The 2026 Nestlé Professional Young Chef Survey, Shaping the Future Kitchen, surveyed 300 young and aspiring chefs aged 18–25 across Australia and New Zealand, examining their motivations, workplace challenges and career ambitions.
While passion for cooking remains a key drawcard – with 75 per cent of respondents citing this as their reason for entering the industry, the findings point to better pay, improved work-life balance, healthier kitchen cultures and clearer career pathways as important factors in building a sustainable workforce.
Kristina Czepl, general manager Oceania for Nestlé Professional, said: “The research highlights an encouraging level of optimism and ambition among young chefs. What stood out most in the research was just how passionate and committed this generation is and we are here to help them harness it. Young chefs see a future in hospitality and are eager to build meaningful careers. The opportunity is to support that ambition with the right mentorship, culture and career development pathways.”
Giving the next generation a reason to stay
Highlighting which factors would make them more likely to stay in the industry long-term, 63 per cent of the young chefs surveyed pointed to better pay, followed by better work-life balance (46 per cent), healthier and more respectful kitchen culture (37 per cent) and clearer training and career progression (35 per cent).
Britania Kirana, chef at Sinclair’s and winner of Best Chef Under 30 at the Top 50 Gastropubs Awards, explains how ongoing staffing pressures can make it difficult for chefs to find the right work-life balance, and in the pub sector specifically, she says a drive to operate effectively can sometimes come at a cost – preventing staff retention.
“A head chef might put someone who does the fryer very well in the fryer section for their entire career, just because nobody else does the fryer as good as them. It is effective, because the service runs well, but who wants to graduate culinary school and only use the fryer?
“Sometimes pub chefs don’t do in-house training or cross training, because they’re always busy – and I think that needs a change. No one wants to graduate culinary school just to fry chips for the rest of their career, and if you want the younger generation to come to your kitchen, show them how interesting your kitchen is.”
Dylan Williams, who began his career at age 19 as an apprentice in a pizza restaurant and has more recently worked at the Flinders Hotel before transitioning back into restaurants in his new role at Lavantine Hill, believes the industry needs to focus more on guidance and patience when working with young chefs.
“As a leader, I think chefs need to be patient with their younger chefs and guide them while they’re doing their schooling – because the industry needs more young chefs. I think leaders should aim to give more guidance and a clearer future for young chefs and people coming through the industry,” says Williams.
He also emphasises how vital overseas workers are to kitchen operations and the future of the industry.
“If you’ve grown up in Australia you can do an apprenticeship, but if you’re coming from overseas you’ve got to worry about sponsorship, and finding a job in Australia can be very hard. Working in the pub sector, there are a lot of kitchen staff on visas – sometimes they’re here for two years, five years, or whatever it may be. But they make up your numbers and they’re a vital person in the kitchen. It’s about mentoring them and getting them to where they need to be so that they stay long term,” Williams added.
While addressing these priorities could help pubs attract and retain young chefs, operators can also highlight what sets pub kitchens apart, says Tommy Taylor, head chef at the Bat & Ball Hotel and finalist for Best Chef Under 30 at the Top 50 Gastropubs Awards.
“For me the community aspect of a pub is what makes it shine the most compared to other sectors of the hospo world. There is nothing better than kicking back and feeling at home in a place – something that fine dining and other areas seriously lack. The warmth and friendliness of a good pub is what keeps you coming back.”
Investing in the next generation
The findings also emphasised the importance of mentorship in helping young chefs build successful careers, with 64 per cent identifying chefs and mentors as their leading source of inspiration, and mentorship and training being rated one of the greatest strengths of the job.
For Taylor, it was the chefs surrounding him in his first pot-washing job that ignited his passion for the industry. Today, he credits the people he has worked alongside with shaping his development and helping him build his career.
“The world of kitchens was something I hadn’t ever given any thought to at the time (I wanted to be an author) but I was instantly enamoured by their camaraderie amongst all the chaos, steam and grease. They seemed untouchable to me at the time, oozing confidence under the pressure of a busy kitchen, loud, tattooed and covered in burns they were almost like a gang of pirates – I remember thinking I wanted to be like them – it wasn’t until I read Anthony Bourdain’s Kitchen Confidential a few years later that I realised I wasn’t the only one to draw this comparison and feel that way,” he told Australian Hotelier.
“I’d say almost 100 per cent of my development has been down to the people I’ve been lucky enough to work alongside throughout my career. To be honest, I wouldn’t be where I am today without people taking the time and effort to share their skills and cooking styles with me.”
Kirana strikes a similar tone, stating: “My first ever mentor in my on-the-job-training is the one who shaped me into who I am today. He is the one who taught me to be strong and independent, and gave me a lot of connections to continue pursuing my dream career as an international chef.
“If I compare myself to my friends back in high school that didn’t have a good mentor in their on-the-job-training era, they didn’t continue their path to work in a kitchen, let alone to be a chef. I think it’s very important to have good on-the-job-training place, and have a mentor you can rely on.”
Ashleigh Handsaker, a 23-year-old sous chef and 2026 Nestlé Golden Chef of the Year, also emphasises the value of mentorship for young chefs – describing it as one of the most valuable parts of her six-year involvement in the Nestlé Golden Chef program.
“Over my time competing in the Nestlé Golden Chef’s Hat competition, I’ve had the opportunity to learn from chefs who have challenged me, encouraged me and helped me grow both professionally and personally. Having experienced people in your corner who are willing to share their knowledge and back your development can make a huge difference when you’re starting out in the industry. Those relationships have helped build my confidence, refine my skills and give me a clearer picture of the chef I want to become,” says Handsaker.
Molly Nicholas
