Long-term focus must be on youth
Chris Sheppardson's view (Caterer, 27 February, page 6) that an organisation's greatest asset is the people employed, and that an employee's loyalty is to people rather than the organisation itself, is undoubtedly true.
However, in times of variable sales, it is inevitable that organisations in all sectors of the economy will reduce variable costs - which, sadly, can include headcount.
However, this should not alter long-term strategies that involve the continual promotion of the hospitality industry as a worthwhile career choice.
Chris's statistic that the size of the employment market under the age of 35 is half the size of that for the previous generation is truly alarming, and shows why promotion of the industry must be continually supported.
This is why Portfolio is sponsoring this year's Education and Training Catey, the Academy of Culinary Arts Annual Awards for Excellence, and Springboard UK's Best Student Placement Provider Award.
This is for the good health of the hospitality industry in the long term, even if, sadly and inevitably, there are redundancies in the short term.
David Coubrough, Chief executive, Portfolio International, London
I'm still waiting for my NVQ certificate
Richard Grantham's experience with NVQ training (Caterer, 6 February, page 22) strikes a chord with me.
I am a head chef working for Stena Line. As I obtained my City & Guilds 1-2 in catering 10 years ago, I thought it was time to get another qualification. I contacted a local training company in Ipswich and was told that I could do an NVQ level 3 (kitchen supervision) part-time course.
In the first five months I saw my training adviser only twice. The last time, she took my work folder away to check it. After several more months I was told that my work hadn't been looked at as my adviser had been ill.
I got my work back and was given another adviser. I saw this person only two times, although she was very good. However, she left to go into other employment.
I got another adviser, and he couldn't understand why I hadn't finished this course after three years. He took my work away and that was the last I heard from him.
I complained to the training company's head office in London. After a long wait, they rang me, told me I had passed the course and that a certificate would be sent shortly. That was more than a year-and-a-half ago. I still have not yet received confirmation of my qualification (nor had my work folder returned).
I would just like to say that anyone thinking of doing a part-time NVQ course, be warned. Five years have passed, I put in a lot of work and I haven't got anything back.
DJ Chambers, Harwich, Essex
Commercial equipment keeps letting me down
I have been catering for just two years but, over that period of time, have parted with more than £2,000 in repair bills for equipment which is less than three years old.
I have had problems with fryers, fridges and combi-ovens. When compared with domestic equipment, which seems to go on for many trouble-free years, commercial equipment seems built to fail. The only excuse for its failure can be the amount of use.
However, surely the high initial cost of the commercial equipment means that it is designed and manufactured to withstand daily use in a commercial kitchen?
I am coming to the conclusion that commercial kitchen equipment manufacturers set out to make money from the operator by providing short warranties. This calls into question whether commercial equipment is even manufactured to suit the purpose for which it is intended.
There is also the question of whether service engineers are competent to carry out the repairs required. And why are their charges so high? I have used specialist repairers who are approved by the manufacturer, but there are few approved repairers in my area.
My short experience of the catering equipment industry has left me feeling ripped off and cynical. I feel trapped by the apparent lack of choice when it comes to repairers, and I am able to protest only by not doing further business with individual companies.
I wonder whether any investigation has ever been carried out to evaluate the quality and reliability of equipment, and the competence and cost of service engineers.
Am I alone in wondering whether this shouldn't be done?
Name and address supplied
All ship-shape on £1.50 a day
I was surprised to see the report on Marc Fosh visiting HMS Grimsby and the fact he worked on a Navy budget of £2 per breakfast. When I was a chief caterer seven years ago, we were lucky to get £1.50 per day.
No wonder the Navy can now afford a Michelin-starred chef to help the ship's cook. We were lucky to get a spare seaman or stoker to help us.
Terry Beddoes, Former Royal Navy caterer, now NHS catering manager, by e-mail
SOUNDBITES
Stress on skills is no academic exercise
I noticed that the first of Diego Masciaga's tips for great service (Caterer, 27 February, page 34) was to "learn the skills". This is what the Academy of Food and Wine Service has been doing for many years.
Through our free craft skills seminars we have helped more than 7,500 front-of-house staff learn the basics of service.
All of Diego's tips echoed precisely what the academy strives to do. It's good to know industry stalwarts agree with our philosophy.
James Brown, Chief executive, Academy of Food and Wine Service, Hampton Wick, Surrey
Reality check
I was interested to learn from this week's Caterer that we are to be subjected to yet another so-called TV reality show (Caterer, 27 February, page 7). This time it's a college training restaurant.
Will the show portray the industry as an exciting opportunity for young people to learn a highly skilled profession? Will it inspire and encourage other young people to take up the profession? Will it give a clear message that this is education for lifelong employment? Or will it be yet another soap opera? I hope not.
Professor David Foskett, Associate Dean, London School of Tourism, Hospitality & Leisure