With 1,600 pubs in its portfolio, Marston’s has an array of kitchen sizes within its portfolio that makes achieving uniformity difficult. However, kitchens are carefully planned around a series of criteria designed to ensure consistency, productivity and quality.
Marston’s has had to completely rethink the way it analyses energy usage across its national estate and build a team that doesn’t only make decisions based on the price tag of a piece of equipment.
Spearheading that team is Andy Kershaw, group head of facilities and capex at Marston’s (above), who oversees the team tasked with planning and equipping the group’s kitchens.
Under his guidance, the team have won a number of industry awards and set new benchmarks from a sustainability perspective.
Here, we meet the rest of the team transforming the way that Marston’s kitchens operate:
Tenure at Marston’s: 30 years
Your role in 25 words: I manage all indirect procurement for Marston’s, so it’s everything we buy for the group to keep rather than the goods that we buy to sell. It’s a varied role ranging from canning lines to kitchens.
Proudest achievement in past year: I have recently secured our next power supply agreement, which will take us forward from 2022 onwards with 100% renewable green electricity, an important consideration when you are using the equivalent power of about 50,000 homes.
One thing that could make Marston’s kitchens even better: Introduction of induction hobs
Biggest challenge facing pub kitchens in 2020: Developing innovation and working practices to enhance speed of serve without compromise to quality.
Tenure at Marston’s: 20 years
Your role in 25 words: My role is to ensure that we all constantly work to the same goal of keeping kitchen downtime to a minimum within our busy estate.
Proudest achievement in past year: How we all work as a team and have the same goal of ensuring our pub kitchens are as efficient as they can be, despite the fact that we all have very different roles and concerns.
One thing that could make Marston’s kitchens even better: Customers are always looking for a new experience when it comes to pub life and food trends. Making sure we have the right equipment to enable us to deliver this variety is pivotal.
Biggest challenge facing pub kitchens in 2020: Making sure that our equipment is procured to suit our needs, is well-maintained, and can keep up with the demands of this busy industry. We can only do this if we work with like-minded companies that share the same goals as we do.
Tenure at Marston’s: 17 years
Your role in 25 words: People development at all pub levels as well as kitchen planning and equipment testing and implementation.
Proudest achievement in past year: Our new-build kitchen design attracts people to the business and gives them all the tools to be successful, while making their jobs as easy as possible.
One thing that could make Marston’s kitchens even better: Hot-holding and equipment to aid speed of service while still offering a huge range of dishes.
Biggest challenge facing pub kitchens in 2020: Chef retention and attraction — how do we entice good people and give them a good work-life balance.
Tenure at Marston’s: 8 years
Your role in 25 words: I manage energy and water and have waste and washroom services that sit under me. This includes management of energy contracts and energy reduction projects.
Proudest achievement in past year: The awards that myself and the team have won in the last 12 months. These have been recognition of what we have achieved in sustainability at Marston’s. From a catering equipment perspective, I am proud of how all stakeholders around the company work together to ensure we deliver the best kitchen solution for Marston’s.
One thing that could make Marston’s kitchens even better: A turnkey heat recovery system to recover waste heat from the cookline, which has the potential to deliver both financial savings and environmental benefits.
Biggest challenge facing pub kitchens in 2020: From an energy perspective, it is to continue to reduce energy consumption to mitigate rising energy costs. I also think staff turnover will continue to be a challenge.
Tenure at Marston’s: 3 years
Your role in 20 words: Driving continuous improvement in resource management by applying the waste hierarchy across the business with the aim of reducing the amount of waste we produce, improving recycling rates and reducing cost.
Proudest achievement in past year: We are just at the end of a cardboard baler roll-out to 190 pubs. The units compact cardboard into dense bales resulting in improved segregation, space saving for our pubs and reduced vehicle movements for collections.
One thing that could make Marston’s kitchens even better: We will continue to improve kitchen efficiencies by ensuring all our staff are trained on best practice energy, water and waste management.
Biggest challenge facing pub kitchens in 2020: 82% of our pubs with a food offer are recycling food waste, which is a great achievement. One of the biggest challenges going forward will be to reduce the amount of food waste generated from spoilage, preparation and customer plates.