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Speaker 1: So much feedback coming in on school lunches, so much

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Speaker 1: in fact, that we thought it might be a good

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Speaker 1: idea to actually talk some more about them, not about

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Speaker 1: what's in them, but actually about what the delays that

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Speaker 1: we've had, the delays that we have had in getting

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Speaker 1: the lunches to the students. So we're going to do

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Speaker 1: that right now. They've had some issues today in Auckland

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Speaker 1: in particular. Now Paul Harvey is with Compass, that's the

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Speaker 1: company that runs and operates and delivers the food programs,

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Speaker 1: and he's with me now, Hi, Ryan, how are you good?

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Speaker 1: Thank you? So did everyone get there lunch on time today?

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Speaker 2: No, they didn't, Ryan. We we've got a toffer at

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Speaker 2: the office. And you know, we had some unplanned, unfo

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Speaker 2: seen issues with ovens this morning, which certainly didn't set

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Speaker 2: us off on the right start. So it's been a

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Speaker 2: tough week and regular key messages. We're continuing to put

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Speaker 2: in additional contingency upon a contingency to ensure that the

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Speaker 2: kids get what they deserve, which is meals on time.

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Speaker 1: What happened to the oven?

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Speaker 2: There's a gas challenge that we had. These things happen

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Speaker 2: in big manufacturing facilities of all weeks that decided to

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Speaker 2: happen this morning, particularly after some of the things that

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Speaker 2: we were starting to see improved from yesterday and some

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Speaker 2: of the things that we've done. So I can't control

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Speaker 2: those things, but we have to have continue sort of

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Speaker 2: work on contingencies upon contingencies, and that's what we're going

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Speaker 2: to do over the weekend.

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Speaker 1: Right, how many what are you going to do?

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Speaker 2: So we've got some additional expertise on site now for

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Speaker 2: the gas in the ovens. We're also bringing in additional resource.

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Speaker 2: We're bringing an additional facilities to help us ensure that

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Speaker 2: we're not putting too much pressure on the plant, etc.

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Speaker 2: And that's what we've been mobilizing today. I think the

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Speaker 2: other thing that we're going to do is just be

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Speaker 2: really transparent and open with the schools, and I sort

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Speaker 2: of started that process myself with the principles in the

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Speaker 2: last few days.

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Speaker 1: I guess people to be wondering, why was this not

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Speaker 1: ironed out before you started, because you did have dry runs.

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Speaker 2: We had dry runs. But when you start to scale

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Speaker 2: up and you're into one hundred and twenty seven thousand meals,

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Speaker 2: you know, you start to see some of the things

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Speaker 2: that you plan and predict are going to happen. But

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Speaker 2: you really start to see in this instance, when you're

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Speaker 2: working as a collective with multiple people in the system,

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Speaker 2: minutes matter, and when you're out by a few minutes

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Speaker 2: like happen this morning, and schools are choosing rightly so

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Speaker 2: to have lunch at sort of ten ten thirty in

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Speaker 2: some cases you already put some pressure on that. So

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Speaker 2: we've got to get that right. And it's an our

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Speaker 2: wasshuit of owne right? And will it.

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Speaker 1: Get worse next week because you've got more schools coming

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Speaker 1: on board?

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Speaker 2: No? Again, do you hope?

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Speaker 1: Hope?

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Speaker 2: I hope not.

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Speaker 1: How many you said you got one hundred and twenty

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Speaker 1: seven thousand meals? How many kids went without completely today?

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Speaker 1: Do you know?

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Speaker 2: I don't know the exact numbers. But what we did

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Speaker 2: with the ministry this morning, who have been phenomenal, as

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Speaker 2: we communicated very early to all principles in schools in

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Speaker 2: the open region that we would have challenges. So we've

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Speaker 2: got to get ye.

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Speaker 1: No, I get that, But how do you know how

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Speaker 1: many schools you didn't deliver to it all today?

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Speaker 2: I don't know the exact numbers because some schools close.

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Speaker 2: I think we would have got to seventy We would

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Speaker 2: have attempted to get the seventy o percent of schools

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Speaker 2: today and the other thirty odd descent would have chosen

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Speaker 2: to feed the kids themselves because the delays.

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Speaker 1: That did compromise, So you get fined for that.

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Speaker 2: We are performance managed by the government and like with

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Speaker 2: any of our contracts, right, so we will be accountable

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Speaker 2: to that. Right.

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Speaker 1: So what does that mean.

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Speaker 2: It means that we've got performance metrics.

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Speaker 1: We've got but if you don't meet the performance metrics,

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Speaker 1: what's the punishment.

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Speaker 2: The punishment will be the ultimately, at the end of

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Speaker 2: the day, it'll be the contract.

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Speaker 1: But you know, so you'd lose the contract. It's not

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Speaker 1: it's not a penalty.

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Speaker 2: As you go, you're always on edge and you're always

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Speaker 2: accountable every day to deliver against the contract. Right, So

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Speaker 2: each contract is different. I won't go into the details

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Speaker 2: of this, but we are well aware of not you know,

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Speaker 2: the commercial sort of responsibilities we have, but candidly the responsibilitificates.

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Speaker 1: All right, Paul, fair enough, Thank you very much for

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Speaker 1: your time. Really appreciate it. Paul Harvey, Compass Managing director.

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Speaker 2: For more from Heather Duplassy Allen Drive. Listen live to

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Speaker 2: news talks.

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