thehospitalitymanager 2nd issue
DESCRIPTION
The Journal of the Institute of Hospitality Malta & more NNeewwssppaappeerr ppoosstt WWiinntteerr IIssssuuee NNoo 22TRANSCRIPT
theHospitalitymmaannaaggeerr
NNeewwssppaappeerr ppoosstt
WWiinntteerr IIssssuuee NNoo 22
The Journal of the Institute of Hospitality Malta
Scotland an unforgettable experience Work, Leisure and HolidayHACCP Explained SOPs, Standard Operational Procedures
& more
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contentstheHospitalitymmaannaaggeerr
November 2008
Contents
11 13 19 23
Welcome - Julian Zarb
From the Chairman’s desk - Tony Coleiro
News Page
National Competition 2008: The Experience - Sarah Demarco
Scotland an unforgettable experience - Bertrand Gatt
VocMat Qualify for an Eu approved qualification at yourown pace
End of Signature on debit and credit card slip
Making Attractions Sustainable:EUTO Conference in Nottingham and London
Work, Leisure and Holiday - Rebecca Gatt
A quick glimpse to the islands’ Music Culture overthe centuries Part2 – The early years - Joyce Guillaumier
HACCP Explained SOPs, Standard Operational Procedures- Paulino Schembri
Pork and its Versatility in Catering- by James Muscat
5
7
9
11
13
15
17
19
21
23
28
29
theHospitalitymmaannaaggeerr is published on behalf of:
The Institute of Hospitality Maltac/o The Travel Malta Business CentreSt Helena BuildingTriq Tumas FenechB’Kara BKR03www. Instituteofhospitalitymalta.org
Design and production:Mejoris HospitalityAjiree 5, Triq TestaferrataMsida MSD 1402Email: [email protected]: 79867587
Editorboard: Julian C. Zarb, Tony Coleiro
Contributions: Dr.Mario DeMarco, Nicole Borg Costanzi, Rebecca Gatt, Julian Zarb, Charles Martin, Joyce Guillaumier, Paulino Schembri
Front Cover:
The Institute of HospitalityChairman Mr. Tony Coleiro
WWiinntteerr IIssssuuee NNoo.. 22
theHospitalitymmaannaaggeerr is the only publication that is distributeddirectly to the desk of all Hotel and Restaurants Managers inMalta and Gozo, Members of the Institute of Hospitality, Banksand Government Departments and the Institute Overseas branch-es. It is also found at most Hospitality establishments’ foyers. The publication is distributed as is without warranty of any kind,respecting the contents but without holding any liability to anyparts of this publication as these do not necessarily represent thePublishers views. All views and opinions expressed intheHospitalitymmaannaaggeerr are those of the author and do not neces-sarily reflect the views and opinions of the publishers.
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WelcomeChallenging Times call forChallenging LeadersThese are times when we need to work together even more than usual.
We have a notable tendency in these islands to create little pockets of
resistance when we are faced with challenges, we form cliques, we close
ranks with certain people at work, we protect ourselves by becoming
introverts! Well, perhaps this is news to some of you! Those tactics just
don’t work...they never did and they never will! Working together,
believing and acting in synergies and being innovative are the key to
success for the tourism industry.
In this second issue of the IoH magazine, we have tried to include both
industry oriented articles as well as features that look at new methods
for producing that extra value, such as the HACCP process and the
development and inclusive policies for Human Resources today; James
Muscat also gives us some interesting facts about Pork; two members
give a brief account of their experience in Scotland and Ireland earlier
this year, after they successfully participated in the first ever IOH Award
that focuses on creating innovation and new ideas for the industry.
It is these ideas that will bring better results for the industry, it is not the
recycling of those well used and outdated strategies and marketing
plans that we have worked with for over forty years! We need to recog-
nize the changes that are necessary to become more competitive, we cer-
tainly need to recognize the need to innovate and most certainly we
should recognize the effect of simply doing nothing about anything!
Take Care
Julian Zarb MBA MA isss FIH MTS Dip. Adult Training and Development
Editor, the Hospitality Manager �
�I hope you will
find this first issue
interesting and
informative �
Julian Zarb
editor’saddress
theHospitalitymmaannaaggeerr
November 2008
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Page 7
From the Chairman’s desk
�We must always
keep our main objec-
tive to promote the
highest standards
in hospitality
education�
Tony Coleiro
chairman’saddress
theHospitalitymmaannaaggeerr
November 2008
In these last few years we have been hearing a lot about Climate Changeand after years of debate, consensus among most of the world's scientistsholds that we are warming the planet. Unless we take steps now to curbglobal warming, our way of life, our planet, and our children are all in gravedanger. There is hope. Each of us can make simple decisions that will reduceglobal warming pollution.
There is every reason to believe that the variability of global temperatureand other climate characteristics experienced over the past century are partof the natural variability of the climate system and are not a consequence ofrecent anthropogenic activities. The world needs all forms of energy — fromconventional crude oil and natural gas to the emerging sources of the future.Diversifying our sources of energy is essential in order to meet the world'sgrowing demand in an environmentally sound way. Developing the infra-structure to produce and distribute new forms of energy such as biofuels on alarge scale is a significant challenge. To succeed, we need energy solutionsthat are innovative, practical and enduring.
Renewable and advanced technologies have the potential to alter the energyportfolio over the long term. They can create new raw materials for fuel, newsources for power and new benefits for the environment. Although theseresources may not be commercially available for decades, there is real andchallenging work to be done right now.
We're committed to helping meet the world's demand for energy while takingsteps to protect the environment. We believe that it's the right thing to doand that it's critical to our success in a world in which energy sources shouldbe developed in an environment that's clean, safe and healthy.
That's why we are continually improving our processes to minimize pollutionand waste, conserve natural resources, and reduce potentially negative envi-ronmental impacts of our activities and operations. To achieve these goalswe need to learn more from and respect the cultures in which we work. Wemust value and demonstrate respect for the uniqueness of individuals andthe varied perspectives and talents they provide. We have an inclusive workenvironment and actively embrace a diversity of people, ideas, talents andexperiences.
We must always keep this objective in mind. It is the Institute’s mission topromote such initiatives which reflects the highest standards in all tourismbusinesses. This can be achieved only with your support and by being activein The Institute’s educational activities.
Tony Coleiro M.B.A., F.I.H., F.I.S.M.M., F.Inst.T.T, CC
Chairman, Institute of Hospitality – Malta �
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November 2008
News PageThe Institute of Hospitality Malta signs up to theEuropean Road Safety CharterThe European Union has set a target to save 25,000 lives within thenext 3 years. This is a noble target and should be supported by every-body. This is the reason why the Institute has agreed to take part inthis initiative. Over the last few weeks we have been actively discussinghow to be of assistance in this initiative. In a signing ceremony whichwas held on the 23rd October the Institute has signed its commitmenttowards this programme. We have agreed to take two main initiatives:
1. We shall promote the great responsibility and ethical issues thatemployees have when serving alcohol to their clients. We shall printinformation posters to distribute to all bars, restaurants and hotels inMalta and Gozo.
2. Work stress and fatigue can cause accidents that could have beenavoided if their mental awareness was greater. Discuss with the 2major Unions in Malta to reduce work stress and fatigue and includemeasures in collective agreements. Organise seminars with theUnions to discuss and find practical ways of reducing such risks for theindustry’s employees.
We urge everyone to do their best efforts to avoid all preventabledeaths! �
InternationalInternational News and EventsThe World Tourism Market opened this yearat London’s Excel Centre from the 10th tothe 13th November 2008. This event
attracts over 45,000 travel professionals representing 202countries and regions; it is considered one of the key events for net-working and discussing new business deals as well as seeing the lat-est destinations and market trends.
Some of the highlights from the WTM Seminar, Conference and Events programme included:• The unmissable WTM Global Economic Forum debating how the current economic state will affect your
business• Making a profit from Responsible Tourism • Travel technology, culinary tourism & the lucrative gay market - just some of the free sector focused semi-
nars taking place during WTM. �
AppreciationThe death has been announced ofEric Gerada-Azzopardi, in Londonon October 4, he was aged 69; aspart of his London posting, heheaded the Malta Tourist Officeduring the early years of thetourism industry and at a timewhen this socio-economic activitydepended so heavily on the BritishMarket.
During the 1970’s he joined AirMalta and for the next twenty fiveyears headed such entities asHoliday Malta as well as AirMalta’s operations in the UnitedKingdom, Ireland andScandinavia.
Eric Gerada Azzopardi also wroteone of the first modern and illus-trated books: Malta: An IslandRepublic, a historical travelogue ofMalta.
The Chairman and Committee ofInsitute of Hospitality (Malta)would like to pay their lastrespects to one of the industry’sleading pioneers. It is at momentslike this that we show solidaritywith the Eric Gerada Azzopardi’sfamily in their hour of grief. �
ObituaryIndustry
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EducationaltheHospitalitymmaannaaggeerr
As I walked past the large stone
lions guarding the entrance,
through the glass doors and into
the enormous, historical lobby, I
could clearly make out the warm,
welcoming smile coming from the
person behind the reception desk.
I would be staying at the Clontarf
Castle Hotel in Dublin for the
next 2 weeks, on a work place-
ment.
As the days passed it was clear to
me that the staff at this Hotel gen-
uinely enjoyed working here, exe-
cuted their jobs to the best of their
abilities and where always ready
and waiting to go the extra mile.
Every department I visited and
every person I met made it obvi-
ous that they were not only enjoy-
ing their job but they were also
proud of the Hotel and they
showed me round as if it was
their own.
It was then, that I made it my pri-
ority to find out why the staff at
the Clontarf Castle Hotel where so
genuinely happy to be at work.
The Clontarf Castle Hotel is pas-
sionate about 4 things, one of
which is their employees; here is a
quote from the management:
“Our people are the heart and soul
of our business…we rely on them
100% to deliver our promise of excel-
lence to our guests, day in and day
out. That's why we only employ the
very best people in the hospitality
industry. Clontarf Castle people are
always friendly, knowledgeable, pas-
sionate and ready to help. There are
common things we believe in - peo-
ple and team work; passion for excel-
lence, continuous improvement and
caring for guests”.
We encourage everyone to express
their views and be respectful and
understanding towards each other's
needs, we believe in fair recruit-
ment, two-way communication
and an investment in training and
development of our team, we aim
to achieve the highest possible stan-
dards by sustaining, developing
and advancing our guest facilities.
That’s why Clontarf Castle is
ranked in the top 100 companies
in Europe to work for and the
only hotel to make the list!
The management empowers their
staff to take decisions; they
encourage them to take owner-
ship of the job, which in turn
makes them take responsibility
and pride.
The management has effectively
bridged the gap between the staff
and the management, making it
easier for staff to approach them
with ideas and problems that
might arise, whilst still managing
to obtain the respect that is
required between staff and man-
agement. �
Page 11November 2008
National Competition 2008 The Experience - Sarah Demarco
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EducationaltheHospitalitymmaannaaggeerr
November 2008
I had the opportunity to work in
one of Scotland’s most distin-
guished hotels, The Balmoral Hotel,
Scotland’s finest Hotel which is situ-
ated at No.1 Princes Street in the
very centre of Edinburgh.
The Balmoral is located eight miles
from Edinburgh International
Airport and is adjacent to Waverley
Rail Station. It is not just a hotel, it
is also a landmark thanks to its
majestic clock tower which is an
important feature in the city’s sky-
line.
The hotel has 188 bedrooms,
including 20 suites, many of which
have views of Edinburgh Castle, the
old town and the surrounding hills.
The hotel offers various food and
beverage outlets. The Number
One, Edinburgh’s only Michelin-
starred hotel restaurant, offers out-
standing Scottish cuisine. Hadrian’s,
the Balmoral’s chic and buzzy
brasserie, provides delicious cuisine
in an informal ambience. The
Balmoral Bar, Edinburgh’s most
stylish bar was launched in
November 2007 and offers classic
champagne, innovative cocktails,
fine wines and five star service in
chic and luxurious surroundings.
The Bollinger Bar, the only one in
the UK, is a very sophisticated and
glamorous setting for a glass of
champagne and canapés. The
majestic Palm Court, where after-
noon tea is served, is truly a world
class affair.
When I arrived at the hotel, I was
welcomed by Mrs. Angela Mc. Lean
who was my training mentor
throughout the length of my stay.
On the first day I was given an
induction course about the hotel,
the Rocco Forte Group (Mother
Company) and the targets and
policies of the Group. I was also
given a work experience action
plan that explained every depart-
ment, timings, and the head of
DURING MY STAY INSCOTLAND I
DISCOVERED THEBEAUTY OF THIS
COUNTRY AND THEWARM HOSPITALITY
OF ITS PEOPLE.
an unforgettable experience- Bertrand Gatt
Scotland
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Educational theHospitalitymmaannaaggeerr
Page 14 November 2008
department with whom I would be
working.
A phrase that remains imprinted in
my mind during the induction
course were the words by the H.R.
manager, “We are ladies and gen-
tlemen serving ladies and gentle-
men”. After my work experience at
the Balmoral, I can attest to this
fact.
I had the opportunity to work in
most of the hotel departments,
these also included the back of
house department, housekeeping,
front office and sales and market-
ing department.
I was given the standard opera-
tion procedure of each depart-
ment and was guided to follow
these procedures by the relevant
head of department. Some
departments also have detailed
check lists that have to be
checked on every shift.
The Human Resources
Department provides a personal
development plan for each and
every employee, this plan is fol-
lowed by a training mentor and
the employee is given target dates
and goals to achieve.
The Balmoral has also its GAP stan-
dards. Gap Standards are imple-
mented to ensure that all guests
receive a level of service consistent
with the image that the hotel seeks
to portray. These standards are to
be met at all times with every guest
that enters the establishment
regardless of what is requested,
staffing issues, and business levels.
Throughout my experience at the
Balmoral I perceived that the per-
sonnel are very proud to be work-
ing at the Balmoral. They have a
lot of respect for each other and
work as a team.
I believe that this is due to good
management that grants good
motivation and respect to each and
every employee. �
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EducationaltheHospitalitymmaannaaggeerr
November 2008
In the European Union the travel
and tourism industry is expected
to continue to grow. Consequently
there will be a need for continuos
development programmes for all
those who are employed in this
activity as well as for those who
should enter the industry. Tourism
is not a static industry, trends
change, concepts change with
them and all the stakeholders
need to be able to respond to these
changes rapidly, efficiently and
effectively.CPD ensures that the
level of response to changes in the
tourism industry are understood
and can be managed in a profes-
sional manner. The Insitute of
Hospitality supports all initatives
that will improve the level of pro-
fessional service and management
within the tourism industry, par-
ticularly within the hospitality sec-
tor.
The European Union of Tourism
Officers (EUTO) has since October
2005 been working together with
a number of Partners coming
from Catalonia; England; Estonia;
Italy; Latvia; Malta; Scotland and
Turkey on “VocMat” a new con-
cept for on line or e learning for
those involved directly or indirect-
ly in the tourism industry. The
Partners also include University of
Girona; University of Florence;
Sheffield Hallam University;
University of
Malta; Parnu
College of the
University of Tartu;
Tourist Board
Training Scotland;
Tourism Management Institute
England; Enterprise Estonia /
Estonia Tourist Board; Malta
Tourism Society and Sungurlu
Vocation & Technology
Development Association Turkey.
In 2007, two more Partners from
Malta decided to join, these were
the Malta Tourism Society and
University of Malta. Initially it was
planed that the number of student
participants from each participat-
ing country should be limited, in
fact Malta was allowed to have a
maximum of 9 students. Perhaps,
it would be useful to explain just
what the VocMat principles and
objectives are all about.
Each university has validated four
core modules currently making up
the VocMat curriculum, which
include: (1) Strategic Management
for Tourism; (2) Tourism
VocMat Qualify for an Eu approved qualification at yourown pace
The VocMat Curriculum
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Educational theHospitalitymmaannaaggeerr
Marketing Management; (3) Human Resource
Management in Tourism & (4) Operations
Management in Tourism.
Each module is set at postgraduate level, appropri-
ate for its target audience of senior and middle
level managers, and attracts credit points from the
university which delivers it, as well as the equiva-
lent European Credit Transfer Scheme points. On
completion of each module, participants will be
awarded a certificate showing the module and
number of credit points achieved. �
Further information on VocMat can be found onthe website www.vocmat.com or by e-mailing: The Malta Tourism Society on (www.malta-tourismsociety.org.mt).The project representatives: Noel E Falzon [email protected] or Julian C Zarb on [email protected] orUniversity of Malta – Dr. Nadia Theuma [email protected]
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November 2008
A chip is an electronic device,
generally silver or gold in colour
and that stores card holder’s
information securely. The Chip
card offers enhanced security
benefits that verify the identity of
the cardholder. Furthermore it
can incorporate updates and
other future value-added services.
In contrast to Magnetic Stripe
technology, Chip and PIN tech-
nology offers:
• Quicker checkout times: partic-
ularly at retail outlets. A tradi-
tional magnetic stripe and signa-
ture transaction usually takes 43
seconds at a High Street shop
whilst a Chip and PIN one takes
only 29 seconds;
• Lower fraud rates: According to
a recent study conducted by Visa
Europe, through the introduction
of Chip and PIN, merchants and
customers have experienced an
81% reduction in fraud in coun-
tries where Chip and PIN cards
are accepted; and
• Fewer charge backs: Experience
has shown that migration to
Chip and PIN has also brought
about a decrease in the number
of charge backs.
Across the European Union, more
than 4,500 banks are in the
process of upgrading up to a bil-
lion debit and credit cards. The
Single Euro Payments Area (SEPA)
project brings added momentum
to the European EMV migration
process. Driven by the European
Central Bank and the European
Payments Council, this initiative
is bringing more harmonisation
to the European market place.
Since EMV provides a consistent
card and terminal standard, the
Chip card is seen as a core com-
ponent of the SEPA project. Under
the terms of the SEPA Cards
Framework , the migration
process must be completed by the
end of 2010.
The end of 2010 can, therefore,
be looked upon as the “back
stop” of the entire European EMV
migration programme. Chip and
PIN-enabled point of sale (POS)
terminals are being placed at sev-
eral million merchants. The
European region’s ATM network
is also being completely upgrad-
ed. In most European countries,
the majority of cards and/or ter-
minals have already been
upgraded.
The local perspective
Currently, the banks are in the
process of sending out an infor-
mation leaflet to all their card-
holders informing them about
Chip and PIN. By the end of
2010, all magnetic stripe cards
would have been converted to
Chip and PIN. These cards could
be used anywhere in the SEPA
area and beyond. Due to the
Magnetic Stripe, the Chip card
may be also used in countries
where Chip technology is not
available.
BOV began its EMV project in
October 2004, when it started
replacing its POS equipment with
new, EMV enabled machines. The
Bank has also upgraded all its
ATMs by Q1 2005 and replaced
the last POS units, by mid 2007.
During the next few months, all
BOV Cashlink Visa cards will
have been migrated to Chip and
PIN. This will be followed by the
Platinum and Gold Cards. Our
Classic Visa and MasterCard will
migrate to Chip and PIN during
2009.
End of Signatureon debit and credit card slip
The article has been compiled
by Mr Peter J. Sant, Senior
Manager on EU and SME and
Ms. Josephine Scerri, Senior
Manager Card Issuing at Bank
of Valletta.
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JMP & CAdvert
Still to Come from Patrick
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Page 19
Internationalnews
theHospitalitymmaannaaggeerr
November 2008
A Pan European Organization. The
theme chosen for the event was:
'Attractions and events as catalysts
for regeneration and social change'.
The conference coincided with a
conference hosted by The Centre for
Tourism and Cultural Change
(CTCC) at Leeds Met University and
included case studies and study vis-
its about the regeneration of attrac-
tions and tourist sites in
Nottingham and London.
The delegates were able to see for
themselves how sites such as
Nottingham “Castle”; Sherwood
Forest and Clumber Park were able
to create new interest and potential
by rebranding and repackaging
their assets and features.
Nottingham is a town that is very
much associated with the legend of
Robin Hood and the Sherriff of
Nottingham – but visitors to the
town may be very disappointed to
see that the medieval castle that is
associated with this story has long
been replaced with a 17th Century
Ducal Palace and Sherwood Forest
is no longer the thickly wooded
expanse that has been made so
popular in countless films and tele-
vision series over the past decades!
And how does one alleviate this dis-
illusionment of a perception with
the real experience of the attraction
itself?
The secret is in creating a series of
“Living History” experiences; hands
on educational activities such as
the Robin Hood Festival held every
August in Nottingham or the
Pageant held in October. For the
more ardous visitor there can be a
series of cycle, walking or camping
holidays. The delegates also heard
about case studies from other coun-
tries such as Spain, Scotland and
Sweden. The Malta Tourism Society
President, Julian Zarb, also gave a
presentation on the Mediterranea
Festival held every year in October
in Gozo. Dr. Josanne Cutajar from
the University of Malta presented a
background to the Birgu
Rehabilitation Project and its
impact on the local community.
The Malta Tourism Society will be
preparing a detailed and focused
report on the conference and study
visit and how some of the principles
used in the process of regeneration
could be adopted or adapted in the
local scenario. The report will be
the topic for discussion at a work-
shop to be held in the coming year
together with the national authori-
ties, NGOs and corporate members
of the MTS: CHI Hotels; Supreme
Coaches; Limestone Heritage and
Malta Experience. The public will
also be invited to attend the work-
shop and members of the MTS will
LAST SEPTEMBER,FOUR DELEGATES
FROM THE MALTATOURISM SOCIETY
ATTENDED THISYEAR’S CONFERENCE
AND STUDY VISITHOSTED BY THE
ENGLISHMEMBERSHIP OF THE
EUROPEAN UNIONOF TOURISM
OFFICERS (EUTO)
Making Attractions Sustainable:EUTO Conference in Nottingham and London
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be able to receive a copy of the full
report once it is complete. Necstour
Conference – Marseilles (30th to
31st October 2008)
The launch of the European agen-
da for a sustainable and competi-
tive tourism in October 2007
prompted the Region Provence-
Alpes-Cote d'Azur, with the Region
Tuscany and Cataluña, to initiate
the Network of European
Competitive and Sustainable
Tourism Regions, called
NECSTouR.
The network’s objectives are to
develop and strengthen a frame-
work for the coordination of
national and regional develop-
ment and research programmes in
the field of sustainable tourism,
exchange information and imple-
ment joint activities. In general,
research and innovation in all
their forms must be central to the
sustainable development of
tourism. The conference aims to
gather European Regions working
for sustainable tourism and to
affirm the role of regions in
Europe. It will also be an opportu-
nity to identify steps necessary to
reach the goals set by the new
European agenda. The Region
Provence-Alpes-Cote d'Azur is
pleased to host the second confer-
ence of the European Regions for a
sustainable and competitive
tourism and wishes fruitful
exchanges to all participants. The
meeting which was held in
Marseilles at the end of October
focussed on five main issues that
were discussed during workshops:
• Social and Environmental
Responsibility
• Quality of life for residents
• Widening seasonal concentration
• Active conservation of heritage
and identity
• Transport and mobility
These issues are all important for
a sustainable and more effective
tourism destination since it
enhances the attractiveness and
“feel good” factor of the
locations. �
Internationalnews
theHospitalitymmaannaaggeerr
Page 20 November 2008
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educationand tourism
theHospitalitymmaannaaggeerr
Page 21November 2008
There are characteristics linked with
work such as income, since people
need money to satisfy their needs.
Work also provides and exercises
people with the learning and devel-
opment of skills and the acquisition
of knowledge and experience.
Routine work tends to provide peo-
ple with structural environment. It
may also offer people a variety of
tasks to perform. At least people
are given the opportunity of doing
something different from the every-
day-home tasks. And, on the place
of work workers have the opportu-
nity to interact with their col-
leagues and to participate in
shared activities. Further, through
employment people also acquire a
social identity.
The time left over after any obliga-
tion, especially paid work, is
defined as leisure. The workers
eagerly await free time, no matter
what how vital their job is, and
most often is used for recuperation,
relaxation, recreation and for cul-
tural or artistic pursuits. During
such moments, people are compe-
tent to do what ever they yearn to
do. Most often leisure time is more
significant to the employee rather
than to others who organise their
own work and so can plan their
own rest.
Holidays, which are periods of
leisure, sometime provide an ambi-
guity. This is sensed when a person
decides to spend a couple of hours
of his day off work carrying out an
exhausting performance. Does this
imply less leisure as a result? In fact
there is no straightforward answer,
however some activities can be
described as leisure but others cer-
tainly not.
As employment becomes the domi-
nant form of work, the distinction
between occupation and leisure
becomes sharper and come to
mean what people do in the time
they have for themselves.
Nowadays the range of leisure
activities and facilities are spread-
ing. The employees are prepared to
make use of and invest in such
recreation when off work and going
on holiday, even though they
might undergo certain sacrifices to
gain extensive leisure. But even
workers need their break.
Leisure tends to be measured
against employment rather than
work, therefore without the time
spent at any employment leisure is
not fully appreciated. Workers have
earned the right for holidays, days
off and weekends, and such attain-
ment need to be conserved. �
Work, Leisure and Holiday
�At this point I am
not trying to state
the fact that the
Maltese woman’s life
is insupportable but
certainly they lead a
stressful one. �
Rebecca GattM.A. Ind. Rel. & HRM KeeleUni. UK, B.A. Sociology (Hons)
For most people, the activity ‘work’ is a centralfeature of their life. In fact this activity occupies alarge part of their day than any other single typeof activity.
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Page 23
culturetheHospitalitymmaannaaggeerr
November 2008
A more affluent society, a large
British military community and an
emergent middle-class provided the
patrons who used to attend the RJAL
as the theatre was commonly known
by the Maltese. Its shell can still be
seen at the entrance to our capital
city, and although plans have been
made for its reconstruction, we are still
without an adequate opera house in
Valletta. Lately the idea has been
mooted to transform the bombed-out
shell into an open-air theatre. This, I
hope, is only a temporary measure to
utilize the site until a new theatre can
be built.
Many Band Clubs too know their exis-
tence to the British period. Military
bands parading in the Capital’s streets
provided the inspiration to volunteers
to set up their musical societies which
spread like wild-fire, and now there is
hardly a town or village in Malta and
Gozo that does not boast of its own
band club, in some instances even two
or three. In general these clubs pro-
vided the first approach to music for
many Maltese. Nowadays they still
form the kernel round which a num-
ber of activities are organized during
festivities held every year in different
parishes to honour their respective
patron saints. To the present day,
band clubs provide basic music teach-
ing without charge, besides holding
annual concerts in various parts of
the Islands and to which the general
public is invited to attend free of
charge.
Local feasts, celebrated in the many
new parishes that were being estab-
lished in different localities due to an
explosion in the population - there
were 120,000 inhabitants in Malta
and Gozo in 1850, but 180,000 in
1900(7) also gave a boost to sacred
music. During the 19th century,
many important Maltese cappellas
flourished. One must mention here
the Nani, Diacono, Bugeja and
Camilleri dynasties that have provid-
ed music linked to festas in Malta and
which are still part of the celebrations.
For many Maltese, a festa is not com-
plete without the well-known
Antifona, which is robust music in
quick time meant to praise the Saint,
create a sense of euphoria and give
A quick glimpse to the islands’Music Culture over the centuriesPart 2 – The early years
�Folkloristic music
is transmitted orally
from one generation
to another, so it was
never recorded
By JOYCE GUILLAUMIER
During the British Rule, the opera tradition in Malta notonly continued but was reinforced. A new, bigger, betterequipped Royal Theatre was built in Valletta in 1866.Lavish productions were held at this ill-fortuned theatrewhich was first burnt down just seven years after itsopening and eventually bombed in 1942 during theSecond World War.
�
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culture theHospitalitymmaannaaggeerr
vent to religious emotions and
devotion. During a week or two
prior to the festa, the musical cap-
pella, made up of the maestro di
cappella, his musicians and the
singers, provided – and still do - the
different music at the appointed
day and hour. The ensemble nor-
mally does not belong to a particu-
lar parish but is hired privately
according to exigencies. However,
many parishes have their own
choir that provides the required
services during the normal liturgi-
cal functions throughout the year.
Since Latin is no longer the preva-
lent language used in the Catholic
Church, hymns and other sacred
music are sung nowadays in
Maltese.
THE building of the Royal Opera
House in the 19th century meant
that the Manoel Theatre had to
find an alternative form of enter-
tainment instead of the repertoire
that had moved to the new theatre.
Operettas provided this relief and
many Italian and continental ones
were all the rage. Music halls, bars
and restaurants became a part of
life especially in Valletta which
remains even today the birthplace
of many of our popular and jazz
musicians. Freddie Mizzi, a clar-
inettist of world renown, the Curmi,
Schembri, Galea, Dowling, Borg,
Lucas and Vella families, all from
Valletta, are but a few who formed
the backbone of our popular music,
a particular genre which has grown
enormously in the last years.
Serious music has also developed
significantly in the
20th century.
Carmelo Pace can be
considered as the
doyen of 20th centu-
ry Maltese musi-
cians. This eminent
composer and
teacher was born in
Valletta in 1906 and
died in Sliema in
1993. During his
long career he com-
posed more than
3,000 works in every
genre, starting from
simple, short hymns
to full-blown operas
of which he com-
posed four (8) Being
a much sought-after teacher, he
has influenced most of the musi-
cians who were or are still active in
the music field on the island. Other
notable names are Charles
Camilleri, who has recorded thirty-
six CDs and whose works are
played regularly in concert-halls
and theatres both here in Malta
and abroad, Joseph Vella, compos-
er, researcher, conductor and uni-
versity professor, who has recorded
his compositions on Cds and who
has edited a number of manu-
scripts found at the Archives in
Mdina, Joseph Sammut, who set
up the first Orchestra in Malta in
1966 from the Admirality Orchestra
which was about to be disbanded
at that time and who has now
turned to composition besides con-
ducting and teaching, Michael
Laus, a pianist and the present con-
ductor of our National Orchestra
and a university professor teaching
performing and interpretation and
Dr Dion Buhagiar, musicologist,
composer and university professor.
The younger generation is also very
active, participating in music activi-
ties in Malta and abroad.
Composers, conductors, soloists,
choirs and singers in various fields
keep the Malta scene alive and
active in spite of the many difficul-
ties that result from the fact that
Photo Theatru
Page 24 November 2008
Nani
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culture theHospitalitymmaannaaggeerr
Page 26 November 2008
this is a very small island situated at the southern-
most end of Europe. This results in much travelling
and expenses, time and money that could be other-
wise used more profitably in the quest for further
improvement by Maltese musicians.
However where there is a will there is a way, and as
this Choir Festival well illustrates, it only needs enthu-
siasm and dedication to increase more musical experi-
ences to the audiences. But seeing that, as we say in
Maltese ‘Bla flus la tghannaq u lanqas tbus’ which
liberally translated means that money is indispensa-
ble, may I also say a big Thank You to all sponsors
but primarily to those who, like me, believe that Man
cannot live by bread alone, and that music should
form a large chunk of our daily diet.
Joyce Guillaumier is a free lance author and
Cultural critic. She has also produces and pres-
ents several cultural programmes both on radio
and television stations �
GDLVery LowResolution
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advertorial theHospitalitymmaannaaggeerr
Page 28 November 2008
Standards Operational Proceduresare required for all HACCP plans.SOPs are acceptable practices andprocedures that the food serviceoperation sets for the employees tofollow. SOPs play an important rolein all HACCP plans for the safety ofthe facility and also the food service.
SOPs are the procedures and prac-tices that will ensure the productionof safe food. These procedures mustbe in writing. SOPs are the instru-ments to keep food service opera-tions consistent and safe. Theyshould be read by all the employeeswithin the operation and thansigned as proof of acknowledgingand understanding the procedure.The case may arise where someemployees will not understand allof the SOPs. Than it would be wiseto explain in simple words the pro-cedure and the way one shouldoperate the procedure.
When setting up the SOPs, oneshould keep in mind thewhole operation and coverall the steps that areinvolved in the operation.Writing down SOPs shouldbe in a consistent format,and this should include pur-pose, scope, keywords,instructions, monitoring, cor-rective actions, verificationand record keeping. The dateof implementation, reviewand revisions, and the signa-tures are required to verifythat the action has takenplace.
SOPs are the mechanics of any foodoperation and should be verified bydoing a walk through the operationand make sure that all the proce-dures of the operation are cover,leaving nothing out from purchas-ing to serving food. The SOPsshould be broken down into stepsand preferably aided by pictures.Besides having each SOP signedand filed, there should also be alarge format sign of the SOP in awell chosen place, visible to all thepersons working in that particulararea.
SOPs from a large part of the Prps,and they should not be inter-changed. For example, PersonalHygiene is a Prp, but than an SOPfor personal hygiene will aid allemployees keeping in line with thestandards that the operation hasseen fit to operate as a procedure.A food operation that wants toembrace a food safety system thatinvolves the use of the HACCP prin-ciples, which is requisite in ECNo.852/2004, should put in place acustomized set of SOPs that willenhance the operation and makethe food business operation saferand easier to follow.
HACCP ExplainedSOPs, Standard Operational Procedures
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SOP; Standard Operational Procedure Prp; Prerequisite ProgramsHACCP; Hazards Analysis Critical Control Point
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Page 29
theHospitalitymmaannaaggeerr
Pork and its nutritional value
Nutrition is a concern of food serv-
ice operators because the consum-
ing public is continually reminded
with claims about fats, calories,
cholesterol and what not.
A manager’s conception about a
particular food and what he thinks
others feels about it affect all his
menu planning decisions including
those on pork. Pork has an impor-
tant place in foodservice menu
planning due to its nutritive value
and wholesomeness. No meal plan-
ner can afford to overlook pork on
the menu because it provides the
high quality protein so necessary to
build, maintain and repair body tis-
sue. Pork is an excellent source of
thiamin, a B vitamin so necessary
for healthy nervous systems, good
appetites and proper digestion. It is
also a very good source of iron and
other minerals and the vitamins
riboflavin, B6 and B12.
Merchandising pork
Properly prepared, attractively
served and actively merchandised
on the menu, pork can become the
number one profit item for foodser-
vice installations. One of the basic
but often neglected steps in mer-
chandising is people – yourself,
your employees and your cus-
tomers. This is especially true in
merchandising pork because of the
many misconceptions that have
existed so long about this outstand-
ing food product. An entire mer-
chandising programme can be set
back, your reputation for fine foods
can be endangered and any num-
ber of repeat sales lost all because a
chef does not know the proper
cooking temperature for pork or
insists on overcooking roasts and
chops. Educate and sell your
employees first and then they will
help you to sell your establishment.
Profits can easily be boosted
through merchandising although
an intelligent and efficient purchas-
ing programme is important and
necessary in every top-notch food-
service installation. Whether you
are planning an English breakfast,
a buffet lunch or a carvery dinner,
the creation of appetizing quality
products is imperative. The next
thing is to encourage your cus-
tomers to order those menu items
that yield most profit. It is far easier
to make a profit at the selling stage
and to entice your clients with taste,
smell and appearance than to
spend a lot of time looking for a
chance to cut cost in buying.
Buying pork
Purchasing pork and pork products
is a combination of basic business
principles plus a knowledge of and
confidence in the product. With
interest and some effort, buying
pork can be a simple and profitable
side of any foodservice business, be
it a hotel, restaurant, canteen,
snack bar or any catering outlet for
that matter. One of the best
approaches to successful menu
planning, merchandising and of
course, buying, is first recognizing
the many possible uses of pork.
Think beyond simply a pork chop
for lunch or some bacon for break-
fast. Do not think of pork as a
standby menu-filler. Instead think
of the many cuts, fresh and
processed, in numerous options for
any and every meal. With several
menu items in mind, it is far easier
to check the kinds of cuts available,
give them proper exposure on the
menu and carry out a more knowl-
edgeable purchasing policy. In
planning any particular pork
entrée, how much pork to buy
becomes an early and important
consideration. The objective, of
course, is to order enough to handle
orders with an absolute minimum
leftover. The actual quantity to pur-
chase will be determined on the
basis of past business and on the
anticipated volume of business
expected. General guidelines are
helpful although exact figuring is
difficult due to variables like
weight, size and shape of cuts,
whether these are boneless or on-
the-bone, the amount of fat cover,
cooking loss, trimming before and
after cooking, holding time and
how a roast is sliced. All of these
effect the yield and how much
meat to buy. Another very impor-
Pork and its Versatility in Catering- by James Muscat
advertorialtheHospitalitymmaannaaggeerr
November 2008
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advertorial theHospitalitymmaannaaggeerr
Page 30 November 2008
tant determining factor is whether
the pork joints are of local origin or
imported. Caterers know that the
quality of locally bred pork is very
high and, in most cases, far superi-
or when compared the imported
versions. Consequently, the yields
and food cost are normally much
better when using fresh local pork
cuts as, for example, the loin or the
leg. Moreover, the taste, presenta-
tion and succulence of Maltese pork
are reputed to be the best in all of
Europe. An added advantage of
using local pork is that your suppli-
er can prepare the meats to your
specifications. Thus a simple pork
loin can be converted into a bone-
less, skinless and rolled oven-ready
joint.
Menu variety with pork
Pork offers infinite variety and
many choices to the caterer who
especially wants to expand or
change his menu. The number of
menu items that can be produced
from both fresh and processed pork
products is virtually limitless. Pork
is extremely adaptable and com-
plements a variety of sauces, prepa-
ration methods and garnishes. In a
few words, pork is truly versatile
and fits any occasion. Put pork on
your menu, promote it and you will
be pleasantly surprised at the way
customers order it. Any item with
quality is saleable and anything
that can be sold can be a profit
maker. Fresh pork cuts like the fillet,
also referred to as the tenderloin,
the loin medallion and the collar
chop are becoming increasing pop-
ular on both a la carte and func-
tion menus. Of the four major pri-
mal cuts, the two most widely used
for catering purposes are the loin
and the leg.
The concept of buffet breakfast
within the local hotel industry has
resulted in an array of processed
meats being offered in the dining
room. Bacon, English type
sausages, local Maltese sausage,
cooked ham, gammon, smoked
arrosto, mortadella and luncheon
meat with olives are but a few of
the possible options of locally pro-
duced processed meats that are of
very good value and can dramati-
cally enhance the variety of hot
and cold cuts offered for breakfast.
Meat processing plants in Malta
are today also manufacturing a
number of specialised products like
pork and tomato sausage, Italian
style sausage and Maltese salami.
Such unusual but very appetising
products can very easily offer a bet-
ter variety at a reduced cost.
Learn more about pork and
meat in general
In the event that you would like to
enhance your knowledge on this
topic, James Muscat can offer effec-
tive guidelines to the caterer in
respect of fresh and processed
meats with particular focus on the
various cuts available on the local
market, ways to minimise your
food costs and recommendations
on planning your menus to opti-
mise customer satisfaction.
James commenced his career in
1976 by enrolling for the hotel
management diploma course at
the Malta College of Science, Arts &
Technology in Msida. Three years
later he furthered his studies in
Montreux, Switzerland at the
famous hotel school “Centre
International de Glion” His sum-
mers were taken up by working in
a number of hotels both locally
and overseas. In 1981 James trav-
elled to Miami to follow a bachelors
degree programme in hospitality
management at Florida
International University. After grad-
uating from the USA, he returned
to Malta to join the family busi-
ness. In the past 25 years James has
been very actively involved in meat
processing and catering consultan-
cy. He and his brother John are
directors of Prime Ltd and, together,
they also operate a chain of eight
meat shops specialising in a wide
variety of products intended for all
client groups including restaura-
teurs and caterers.
James was one of the very first
members of HCIMA in Malta and
has been a fellow member of the
Institute of Hospitality for a long
number of years. He was recently
elected as a committee member of
IOH Malta. James is also ITEC
qualified in Nutrition & Diet
Theory and, more recently, has
been a guest on a number of televi-
sion and radio programmes with a
variety of original and healthy
recipes.
James may be contacted by email
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