How are chefs and restaurateurs adjusting to the oil crisis?
“War does not determine who is right, only who is left.” – Bertrand Russell
Political turmoil is nothing new in the oil-rich Middle East, but this current one—causing Iran to block passage through the Straight of Hormuz—has turned the global economy upside down, for most of us at least. While world leaders play real-life Battleship, the rest of us struggle with the effects of their decisions, resulting in record-breaking gas prices and accelerating inflation that has already been on an upward trajectory.
Food and beverage is an industry that has also taken a hit. Businesses are highly dependent on oil products—delivering ingredients, powering their restaurants, and affecting moving variables that may seem small but add up in the long run. That said, we ask some of our local chefs and restaurateurs how they are affected by the crisis and what coping mechanisms they are using to keep their heads above water.
And what we gathered is that while they are mostly feeling the burn, they are adamant about not passing on the burden to their guests.
With some mindful adjustments as they manage the costs without compromising the happiness of their teams and the overall health of their businesses, these chefs hope to make it out alive until the global economy stabilizes.
Aaron Isip
Kasa Palma and Bar Karakoa
“The oil situation hasn’t changed what we do at Kása Palma, but it has forced us to be sharper in how we do it. We’ve leaned even more into a dynamic menu. Instead of locking into ingredients that may fluctuate wildly in cost or availability, we build around what arrives. It’s a more honest expression of the Philippine seas—and a smarter way to manage volatility without compromising quality.
We now serve ‘Catch of the Day’ à la carte. We also learned to do waste control at a higher level. Trim is repurposed, secondary cuts are elevated, and yield from each product is maximized. Not in a forced way—just more intentional.
We’ve also become more conscious of how and when equipment is used. Timing, batching, and fire management are all optimized. Costs have gone up across the board, but we’re careful about passing that directly to guests. The goal is to protect the experience first—guests should feel the value, not the pressure of global economics.
If anything, the crisis reinforces our direction: local, seasonal, and ingredient-driven. When you rely less on imported luxury and more on what’s around you, you’re naturally more resilient. A crisis doesn’t change the soul of the restaurant. It just tests how clear our vision really is.”
Elbert Cuenca
Elbert’s Steak Room and Harry’s Bistro
“To be honest, I haven’t done anything to proactively address the US-Iran situation. That’s because we haven’t seen any real or significant impact on the cost of goods or utilities yet. We’ve had a little practice already as beef prices abroad have risen at alarmingly high rates.
We deal with things as they come, and we do so internally as much as possible, so there is minimal to no effect on the customer experience. For example, we might be more mindful of switching off high-wattage equipment when not in use.
I remain optimistic that any issue we face will correct itself. Raising our menu prices remains our absolute last resort.”
Rhea Rizzo
Mrs. Saldo’s and Little Miss Saldo’s
“One of the more difficult but necessary steps we took was implementing a skeletal weekday schedule. Just as important was communicating clearly with our team why these temporary adjustments were needed—there has to be a balance between taking care of the business and taking care of the people running it.
We also relaunched our party trays and take-out offerings within my village, where my house catering first began. At the same time, we’ve been streamlining our menu and systems—both inside and outside the restaurant—to manage inventory more efficiently. Strengthening relationships with our suppliers has also been essential in navigating price increases. As a mentor once told me, hope is not a strategy.
From a creative standpoint, our question has been simple: What value can we continue to offer our guests during this time? Ultimately, our focus has been on what we can control—running our systems more efficiently, staying grounded in our core values, and continuing to support the people who matter most to the business: our people, our guests, our families, and our stakeholders.”
Bettina Arguelles
Curio and Epicura
“At Curio and Epicura, we have been very mindful of our energy consumption and efficiency.
We time and coordinate the use of our ovens so that once the ovens are preheated, we bake or roast all items at specified periods, optimizing the preheating time and use of ovens. Little changes like that make a significant impact on our energy efficiency. We have also adjusted our use of air conditioning in the kitchen to cool the room and shut it off for a couple of hours once the temperature is comfortable. We do this throughout the day to save on energy and do our part in conserving our resources.
As a new player, we are quite fortunate because Epicura caters to a wide spectrum of the economic strata. We have seen a steady demand for party trays and corporate-packed meals. While clients are saving on expenses, celebrations still do happen, albeit at more prudent settings like their own homes or business addresses. We provide alternative options that are more affordable without having to sacrifice quality.
Epicura does a lot of customization, so we adjust or build our proposals and pricing based on our clients’ requirements or budget. Meeting them where they’re at ensures that we are fulfilling their needs and building on relationships that keep us top-of-mind.”
Edward Bugia
Flipside Burgers, Easter Coffee Club, and Bean and Yolk
“The oil crisis came and left so quickly, but it left a lasting impact on supplier costs across the board. The only way we, as small independent restaurants, could do without passing on these huge costs to our customers is by looking within and seeing where we can have a little bit of wiggle room.
A few examples would be shortened shifts for our staff (as long as still within legally mandated DOLE hours), substituting disposable containers and cutlery with washable/reusable ones, and trying to lessen ad spends and go with organic engagement for brand promotions.”
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