The Restaurant Association said that 2025 was a big year for the local industry, with 2026 expected to bring momentum and collaboration.
By Marisa Bidois, CEO, Restaurant Association
As we close out 2025, it’s clear that this has been a defining year for hospitality. Not because the pressures of rising costs, fluctuating consumer confidence or workforce challenges vanished, but because our sector finally saw meaningful progress on some of the most persistent issues holding operators back. This was a year where policy shifted, partnerships strengthened and long term efforts began to bear fruit.
Much of this momentum can be traced back to the inaugural Hospitality Summit held at Parliament at the end of 2024. That event brought together industry leaders, operators and government decision makers to co-design a roadmap addressing workforce development, immigration settings, compliance, sustainability and the sector’s need for better data. Throughout 2025 we focused on implementing that plan, and many of the recommendations have now moved from conversation into action. A follow-up session will be held early in 2026 to measure progress and set the next phase of work.
One of the most significant outcomes has been the launch of a new national hospitality insights portal developed by the Restaurant Association, Hospitality New Zealand and Data Partner DOT Loves Data. Supported by the Tourism Data Partnership Fund, this platform gives operators unprecedented access to reliable, frequent and consistent sector data for the first time. Until now, businesses have had limited visibility of regional trends or meaningful spend insights. The new portal puts that information directly into operators’ hands, showing who is spending, where they are spending and what is driving behaviour. With monthly regional breakdowns, visitor origin insights, loyalty patterns and average spend, our members now have the ability to plan and benchmark with confidence, something the industry has been seeking for more than a decade.
Progress on regulatory settings has also been encouraging. Moves to simplify food safety compliance recognise the complexity and cost that operators have long been forced to navigate, signalling a shift toward a more practical and enabling system. At the same time, payment regulation changes, particularly the ban on surcharges, have added new pressure points for businesses already operating on tight margins. While the intention is to benefit consumers, we continue to push for transparency and fairness so the burden does not fall disproportionately on operators.
Tourism strategy has evolved this year too, with a long-term Government roadmap and continued International Visitor Levy investment acknowledging the central role hospitality plays in the visitor experience. The NZD 70 million investment in major events is already stimulating activity in our cities and regions, showing how critical event-driven visitation is to hospitality wellbeing.
A defining moment for the sector in 2025 was confirmation that the MICHELIN Guide will launch in New Zealand. This milestone reflects the extraordinary talent, innovation and manaakitanga within our dining culture and reinforces our advocacy over many years. It also begins a new chapter of opportunity for operators, and we are preparing resources and education to support members as New Zealand enters this global culinary landscape.
This year also saw the introduction of The Chevrons, our new national hospitality awards programme voted by the industry. It has been heartening to see operators celebrating each other’s achievements and elevating the stories and people who make this sector what it is.
As we look toward 2026, our priorities centre on maintaining and accelerating this momentum. We will focus on turning policy commitments into practical improvements for businesses, ensuring the new data portal becomes a powerful decision-making tool for members, strengthening workforce pathways, advocating for sensible immigration and regulatory settings, and continuing to showcase New Zealand’s food story on the world stage, particularly as Michelin’s arrival draws nearer. The early 2026 Summit follow-up will be an important checkpoint to ensure progress remains on track.
While trading conditions remain challenging, 2025 demonstrated what can be achieved when industry and government work with shared purpose. As we move into 2026, the sector does so with renewed direction, stronger partnerships and real opportunities to shape a more sustainable and thriving future for hospitality in New Zealand.
