The boss of a group of cafes has overhauled his group's working practices to improve work-life balance for staff.

Oliver Weeks, Managing Director of Ideal Collection, a small group of cafes and pubs in Hampshire and West Sussex, has radically overhauled his group’s working practices, partly in response to the ‘ping-demic’ and partly to improve the work-life balance for staff.

Key to this is a new centralised production kitchen, overseen by a newly created role, Head of Production. Based in the events kitchen at one of Ideal Collection’s venues, Kimbridge Barn, near Romsey, this kitchen can step in as required by kitchens across the group to ensure continuation of food service and consistency of quality, including the group’s focus on supporting local producers, irrespective of staff shortages due to self-isolation or time off.

Oliver Weeks is hoping this will be the 'Ideal' solution to the staffing issues facing hospitality at present. He explains: “I have wanted to create this new role and develop these new working practices for some time, however it has been accelerated by the pandemic and Brexit. This investment will make the business more sustainable in the long term.

"It was my idea, but partly inspired by the Ivy Group’s centralised production. However, this is on a much smaller scale. Staffed with highly skilled kitchen personnel, it allows us to maintain control over everything we produce and supports our ethos of using seasonal, fresh and local produce. Supporting local producers is of huge value and importance to our local communities and local economy; it is why we do what we do!

“We’ve got challenges, no question. We’ve put incentives in place for our chefs – including a bonus for going on this journey with us. The central production kitchen is in its early stages, but we can build this and grow this. It improves the customer experience by making it more consistent. For example, if an employee needs to self-isolate, it doesn’t close the business down. Our team all pull together; they want us to succeed and keep the business operating.”

James Ashley stepped into the newly created role of Head of Production in June. James explains: “I’m called on and leaned on by the other kitchens when necessary. It is similar to events catering in that we usually know a couple of days beforehand exactly how much is needed and where, and we can get everything ordered in and prepped in the production kitchen beforehand.”

James is focused on production most days, but also helps cover other kitchens some evenings and provides support at peak periods. The aim is to ensure better work-life balances for all across the group, particularly as an effect of the pandemic has been a push back against an industry that has routinely involved working every weekend and long hours.

Chris Heather, Executive Chef with Ideal Collection, worked with Oliver Weeks to create this new business model for the group. He comments: “We want people to know that hospitality doesn’t need to be 14 hour days, seven days a week. This industry can provide great job opportunities and a good work-life balance. Every week my role is different. I am at present back in the kitchen to help other chefs; for example, coming to The White Horse [at Otterbourne, near Winchester] on Sundays so that the Head Chef has the day off. I am very excited about what we are doing here at Ideal Collection.”

If the aim is to help staff retention, that is something Ideal Collection is already achieving. Jess Rogers, General Manager at The White Horse, has been with the company for nine years this August and describes her working environment as being like a family.

In effect, Oliver’s commitment to local, customers and his team could be a game changer as a model for the hospitality industry.

Oliver again: “It’s about evolving a great eating out experience, by changing it centrally and introducing good working practices.”