launch of
the new ož er. Latterly, we have
adapted a hybrid style, opening a
counter service due to the increase in
building population.
The challenges on food prices and
availability means we have had to look at things
diž erently so we are looking even more closely at
seasonal produce, allowing us to mitigate the wider societal
and supply chain challenges. We have experienced that more
and more of our customers are taking their time over lunch,
reconnecting with their colleagues and so our food ož er can
be more bespoke and more made to order. Table service is also
returning, reducing the need for queues and keeping social
distancing in place.
One further area of success has been the use of pop ups.
With the support from the clients, we have been creating an on
demand ož er with controlled number of portions to minimise
wastage and to generate excitement and anticipation.
As we always do, we will work in partnership with our clients
to tailor the ož er to reach as many customers as possible,
being mindful of sustainability, dietary preferences and budget
requirements. There is not a one size fits all ož er out there and
all caterers must adapt, be flexible and above all act as the
trusted advisor to the client.
THE FM CONSULTANT’S VIEW
JULIAN FRIS, DIRECTOR, NELLER DAVIES
As we have come to
realise, planning can
o¢ en be diž icult in
the current climate
and ‘trends’ are
diž icult to predict.
Hybrid solutions are
unsurprising given
that, on average,
people are venturing
into the workplace
three days a week with
Wednesday being the
peak day followed
by Tuesdays and
Thursdays. This will be significantly až ected if there are further
lockdowns or increased restrictions, which are still a risk.
Many companies are using catering as a lure to get people
FM CLINIC
The CGA’s 2021
Contract Caterer
Tracker(i) showed a 36
per cent drop in thirdquarter
sales of food
and beverages at work
compared to pre-COVID. As
contract catering continues to
su er from a reduced footfall in
workplaces, how can caterers and
their FM clients maintain the supply
of reliable and appealing food services to a hybrid
workforce while still remaining competitive?
Angus Brydon
Julian Fris
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