Host: We're not from all the guests' estimates because in all of their lives, they joined us on various splits. So for your whole seminar, I welcome you all to one hospitality expert, 2022. All joint health is waiting for this insightful session on the contribution of chefs to sustainable business models, vision of their die-ins by chef tables, and studio panic efficient.
I'll introduce all of the speakers. We have a first speaker chef Mr. Jugnesh Arora. He is a golden award-winning progressive professional with over 25 years of experience in world-class hotels and resorts. Arora has a unique creative flare and passion for food with a strong sense of business and interpersonal skills.
Chef Jugnesh Arora is authorised the certified food safety manager. And he is the president of the Southern India Association. Our next speaker is the founder and managing director of HRM Solutions. UK-based Australian India is currently acting as the managing partner for the farm. He has over 31 years of experience. In the hospitality industry, he has hosted various internationally known personalities, such as so intense and the Ambani family, during his leadership stint at Avera hotels and resorts.
Our next speaker is a chef for whom is the CEO and co-founder of innovative chefs' best solutions? He has over 15 years of experience in the cooking industry and is the developer of the famous tandoor concept. He is continuously working to make India the best in terms of food and gastronomic experience. Our next guest is a chef.
Chef Virginia is the director at FNB and in college. Lila and the bills He has over 27 years of experience in the hospitality industry as a professional chef. Our next speaker is chef Murugan Kopin, chef Murugan Copen, president of the Mauritian Chef Association, a world-renowned chef, certified master chef and executive chef at Shan Ronnie Beach Combat.
Chef coupon has more than 28 years of experience in the hospitality industry, working as an executive chef. And he has a passion for training and has trained many young and talented chefs in his 28 years of experience. He has expertise in catering, menu engineering, FNB, and hotel management.
If Didi is the Dean of the School of Hospitality and Tourism, went, the university would have gone He has over 25 years of experience in the hospitality industry and has worked as a chef and as a professor at various institutions and various hotels and resorts across the globe. We thank him for taking out his time and joining us.
We said that we'd go ahead and see one of the best media pieces that we have played.
Yeah, So, uh, through this video, we have understood, uh, our chefs. You don't only cook world-class cuisine, but are one of the best dancers in the industry as well. So with that, I would handle a session with all of our esteemed speakers to take it forward. Thank you. Thank you for a fantastic introduction and giving us the right feel of what happened during the pandemic and how it
I, uh, decided to come out of it. Um, I would like a chef. Tell us a little bit more about this video to commence with, uh, uh, what inspired you to have this video shot and the number of people, a number of chefs from all over the world. Um, how did you manage to get everybody to contribute and, uh, uh, one of the motivations behind these particular videos?
Thank you, chef Rajiv, for, uh, C, during. Everybody was frustrated. It was so difficult for a chef to cope. Most of our chefs are seniors. The chef may be the junior chef who called us last week. They were at home, not only the chef for the entire world who was in trouble, but then what we thought was, you know, let's keep, uh, chefs motivated, the chefs who, uh, don't have any work.
They have some issues behind them. So I called up several chefs around the world because, luckily, I know quite a few of them and everybody's ideas. It's a good idea. Let's do some motivational things. Definitely, chefs are going to fight back, and they will again start. So that, whether the coupon one, one of the chef coupons, is around here, we discussed it, and it came up well.
And then, uh, my son's division did the entire editing and other things, because he was into the film industry. So he said, "Papa, let's do something for sure." And, uh, not that off-handed gentleman who is also in the video. You know, it's important for all of them to motivate each other. And then we came up with this video and nothing. Uh, uh, I'm happy that, uh, most of us are again working now.
Yeah, none of that is fantastic. And I think it's an iconic video and it also reflects on the spirit of being a chef and being able to support each other. And I'm like, I always say there are no boundaries. I mean, we can cook in any part of the world. Friends, uh, and conversations because of the food that we cook. It's a fantastic effort.
Well done. Now, um, Sheva, you have started cooking. I believe in the abroad, uh, Mumbai, and, of course, we had the privilege of working together for a number of years, 35 or 40 years ago, and now you are an entrepreneur. You, uh, also have your own restaurants and Tell me about it.us a little bit about this journey and one of the different things that kept you motivated during this time. What sustainable models do you believe you have on the way to this journey?
It ignited and kept other people motivated. How did you manage to do that? Thank you, chef. Well, thank you, sheriff. I actually started my career over in Mumbai in 1983. I think I was just 19 or 20 years old. That. And I was lucky enough to, uh, to work under a great chef. Absolutely. At Check over he was the executive chef, and I joined the hotel industry and we started a new model. I was the general manager, and the standard, in those days, I kept it high.
I still feel very proud when I walk into any of the many hotels in India. The standards, which overall mentality, I don't think any other hotel is still able to maintain. So that's the reason, even over a sustained, even after so many international brands have come up in India. So hats off to Mr. Oberoi, who gave a good aid vision to, uh, the staff or the management working with Oberoi's right from day one.
And they are still in the market as the top leaders. And I'm proud that I have worked in a restaurant for almost 16 years and that gave me a good, uh, a good, which we set for. I have worked as an executive chef in Meridian. I evolved at Hilton. I worked in, uh, higher education. I have worked in many other properties.
They start with big, uh, uh, standards, but sometime in between the lack of standards, you know, it's really very, very sad to say that at certain times, it becomes difficult. In other words, to expect certain things. But in Oberoi's, you walk into any ovaries already. To date, I have left over 98, but I still feel when we walk into any royal drill, they have still kept the standard very, very high.
And you know, all the other hotels are still looking for those benchmarks. And even in India, when we travelled to any other hotel, VC, the top management were mostly from Xcel Brides or Exci, especially the chefs. The food in, uh, in Oberoi was always fast. One thing I learned from that was the planning.
They plan really well, their infrastructure and other things. They plan well, they maintain it well. Uh, Roy's started their, uh, their hotels with the best possible, um, uh, employees. You know, they hire the best people because those are the people who keep these standards. So I have learned a great thing from them: you need to keep your standards high.
You must adhere to your specifications; whatever happens, you must adhere to your specifications; this is the key to, uh, success and sustainability. Um, I worked in the region of Mumbai after Oberoi's. I worked there. I opened that hotel. I believe it is thousands, and, uh, Bombay, I've been, I left in 98.
I worked in the Mumbai region for almost three or four years. Then I worked for a core group and then Meridian, which is very important. Again, I say. The employees who are working with you will keep your standards high. If you don't take care of your employees properly, they will, uh, be the ones who put you in trouble.
So, ovaries have told me that you need to be very careful with your standard specifications and that your training is very important. Oh, fantastic. I think some great learning from what I've been able to make from this particular conversation is that one is benchmarking. One is having the correct level of standards and specifications, which is shared with all the stakeholders to ensure that the sustainable business model is maintained.
And, uh, like you rightfully said, a lot of hotel owners and hospitality venues open a place thinking that they will have high standards for the standard. Uh, because of various things that could be cost-cutting, it could be because of not training the staff enough to keep all these things in mind, I believe this is a good pointer to us, to all of us, to say that these standards are very critical and important, and they need to be shared and people need to be trained on that.
Thank you, chef. Rodo, Uh, the next question would be directed to a chef, uh, coupon from. Thank you very much, Jeff, for joining us. It's always a pleasure to welcome people from Orishas. I don't know if you know that I used to work in Moriches. Also, I used to have a hotel school, uh, with Ababa hotels. Um, that was close to 20 years back, and I was, uh, uh, and then we opened an Indian resort, much later on.
Um, so has given us some good insight into, uh, critical business models and, by the way, congratulations on, uh, an excellent dance move. I mean, I believe I know that. You didn't know that songs and movies are very well known and, in malicious, I mean, a lot of things are shot in Moriches. So tell us when people are impressed by our moves in, uh, militias.
Do you show this film or this video to a lot of people? A lot of it. Yes. Yes, we see it everywhere. So it was, uh, lots of hotel groups using this model to create something really special. Yeah,
Did you get any calls from Bollywood or Hollywood after this particular video? No dementia yet, still waiting. Um, I know that you train the No, the young chefs of Maricia for a number of years. In fact, uh, I remember slapping Johnny. And even before that, uh, what do you have at the beach combo group, isn't it?
Yeah, So tell us a little bit about the chef for everybody's. These things are, that'd be awesome. So, uh, a, uh, uh, individual per group at the age of 18, a. I wanted to discover the world to discover everything. So when my superiors saw all this motivation, they really invested in me. Eh, I travel to many countries, uh, doing training, everywhere possible, in an area in Asia.
And, uh, I have continued my passion to continue investing and try to develop two feet. Another way we serve We are great consumers of utility in the hotel. So how do we mix all these things together? How can we work on it with other chefs? We can reduce them. Morgan Cobain is, uh, for them, two children. My son is going directly in the same direction.
He's leaving this month for good. His bachelor's degree in gastronomy is departing for us.Well, don't spend one year on us, and my daughter still has one more year to go. And she's in marketing, not in the kitchen, but now I'm lucky. I live in Germany. So all my family live in the hotel where I worked, so they can live as guests.
Then, Yeah, I've been to three different hotels in the group. I started at, then I spent 20 years, 28 years at, and, uh, just before the confinement. So in March 2019, I just started losing money in a different, uh, I always work in the north, now I'm in the south. So, uh, different kinds of people, different ways of approaching
Everything is quite different. I'm also learning. Eh, I won't always believe in training because, um, I'm in this position today because my superior has invested in me. I've been given the opportunity to see how training has, uh, made me grow in the industry. So with this passion, I will continue to share it with all my staff, with members of the association, and even with the country, uh, in it.
Today, uh, before we, we learned how to cook. Okay, that’s very important. It's a big part of our job, but it's not enough today. I believe more in product knowledge. So no, all your ingredients that you are using in your cooking, uh, use more seasonal products, use more local. So, to be really sustainable and other entities, you can make your guests leave and explain.
You can. You will share with them the experience that they are leaving while visiting parishes. We don't want to share a European experience in Malaysian food, which is based on Asian men, India, a little bit of Europe, a little bit of our Africa, and a little bit of China. It's more than 50%, uh, India.
So we have built our kitchen. Using all our local ingredients to do it. As I said before, we are great consumers of electricity, gas, and water. So how to plan? To reduce the cost of all these utilities, you know, how much this will cost you in terms of electricity, how to work with my bakery team to make a plan, how, when they will cook the bread.
So the visitor has a good bread baker. And to avoid overproduction and waste. So it's still re uh, reducing all the waste we did prior to the Covey. The computer makes sense a lot. We have several, many times to think again, uh, about our job, how we can do our job differently. Yeah, minimise waste, minimize, you know, D and give our guests better food.
So this is the technical training that I'm both investing in all our staff and as a member of the association. That's fantastic. Chef Cooper. I would just like to bring it all together. You've given us a lot of insight. So your, uh, areas are more focused on base management and displaying production.
Yeah, On-time production so that we don't have to worry about reheating and we do not overproduce. And you also made a very significant point about being local. When tourists visit militias, they are looking for a more authentic experience. Um, not necessarily to experience, uh, Europe. So why would you not use local ingredients and local expertise to make the dishes to ensure that sustainable practices are followed?
Uh, fantastic. Thank you, chef Cooper. And I'll be coming back to you in a little bit. Um, chef, I'd really like you to tell us a little bit about yourself before we go ahead. Thank you. Yeah, Good afternoon, everyone. This is the chef button. Thank you so much for giving me this opportunity. And, uh, I think, uh, the experience of 15 years in the industry. I started my career with the Lila hotels in 2007, and I was just turning 19, as we all started our careers with passion.
But what was more important? For a certain period of time, the thing is I'm a vegetarian. So for me, totally into kitchens, coming from the background, it was a bit difficult, but I was working. I started with Leila in the opening staff and we worked it as I started as a trainee to a certain level of kitchen executive.
But one thing which I really understood was that there's a big gap between the kitchen and your prints, which are located in the hotel. So, uh, and I just saw a movie called "Three Years in 2010," and it was just a change over that. Why can't I change myself from a hardcore kitchen into a kitchen, designing, planning, and execution?
And we began our careers in the electrical field. The rationale is then followed by and can work for Nestle. So after a career of around 15 years, in 2018, I started my own company called Innovative Space Solutions, where we do design kitchens in a sustainable way. And there was a big prototype, which we have just started for Indian railways when it comes to giving solutions for them.
So, I mean, uh, my aim was always to take problems from the industry and try to solve them in certain ways or other, and whatever I have seen in my personal life when it comes to kitchens or the movement of kitchens, this started in 2019. We were doing a catering event in Calcutta. So the kitchen guy
It took five days to install the kitchen. And then another five days after the event to uninstall the kitchen, and he spent around 60 lakh rupees on doing that. And then I got the idea of doing the shipping container. So we got the shipping containers from the old garage, bought them reconstituted, and the whole kitchen was designed for it.
And today we have achieved our goal. So, in the last week, we received approval from the Indian government for a patent for the same. And we are also launching this in a very global form where these mobile kitchens can be actually installed in less than 30 days from the day of scratch and can be assembled in DSM and buried within hours.
So, uh, we are doing very well. I would love to show that video if, uh, you are allowed. Yeah, I think it's a fantastic time to show that video and a little bit about that video. I have a nice site on, uh, I think, uh, three weeks back on Facebook, and that's the time, and uh, the chef and I said that we want to do some kind of, uh, uh, panellists.
And I didn't go with them. I would like to get Barone because, you know, he's already doing something, practising, practising something, which is so important at this stage of hospitality. And it'll be fantastic to see that. So as soon as this video went live, we got the call from Dodge Flight Kitchens, Bangalore, to give this ideation and conceptualization, followed by BCC.
And yesterday, by Indian railways, for her. So it's, it's going crazy. And I think we are going to focus more on this because this is the solution that all the ships were required to get a kitchen on the mobile version in India. Yes. Can they do it or will I do it?
I'll do that. No problem.
So here is the video.
Welcome to a new way to produce large quantities of high-quality food. This is our world-class mega. Our kitchens are state-of-the-art. We use the latest equipment and food. Practices. Our custom-designed facilities can produce from 2,500 to 25,000 meals per day. Our primary objective is to automate pool production for consistency and quality control. Food is transported in insulated camera boxes. Multiple menus can be prepared from various cuisines.
Why not just do it? So be in charge right from the start.
From facility design and build up to bulk food production, we do it all. With the scan, we can actually track even the food ingredients to where they are sourced from. So every minute that goes to the consumer, he can put a scan code, like a PTM, and can actually place the whole food where it is produced, where it comes from the grading system. The mobility, uh, the oil separation, all these things are taken into account in a sustainable way.
So that FSI or licences have no problems turning an idea for a prototype into a global model of mobile kitchens tomorrow. So far, we've fulfilled all of your wishes while also doing our best to grow. I think it's a great example of how chefs can think outside the box and not only contribute to dancing and creating great food, but also come up with solutions that are long-lasting and look at the holistic picture of running a well-established kitchen.
Thank you so much, chef McLarney. We'd like to come to you. And would you like to tell all of us a little bit about yourself? I know, uh, there's nothing little about you, but, uh, whatever you can do.
Thank you, everyone. What an honour to be a part of such an esteemed panel. I thank you, chef Gulshan. Uh, you have mentored me since when I started my career, and nothing has changed in the last 30 years. So I'm very grateful to you, uh, Chevron. It's lovely to see what you're doing. I think it's very innovative. She had your gauge, of course. You know, an ex-colleague from Oberoi's Shefa, she's seen, uh, no more chefs, but very proud of his achievements and what he's done with one of the finest hotel groups.
And I think, uh, when I was listening to chef Yogesh talk about Oberoi tents, what was crossing my mind? He also goes on how Lila is now catching. Uh, you know, and how they are doing exceedingly well. Uh, in the same hospitality space and with the same chef coupon, it's lovely to connect with you. I spent some time at LA Rock in Moriches, and I think it was one of the finest times of my career.
So, uh, shed fire. I started my career with Oberoi hotels and, uh, had a good, good stint of about 15 odd years with them. And then I moved to a hotel called Medina Jumeirah, Dubai, which was, I think, a huge, uh, change, a paradigm shift, and a huge amount of learning. I don't think I was prepared for it.
Uh, 36 outlets. Uh, 700 chefs, uh, 97 nationalities, uh, and, uh, you know, chefs, the cuisines that, uh, had, uh, you know, were no less than cat whiskers. So it was a great, uh, you know, a great change, uh, that I had made. And I think that was one of the turning points in my career. When we can talk about sustainability, uh, going ahead, then I'll share, uh, you know, the global aspects of, uh, how a French chef de cuisine looks at food costs.
Uh, in relation to, you know, how we India. Uh, look at it, uh, in terms of managing, uh, sustainable kitchens, uh, post, which, uh, I was an executive chef at, uh, Accor hotels in Dubai. And then I went to the bud, uh, did a residential programme for the MDP program. Uh, with some fellow ITC GM's, uh, some others from the industry.
And then I started my firm, HRM Solutions. Um, we are now in about four countries, um, recruiting for luxury hospitality. Yeah, so that's been the journey so far, and, uh, it's going very well. I'm very blessed to have a great team and a great set of, uh, professionals to recruit for. So, uh, gratitude is what I live in.
Excellent. What a fantastic phrase! Gratitude I think all of us are grateful for being fair together in a forum like this. Uh, despite COVID, uh, I think that's important. Uh, a quick follow-up question from what you're doing now in terms of recruitment. Uh, do you find that in a lot of ways, you navigate, interview, and recruit, uh, chefs and, uh, personals for hospitality?
Is there still kind of a little bit of questioning or Um, no recoupment practises around sustainability, or has it changed what it used to be? Let's say four or five years back. Is there more awareness around these issues and is that covered during the interviewing cycle? I think about Ultimately, everything is good, but what's on the plate matters the most.
And I think that that has not changed. And I don't think that will change. I think even if we are, for example, hiring a Greek executive chef for a luxury five-star hotel, And so, what may happen? I mean, he may talk very well. Um, you know, he may be a great communicator, but if he can't cook and he can't be a good, uh, he can't come fly down and do a cook-off, I think there's nothing.
Yeah, So I think that is, uh, the most important part of being a chef. And then, of course, you know, um, uh, administration is, is, is important. So, like you say, you know, are these things covered? Yes. Um, you know, how does this individual look at managing food costs and how do they look at, uh, optimising them instead of reducing them?
How do they look at, uh, uh, managing it without cutting corners? Uh, you know, uh, and how do they, um, you know, be a part of a larger fraternity where they are going to be in the middle of a lot of cultures? How do they adapt to something like that? So I think these are some of the key parameters that we look at whilst we, uh, whilst we hire chefs, but what's most important is their passion, their passion for cooking and for what they do as well.
Yeah, No, thank you. Thank you, chef. McLarney check. Uh, proceed. Um, hey.
Hello there, Thanks a lot. for your patience and, uh, fantastic area. Congratulations. Thank you once more for being one of the, uh, top, working top hotels in Delhi and also getting promoted to be a culinary head as well as an FNB head. So what do you like to tell us a little bit about your career? So, uh, thank you so much.
Well, it's an honour to be on this panel with you. is a good friend. So it's very comfortable as well as honouring for me to be talking about this product now, quickly telling you about my career. So I'm a part of, uh, and I started with Todd's girl, the first couple of years with Touch Palace. I was moved to work at their coffee shop, which was fun.
Then moved to banquets, and then did the Orient Express. And then when they were renovating... uh, cafe Fontana. So I was called back to the opening team. So that was a great learning experience during the initial stage of being a part of the opening. And because of that exposure, I was transferred to Parchman to wait for the reopening of my chance.
So I got an opportunity to be part of the reopening of Metallic with a great chef, Patty. Unfortunately, he's no more separation alignment. One of my favourite chefs. I learned a lot from him. And then, in December 2002, I got an opportunity to join an overlay group. And then I was in the LinkedIn coffee shop.
I was actually hired for the opening of a 360, which got delayed, and then moved on to continue with bombs for a while. Then I did a little research in the Southeast Asian countries: Hong Kong, Singapore, Malaysia, Philippines, Thailand, uh, conceptualise with the help of chef Michelle BLT, uh, a Michelin star from Belgium.
And we opened 360. After that, I got my first independent charge in 2006, which was tried into. Then I moved to Raj loss, and I was the first Indian to head the kitchen of Rossville loss. Then I got an opportunity overseas with Oberoi, at Salah, on the Red Sea, which was amazing. Um, love the country, love the history, love the ingredients, and great scope.
I got that. Then I moved back to the country, and added Mumbai. I tried, and Barbara Cola and I were there for close to four years. And then I got an opportunity with Lila. This one is huge for banquets. And my exposure to banquets was very limited. Overall, like Chef Yogesh mentioned, great company, great quality, but the banquet is not their forte.
When I say banquet and not the quality, it's the volume I'm saying, and to be a holistic complete 360-degree chef, I think that. That weapon was missing from my armoury. So I thought of taking this opportunity. So, in 2018, my 16-year tenure with you all ended, and I joined. And from there onwards, I'm continuing to learn a lot in between.
I was also supporting Lilla for about seven or eight months. The fantastic opportunity that my boss gave me and now it's the new role of also taking care of service. As a result, Oral I'm loving it. It's been a fun tenure. I moved a lot and changed a lot of hotels. Not Jean, the company, but hotels gave me an opportunity by transferring me to different units.
So my life was never monitored. I would say that. You have a fantastic journey chef back now. Uh, obviously, now heading up FNB as well as, uh, being a chef. Um, do you think this position allows you to have a bigger sale or more say in how to be more sustainable for any Um, bigger. I would not say yes, because you have a bigger team.
You, um, kitchen and service, both are with you. So you will have a bigger platform. When you are a chef, you only see things from the kitchen point of view. When you're a service, you only see things from the service, but now I can see a holistic FNB approach. Um, you have to rebel, decide, you have to make, uh, weigh the pros and cons of either side.
Sustainability is not just a word. I think it's the way forward. Sustainability is about ingredients and the environment. Yes. Undoubtedly, when you shop locally, you support all these causes, plus yes, you save on the cost because the local ingredients are way cheaper. At the same time, you're supporting the farmers who become your friends, who in turn start supporting you.
And then in today's time, the world has changed sustainably. I believe that the most important aspect of sustainability is business, as hotels and restaurants are closing down at an alarming rate. And centre the word sustainability, as well as how you will sustain this time and come out on top. So I think it's overall given me a better position and a better seed where I can.
Support and take decisions to help with the overall cost. Yeah, absolutely. Absolutely. And, uh, how do you decide when, when taking a decision on whether to procure new equipment or whether to change a team or a restaurant, what are some of the parameters you keep in mind? When doing that, to ensure that it's sustainable which can make money, but also, um, uh, have a good kind of a blend with the rest of the restaurants that you might have in that particular unit. Absolutely. So everything is centralised. So then you have to take a call. You also need to see how long it's been there. What is the business scenario?
The moment you see the businesses going down, you take a call that it's momentary or the product has stated. So in that case, you, if it's the duration of the product, it stayed light, then you need to change it. So when it comes to equipment, uh, it's again, value for money. The amount of money you have to spend on replacing the product versus maintaining a product, what will be the shelf life after you repair it or what will be the life?
So those are the financial decisions. Uh, engineering and accounts do help us come to them. The restaurant teams and restaurant concepts follow similar lines, but a little bit different where you see what is required by the guests. I spend a decent amount of time on social media. When I try to analyse a customer's behaviour, where are they moving to?
Is it justified? It's a train. If it's the start of a train, it's advisable to start so that you swing along with the trend, but if it's a fire, then changing the huge concept doesn't make sense. Then tweaking them anew makes sense. If the trend has reached its peak, then again, it doesn't make sense to enter into that trend because by the time you invest in it, you start looking for a return.
You're already on the downfall. As a result, of course, last but not the least, it’s very important to take the entire team. Once you have a buy-in, then the team never stops. They ensure we succeed, and then success is just a matter of time. Yeah, absolutely. Thank you for your very well-written response. Very well put, thank you, chef.
But I like to come back to, uh, chef Aurora, starting from a large shell and, uh, um, uh, you also have a lot of this. And then Cafe Royal. And now you are also setting up a bus or a double-decker in Janae, which has a lot of obviously nostalgic time from Bombay, which you are reliving, I believe.
Tell us a little bit about this project. No, actually what happened is, you know, in Jen Lane, you don't get good street food, especially the street food, which, uh, the Mumbai people here. So what I thought was, let's go ahead with something which, uh, the Janae people are. For example, something like, or even not, uh, up to Batman, what we get in Mumbai.
So we thought, let's come up with a brand called Mumbai, and then we thought, let's come up with the idea where we can serve the, uh, homeboys feed food. It's not only generally that we want to build this brand and take it internationally. Well, the other countries, too. In other cities or countries, people will start to like the food that we serve in Mumbai.
So that was the main concept. And we thought, okay, now how to relate it to one bit? So we thought, okay, there aren't that many double-decker buses in Germany, you know, they faded out, I think 10, 12 years ago. We thought let's place a bus outside one mall and, uh, create something, you know, where people will like to see the bus with Bombay.
We're trying to read a bus, which is, uh, from the British era, not the latest one. So it's taking a long time for us to develop that bus because the parks and the shape and other things are not easy to get the buses ready, but then the shape is another thing that we're still working on, and that bus without.
Because we don't want to get into RTO and other things like that, if you have an engine in the bus, then every year you need to renew the renewal and other things. So, uh, the, uh, the kitchen is on the ground floor and upper deck. We have, uh, an air-conditioned dining room. And even outside the mall, we have set up skew tables, where the guests can enjoy the food of Mumbai. It's called Mumbai Jimena, but it's not only China.
It's these entire
The other items are derived from it. And it's vegetated in branding. As of now, Fantastic. Thank you, chef. Best of luck with this project. Now, let me say this: There must have been a lot of due diligence done to ensure that this is a sustainable business model. And, uh, one of the important aspects, like you said, is to keep in mind that there is no engine because you don't want to get into those nitty-gritties of, you know, smart tapes like this.
What else have you done to keep it current, fresh, and, uh, sustainable? Main thing is the ingredients. The ingredients are very important. When you talk about Bombay, what about, for example, you don't get that quality of power in any other city, but you get it in Mumbai or go up. So we are hiring chefs from Bombay who will come and just make panels for us again.
And, uh, the ingredients also. For example, when you call us the apiary, you get who you can meet. Puri is the nylon sale, which you get from Bombay. You cannot make it in Germany. The water and the climate also make a lot of difference. For example, my wife has a restaurant called the Kitchen by Chef Deepa, where we try to get food, uh, from Amitiza, because if somebody says,
The word is the popper, and the other ingredients change every month, reordering in an Amitiza ingredient. If you don't use the right type of ingredient, it's very difficult to sustain in a market. You can make certain dishes, but if you require a particular kind of paste, you require the right ingredients for those things and lifestyle.
Yeah, absolutely. So, it comes down to authenticity or doing anything to be authentic. Isn't there? I think that's what the customer is looking for these days, despite the fact that we are going to fly the ingredients in, yeah. Certain things you won't believe we did once in Bombay. I still remember even water. We got it from Lisa. I still remember, uh, where the water cans were kept in frontier meals and the next day.
We picked him up from the railway station by Bobby's centre because it makes a lot of difference. You know, Bombay water on a visa of water is different. We went from there, and we even got some water.
Absolutely. Absolutely. Jeff Cooper And, uh, so when you are now, um, treating or training, uh, young chefs, is there a lot of talk or conversation or debate about, uh, what to present in the, uh, uh, in this competition? And to ensure that, uh, sustainability remains a top priority. Like earlier, I remember when we were preparing for Olympiads in Germany that we didn't care about the cost.
We could get it from any part of the world. But recently, I was reading about Singapore, a theme, and they have ensured that whatever they use is locally produced. Is this a similar conversation happening in Maurisha? Yes of, uh, a T B, which is the main thing we always told you about this input. And, uh, we always emphasise that we always celebrate all moments.
All the great events of life, eh, revolve around good food and preparing good food. Fresh is another local ingredient that cooks with the right techniques, using the right equipment, keeping all nutritional values and having a great day. So we develop all the competitions. I came up with this meaning. I don't think I'm strong, but I use it to build all the training that we need to prepare for the competition.
And, uh, the same thing that, uh, is local, eh, remains with all our local ingredients. Now it's in all competitions. We talk about wastage. We called about the cost. If you enter the competition, using all the high-value, uh, ingredients, I'm not sure you will. You're going to win the competition because you will lose a lot of marks on it.
It's. We talk about going from farm to table when preparing for a competition. So these are the ingredients we will choose to prepare the plate. So, from the foam to So, what are all the steps you'll take? No, the jewellery is entirely your consumer's responsibility. competitive. If it is a real table, know your consumer, what equipment you will use, and how you will develop the right techniques on it.
If you do, you will go slow cooking. You will use any technique you choose for your operation. You can use any conservation method you want. Display this recipe using conservative means doesn't mean that you will keep it wrong, but if you use seasonal, you can have it for all your wrongs. That's also very important.
I will emphasise all of the techniques you will use, and you will not have many opportunities to train in groups of four. There are many. Many are growing. On the conservation methods, how can they keep all the fruits and vegetables? Actually, we're ready to talk about the production plan. We'll talk about organic food.
And mainly, we are working with farmers. We are working with fishermen on how we can regroup them in a cooperative way that ensures that we hotel. We buy all the and to prepare us all, to cultivate what we need. Don't overwhelm. We give them a plan. We give them; not everybody cultivates the same tomato.
No, if you're willing to give it a motto. This one will get me this one, so everybody can leave. So I'm actually the NCA, the worship chef association, giving you how to work with the government to try to bring the farmers and planters together for this kind of project. And this is a competition. And even in COVID, we have done a competition using our members' local fish, uh, local, which taper and, uh, to modernize, not keep it traditional.
We want to confront it head on. We want the guests to taste the food. So bring it, modernise it, but keep all the tastes that we want. The main thing is this. The nutritional facts are important, and the right cooking method with very important equipment. And now when we talk about sustainability in it, we will approach it from a desktop where we'll use less energy and all this will have it.
We will have it with the right training that we use. And also, never forget that the welfare of our staff is really important. No fantastic gut. I really like this idea. I know that Bex is already working with And I mean, Joe saw, uh, veteran judging. They have, uh, now given marks for using local ingredients and sustainable practices.
Uh, but more like that a Mauritian Chevron station is in fact guiding the as to what should be produced and what they will be using, It's a fantastic, uh, cooperation. And I think it's great for the industry as well as for sustainable practises and for the farmers. There's a lot of learning for us, especially in India.
I don't think we take that role very seriously of guiding the farmers through this fantastic thing. Chef coupon falls sharing that, uh, chef, I'd like to get back to you, and I know you showed us a lovely clip earlier. And, um, uh, there are also a lot of these, uh, machines that we are getting now, uh, in the kitchen, which are in fact cutting down on the use of power now because they have a mechanism in place that allows us to, uh, you know, uh, and show that the cooking is not extended.
Uh, and it shuts down automatically. And what are some more of these practices? Um, new developments have happened in the machinery stage and, uh, it's in a government Rajeev shift, but things are changing at lightning speed. I would say every day there is a new change that is happening to technology.
And what has happened is that a lot of these companies are actually going back to the chefs and notifying them of their processes. So now, uh, all these machines can actually be software. So the first thing is that you don't need to replace your machines very frequently. You have one fixed investment, which you have done on a combi steamer or a blastula.
You can just update the software, you can connect it to your phone, you can even do it while sitting at your house or your office. You can track the usage and what is now happening, which has added advantages, called the kitchen management system. So the whole kitchen controlled with a PCD format on a laptop. So, as we are all discussing, being a chef is not just about ingredients.
A chef is not just about notifying what ingredients will go, what recipes will go, but also the cost and the management of the kitchen. So when it comes to management of the kitchen, he is keeping an eye on the kitchen management software to see which equipment is used for how many hours and what the average maintenance is.
What are the problems being faced and how much of the machine is used? For example, I'll give you an example of a combi oven. Now, chefs are just utilising it for steaming. But it's a Mercedes, which has been used at a speed of 20 or 30, but you can also peel the onion in a combi schema. You can launch your vegetables.
You can do it. You can do your baryonic. And what is changing is the whole QSR format today, whether it is the masala story, biryani, Makayla, you name it. They are all utilising the combi steamer to its optimal level of maximising efficiency. Two days back, I was in one of the QSRs called "culture." So, they were actually having a Congress Team, and they called me up to be the chef.
Every time we are going through a LA carte menu, we are changing the recipe. So are we guys getting one piece of your order still? The machine is but if we got a sixties order, that order got deleted. So, there is an option for quality, mighty-level cooking, where you can do multiple cooking of your culture at different temperatures.
Those with the timing I did it. And last night, I got a message from them. That you saved us 40% of the time in the kitchen. So it's just about utilising the Cuban to the optimal level and my passion and my, uh, I would say, aim and the industry's changing the way India cooks. So I'm actually loving what I can do.
My contribution to the chef industry is that the occupants that are provided to them should be used to their optimal level. And the proper training should be given to each and every one of them. Oh, fantastic. But the other night, I remembered you had spent some time with our students and it was very surprising to us that you were able to when I didn't know that.
And in just one minute, you can peel 40, 50 kg of onions at once, with a shelf life of 30 days. Yeah, And also, it reduces the cost. And also, it's very efficient. We have a Yeah, thank you, chef. Malani. At that time, I'll be available. Please give us your thoughts on what else we should be doing to have a sustainable business.
Um, I think, uh, first and foremost, what happens is that, uh, you know, when, uh, when, uh, when a chef comes on board and I talk, uh, Dubai, for example, they are very passionate. They come from Uh, you know, some of the best Michelin Star backgrounds, uh, and what's very important to them. Like a couple of chefs mentioned, there is a B ingredient.
So, I mean, the question is whether when they start, one is competing against the other. How much revenue did they make at the end of the day? How many covers did they do? What was the write-up at time out? They, uh, try to outdo one another. One of the most important things for them is that they use the same ingredient that they did in Europe.
So, do we get oysters from Brittany or, you know, Oman oysters can also work, uh, do we fly in line, take a sea bus, uh, from normal? We, uh, you know, do we use a local hammer? So, um, uh, the first year it took us, we started with a food cost of almost 62% in pre.And, uh, I think it took a lot of time to kind of change the thought process, amongst the chefs, that you could still cook.
Like Chef Coupon says, with local food and it, it, uh, you know, it, the high dock or the John Dory, uh, may not be what it is. I mean, what you get in the south of France, but it does not take away from the dish. So I think that, uh, and then the creativity, you know, I think the creativity, the way you use that ingredient on the plate and you know, who better than you chef, uh, you know, who created, uh, such signature dishes that they're still on the menu and we are talking about 21, you know, so, you know, your creamy onion soup with apple.
did not need any expensive ingredients. It needed local, excellent apples from Remark and it needed a fantastic, uh, soup, you know, for that matter. So I think that is where, uh, that is where I think, uh, the process of sustainability comes in, and that, ultimately, it's a lot about training, changing the mindset and making them believe that, ultimately, we are a business. You know, that's very key.
So much, um, uh, I know that, uh, diamonds up, and I can see Mr. Cabala looking at his watch now and telling us, um, thank you. Uh, and, uh, Mr. Kupin is messy. Uh, thank you very much for being with me on this particular panel. If time is short, then I think we should be getting back again and, uh, speaking to our students as to what makes us successful and take a sustainable path.
Thank you so much. Thank you. Thank you. And it means a lot to all of us.
For chef Murugan and professor Radu, for joining us today, as it's rightly said for his romantic soul, it's about putting everything in your heart, on, into the Hopefully it's a placebo. Well, honestly, it's about passion. It's quite loud inside the kitchen. Thank you so much for joining us today.
And all of our visitors and attendees must have a very insightful session every night. Stay safe. Thank you. Bye-bye.
Chef Jugesh Arora: Chef Jugesh Arora is a Golden hat award-winning, progressive culinary professional. With over 25 years of experience in world-class hotels and resorts, Chef Jugesh Arora has a unique, creative flair and passion for food with a strong sense of business and intrapersonal skills. Chef Jugesh Arora is Certified Food Safety Manager (ISO 22000) and president of the Southern India Culinary Association.
Mr. Sameer Miglani: Mr. Sameer Miglani is the Founder and Managing Director - HRM Solutions, UAE, UK, Australia & India. He currently acts as Managing Partner for the firm. He has over 31 years of experience in the Hospitality Industry. He has hosted various internationally known personalities such as Sachin Tendulkar, Adi Godrej and the Ambani family during leadership stints at Oberoi Hotels & Resorts.
Chef Varun Bajaj: Chef Varun Bajaj is the CEO and Co.founder of Innovative Chefs Space Solutions. He has over 15 years of experience in the Cooking Industry. He is the developer of the famous TANDOOR CONCEPT. He is continously working to make India’s Kitchens best in terms Food and Gastronomic experience.
Chef Ashish Bhasin: Chef Ashish Bhasin is the Director at F & B and Culinary, Leela Ambience Gurugram. He has over 27 years of experience in the Hospitatlity Industry as a Professional Chef.
Prof. Rajiv Gulshan: Prof. Rajiv Gulshan is the Dean of Le Cordon Bleu School of Hospitality & Tourism GD Goenka University, Gurgaon. He has over 35 years of experience in the Hospitality Industry. He has worked as a chef and as a professor at various institutions and luxurious hotels and resorts.
Chef Mooroogun Coopen: Chef Mooroogun Coopen is the President of Mauritian Chefs Association, a Worldchefs Certified Master Chef and Executive Chef at Shandrani Beachcomber, Mauritius. Chef Coopen has more than 28 years of experience in the Hospitality Industry working as an Executive Chef. He has a passion for training and has trained many young & talented chefs in his 28 years of experience. He has expertise in Catering, Menu Engineering, F&B, Hotel Management, and Menu Development.
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