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Café Spice Namasté is a small but expanding restaurant group specialising in Indian and pan–Asian cuisine of the highest standard. Cyrus Todiwala and Michael Gottlieb originally conceived their flagship restaurant ten years ago. Namasté, which means a ‘warm welcome’ in Hindi, defines the principle and philosophy on which the company is based. Today Café Spice Namasté is one of the most highly–awarded Indian restaurants in the UK, and Cyrus Todiwala one of the culinary world’s most recognised champions of education and training.

Cyrus explains: “The restaurant industry is notorious for not training beyond induction, and for giving excuses to justify this behaviour. Seventy per cent of our team are not formally educated and from a variety of racial and cultural backgrounds. Flare–ups are frequent, there are communal differences, language barriers and historical distrust to deal with, all of which call for different communication methods."

“Because of the nature of the business there was rarely the opportunity for all staff to be involved in decision–making. By going for accreditation, however, we would be able to apply some structure to the processes as well as demonstrate our commitment to best practice to our staff."

The staff warmed to the idea of working towards, and being a recognised Investors in People organisation. It was also felt that working with the Standard would enable and inspire the business to be continuously positive and pro–active.

Cyrus has always been particularly proud of the importance placed on the general attitude to staff. The culture has been nurtured so that excellence is pursued at every level. The company invests a lot of time in its staff with initiatives such as NVQ training, English language lessons and a structured training programme in order to create a competence–based approach to progress.

“Everyone works to a set training plan profiled against the needs of the business. Staff undertake English for Speakers of Other Languages (ESOL) and craft skills courses and have also undergone Dale Carnegie programmes that have helped to engender confidence,” says Cyrus.

The business consciously and continuously invests in its people, using formal and informal strategies, and on and off the job training. International and national trade fairs and shows for example are seen as an opportunity for staff to demonstrate their customer service and product knowledge skills.

As Café Spice Namasté is a family business, everyone has an emotional stake in its success. It continuously introduces and implements new policies that demonstrate to its staff that it values their welfare. For example, the company adheres to a strict policy of recycling and renewing the environment, and managers continue to introduce new systems such as remote temperature monitoring for safety. Staff meetings, appraisals, coaching and mentoring sessions are also used to foster open dialogue with managers and staff.

As part of the culture of continuous learning and reward, staff are given pay increases on merit and their ideas are supported and shared. People are encouraged to introduce their own creations in the kitchen or bar and are recognised when their suggestions are used. Multi–skilling also allows staff to move into other areas around the business to develop their skills and confidence.
 
“Employees are continuously consulted, advised and supported, even through personal hardships.” says Cyrus. “This doesn’t mean that we don’t have absenteeism sometimes for a variety of reasons, but it means that we have an almost zero per cent turnover rate.”

“Investors in People has helped us consolidate the commitment of an already loyal and happy staff and contribute to the further development of a friendly, welcoming and supportive culture,” says Cyrus. “During the latest review all interviewees without exception said they believed the company was genuinely committed to their development.”

“We have very low, if no staff turnover, and managers continue to listen and communicate with staff at weekly business review meetings,” he adds. “We – the owners, managers and staff – have all been kept aware of our responsibilities as a result of the Standard.”

“There is no doubt that Investors in People has helped us to get to where we are,” says Cyrus. “Our business has survived in a very competitive environment – having Investors in People ingrained in our culture helps to underpin our success.”

Further recognition for Café Spice Namasté came in 2005 when it was awarded the prestigious Investors in People Champion status.

According to Cyrus the award is important for the industry as a whole: “The hospitality sector is in real need of a Champion. I believe we have demonstrated there are no constraints to staff and leadership development – others can no longer use the excuse of poor commitment and willingness to change.