APRIL 2026
THE LEADING PROFESSIONAL JOURNAL FOR HOTELIERS
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EDITOR’S NOTE
APRIL 2026
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pril’s edition of Hotel Magazine turns its attention to one of the most important, and most personal, spaces in any hotel: the bedroom. More than just a place to sleep, today’s hotel bedroom has become a sanctuary, a wellness hub, and a key differentiator in the guest experience. In our Bedroom focus this month, we explore how wellness extends far beyond the mattress, encompassing lighting, air quality, materials, amenities partners, scent, technology, and thoughtful design choices that support rest, balance, and wellbeing. It’s about creating spaces that genuinely help guests switch off, recharge, and feel cared for. Within this focus, we also shine a light on an often-overlooked touchpoint: the minibar. Sponsored by Oatly, our Minibars section rethinks what inroom refreshments can, and should, look like in wellness-led stays. From plant-based options to mindful consumption, we explore how minibars can align with modern guest values while still driving satisfaction and revenue. Alongside wellness, this issue tackles another critical priority for hoteliers right now: revenue management. Our second main feature, What Hoteliers Should Focus on Now in Revenue Management, brings together insights from industry professionals who are navigating an increasingly complex commercial landscape. From data-driven decision-making to demand forecasting and pricing strategies, we examine where focus is needed today, and what will matter most moving forward. As always, this edition is rounded out with our regular favourites, including Hotel of the Month and In the Hot Seat, plus a wide range of interviews, news, and promotional content from across the sector. We hope this issue inspires fresh thinking, sparks new ideas, and supports you in creating hotel experiences that are both meaningful and successful.
JADE EVANS, EDITOR
© 2026 Cogent Multimedia Limited, 1st Floor, Saphir House, 5 Jubilee Way, Faversham, Kent, ME13 8GD. No part of this magazine may be reproduced or stored in a retrieval system or transmitted in any form – electronic, mechanical or physical – without express prior permission and written consent of the publisher. Contributions are invited and when not accepted will be returned only if accompanied by a fully stamped and addressed envelope. Manuscripts should be type written. No responsibility can be taken for drawings, photographs or literary contributions during transmission or in the editor’s hands. In the absence of an agreement the copyright of all contributions, literary, photographic or artistic, belongs to Cogent Multimedia Limited. The publisher accepts no responsibility in respect of advertisements appearing in the magazine and the opinions expressed do not necessarily represent the views of the Publisher. The Publisher cannot accept liability for any loss arising from the late appearance or non publication of any advertisement.
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CONTENTS
14 INDUSTRY NEWS
Wondering what’s currently happening within the hotel sector? We reveal all as we share insights into some of the latest news.
28 IN THE HOT SEAT
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The Belfry’s Commercial Director, Katie Niland takes a seat this month as we discuss all things expansion and growth.
32 HOTEL OF THE MONTH This April, we showcase the stunning Corinthia London as our Hotel of the Month and explore all of the elements that make it one of the city’s most sought-after spots.
35 THE BEDROOM
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We explore how bedroom wellness is expanding past sleep. With help from experts, we look at in-room fitness concepts, biophilic design elements, sensory experiences and how this can help you appeal to a broader audience.
59 MINIBARS
With this section sponsored by Oatly, our short piece looks into how minibars can support wellness-led stays.
74 REVENUE MANAGEMENT
We share what hoteliers should focus on now in revenue management.
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EDITOR-IN-CHIEF
ADMINISTRATION MANAGER
HEAD OF BUSINESS DEVELOPMENT
DESIGN AND PRODUCTION
Jade Evans jevans@thehotelmagazine.co.uk
Jazmine Davis jazmine@thehotelmagazine.co.uk Tel: 01795 509 105
ACCOUNT MANAGER
Natalie Woollin admin@cimltd.co.uk
Grant Waters grant@cimltd.co.uk
James Taylor james@cimltd.co.uk
Harrison Hume hh@cimltd.co.uk Tel: 01795 509 105
HEAD OF DIGITAL
MARKETING MANAGER
SOCIAL MEDIA MANAGER
Lucas Payne lucas@cimltd.co.uk
Xhulio Bishtaja digital@cimltd.co.uk
CREDIT FACILITIES MANAGER Gwen Lee creditcontrol@cimltd.co.uk Tel: 01795 509 103
DIRECTOR
Declan Wale declan@thehotelmagazine.co.uk Tel: 01795 509 112 Tom Woollin tom@cimltd.co.uk
MANAGING DIRECTOR John Denning
Lily Lawson socials@cimltd.co.uk
www.thehotelmagazine.co.uk
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THE GUEST EXPERIENCE CURATORS
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INDUSTRY UPDATE
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Mollie’s Appoints New Head of Marketing
ollie’s (www.mollies.com), the value-luxe motel and diner brand redefining modern travel, has appointed Jon Weston-Stanley as its new Head of Marketing, as the business continues its national expansion with the launch of its first city-centre site in Manchester. Jon joins Mollie’s from London’s luxury health club group, Third Space, where he spent a decade shaping brand, creative and performance marketing during a period of significant growth. During his tenure, the business expanded its footprint and audience substantially, underpinned by a clear commitment to brand distinction and long-term equity. He brings a belief that strong brands are built through a balance of cultural relevance and commercial discipline - where creativity drives growth, not just attention. His approach centres on clarity of positioning, distinctive creative execution and measurable impact across the full customer journey. Commenting on his appointment, Jon said: “Mollie’s stood out to me because of its distinctive place in the UK hospitality market. Design-led, ambitious and confidently value-luxe. As the business grows nationally, there’s a real opportunity to build on that strong foundation, increasing awareness while nurturing long-term loyalty. I’m looking forward to working with the team and contributing to the next chapter of the brand’s journey.”
Hospitality Rides Announces Change of Destination for 2026 Challenge
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ospitality Rides today announces a revised destination for this year’s fundraising challenge, following new UK Government guidelines advising only essential travel to Cuba. In light of this update, organisers have taken the difficult but necessary decision to switch the 2026 ride destination from Cuba to Vietnam. The decision follows careful consultation with key stakeholders and on the ground support, and takes into account growing uncertainty in Cuba relating to political conditions and access to essential services required to safely execute the event. The revised 2026 ride will now take place in Vietnam, with travel dates unchanged, taking place from 18- 25 April 2026. The challenge will see the 30 fundraisers from across the hospitality industry take on 400km of rough terrain, all to raise vital funds for two incredible industry charities Only A Pavement Away and the Licensed Trade Charity. Hospitality Rides will continue to be supported by sponsors Avani Solutions, Carlsberg Britvic, KAM, Molson Coors, Punch, Sky, Fleet Street and Natural Selection Design. Katy Moses, Ride Founder and KAM Managing Director and Founder said, “This decision was not taken lightly. Nor was it an easy task! Our primary commitment is the safety of our fundraisers and support staff. Following ongoing
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consultation with Action Challenge, our organisation support, it has become clear that we cannot guarantee unimpeded travel or the logistical support required to execute the ride safely. While this shift is frustrating, we are pleased to confirm that the ride will still take place in 2026 on the original dates. I am certain that Vietnam will offer an equally rewarding (and gruelling!) challenge for our riders. Our focus now is to rally the trade behind our fundraising efforts. Our sector continues to face significant hardships, and the support provided by Only A Pavement Away and the Licensed Trade Charity is more vital than ever. The destination has changed, but our ambition remains the same: to raise over ?500k for these essential causes.”
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HOTEL MAGAZINE AWARDS
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HOTEL MAGAZINE AWARDS 2026
COMPANY PROFILE Caterer.com is redefining hospitality recruitment through smart technology, deep industry expertise and a genuine commitment to the sector. As an official partner of the 2026 Hotel Magazine Awards, the platform continues to champion talent, innovation and connection across the hospitality community.
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aterer.com is the leading hospitality recruitment platform, connecting employers with the best talent in the industry. With over 5 million candidate profiles, we make finding the right hospitality professionals simple and efficient. Whether you are hiring for front-of-house, culinary, management, or support roles, our intelligent technology helps you reach the most relevant candidates quickly. Creating and posting a job ad takes just a few clicks, and our platform maximises visibility to ensure your roles are seen by the right people. Beyond our technology, we leverage an extensive network of industry partners to highlight your opportunities to those who are most suited to them. Our work goes beyond job listings. We are passionate about bringing the hospitality community together, hosting live sessions and sharing insights that help businesses improve their hiring strategies and support professional development. We provide outstanding service from day one, guiding employers through every step of the recruitment process and helping candidates find roles where they can thrive. Our mission is simple: to support the hospitality sector and make hiring as smooth and effective as possible.
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www.hotelmagazineawards.co.uk
Being involved in industry events is essential for Caterer. com. These events allow us to connect with professionals across the sector, share knowledge, and celebrate excellence within hospitality. Sponsoring events such as the 2026 Hotel Magazine Awards demonstrates our commitment to supporting the industry and staying at the heart of its innovation and talent development. Events also give us the opportunity to understand emerging trends, challenges, and opportunities, which we can then bring back to our community to strengthen their recruitment and retention strategies. What sets Caterer.com apart in the industry is our combination of technology, expertise, and commitment to the hospitality sector. We are not just a job board – we are a partner for businesses and candidates alike. Our platform is designed to make recruitment faster, easier, and more effective, while our team provides personalised support at every stage. By working closely with the industry, for the industry, we ensure that every connection we facilitate adds value, whether it’s helping a business build a strong team or supporting a candidate in their career journey. Caterer.com – your hospitality hiring solutions partner.
HOTEL MAGAZINE AWARDS 2026
COMPANY PROFILE Trusted by leading hotel groups worldwide, Amazon Business is redefining hospitality procurement - bringing together scale, speed, and visibility in one centralised solution. We are proud to announce the brand as the official sponsor of the Hotel of the Year Award at the 2026 HMAs.
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mazon Business is a comprehensive procurement solution trusted by some of the largest hotel chains in the world to streamline purchasing, improve cost control, and strengthen operational visibility. For brands associated with the Hotel Magazine Award and leading hospitality groups, it delivers the scale, flexibility, and oversight required to support excellence at every property. Built to serve businesses of all sizes - from independent boutique hotels to global luxury portfolios - Amazon Business provides access to millions of business-relevant products across essential operational categories. Housekeeping supplies, maintenance equipment, food service items, technology, office essentials, and guest amenities can all be sourced through a single, centralised platform. What differentiates Amazon Business for hotel groups is its ability to combine corporate-level control with property-level agility. Organisations can create multi-user accounts, establish approval workflows, set purchasing policies, and curate preferred product lists to maintain brand consistency across locations. At the same time, on-site teams are empowered to order what they need efficiently within those guidelines - ensuring operational continuity without compromising standards. Cost management and transparency remain central to the platform. Amazon Business offers business-only pricing, bulk discounts, and detailed spend analytics that enable procurement and finance teams to track purchasing activity by property, department, or category. This level of visibility supports stronger budgeting, improved compliance, and data-driven decision-making across entire portfolios. Reliability and speed are critical in hospitality, where supply chain disruptions can directly affect the guest experience. With fast delivery options and access to a broad network of suppliers, Amazon Business helps properties respond confidently to both routine replenishment needs and unexpected operational demands. The platform also supports sustainability and responsible sourcing initiatives, offering tools that help organisations identify certified and environmentally preferable products.
For award-winning brands committed to ESG goals, this capability strengthens alignment between procurement practices and brand values. Through integration with leading eProcurement and ERP systems, Amazon Business further enhances efficiency by reducing administrative complexity and improving reporting accuracy. By modernising procurement and simplifying supply management, Amazon Business enables the world’s leading hotel brands to maintain operational excellence - freeing leadership teams to focus on innovation, service, and delivering exceptional guest experiences. business.amazon.co.uk www.hotelmagazineawards.co.uk
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HOTEL MAGAZINE AWARDS 2026
COMPANY PROFILE As sponsors of the Hotel Restaurant of the Year Award at the 2026 Hotel Magazine Awards, Unox continues to champion excellence and innovation in hospitality. We spoke with Trevor Michaels, Europe Segment Development Leader – Hotels at Unox, about the company’s industry role, the value of supporting sector events and what sets the brand apart. Tell our readers about Unox and the work you do within the industry
Unox is a global leader in the design and manufacture of professional commercial ovens, providing intelligent, high-performance solutions for the hospitality industry. Serving foodservice, retail, pastry and bakery sectors, Unox develops advanced technologies that help hotel kitchens deliver consistent quality, efficiency and sustainability across every service area. Headquartered in Cadoneghe, near Padua in Italy, Unox manages in-house manufacturing and corporate operations and is the world market leader in units sold and ENERGY STAR®-certified commercial ovens. The company operates directly in 44 countries and distributes its products in more than 110 markets worldwide. Hotel environments are uniquely demanding, spanning fine dining restaurants, breakfast service, room service, banqueting, rooftop bars and catering operations. Unox ovens are designed to perform across all these settings, supporting everything from high-volume production to bespoke, à la carte cooking. Compact designs, flexible programmes and service-temperature storage help hotels maximise space, streamline workflows and maintain consistent results, even with varying skill levels among staff. Innovation at Unox is driven by Data Driven Cooking (DDC), powered by IoT and artificial intelligence. By collecting and analysing data from connected ovens, DDC provides personalised insights that help operators optimise processes, reduce waste and improve energy efficiency while maintaining the highest food standards.
How important is it for Unox to be involved with industry events?
Industry events are extremely important to Unox, as they allow us to engage directly with chefs, hotel operators and hospitality professionals. These platforms provide valuable insight into the real challenges faced by hotel kitchens today and allow Unox to demonstrate its technology in real-world applications.
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Events also support knowledge sharing, collaboration and innovation, reinforcing Unox’s commitment to supporting the hospitality industry beyond equipment alone.
What sets your brand apart in the industry?
Unox stands at the cutting edge of professional oven technology, offering solutions designed to meet the diverse and complex demands of hotel kitchens. From energy-efficient performance and intelligent consumption management to standardised, repeatable cooking processes, Unox delivers tangible operational benefits. Customisation is central to the Unox approach, ensuring each customer receives a solution tailored to their specific needs. This is supported by comprehensive professional assistance, including free oven trials and bespoke consultancy, enabling hotels to achieve the highest standards of quality, consistency and efficiency. unox.com
Scan to learn more
GUEST EXPERIENCE
LAUNDRY MEETS LUXURY Charlie Robards, Business Account Manager at Miele Professional, reveals why linen care is central to hotel excellence.
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hen guests check into their hotel and are finally able to open the door to their room, their eyes are first drawn to the bed. Crisp sheets, soft towels and flawlessly presented linens are the markers of a hotel’s standards, care and professionalism, moving way beyond just aesthetic touches. In a sector where guest expectations have never been higher, laundry is no longer a backroom operation. It’s now become an essential contributor to the overall bedroom experience. For hotels aiming to deliver consistency and comfort, the right approach to linen care matters, and professional machinery makes that easier than ever.
The power of perfect bedding
From freshly pressed duvet covers to luxuriously soft bath sheets, bedroom textiles work hard behind the scenes to shape a guest’s stay. With online reviews and reputation now influencing up to 70% of booking decision, the quality of bedding and towels can directly impact guest satisfaction and maybe even more importantly, the reputation of your hotel. A single worn or poorly laundered item can quickly undermine the investment and hard work that’s been put into turning that hotel room over. That’s why more operators are reassessing the reliability, hygiene and responsiveness of their laundry process.
A new era of laundry care
Miele Professional’s Benchmark range has been designed specifically for demanding hotel environments where turnaround speed and textile protection are all essential. Designed to handle high volumes of bedding, towels and robes, Benchmark washers and dryers deliver high-quality results while helping hotels manage costs and sustainability commitments in a more responsible and efficient way. Short term cycles also support fast room turnover, which is particularly valuable during peak periods or back-toback arrivals. And with advanced hygiene programmes, hotels can confidently meet the heightened expectations that guests are turning up to hotels with.
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Meeting modern expectations
Guests don’t just expect clean rooms anymore, they’re also looking for safety and sustainability. Professional machinery offers thermal disinfection programmes and intelligent controls that ensure consistent cleaning at the correct temperatures, giving hotels complete confidence in their hygiene standards. Sustainability credentials add another layer of value. In a lot of commercial solutions, they feature intelligent load sensors which can monitor and optimise water usage, energy and detergent consumption, helping to reduce the amount of waste without having to sacrifice on performance. These changes and improvements mean that hotels can strengthen their environmental commitments while supporting long-term financial savings.
Creating an experience guests remember
Beautifully presented rooms don’t happen by chance, they are the result of the hard week that happens behind the scenes. With the right laundry technology, hotels can protect linen quality, reduce operational challenges and ensure that guests enjoy the comfort, cleanliness and luxury that they now expect. For operators looking to elevate their laundry facilities, Miele Professional’s Benchmark range is the dependable, future ready solution. You can read more about it, here: https://www.miele.co.uk/p/benchmark-6233.htm
GUEST EXPERIENCE
MOMENTS THAT MATTER As guest expectations evolve, Kellanova is helping hotels deliver familiar favourites with a modern edge – from elevated breakfast staples to protein-packed treats and nostalgic snacks, designed to balance convenience, comfort and quality across every daypart.
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rom early starts to well earned pauses, hotel guests are increasingly looking for food and drink options that feel both comforting and considered. Whether it’s a quick breakfast before heading out, a mid afternoon pick me up, or something indulgent to enjoy with a coffee at the bar. The best moments come from familiar favourites, done exceptionally well. Today’s hotel offering needs to balance convenience with quality, nostalgia with modern tastes, and indulgence with nourishment. Kellogg’s continues to deliver across every part of the day, offering trusted brands that guests recognise and love, reimagined for life on the move. From baked bars designed to fuel busy mornings, to indulgent protein treats and classic snacks that spark joy, these products fit seamlessly into hotel bars, cafés and grab and go spaces. Each brings its own personality, but all share the same promise: great taste, satisfying textures and effortless enjoyment, wherever the day takes you. Nutri Grain Bakes have relaunched with a delicious new recipe, delivering all the flavour guests know and love, now with an enticing golden, oaty baked appearance. The Chocolate Bake is packed with generous chocolate chunks, while the Raisin Bake is filled with plenty of juicy raisins. Natural oats give each bar a hearty, natural bite, while still providing the B vitamins and minerals Nutri Grain is known for. Individually wrapped for convenience, Nutri Grain Bakes are the perfect on the go option for busy mornings. For those moments when indulgence meets nourishment, Kelloggs High Protein bars deliver on both taste and texture, with 25% protein. Each bite combines crunchy nuts, crispies and smooth melting chocolate for a multi textured experience. A subtle salty hit from the almonds balances the decadent sweetness of the chocolate, for an indulgent finish that feels satisfying and rewarding. Rice Krispies Squares bring pure joy in every bite. Ooey, gooey and irresistibly delicious, they’re packed with soft marshmallow and crisp rice for the perfect contrast of
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textures. Light yet indulgent, these bars are ideal for on the go snacking or as a little pick me up during the day, delivering familiar comfort with every chewy, crunchy mouthful. Finally, rediscover the joy of breakfast with Kellogg’s Variety Pack, uniting the iconic trio of Coco Pops, Corn Flakes and Rice Krispies. From chocolatey crunch to golden crispness and the unmistakable snap, crackle and pop. Each pack offers something different, making breakfast feel fun, simple and intentional – one favourite at a time.
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In the Hot Seat
KATIE NILAND
From competing to be heard in a bustling Irish household to leading the commercial strategy of The Belfry, Katie Niland has built her career on instinct, resilience and results. As Commercial Director, she is balancing heritage with bold growth, steering a £90m expansion while championing collaboration, internal progression and greater gender equality across hospitality leadership. 28 www.thehotelmagazine.co.uk
INTERVIEW
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rowing up in the west of Ireland as the middle child of six, Katie Niland learned early how to make her voice heard. “You learn to compete, to earn your place, and to stand your ground,” she reflected. “Those lessons have shaped my entire career.” Katie joined hospitality in her early twenties, cutting her teeth with global names including Hilton, Marriott International and Malmaison. It was here she developed her commercial instinct - understanding how markets behave, how to drive sales performance and, crucially, how to translate strategy into tangible results. “I’ve been lucky to build and lead incredible sales teams,” she said. “I’ve had leaders who truly championed me - and others who didn’t. Both experiences were valuable. They forced me to trust myself, rise above challenges and seize every opportunity.” Her leadership style is direct and decisive. “I’m not afraid to challenge the status quo if I can see a better way to deliver results,” she added. That confidence was sharpened further when she took a career break to live in Canada, where she had her twin daughters. Returning to the industry at a higher level than when she left, Katie described the experience as transformative. “It gave me perspective, resilience and a greater maturity as a leader.” Twelve years ago, she joined The Belfry as Sales Director - an opportunity she still describes as pivotal. Over time, her remit expanded across revenue management, marketing and operations, working collaboratively with departments while constructively challenging performance. When the resort’s £90m development programme
demanded a cohesive, resort-wide commercial strategy, stepping into the Commercial Director role felt like a natural progression. “It’s a position I’m incredibly proud to hold,” she said. Few UK resorts carry the heritage of The Belfry. Protecting that legacy while ensuring the brand remains commercially relevant requires a careful balance. “Heritage only matters if it resonates with guests and strengthens the brand,” Katie explained. “We listen closely to guest insight and turn that into commercially impactful decisions. It’s about preserving what makes us distinctive while evolving with expectations.” A full rebrand last year ensured the resort feels contemporary while honouring its roots. But for Katie, protecting legacy does not mean standing still. “We don’t rely on history to carry us. We work to keep The Belfry iconic for future generations.” Her strategy is grounded in collaboration. Departmental commercial meetings bring together insights from across every outlet, ensuring ideas are operationally informed and collectively owned. “When the team is as passionate about the brand as you are, strategy doesn’t sit on paper - it’s executed with energy and commitment.” Commercial leadership often sits at the intersection of analytics and intuition. For Katie, instinct is not guesswork, it is experience distilled. “Instinct is honed over years of understanding market shifts, learning from wins and setbacks,” she said. “I trust it, especially when decisions need to be made quickly. But if something doesn’t feel right, I interrogate it.” The launch of the resort’s Masters Suite, its largest event www.thehotelmagazine.co.uk
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INTERVIEW
space, tested that balance. With no precedent to follow, the team had to make critical decisions around pricing, positioning and target markets. “We modelled scenarios and stress-tested the numbers, but conviction ultimately came from insight and experience.” The result? More than £10m of confirmed business secured following launch - a validation of carefully considered instinct backed by data and collaboration. Katie is realistic, however. Not every decision lands immediately. “Sometimes teams need time to align and understand the rationale. My role is to provide clarity and ensure we move forward with confidence. When data and instinct don’t align, that’s often where the strongest decisions are forged.” Despite her commercial remit, Katie is clear: hospitality is, first and foremost, about people. “Commercial teams thrive when they feel empowered, accountable and inspired,” she said. “My job is to create clarity so they can innovate confidently and see the impact of their decisions.” Succession planning is central to that philosophy. Over the past 18 months, The commercial team has achieved ten internal promotions across its departments, supported by clearly defined career pathways. “In hospitality, relationships matter. Guests value consistency in their contacts, and strong internal progression reinforces that trust,” she explained. “Continuity motivates the team and protects long-term performance.” For Katie, strong leadership is about fostering ownership and guiding with purpose. “You build a culture where people grow, stay and deliver sustained results.” Ultimately, her responsibility comes down to numbers - revenue, profit and budget commitments. “There’s immense satisfaction in seeing strategy translate into measurable performance,” she said. “Delivering against
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plan in a competitive, constantly evolving market is what it comes down to.” Yet beyond the spreadsheets, her greatest pride lies in watching teams embed commercial thinking across departments. “When people understand how their decisions impact revenue, performance becomes sustainable rather than reactive.” Operating in an independent environment offers agility; a quality Katie values deeply. “When we identify an opportunity, we can implement, test and adjust quickly. That speed is a genuine commercial advantage.” Still, the pace never slows. The recent £90m expansion, including 149 additional bedrooms, a new leisure club and the Masters Suite, significantly raised the bar. “You’re always competing with your previous best,” she reflected. “The benchmark keeps moving.” Katie is particularly passionate about gender equality in hospitality leadership. While women represent a significant portion of the industry’s workforce, executive representation remains disproportionately low. “I’m proud that our commercial senior leadership team is 70% female,” she said. “The diversity that brings strengthens both our commercial and creative outcomes.” With her own daughter now entering the industry, the issue feels personal. “I want her, and all women, to have equal access to opportunities, fair recognition and clear pathways to leadership.” She also calls for stronger, informed government support for the sector. “Hospitality is a major employer, a community anchor and a driver of regional growth. That contribution deserves proper recognition.” With leaders like Katie Niland at the helm, the future looks commercially sharp, and confidently ambitious.
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HOTEL OF THE MONTH
EMBRACING CHANGE A masterclass in balancing heritage with reinvention, Corinthia London continues to evolve as one of the capital’s most compelling luxury addresses. From newly designed suites and chef-led dining to a reimagined wellness concept, the grand Whitehall landmark proves that true luxury lies in constant renewal and features this April as Hotel of the Month. 32 www.thehotelmagazine.co.uk
HOTEL OF THE MONTH
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grand dame of British hospitality, reimagined for the modern era, Corinthia London continues to set the benchmark for luxury hotels in the capital. Positioned on historic Whitehall Place, moments from the River Thames and Westminster’s most iconic landmarks, the hotel blends a sense of heritage with a restless appetite for innovation – a balance that has firmly secured its reputation as one of London’s most admired hospitality addresses. Originally opened as a hotel in 1885, the building has lived many lives, welcoming politicians, diplomats and cultural figures across generations. Today, Corinthia London is a vibrant destination hotel, redefining Whitehall as a place not only of power and politics, but of pleasure, wellness and culinary excellence. With 279 bedrooms, including 55 suites and seven penthouses, the property remains intimate in feel while delivering on scale, sophistication and service. At the heart of Corinthia’s success is its ability to constantly evolve without losing its soul. Recent introductions across accommodation, dining and wellness demonstrate a hotel that understands the importance of reinvention in a competitive luxury market. “Our aim is to elevate precise luxury,” said General Manager, Charlotte Weatherall. Heritage gives Corinthia London gravitas, but it’s the energy of its people and partners that keeps Corinthia London relevant for today’s guest. “Focusing on the team drives retention, service consistency, and guest loyalty,” added Charlotte. One of the most significant developments is the introduction of a series of newly designed suites, created to meet the changing needs of both leisure and longstay guests. The Deluxe Junior Suite, Trafalgar Suite and Whitehall Suite each offer a distinct sense of place, combining residential comfort with refined British elegance. Thoughtful details – from bespoke rugs and sculpted lighting to walk-in wardrobes and marble bathrooms with underfloor heating – elevate these suites beyond traditional luxury, responding to guests seeking space, privacy and a stronger connection to their surroundings. Sleep quality has also been prioritised, with Hästens mattresses featuring across the new suite categories, reinforcing Corinthia London’s focus on rest, recovery and wellbeing. For hotel operators, it’s a reminder that luxury
today is as much about how guests feel as what they see. Dining remains a cornerstone of the Corinthia London experience, with a portfolio that reads like a who’s who of culinary talent. British classics are reimagined at Kerridge’s Bar & Grill by Tom Kerridge, while Velvet by Salvatore Calabrese delivers opulent, theatrical cocktails in an intimate setting. Afternoon tea beneath the iconic Crystal Moon chandelier continues to draw both hotel guests and Londoners alike. The most recent and perhaps most transformative culinary addition is Mezzogiorno by Francesco Mazzei, which opened in the former Northall space. Rooted in Mazzei’s Calabrian heritage, the restaurant brings soulful southern Italian cooking to Whitehall, with a menu that balances bold flavours and generosity with seasonality and sustainability. Designed to evoke the Baroque palazzos of Southern Italy, the restaurant has already established itself as a lively, characterful destination, proving the power of chef-led partnerships when aligned with a hotel’s wider vision. Wellness, meanwhile, remains one of Corinthia London’s defining strengths. The recently re-launched spa is home to a concept called Biome, which stems from the idea of working with, and not against the body for holistic wellbeing. Biome is part of a new integration of a new philosophy called Primal Luxury at Corinthia London, which is an approach designed to provide a guest experience that combines instinct and intelligence, the healing rhythms of nature and modern science. The spa is in partnership with botanical skincare brand Wildsmith and will boast massage techniques designed to ground the nervous system. The venue’s spa is widely regarded as one of the capital’s most comprehensive, featuring 17 treatment rooms, private spa suites, an amphitheatre sauna and vitality pool. More than an amenity, the newly-reinvented spa functions as a strategic pillar of the hotel, attracting a loyal local following while enhancing the appeal of longer stays and wellnessled travel. For operators looking to future-proof their properties, Corinthia London offers a compelling case study in how to blend history with innovation, and partnerships with personality. Luxury hospitality is no longer static. Guests today expect emotion, authenticity and experiences that feel personal and Corinthia London curates just that. www.thehotelmagazine.co.uk
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LUXURY STARTS WITH THE RIGHT LINEN
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THE BEDROOM
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THE BEDROOM
BEYOND THE BED From circadian lighting and scent rituals to intuitive acoustics and sustainable linens, the hotel bedroom is being reimagined as a restorative ecosystem. As brands across the globe redefine what it means to truly switch off, in-room wellness is shifting from amenity to infrastructure – transforming the guest room into a space designed not just for sleep, but for full-spectrum wellbeing.
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n hospitality, wellness used to begin and end with a good night’s sleep. Today, it starts the moment a guest crosses the threshold of their room. Across the industry - from global innovators like Six Senses to design experts such as WeWantMore – innovators are working t ensure the bedroom is being reimagined as a holistic wellness environment that extends far beyond the bed itself.
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“In-room wellness” now encompasses far more than high-thread-count linens and blackout curtains. Guests are encountering dedicated fitness zones with compact training systems and on-demand classes; biophilic design elements that bring nature indoors through living walls, natural materials and circadian lighting; and multisensory experiences shaped by scent programming, curated soundscapes and tactile, grounding textures. Even
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the minibar is evolving, stocked with adaptogens and functional beverages instead of traditional indulgences. At the heart of this shift is a deeper understanding of how design influences mental and physical wellbeing. Bedrooms are becoming restorative sanctuaries engineered to reduce stress, enhance focus and promote balance - spaces that respond to the growing expectation that travel should not interrupt personal wellness routines, but elevate them. As wellness-led brands continue to rise, the future of the hotel bedroom looks less like a place to simply sleep, and more like a private ecosystem designed to help guests truly thrive. At The Clermont Victoria, the team are rethinking the hotel bedroom as a holistic wellness space rather than just a place to sleep and this means thinking beyond the mattress. Michael Hedges, GM at The Clermont Victoria, believes that it’s about the flow of the room, the lighting when you first walk in, the comfort of the chair you sink into with a cup of tea, and how quickly the outside world fades away. “We design our rooms to feel cocooning without being closed in, a quiet sanctuary right in the middle of London. We’re not trying to turn the room into a spa. Instead, we focus on creating an environment that naturally supports rest and balance,” added Michael. Looking at how they balance high-tech wellness innovations with a sense of calm and simplicity in the bedroom environment at The Clermont Victora, Michael
said, “We’re very conscious that too much tech can actually feel stressful.” Instead, Michael and his team’s philosophy is that technology should work beautifully in the background. Fast Wi-Fi, and easy-to-use systems are essential. “We avoid overcomplicated panels or anything that makes a guest feel they need instructions just for a simple action. Wellness, for us, is about ease. If the room feels simple and intuitive, that already lowers stress,” he said. Looking ahead, Michael sees that the future is “personal”. He thinks that guests will increasingly expect rooms that respond to them: lighting that helps with jet lag, environments that adjust to their preferences, and spaces that feel tailored rather than standardised. Sophie Maxwell Brown, Partner at WeWantMore Design Studio, specialises in shaping a hotel’s potential into lasting transformation through purposeful design, creating without limits. With this in mind, she said, “Our bedrooms have never just been used for sleep - they’ve always held quiet time, intimacy and recovery. But the most progressive thinking, and brands, are now demonstrating that they can become sites of sensory restoration during waking hours too: spaces designed not for how they look, or to reflect our softer sides, but for how our nervous systems respond to them.” The shift is captured in principles emerging across wellness design - that spaces should actively regulate us through materiality, light, sound, and temperature, rather www.thehotelmagazine.co.uk
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than offering wellness as an aesthetic afterthought. Sophie explained, “The question is no longer ‘does this room feel personal, luxurious, or even calm?’ but ‘does this room help my body and mind return to itself?’ A whole more sophisticated register of thinking.” Scent is perhaps the most intimate expression of this. Where once a lovely Diptyque candle was a finishing touch, fragrance is increasingly functioning as a ritual cue, a signal to the nervous system that transition is happening. Sophie said, “Ripple+’s DREAM pods frame this precisely: a botanically driven diffuser blending lavender, valerian, and jujube seed, not as room fragrance but as a personally inhaled wind-down ritual, turning preparation for rest into an intentional, embodied moment. “The Nue Co takes the same logic into neurocosmetics, positioning functional fragrance as cognitive intervention capable of shifting neurological state, proof, as our recent WWM Wellness Report notes, that designing for nervous systems can live in micro-moments. Scent becomes part of the room’s operating system, calibrated for relaxation and decompression.” Lighting, materials, and sound are undergoing the same reframing - from aesthetic choices to physiological ones. “Vibia’s layered architectural lighting systems are designed as emotional landscapes, with circadian-aware configurations supporting daytime calm and evening decompression, shaping mood as naturally as the shift from afternoon to dusk,” added Sophie. Going forward, the distinction that matters is whether
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wellness is embedded in how an environment actually works, or bolted on as amenity. Sophie believes that the brands setting the future benchmark are building rooms that function as restoration infrastructures throughout our waking and sleeping hours alike – “spaces you enter that adjust to your needs and mood, rather than an overcomplex, gadget heavy routine to maintain.” Dawn McCormack, Executive Assistant Manager of Rooms & Director of Accommodation at The Landmark London, recognises that the bedroom is a private wellness sanctuary where guests can regulate their mood, restore energy and feel completely in control of their environment. In order to ensure their offering is up to the standard of ever-growing consumer demand, she believes it starts with the fundamentals; exceptional air quality, intuitive lighting and acoustics. “Guests might not always notice these elements consciously, but they immediately feel the impact,” she said. The Landmark London is focusing on relaxed luxury, offering a more residential design, atmosphere and experience for our guests. “We are also very focused on sensory wellbeing,” added Dawn. High-quality linens, mattress comfort and carefully selected amenities create a tactile experience that signals relaxation the moment a guest enters the room. With the new Spa coming to The Landmark London later this Spring, Dawn revealed, “We want to connect this to our guests’ rooms; introducing self-care items in our mini bars for example.”
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At The Landmark London, when it comes to preparing the rooms for guests, the temperature, the scent and the visual symmetry is designed to create an instant sense of calm and belonging in a serene home away from home. Dawn sees that space is another key wellness component. “Our rooms and suites naturally lend themselves to this due to their size allowing guests to move, stretch, work, dine or disconnect without feeling confined.” At the heart of The Landmark London, wellness in the guest room is not defined by trends or technology alone, but by a carefully considered understanding of how people feel, rest and function within a space. Lighting, air quality, acoustics and materiality are not afterthoughts -they are foundational elements of the guest experience. “We have learned that harsh, single-source lighting increases fatigue, particularly for business travellers arriving late,” Dawn explained. “Our layered lighting approach - ambient, task and accent - allows guests to soften the space in the evening or brighten it when working.” This flexibility acknowledges the varied rhythms of modern travellers. Whether arriving after a long-haul flight or preparing for an early meeting, guests can adapt the room’s atmosphere to suit their needs. Air quality, she noted, is often unnoticed when it works well, yet immediately apparent when it does not. “Air quality is another silent but powerful factor with guests. Guests rarely inform us unless it is wrong but when it is
right, they comment on how well they slept. Feedback around post-travel fatigue and city congestion reinforced the importance of maintaining excellent ventilation standards and a fresh, neutral in-room atmosphere.” In a central London setting, tranquillity is increasingly rare - and increasingly valuable. Acoustics, therefore, are treated as a luxury in their own right. “Acoustics are key to comfort. In a central London location, tranquillity is a luxury in itself these days. Sound insulation, soft furnishings and carpeting all contribute to absorbing external noise and internal echoes and are carefully discussed at design stage in all our improvement projects at The Landmark London. Guests consistently reference the calmness of the rooms despite being in the heart of the city. That is not accidental, it is carefully engineered by us to ensure total guest comfort and experience.” Looking ahead, Dawn sees the next chapter of bedroom wellness shifting from universal comfort to personalised experience. As sustainability and wellness become inseparable pillars of modern hospitality design, the materials and manufacturing decisions behind the scenes are taking centre stage. According to Catherine Morris, Managing Director at Tradelinens, these choices are no longer peripheral considerations, they are fundamental to both environmental responsibility and the guest experience. “From roundtable discussions to simple conversations with clients, sustainability is a topic that comes up more www.thehotelmagazine.co.uk
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and more frequently, so there is no denying that a move towards more sustainable travel is happening within the hospitality industry,” said Catherine. This shift is not anecdotal. Research from Clean the World shows that up to 88% of travellers now consider sustainability when booking hotels. For luxury properties in particular, making environmentally conscious choices is no longer optional - it is expected. Fabric selection plays a crucial role. Opting for 100% naturally derived materials in bedlinen and bathroom amenities not only reduces environmental impact but also contributes to a healthier in-room experience. Natural fibres tend to be more breathable and free from synthetic residues, supporting better sleep quality and overall comfort. Equally important are production methods and product longevity. Choosing items with a longer lifecycle is one of the simplest and most effective ways for hotels to reduce their environmental footprint. Tradelinens products, for example, are engineered to withstand significantly higher laundry cycles than the TSA industry average. This durability reduces waste, lowers replacement frequency, and minimises the resources required for manufacturing and transportation. “Sustainability isn’t just about what a product is made from,” Cathrine explained. “It’s also about how long it lasts and how responsibly it performs throughout its lifecycle.” Looking ahead, Catherine believes wellness expectations will continue to rise - and evolve. Luxury, she suggested, is no longer defined by opulence alone, but by deeply personalised experiences. “When it comes to sleep, preferences are deeply
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personal,” she said. “A pillow menu is just the start.” Hotels are increasingly recognising that guests are more informed about their sleep preferences than ever before - from preferred pillow fill and firmness to duvet weight. Catherine anticipates a growing number of properties will specify rooms with greater flexibility to accommodate these individual needs. Beyond the bed, the focus is widening to the overall guest experience. The softest sheets and plushest carpets remain important, but differentiation now lies in thoughtful, often unexpected details. Catherine pointed to a rise in demand for children’s robes - and even dog robes - as hotels seek to create memorable, inclusive experiences. “It’s these special touches that hotels are using to set themselves apart,” she noted. “They show guests that the hotel truly cares about the experience they’re providing.” In-room wellness is no longer defined by a single feature or fleeting trend; it is becoming the foundation upon which modern hospitality is built. From the intuitive calm of The Clermont Victoria to the sensory precision championed by WeWantMore and the quietly engineered comfort of The Landmark London, the message is consistent: true wellbeing lies in how a room functions, feels and responds to its guest. As personalisation, sustainability and sensory intelligence converge, the hotel bedroom is evolving into something far more sophisticated than a place to sleep. It is becoming a restorative ecosystem – one that works subtly but powerfully in the background to regulate, rebalance and restore. In the future of hospitality, wellness will not be an added amenity, but an embedded experience, shaping every stay from the moment a guest steps inside.
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A GAME CHANGER Hospitality sector says Simba’s here to stay.
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leep experts Simba have gone from strength to strength in their drive to establish their awardwinning Hybrid® mattress tech in the hospitality industry. Simba’s Head of Contract Sales, Keri Blunden comments, “As the world’s most fivestar rated mattress brand (voted by customers) branching out into the hotel sector made so much sense - and we’re delighted that so far Simba contract mattresses have been welcomed by prestigious brands such as Wilderness Reserve, the Ellen Kensington, House of Gods in both Glasgow and Edinburgh, Terra di Gaya Corsica and the new Barkston Hotel in South Kensington. The stars of Simba’s innovative tech are their patented, titanium alloy Aerocoil® springs: their micro, conical shape works to offer superbly tailored support and limit movement transfer. The other regular feature of Simba mattresses is Simbatex® foam; its graphite-infused, open structure aims to aid heat diffusion and increase elasticity. These game-changing technologies feature across the range, delivering Simba’s signature comfort while meeting
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the safety and durability requirements of the hotel sector - and ensuring successful recycling, a key requirement for Simba as a proud B Corp sleep brand. The Hybrid® Luxe Contract Mattress is Simba’s most sumptuous contract design, featuring ten layers of superb comfort and pressure relief; it incorporates up to 4,500 springs, including the high-performance Aerocoil® springs. With eight comfort layers and a lower spring count, the Hybrid® Pro Contract Mattress is designed to offer exceptional comfort at a lower price. Simba’s Green Label Contract Mattress is designed to offer planet-conscious plushness; soft, cushioning wool combines with a deep layer of natural latex and up to 2,500 Simba’s Aerocoil® springs to provide the incredible comfort your guests deserve. Interested in finding out more? Please contact wholesale@simbasleep.com for details. simbasleep.com
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WELLNESS BEGINS WITH TOUCH A focus on fabric and formula, by La Bottega Collective.
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n today’s hospitality landscape, wellness is no longer an added extra - it is an expectation. At the heart of this evolution is La Bottega Collective, a curator of design-led guest experiences that elevate a hotels offering through both fabric and formula. Renowned for its portfolio of luxury beauty essentials through La Bottega and Vanity Group, as well as refined OS&E accessories from Palatino, design consulting through Colosseo, bespoke Italian linens by Beltrami, and premium textile collections from White Privè, La Bottega Collective approaches hospitality holistically - where every tactile detail matters. Most recently, La Bottega, a member of La Bottega Collective, announced its exclusive partnership with Dr. Barbara Sturm, launching a Hotel Essentials Collection that redefines skincare within hospitality. Entirely fragrancefree and grounded on Dr. Sturm’s anti-inflammatory philosophy, the collection is highly efficacious and free from parabens, PEGs, silicones, gluten, triclosan and other aggressive ingredients. Developed to honour Dr. Sturm’s medical expertise while adapting seamlessly to the operational demands of luxury hotels, the range places skin health and wellness at the forefront of the guest journey. It is a collection created for true wellness pioneers - those who understand that thoughtful formulation is as important as beautiful presentation. The design reflects the same level of consideration. Packaging includes 100% recyclable aluminium tubes and refillable resin dispensers with inner cartridges made from 100% recycled plastic, reinforcing both Dr. Sturm and La Bottega’s shared commitment to environmental responsibility without compromising on aesthetics. Beyond formulation, La Bottega Collective recognises that true wellness is experienced through touch. Palatino designs bespoke OS&E accessories crafted from the finest fabrics and premium leathers, transforming everyday inroom essentials into refined design statements. Blending craftsmanship with innovation and a strong commitment to sustainability, Palatino delivers tailored design solutions for the world’s leading luxury hotels. Notable projects include the Mandarin Oriental Kids Programme, Bvlgari Hotels &
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Resorts, and Four Seasons George V, Paris - each reflecting a meticulous attention to detail and a deep understanding of contemporary hospitality design. Similarly, Beltrami represents the pinnacle of Italian textile artistry. As the creator of the innovative Autentica Fibra di Legno, Beltrami designs textile experiences that blend sustainability with indulgence. This fabric reduces water usage and carbon emissions by 50% while maintaining the exceptional softness and quality for which Beltrami is renowned. Its linens can be found in some of the world’s most distinguished addresses, including Hôtel de Crillon in Paris and The Arts Club London - where comfort, craftsmanship and innovation meet. Through its considered approach to both fabric and formula, La Bottega Collective continues to shape a new standard in luxury hospitality, one where wellness is felt in every detail. These carefully curated details often become part of the lasting conversations guests have when reflecting on their stay. Travelers consistently respond to these subtle yet impactful details, noting that high-quality fabrics and thoughtful presentation elevate their stay and create memorable, at-home-away-from-home experiences. labottegacollective.com
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A SENSE OF CALM EcoScent: The Sensory Detail That Defines a Hotel.
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n luxury hospitality, the most powerful details are often the ones guests cannot see. A perfectly composed lobby, soft lighting, curated materials, all set the stage. Yet it is the scent that quietly completes the experience. It is the invisible signature that lingers in memory long after departure. At EcoScent, fragrance is not simply an accessory to design; it is a defining element of brand identity. As a leading scent marketing solutions company, EcoScent brings together perfumery expertise and advanced diffusion technology to craft immersive environments for hotels worldwide. With a clear mission to help brands create unforgettable experiences, the company works across the hospitality spectrum, from boutique retreats to grand, multi-site properties, developing bespoke scent strategies that elevate guest perception and deepen emotional connection. Scent, when executed with precision, becomes synonymous with a brand. It enhances recognition,
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strengthens storytelling and subtly reinforces a hotel’s positioning. More importantly, it transforms the atmosphere, creating warmth, tranquillity or sophistication within seconds of arrival. EcoScent’s fragrance oils are infused with essential oils and developed with both luxury and responsibility in mind. Free from parabens, sulphates, glycols, petrochemicals and synthetic colours, each blend adheres to strict industry inhalation and diffusion standards. Sustainability remains integral, with recyclable post-consumer packaging reflecting a considered approach to environmental impact, an increasingly important value within modern luxury hospitality.
Serenity as a Design Philosophy
The latest expression of this philosophy is the Serenity Collection, a refined fragrance range inspired by wellness, balance and guest wellbeing. Captured against the natural elegance of Greece, Serenity
THE BEDROOM reflects a Mediterranean sense of calm sophistication. Designed for hotels seeking to weave restorative luxury into their spaces, the collection introduces six new essential oil-infused fragrances presented within two curated collection boxes, alongside three new statement 3-wick candles. Each scent has been crafted to evoke quiet refinement. Honey Leaf combines green tea, orange and honey with delicate jasmine and rose for soft luminosity. Golden Serenity unfolds from vibrant citrus into iris, amber and sandalwood for layered warmth. Aqua Sal delivers a clean coastal clarity, blending sea salt and thyme with water lily and soft musk. Elsewhere, Amber Iris offers powdery elegance grounded in warmth, Botanical Calm layers lavandin and geranium with cedarwood and gentle spice, while Noir Spice introduces a deeper, more sensual composition of tropical herbs and woody notes. For spas, suites, corridors and lounges, the Serenity Collection allows hotels to embed wellbeing into their spatial identity, not through trend, but through timeless atmosphere.
Statement Pieces: The 3-Wick Candle Collection
Luxury is often expressed through detail, and EcoScent’s new 450g 3-wick candles have been designed as both fragrance vessels and design statements. Hand-poured using a premium natural soy wax blend and lead-free cotton wicks, each candle delivers a clean, even burn of approximately 50–60 hours. The triple-wick structure ensures an enhanced scent throw and a warm, ambient glow, ideal for reception desks, bar counters, spa relaxation areas and executive suites. Fragrances such as White Tea & Thyme and Jasmine, Sandalwood & Citrus layer bright citrus with smooth bergamot and comforting sandalwood, striking the balance between freshness and depth. Presented in reusable glass vessels with minimalist tube packaging, they offer a refined retail opportunity for hotels wishing to extend their signature scent beyond the stay. Paired with EcoScent’s advanced scent machines, properties can create a seamless olfactory journey from large public areas to intimate guest spaces.
The Future of Multi-Sensory Luxury
Innovation remains central to EcoScent’s vision. The forthcoming EcoScent Digital Scented Screen introduces a new era of immersive hospitality, merging visual storytelling with precise fragrance diffusion. Featuring a 43-inch high-resolution LED display integrated with advanced scent technology, the system covers up to 1200m³, making it ideal for lobbies, event spaces and reception areas. A fine, dry mist disperses fragrance evenly without aerosols, while adjustable intensity settings and WiFi-enabled remote management ensure seamless control. For luxury hotels, the Digital Scented Screen presents an opportunity to synchronise seasonal campaigns, brand narratives or curated content with bespoke scent experiences, elevating engagement from visual to fully sensory.
Scenting Excellence
This commitment to atmosphere and innovation will be on display at the upcoming Hotel Magazine Awards, where EcoScent is proud to serve as the official scent sponsor. Guests attending the awards will experience EcoScent’s signature fragrances throughout the event, reinforcing the power of scent within prestigious hospitality environments. EcoScent has also contributed to the exclusive goody bags, extending the sensory journey beyond the evening itself and allowing attendees to experience the brand within their own spaces. In luxury hospitality, differentiation lies not only in service or design, but in how a space makes guests feel. Through carefully curated fragrance collections, statement candle design and pioneering scent technology, EcoScent continues to redefine the art of atmosphere. Because true luxury is remembered long after it fades from view. ecoscent.co.uk www.thehotelmagazine.co.uk
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INSIDE HOUSEKEEPING - IN PARTNERSHIP WITH
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RAISING THE STANDARD From Gleneagles to London’s luxury hotel scene, Natalie McNally reflects on a 30-year career in housekeeping and the experiences that shaped her leadership style. Now Director of Housekeeping at The Chancery Rosewood, she discusses team culture, the role of technology, and why the human touch remains at the heart of exceptional hospitality. Could you share your journey to becoming Head of Housekeeping, and key experiences that shaped your leadership style?
My love for hospitality started at an early age, and I fell into housekeeping while at university studying hospitality management, when I secured a housekeeping placement at Gleneagles. Once I graduated, I found a position as a Senior Housekeeper at Le Manoir aux Quat’ Saisons, where I cemented my love for all things housekeeping. Moving to London in my mid‑20s, I secured a senior housekeeping role at The Landmark. Here I really learned the basics of managing a large, diverse team. Jane Croft, still a close friend, taught me the importance of planning and patience and there are several tools, learnt then, that I still use today. I was lucky to work with Geraldine Maursy for 12 years as she was a wonderful, supportive mentor. Since then, I have held a few Executive Housekeeper roles across the city. I am passionate about luxury hospitality and guest service, as well as architecture and history. It has always been essential for me to love the building I work in, to feel proud of it. This means I naturally take ownership of the space. Having a happy team is key, and I have been so lucky to work with so many fabulous people.
What are some lesser-known tips or efficiencies you’ve discovered that maintain high standards while keeping your team motivated?
Even after 30 years, I am still learning and finding solutions. While opening a hotel of this size was a massive challenge, it is often the trivial things, like tree pollen on the portecochere, that can still flummox and stretch me.
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INSIDE HOUSEKEEPING - IN PARTNERSHIP WITH
I am very hands-on and as a leader and like to be seen as a part of the team. It is essential to respect and encourage all daily, we focus on standards, training and recognising performance. The team are motivated to maintain our high standards, and we have open communication and ensure that they are paid well for their role. I insist on being kind, ensuring rotas are posted well in advance, pay and holidays are accurate, day off requests honored, so that the team feel secure in the environment - this flexibility improves retention. A thank you goes a long way, and my door is always open. We run monthly competitions to encourage the team to excel at certain tasks and these are paramount to improving excellence. I also focus on progression, and develop clear progression pathways, as when people can see a future for themselves, engagement rises.
How has technology changed housekeeping in recent years? Are there any tools you now consider indispensable?
Technology has assisted in the daily allocation of tasks and management of productivity and performance. Online management tools help us speed up processes and maintain quality in a fast and ever‑changing environment with constantly shifting priorities. Systems such as Know Cross ensure we always deliver on time. These systems also allow us to report on quality and measure standards quickly. RFID has been a game changer in terms of time saving. Being able to count linen in minutes rather than hours is a boom for any busy housekeeping department. Housekeeping still relies on people, particularly at a luxury level, as we pride ourselves on offering intuitive and bespoke services. People, teamwork, and organisation are at Housekeeping’s core. Technology and innovation
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are valuable, but the human touch remains essential. Personalisation will continue to be the future of luxury travel and experiences.
What advice would you offer someone aspiring to a long-term career in hotel housekeeping or hospitality management?
A career in housekeeping is extremely rewarding. There is the opportunity for work–life balance and the development of several transferable skills. I love the diversity of the role and its challenges. No day is ever the same; it is fast‑paced and people‑focussed.
What would you like to see evolve in hotel housekeeping over the next 1–3 years?
I would like to see housekeeping become a chosen career path rather than something people simply fall into. I want housekeeping to be recognised as a pinnacle of the hospitality industry, as it truly is the backbone of every exceptional hotel. Hotel housekeeping needs to be recommended as a viable path to school leavers, as well as graduates. The Housekeeping Association needs to work with schools and colleges, to get interest in the department, before they pursue a career in Hospitality. There was a great deal of work before lockdown with Springboard and the UKHA, regarding shared knowledge, but I think this has really taken a back seat since, as we all tried to recover and survive after the pressures of Covid and Brexit. We need to start a campaign and improve the PR. It would be fantastic to see more Housekeepers aspiring to be GM’s, as most still take the Front office and F&B route.
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THE REVERIE OF RETREAT Tatiana Sheveleva, Owner of CHAPI Design, reveals how the hotel bedroom has transformed in a decade.
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0 years ago, the language of the hotel bedroom was defined largely by visual impact. Statement headboards, decorative lighting, layered cushions and the way aesthetics translated onto social media expressed a certain kind of contemporary luxury. Comfort mattered, of course, but it was presented on a stage. Over the last decade – shaped profoundly by global uncertainty, technological acceleration and a deeper cultural focus on wellbeing and sustainability – the guestroom has been reimagined with emotional intelligence as a transformative sanctuary in the truest sense of the word.
Furniture is more flexible; layouts are more generous and intentional. Seating areas are designed to transition from morning coffee to virtual meetings to quiet reading. The relationship between washroom and bedroom is more fluid, often visually connected yet adaptable through sliding screens or layered partitions. There is also a greater respect for recluse. Acoustic comfort is engineered with as much care as visual aesthetics. Upholstered wall panels, layered textiles, softened thresholds and concealed doors create an atmosphere that cocoons rather than exposes. The bedroom has become a refuge from the velocity of modern life – a place to withdraw without feeling confined.
From spectacle to sanctuary
Comfort as a deeper philosophy
The pandemic redefined our collective understanding of space. During Covid, the world retreated indoors. Privacy, safety and psychological comfort became paramount. As designers, we felt a distinct shift in what guests were seeking: for a space to embrace them. Rooms are now conceived as adaptable environments.
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In the past, comfort was often equated with thread count and mattress specification. Today, comfort is holistic. It is the choreography of proportion, light, temperature and tactility. When I speak about luxury, I speak first about materiality. True refinement transcends ornamentation; it resides in
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how a space feels. A hand-veneered wood panel speaks of craftsmanship. A stone slab with natural veining tells the story of place. Luxury is tactile. We design beds as architectural anchors – generous, grounded and serene. Headboards extend wider, sometimes wrapping gently to create a sense of shelter. In projects such as the redesign of Ritz-Carlton Key Biscayne, we embraced a palette of enveloping sands, sun-bleached woods and misty coastal tones to evoke seclusion and quiet protection, framing uninterrupted ocean views through floor-to-ceiling windows. Colour and light remain essential tools. A refined palette is about subtle harmony: mineral greys, muted forest greens, deep blues that echo sea and sky. Layered lighting completes the experience. Ambient illumination softens the edges of a room; discreet task lighting integrates seamlessly into joinery; accent lighting highlights texture. Lighting is dramaturgy. At St. Regis Kanai on Mexico’s Yucatán Peninsula, natural light orchestrates the interiors from dawn to dusk, shifting the emotional register of the space throughout the day.
Technology, seamlessly woven
A decade ago, technology declared itself. Docking stations and control panels punctuated bedside tables. Today, innovation is almost invisible. Guests expect intuitive connectivity, but they do not wish to see the mechanics. Charging ports are concealed within millwork. Televisions disappear behind panels or transform into curated digital art. Climate, lighting and drapery are controlled through streamlined interfaces that feel integrated rather than appended. Technology must serve atmosphere. Smart glass enhances privacy. Automated systems respond to occupancy, optimising energy without intrusion. The most successful rooms are those where technology feels like an attentive but discreet host – present, efficient and silent.
A stronger sense of place
If sustainability has transformed anything, it is the depth
with which we design. Beyond certifications and metrics, it has encouraged authenticity. A room divorced from context feels generic. Today’s traveller is more informed and more conscious. They want to understand where materials originate and who crafted them. In our work at The St. Regis Costa Rica, this dialogue with place becomes inseparable from brand identity. Every detail is conceived as a tribute to the country’s landscape and artisan heritage. The hotel’s iconic trolley, a signature St. Regis ritual, draws inspiration from the traditional carreta – the painted ox cart that has become a national emblem. Its intricate motifs, historically tied to village storytelling and coffee culture, were reinterpreted as a delicate bronze flower crowning each trolley wheel. A functional object becomes a moving piece of art. In this way, design becomes the brand’s most eloquent expression. Similarly, in Residence 22 at Nekajui a Ritz-Carlton Reserve, we layered forest greens, toasted golds and warm wood tones to echo rainforest light and petrichor after rain. Custom millwork and sculptural storage pieces harmonised with panoramic views, ensuring that function and narrative were inseparable. Sustainability has allowed us to slow down. To collaborate with local artisans. To specify regional stone and timber not only to reduce impact but to enrich storytelling. The bedroom becomes a quiet ambassador of geography – whispering landscape, culture and climate through texture and form.
Designing for memory
Ultimately, the transformation of the hotel bedroom reflects a broader cultural shift. We are designing less for display and more for feeling. Less for trend, more for timelessness. When a guest closes the door and feels the world soften at the edges, we know the room has fulfilled its purpose. Luxury, in 2026, is measured by the quiet assurance of comfort, privacy and effortless renewal. chapidesign.com www.thehotelmagazine.co.uk
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MATTRESS MATTERS Sustainability as guest wellness: why better sleep starts with better choices.
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leep is the most honest measure of a hotel stay. Guests may admire a beautifully designed room, appreciate attentive service or enjoy a wellcurated restaurant - but it is the quality of their rest that determines how they truly feel about a property when they leave. In that sense, the mattress beneath them matters more than almost anything else in the room. Yet for too long, sleep has been treated as a baseline expectation rather than a genuine wellness opportunity. That is changing. And so, increasingly, is the conversation around what makes a sleep product truly good.
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Wellness doesn’t stop at the spa
The hospitality industry has invested heavily in wellness from sleep-focused room programmes to circadian lighting and curated pillow menus. These are meaningful steps. But genuine guest wellbeing cannot be separated from the materials, processes and values embedded in the products themselves. How a mattress is made matters. Responsible material selection creates cleaner, healthier sleep surfaces. Robust engineering ensures consistent comfort and support across thousands of guest nights, not just the first few. Durability reduces the frequency of replacements, better for
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operators, better for the environment, and better for the guest who deserves the same quality of rest whether they are checking in for the first time or the five-thousandth. This is where sustainability and wellness stop being parallel conversations and start being the same one.
Guests are paying attention
Sustainability is no longer a niche concern or a nice-tohave. It has become an expectation - one that is reshaping how guests choose where to stay and how they judge the experience once they arrive. Travellers are increasingly aware of the environmental and ethical footprint of the businesses they support, and hotels that demonstrate genuine, considered responsibility are earning deeper trust and stronger loyalty as a result. The keyword is genuine. Guests are sophisticated enough to distinguish between authentic commitment and surface-level positioning. For hotel operators, that means sustainability credentials need to be embedded in decisionmaking at every level, including procurement. Who supplies your beds, and how those products are made, is part of your sustainability story, whether you tell it or not. Silentnight’s achievement of B Corp certification reflects that kind of embedded commitment, independently verified across environmental impact, supply chain ethics, employee wellbeing and governance. For operators looking to align their supplier relationships with their own ESG ambitions, it offers meaningful reassurance.
Better choices, better rest
perform consistently in the demanding conditions of a contract environment. Exceeding fire safety and durability regulations is not just a compliance matter, it is a direct contribution to guest safety and peace of mind, two factors that sit at the very foundation of restorative sleep. Longevity, too, is a wellness benefit. A mattress that maintains its integrity over time delivers the same quality of sleep on night one as it does years later. That consistency is something guests feel, even if they cannot articulate why.
The opportunity for operators
The hospitality sector is at an inflection point. Guests expect more, more transparency, more responsibility, more alignment between the values a hotel projects and the choices it actually makes. Sleep sits right at the heart of that expectation. For hotel owners and operators, this is not about grand gestures or sustainability theatre. It is about consistent, considered decisions that quietly elevate the guest experience night after night. Choosing sleep products that are responsibly designed and independently certified is one of the most direct ways to deliver on both the wellness and sustainability promises that modern guests increasingly take for granted. Because the best hotel experiences are not just remembered, they are felt, long after check-out. And that feeling begins with how well a guest sleeps. silentnight.co.uk
There is sometimes an assumption that sustainabilityled design involves trade-offs, that responsible choices come at the cost of comfort or performance. The opposite is true. Thoughtful construction, breathable materials and rigorous testing standards produce mattresses that www.thehotelmagazine.co.uk
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SUSTAINABILITY
THE POWER OF WATER How Belu is helping businesses serve with purpose.
W
ater is the quiet constant of hospitality. It welcomes guests at check in, fills carafes in restaurants and bars, steams in spas, runs through kitchens and laundries, and offers a warm shower at the end of a long day. It is so ever present that it often becomes invisible. Yet water is far more than a commodity poured at the table. It is the lifeblood of our planet, shaping landscapes, sustaining ecosystems, connecting rivers to oceans and underpinning every human life and business operation. For hotels that depend on both pristine natural environments and reliable infrastructure, understanding water’s wider story has never been more important.
The Power of Water
Water is one of the most powerful forces shaping life on Earth. It is not a standalone resource but part of a vast,
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interconnected system that supports everything from the smallest organisms to entire economies. Whether held in rivers, lakes, aquifers or wetlands, water sustains biodiversity, nourishes landscapes and maintains the stability of local communities all across the world. Its movement through these systems regulates climate, supports food production and enables the natural processes that keep environments healthy and resilient. When these water systems are polluted, over abstracted or poorly managed, the consequences extend far beyond the point of impact. A single disruption can influence agriculture, reduce habitat quality and weaken the ecosystems that people and wildlife depend on. Water’s power lies not only in its presence but in its ability to connect. What happens in one part of a catchment can shape the health of an entire region.
SUSTAINABILITY
Water Scarcity and Stewardship
At Belu, our purpose is shaped by the UN Sustainable Development Goals, with a focus on Goals 6, 12 and 13. Together, they highlight the importance and vulnerability of the world’s water systems and why protecting them is essential for people and the planet. SDG 6, Clean Water and Sanitation, highlights the global water crisis. While the UK benefits from reliable services, nearly 700 million people still lack access to safe water, sanitation and hygiene. Climate change, weak infrastructure and political instability deepen this inequality. Changing rainfall patterns, droughts, flooding and rising demand place growing strain on fragile systems. When water is unreliable, health, education and economic stability suffer, leaving communities vulnerable to future shocks. SDG 13, Climate Action, highlights the pressures facing the wider water environment. Across the UK, rivers, canals and coastal waters are impacted by pollution, agricultural runoff, sewage overflows and the effects of a warming climate. These systems are deeply connected. What enters a river upstream can travel through entire catchments and eventually reach the ocean. Degraded waterways reduce biodiversity, increase flood risk and weaken the natural systems that support communities and local economies. SDG 12, Responsible Consumption and Production, addresses packaging waste. Mismanaged plastics often enter waterways, persisting for decades. Reducing waste and improving circularity are essential to prevent pollution at source and protect water ecosystems. This is why stewardship matters. It is about recognising the power of water to shape lives and landscapes and understanding that the choices made in one place can influence water quality and availability in another.
Business as a Force for Good
Since 2007, Belu has committed to giving 100 percent of net profits to our purpose of changing the way the world sees water, contributing £6.1 million to date. This is delivered through our partnership with WaterAid, the international organisation working to provide clean water, sanitation and hygiene to communities around the world, and through our impact partners Thames21, WRAP, The Rivers Trust and The Canal and River Trust. This commitment reframes water from transaction to transformation, where every bottle sold supports long term water stewardship where it is most urgently needed. We work closely with our impact partners to ensure that every pound of profit is benefitting wider society and delivering on our purpose and the SDGs. Together, we create a meaningful link between everyday service and global water resilience. A product served routinely in restaurants, conference rooms and bedrooms becomes part of a wider narrative about access, equity and environmental responsibility.
Water as a Symbol of Hospitality’s Future
Hospitality has always been about care. Today, that care must also extend our water and ensuring we are creating a more sustainable future. A simple choice can represent respect for people, for place and for the shared resource that connects us all. This Earth Day (22nd), explore the full story in our Impact Report and see how Belu are driving change. If you believe in a future where hospitality drives positive change, join the Belu Collective and start Serving with Purpose. belu.org
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DRINK THE DIFFERENCE
WITH BELU Partnering with Belu for your water is a commitment to serving with purpose. We invest 100% of our profit in pursuit of our purpose: to change the way the world sees water.
SCAN TO SEE OUR IMPACT
MINIBARS
Section Sponsored by Oatly
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MINIBARS
FROM INDULGENCE TO INTENTION Once a symbol of excess, the minibar is being reimagined as a quiet contributor to guest wellbeing. We explore how minibars can support wellness-led stays.
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or years, the minibar has been shorthand for indulgence: sugary snacks, miniature spirits and impulse-priced treats. But as wellness-led travel moves from niche to mainstream, this once-overlooked touchpoint is being quietly reimagined. Today’s minibar can play a meaningful role in supporting guest wellbeing - physically, mentally and even emotionally - still driving revenue and reinforcing brand identity. The shift reflects a broader change in guest expectations. Wellness is no longer confined to the spa or fitness centre. Travellers increasingly look for environments that support healthy routines throughout their stay, from sleep quality and nutrition to hydration and stress reduction. The minibar, sitting literally at arm’s reach, is uniquely positioned to meet that demand. A wellness-led minibar starts with a change in mindset. Rather than focusing on indulgence and impulse alone, operators are asking what guests genuinely want and need during their stay. For many, that means better-for-you options: low-sugar snacks, plant-based treats, functional beverages and alcohol alternatives. Hydration is a clear priority. Electrolyte waters, kombucha, coconut water, mineral water and herbal infusions all support recovery after travel or exercise. Latenight cravings can be met with protein bars, nuts or dark chocolate instead of heavily processed snacks. For guests reducing alcohol intake, non-alcoholic spirits, adaptogenic drinks and CBD-free calming beverages provide choice without compromise. Luxury wellness-focused brands such as Six Senses have long understood that in-room offerings should align with holistic health goals. While not every hotel operates at that level of immersion, the principle scales well: curate with purpose, not habit. Sleep has become one of the most talked-about pillars of wellness travel, and the minibar can subtly support it. Caffeine-free teas, magnesium drinks or tart cherry juice, often associated with melatonin production, can be
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positioned as evening rituals rather than snacks. Equally important is what’s removed. Limiting highcaffeine energy drinks or sugar-heavy items sends a clear signal about the hotel’s wellness priorities. Some properties are even labelling items by day or night use, helping guests make informed choices without feeling restricted. This approach complements wider in-room sleep strategies such as blackout curtains, pillow menus and smart lighting. When wellness feels coherent rather than performative, guests are more likely to notice, and remember it. Wellness-led does not mean joyless. In fact, one of the biggest opportunities for minibars is reframing indulgence as mindful rather than excessive. Premium single-origin chocolate, portion-controlled treats or ethically sourced
MINIBARS
snacks allow guests to indulge without guilt. Mental wellness can also be supported through small but thoughtful inclusions like calming aromatherapy roll-ons or simple mindfulness cards paired with a tea selection. While these items may sit outside traditional minibar definitions, they still benefit from the same principle of convenient, in-room access. Some lifestyle brands within global portfolios such as Hyatt have experimented with wellness-forward room concepts, recognising that mental wellbeing is as influential on guest satisfaction as physical comfort. Wellness-conscious guests are often sustainabilityconscious too. A minibar stocked with locally sourced snacks, reusable packaging or refillable bottles reinforces the idea that wellness extends beyond the individual to the environment. Reducing single-use plastics, offering compostable packaging and highlighting provenance all contribute to a sense of responsible luxury. In this context, wellness is not just about what guests consume, but how those products align with their values. Critically, wellness-led minibars are not a revenue sacrifice. When curated thoughtfully, they can outperform
traditional assortments. Guests may be more willing to pay a premium for products that feel aligned with their lifestyle and values. Technology is accelerating this potential. Smart minibars and guest preference data allow hotels to tailor offerings by property, season or even guest profile. A resort with a strong fitness focus might emphasise recovery drinks and protein snacks, while an urban business hotel could prioritise stress-reducing teas and clean energy options. As wellness becomes a defining factor in brand differentiation, the minibar offers a low-cost, high-impact way to communicate intent. It is one of the few revenuegenerating elements that guests interact with privately and repeatedly during their stay. In the race to deliver meaningful wellness experiences, it’s easy to focus on headline investments: spas, fitness studios and destination programming. Yet the minibar reminds us that wellness is often shaped by small, consistent choices. By transforming the minibar from a guilty pleasure into a supportive wellness tool, hotels can enhance guest experience, reinforce brand values and unlock new revenue streams. www.thehotelmagazine.co.uk
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MINIBARS - ESSENTIAL 5
STAPLE SERVES Today’s guests expect hotel minibars to offer more than indulgent snacks and traditional beverages - they’re looking for convenient offerings that don’t compromise on taste. That’s where Oatly’s newly launched ready-to-drink cans come to play - strong coffee, paired with creamy oat base, ready straight from the fridge with just a shake. Need more convincing? Here’s five reasons Oatly’s Iced Flat White & Caramel Macchiato should be the next staple in your mini-bar.
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CAFE QUALITY, WITHOUT THE BARISTA Whether guests are rushing to a meeting, squeezing in a workout, or heading out for a full day of sightseeing, we know they don’t always have time to navigate the in‑room coffee machine. Oatly’s Iced Flat White and Caramel Macchiato provide a genuinely convenient grab‑and‑go option that delivers café‑quality flavour without stepping outside the room. It’s a simple, effortless way to elevate guest experience while supporting their fast‑moving schedules.
TASTE, TASTE, TASTE 88% of those drinking plant-based milks do not currently identify as vegan or vegetarian* so including Oatly in your hotel mini-bar isn’t just for those with a plant-based diet or with allergies. Crafted to deliver a smooth, balanced and consistently delicious flavour, our Iced Flat White & Caramel Macchiato appeal to a wide range of guests. By offering flavours that mirror café favourites, you give guests a familiar yet indulgent treat that enhances their stay and adds a premium, thoughtful touch to your minibar selection.
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MEET THE GROWING DEMAND Plant‑based choices have rapidly moved from niche to mainstream, with over 34% of households currently buying plant‑based milks. Guests now reasonably expect hotels to offer inclusive options that suit a variety of dietary needs - including in minibars. Stocking Oatly ready to drink varieties signals that your hotel is aligned with modern preferences, caters to diverse lifestyles, and recognises the increasing importance of sustainable, dairy‑free beverages in everyday routines.
SUSTAINABILITY At Oatly’s core we are all about making it easier for people to eat better and live healthier lives without recklessly taxing the planet’s resources. In fact in 2025 we became the first food and drink brand to be labelled a Climate Solutions Company meaning our products, including our ready to drink cans, are recognised for their ability to significantly reduce emissions in comparison to market alternatives. Our oat drinks also have a lower climate impact than average cow’s milk** meaning including us in your mini-bar selection plays a part in helping our planet.
A BRAND CONSUMER’S TRUST Oatly has become one of the most recognisable and trusted names in the plant‑based category, chosen by millions of consumers who value its quality, transparency and commitment to sustainability. Guests are increasingly familiar with Oatly from cafés, supermarkets and coffee chains, which creates instant confidence when they see it in your minibar. By offering a brand people already trust and love, you enhance the guest experience and bring reassuring familiarity to their stay. oatly.com
Source: CarbonCloud, 09/2024. Calculated farm to store for GB. Photographer: Vanessa Rees
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MINIBARS - ESSENTIAL 5
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MINIBARS
STAYING RELEVANT The consumer taste palate is changing, here is how to be at the forefront, as told by the team at Oatly.
C
onsumer taste is undergoing one of the most dramatic shifts in decades, and excitingly the hospitality industry sits at the precipice of it. What people drink and maybe more importantly why they drink it has become even more dynamic, culturally connected and wellnessdriven than ever before. The world’s original and largest oat drink brand, Oatly developed its Future of Taste Report, combining interview data from hundreds of baristas across the globe and cultural insights from CultureLab. The report showcases how quickly consumer expectations are evolving and crucially, how deeply these shifts extend into travel and hospitality.
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For hotels, this evolution is not just a culinary consideration; it is imperative for great guest‑experience . The flavours, rituals, and beverages guests seek today are part of their identity, their wellness routines, and their cultural curiosity. Whether in the lobby café, the breakfast offering, the lounge, or mini-bar,taste has become a powerful differentiator in how travellers evaluate the places they stay and ultimately recommend.
The Global Palate
One of the strongest trends outlined in Oatly’s research is “The Global Flavour Exchange”. The report highlights a surge in East and Southeast Asian ingredients from ube,
MINIBARS to hojicha, pandan, calamansi and yuzu all of which are moving from regional specialities to widely recognised menu staples. Matcha’s worldwide popularity opened the door for this shift, enabling a wider palette of Asian flavours to take hold in Western markets. Hotels now welcome guests who expect to encounter these flavours beyond niche restaurants and into their everyday routines. The modern traveller wants to see this global palate reflected throughout hospitality touchpoints from lobby menus, welcome drinks, afternoon refreshments, and even in-room touches. A thoughtfully crafted hojicha latte in the hotel café, a yuzu spritz at the bar, or an ube dessert at turndown are no longer out of the ordinary. This expanding flavour landscape reflects a broader cultural desire for authenticity and exploration. Guests want experiences that mirror the cafés and communities they follow online. For hotels, aligning with global taste culture shows a sense of forward thinking and connection that resonates with guests.
Wellness, Comfort & The Rise of “Conscious Indulgence”
Global flavour influences aside, Oatly also identifies a powerful shift toward “Conscious Indulgence” - a reimagined approach to wellness that blends pleasure with balance. Searches for “decaf” increased ninety‑fold last year, signalling a heightened interest in low‑caffeine, low‑sugar, and functional drinks. Yet wellness is not only physical. The report notes the importance of emotional wellness, where drinks that evoke nostalgia or ritual provide comfort and grounding, often with as much impact as functional ingredients. For the hospitality sector, this is especially relevant. Guests increasingly seek options that align with their daily routines, even when away from home, whether that means beginning the day with a familiar oat flat white or enjoying an afternoon pick-me-up matcha. As such, those that curate their menus and offerings with this in mind are better positioned to meet the needs of guests where they are. Oatly’s ready to drink Iced Caramel Macchiato and Iced Flat White cans speak directly to this idea. Offering guests a plant‑based, barista‑style coffee moment, whether at grab‑and‑go counters or in‑room fridges, it all works to bring a touch of cafe culture with the ease and convenience needed in busy hospitality settings.
Gut Health Goes Mainstream
Another standout trend is the surge in fibre‑focused beverages. Oatly’s report highlights the explosive rise of “fibremaxxing,” with page views for fibre‑related content increasing over 9,500% in a single month. What began on TikTok has evolved into a serious mainstream interest in gut health. Fermented drinks such as kombucha and tepache, along with fibre‑rich oat-based offerings, are increasingly part of everyday consumption. Hotels have a unique opportunity to demonstrate leadership in this space. By incorporating gut‑friendly drinks into breakfast buffets, wellness lounges, or spa menus, they can signal alignment with a key wellness trend that guests are already embracing at home.
Local Identity as a Luxury
The report also highlights the rise of Destination Drinks those unique, often locally driven beverages that provide a sense of place. As globalisation standardises menus worldwide, travellers increasingly crave “somewhere‑ness” in their drink choices. Hotels play a powerful role in delivering this. Whether through a signature latte developed with a local roaster, a regional tea blend, or a collaboration with a neighbourhood café, beverages can become part of the hotel’s cultural storytelling. The more distinct and locally rooted the offering, the more memorable the guest experience.
Elevating the In‑Room Experience
Finally, hotels have an opportunity to elevate what is often an overlooked moment: the in-room coffee bar. The standard coffee sachet and generic milk sachets no longer meet contemporary expectations shaped by global café culture. Oatly’s Jiggers, offer a single‑serve portions of our beloved Barista oat drink that 65% of consumers prefer over other brands*. They are compact, easy to use and allow guests to recreate their cafe favourites right in their room as well as meeting the growing demand for plantbased options.
So Hospitality Must Embrace The Shift…
Oatly’s research makes one thing clear: taste has become a cultural, emotional, and wellness-driven expression. Hotels that embrace this shift, through the introduction of global flavours, wellness-focused beverages, functional drink options, thoughtful plant‑based additions, and elevated in‑room experiences will ultimately be best positioned to meet the expectations of modern guests. As taste continues to evolve, hospitality must evolve with it. In doing so, hotels can transform everyday moments from morning coffees, afternoon refreshments, in-room mini-bars and check-in drinks into meaningful guest experiences shaped by the global flavour revolution. oatly.com www.thehotelmagazine.co.uk
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THE BEDROOM
LIVE WELL Meeting modern wellness expectations without adding operational weight.
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he hospitality sector stands at a pivotal moment. Persistent staffing shortages, rising operating costs, space constraints, and increasingly sophisticated guests are converging at once. Meanwhile, wellness has evolved from a secondary amenity into a decisive factor in booking behaviour. Today’s travellers are not simply reserving rooms; they are seeking environments that enhance how they feel and function. From mitigating jet lag and improving sleep to sustaining energy and supporting long-term health, guests expect hotels to play an active role in their wellbeing. Traditional spa menus and legacy amenities, while still valued, often no longer meet the breadth of those expectations. The challenge is rarely ambition - it is infrastructure. Across global markets, hotel leaders share a consistent concern: they recognise the brand and revenue potential of expanded wellness but lack the specialist talent and operational bandwidth to execute it at scale. Recruitment remains difficult, labour costs are elevated, and qualified clinical practitioners are scarce. Even where investment appetite exists, renovations and new builds require lengthy capital cycles. Guest expectations, however, are moving faster than development timelines. The gap between demand and delivery continues to widen. It is within this context that NADclinic has structured its hospitality model. Specialising in precision health, performance optimisation, and longevity medicine including NAD+ therapeutics and supplements - NADclinic has developed turnkey solutions designed specifically for hotel environments: high guest impact, strong margins, and minimal operational strain. Rather than building in-house clinical teams, hotels can integrate externally managed wellness services that require little to no additional staffing or structural change. In-Room Wellness Delivery brings medically supervised programmes directly to the guest suite. NAD+ optimisation, travel recovery, sleep support, immune resilience, and energy protocols are delivered by NADclinic’s certified clinicians, creating a premium service layer particularly attractive to corporate, VIP, and long-haul guests, without expanding payroll. Wellness Retail reimagines underperforming minibar space. Curated NAD+ solutions and daily vitality supplements align retail offerings with preventative health trends, generating incremental revenue with minimal operational lift.
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AI Touchless Wellness Kiosks introduce intelligent, guest-led discovery. Acting as digital longevity consultants, these kiosks guide guests through high-end, science-led products and services tailored to their individual goals. The experience is seamless, data-informed, and entirely touchless — enhancing personalisation while preserving discretion and operational efficiency. For properties seeking deeper differentiation, On-Site Clinical Integration establishes a fully operated clinic within the hotel. Advanced diagnostics, IV programmes, and personalised longevity pathways are managed under NADclinic’s governance framework, with full respect for local healthcare regulations and compliance standards. Clinical oversight, staffing, and operational complexity are externalised, protecting the hotel’s internal structure while elevating its wellness proposition. In a competitive luxury landscape, credible, scienceled wellness is becoming a defining marker of modern hospitality. A partnership model that elevates guest experience, unlocks ancillary revenue, and protects internal resources offers hotels a commercially intelligent path forward. Wellness is no longer an add-on. It is a strategic lever — best delivered in ways that are both profitable and operationally sustainable. For partnership enquiries, contact partnerships@ NADclinic.com
INTERVIEW
A BOLD SENSE OF PLACE In this exclusive interview, Helen Woodley, Reception Manager at Hotel Indigo Coventry, reveals how the boutique brand’s strong neighbourhood ethos is brought vividly to life - from cycle heritage and motor city legends to reimagined local icons - while still delivering the polish of an international name. She shares how front-of-house teams personalise every stay, how brand standards empower creativity rather than limit it, and how thoughtful technology and sustainability initiatives are helping the hotel stand out in an increasingly competitive city market. Hotel Indigo is known for its strong neighbourhood identity. How does the Coventry property bring local character and culture into the guest experience while still meeting the expectations of an international brand?
At Hotel Indigo Coventry, our neighbourhood story is woven into the very fabric of the hotel through three distinct themed bedroom concepts, each celebrating a defining chapter of Coventry’s heritage. Our Spinning Wheels rooms pay tribute to Coventry’s role as the birthplace of the British cycle industry in the 1860s, when Penny Farthings were manufactured locally. This story extends into our public spaces, where a Penny Farthing - on loan from the Coventry Transport Museum is suspended as a statement feature in the bar. The Motor City rooms celebrate Coventry’s global influence on the motor industry, highlighting iconic brands such as Jaguar, Land Rover, and Triumph. Guests also discover that the very first Daimler was manufactured in Coventry in 1897, reinforcing the city’s pioneering spirit. Our Rejuvenation & Re-Imagination rooms focus on Coventry’s resilience and reinvention. They feature the powerful contrast between the ruins of the old Cathedral destroyed during the Blitz - and the modern Cathedral that stands today. This theme also reinterprets the legend of Lady Godiva, presenting a contemporary artistic depiction that blends heritage with modern identity. Together, these themes allow us to deliver an authentic local experience while maintaining the elevated design,
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INTERVIEW
comfort, and service standards expected of an international boutique brand.
As part of a larger hotel group, what freedoms do you and your team have at a front-office level to personalise service and create memorable moments for guests?
Our brand framework gives us the confidence and flexibility to personalise the guest journey in meaningful ways. At front office level, the team regularly creates handwritten welcome cards and personalised plates for new IHG One Rewards Club members, VIPs, and “Guest of the Day” recognitions. We also decorate reception areas and guest bedrooms for special occasions and take pride in sharing our neighbourhood stories - recommending local places to explore and helping guests connect with Coventry beyond the hotel walls. These thoughtful, human touches are what truly elevate the stay.
The hotel market is increasingly competitive, especially in city locations. What do you believe genuinely sets Hotel Indigo Coventry apart from both independent hotels and other branded properties nearby? Our strongest differentiator is authenticity. Rather than simply referencing Coventry, we actively bring its story to life throughout the hotel and in every guest interaction. From design details to conversations at check-in, the neighbourhood narrative is consistent, immersive, and genuine - something that sets us apart from both independent operators and more generic branded hotels.
From an operational perspective, how do brand standards support your team rather than restrict them when it comes to innovation and guest interaction?
Brand standards provide clarity and consistency, ensuring we meet guest expectations while giving us the creative freedom to innovate locally. They act as a foundation rather than a limitation, allowing us to add individual touches and share successful initiatives through the brand’s internal “champions corner,” where ideas can inspire other hotels across the portfolio.
Looking ahead, how do you see the role of technology in hospitality evolving in helping Hotel Indigo Coventry stand out in a crowded market?
For a boutique brand like Hotel Indigo, technology isn’t about adding features for the sake of it - it’s about enhancing personalisation, neighbourhood connection, and convenience. Sustainability is also increasingly important to our guests, and we’re proud to have recently been awarded the Green Key Award, reflecting our commitment to responsible operations. We’ve introduced digital receipts and paperless processes, implemented Canary guest messaging for instant, WhatsApp-style communication, and launched QR-based room service menus accessible directly via in-room TVs. These innovations streamline the guest experience while allowing our team to focus on what matters most: genuine, memorable hospitality rooted in our neighbourhood story.
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SUSTAINABILITY
CHANGING THE GAME Allow us to share a case study on RUBY Pub, Hotel & Dining’s solar success. Client Overview:
RUBY Pub, Hotel & Dining offers a remarkable venue for gatherings, boasting exceptional amenities and accommodations. However, maintaining such an exquisite establishment requires substantial electricity, with an annual consumption of approximately £56,500.
Solar4Good Solution:
Recognising the need for cost-effective and sustainable energy solutions, Solar4Good proposed a 13.8kWh solar system for RUBY Pub, Hotel & Dining. This solution aimed to reduce their electricity bills while ensuring the provision of top- notch facilities for their customers.
Results: The implementation of solar power yielded significant benefits: Cost Savings RUBY Pub, Hotel & Dining experienced a substantial reduction in their electricity bill, decreasing from £56,500 to approximately £15,820 annually over the years. Business Growth With savings on operational expenses, RUBY Pub, Hotel & Dining could invest in enhancing customer experiences, maintaining their reputation as a premier destination for hospitality. Sustainability Leadership By adopting solar energy, RUBY Pub, Hotel & Dining
demonstrated a commitment to environmental stewardship, aligning with the values of their eco-conscious clientele.
Summary:
In summary, the collaboration between RUBY Pub, Hotel & Dining and Solar4Good showcases the potential of solar solutions to drive cost savings, support business growth, and promote sustainability within the hospitality industry. lp.solarpower4good.co.uk
“This solution aimed to reduce their electricity bills while ensuring the provision of top- notch facilities.” 72 www.thehotelmagazine.co.uk
REVENUE MANAGEMENT
REVENUE REIMAGINED As volatility reshapes hospitality in 2026, revenue management is evolving from room-rate optimisation to a fully integrated, guestcentric commercial strategy. From AI-powered pricing to total revenue thinking and cross-department collaboration, we speak to industry leaders and find out how hotels can turn insight into sustainable profitability.
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n an era of compressed booking windows, volatile demand patterns, and rapidly evolving guest expectations, revenue management has never been more dynamic, or more critical. As market conditions continue to shift in 2026, hoteliers must look beyond traditional rate optimisation and embrace a more holistic, data-driven approach to profitability. In this feature, we explore what you should focus on now in revenue management: from leveraging real-time data and predictive analytics to mastering total revenue strategy across rooms, food and beverage, and ancillary services. We examine how commercial teams are breaking down silos, integrating marketing and distribution, and adapting to the growing influence of AI-powered pricing tools. The message is clear: revenue management is no longer just about occupancy and ADR. It’s about agility, collaboration, and using insight, not instinct, to drive sustainable performance in an increasingly competitive landscape. In today’s environment of fluctuating demand and rising costs, as a hotel, to ensure your revenue management strategies remain both resilient and profitable, Matthew Prosser, Senior Director, EMEA, Agilysys sees that resilience begins with shifting focus from occupancy alone to total guest value. Volatile demand and rising costs mean optimising room rates in isolation is no longer sufficient. He said, “Hoteliers should prioritise strategies that increase Revenue per Available Guest (RevPAG), ensuring every interaction across the stay contributes to profitability.” This requires a broader view of the guest journey. Restaurants, spa, meetings and events, parking and other ancillary services all represent revenue streams that can help offset margin pressure on rooms. “The most resilient properties understand not just how many rooms they sell,
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but how much value each guest generates throughout their stay,” added Matthew. Equally important in Matthew’s opinion is real-time data visibility. He believes that revenue decisions must be based on accurate, unified insight rather than historic averages. “When guest behaviour and spend are visible across departments, pricing, promotions and operational adjustments can be made quickly and confidently, protecting both revenue and margin.” Technology is reshaping revenue management by
REVENUE MANAGEMENT
removing the silos between rooms, food and beverage, and other outlets. Integrated PMS and POS platforms create a single guest profile that captures preferences, booking history and spend across every touchpoint. This shifts the focus from “What rate should we set?” to “How do we maximise the lifetime value of this guest?” With connected systems, hotels can personalise offers, optimise outlet pricing based on demand, and forecast performance across the entire property rather than by department. Matthew explained that the greatest opportunity lies in acting on insight in real time. “When data flows seamlessly, revenue teams can identify high-value segments, refine packages, drive targeted upsell and manage capacity more effectively. Integration also improves operational efficiency, reducing manual reconciliation and enabling teams to focus on revenue-generating activity,” he said. Many hoteliers still associate revenue management primarily with room pricing but Matthew said, “Revenue management must extend beyond rooms to the full guest ecosystem. Food and beverage, spa and wellness, meetings and events, loyalty-driven offers and underutilised spaces all present significant growth opportunities. “One of the most underleveraged levers is personalisation. When unified guest data is used to tailor upgrades, dining experiences or targeted promotions, conversion increases and satisfaction improves. Personalisation is no longer a marketing add-on; it is a core revenue strategy.” Looking ahead to the next 12–24 months, we asked Matthew what mindset or capability shift will separate hotels that simply react to market changes from those that consistently outperform their competitors in revenue growth. He suggested that the defining shift will be from reactive to predictive revenue management. “Hotels relying on backward-looking metrics and fragmented reporting will struggle to keep pace with changing guest expectations and market conditions,” added Matthew.
Outperforming properties will adopt a guest-centric, data-driven mindset supported by integrated platforms and AI-enabled insight. In Matthew’s opinion, this means moving beyond static pricing models to dynamic, realtime decision-making informed by demand signals, guest behaviour and cross-property performance. Treating revenue management as a standalone function is no longer effective; it needs to be fully integrated into operations, marketing and guest experience decisionmaking. The most successful hotels will empower teams with unified data, shared KPIs such as RevPAG, and tools that enable personalisation at scale. Over the next two years, Matthew believes that competitive advantage is likely to favour properties that use technology as a practical driver of performance, integrating it into daily revenue and operational decisions. “Those that unify systems, prioritise total guest value and consistently translate insight into action will be better positioned not just to react to volatility, but to outperform within it,” he finishes. Scott Dahl, Visiting Professor and Revenue Management Expert at Les Roches Hospitality School, explained that, for years, revenue management was described as a science. In line with this, he advises, “Forecast the demand. Set the price. Manage the inventory. Optimise the mix.” He recognises that this foundation still matters, but in an environment where demand is volatile, channels are fragmented, and guest expectations are shifting rapidly toward experience-based bookings, the next competitive advantage is not just better math. It is better storytelling. Every hotel tells a story in the market. The question is whether that story is intentional or accidental. When demand is unpredictable, the most critical fundamental revisiting is coherence. Does your pricing reflect your positioning? Does your channel mix reinforce your brand? Does your group strategy align with operational capacity? Too often, hotels respond tactically. They drop rate in one segment, launch a flash sale in www.thehotelmagazine.co.uk
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REVENUE MANAGEMENT
another, accept a low rated group to fill a gap, and adjust marketing week to week. The result is revenue, but not a narrative. Scott said, “High performing hotels understand that each revenue stream is a chapter in a larger commercial story. Rooms, meetings and events, food and beverages, spa, ancillary services, loyalty, distribution partnerships. Each signals who the hotel is and who it serves. As travelers increasingly book based on experience rather than just a room, alignment across these elements becomes essential.” That alignment requires deeper collaboration across departments. Revenue management cannot focus solely on room optimisation while marketing promotes disconnected offers or operations delivers experiences that do not match the price point. “To drive total revenue, teams must co-create packages, events, and partnerships that reflect the hotel’s unique community. A waterfront hotel might build programming around local artisans and sunset dining. An urban property might integrate neighborhood culinary tours, music venues, or cultural festivals into its commercial strategy. When marketing amplifies these stories, operations delivers them seamlessly, and revenue management prices and distribute them strategically, total revenue grows beyond the guestroom,” added Scott. Scott recognises that automation shapes the story, but it cannot author it. Revenue systems excel at pattern recognition and speed, yet they do not understand brand intent or long-term asset positioning. And there is a deeper limitation. It is impossible to think outside the box when you are the box. Automation optimises within parameters. It can refine strategy, but it cannot redefine it. He said, “Breakthrough repositioning, creative packaging, and disciplined restraint require human judgment. “The future competency is orchestration, so, let technology process the data, let humans challenge assumptions and ensure decisions reinforce the broader commercial narrative.” Scott believes that profitability goes beyond lowering
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commissions. It requires intentional channel design. “If the brand is premium, pricing, availability, and messaging must be disciplined and consistent everywhere the guest encounters it. If the positioning is experiential and community driven, distribution, marketing, and loyalty must extend the relationship beyond a single stay,” he finished. As guest expectations evolve, we look at how revenue management can better collaborate with marketing and operations to drive total revenue. Jamie Blackmore, Lecturer, Glion Institute of Higher Education London, recognises that revenue management must operate as an integrated commercial function rather than a standalone discipline. He said, “Marketing activity should align with forecasted need periods and demand compression rather than fixed campaign calendars, ensuring that promotional activity does not undermine pricing strategy. Operational alignment is equally critical. Arrival patterns, length of stay controls, and upsell initiatives influence both profitability and guest experience.” Hotels that align pricing, marketing, and operations around total revenue optimisation consistently outperform those operating in functional silos. In 2026 and beyond, revenue management will belong to the hotels that think bigger than rooms and act faster than the market. Success will hinge on unifying data, departments and distribution around a single objective: maximising total guest value. Technology and AI will continue to enhance speed, precision and forecasting power, but sustainable growth will come from something deeper, alignment between pricing, positioning and the guest experience itself. The properties that outperform will not simply react to volatility; they will anticipate it. They will combine predictive insight with human judgement, integrate marketing and operations into a cohesive commercial strategy, and treat every touchpoint as part of a broader revenue narrative.
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“I would urge anyone out there who has not signed up to this wonderful charity to reach out and do that today.” - Robert Richardson, CEO: Institute of Hospitality & Room to Reward Trustee. With less than 1% of annual unsold rooms, we can donate £1million worth of breaks to the Hidden Heroes helping people and places in need. Find out more & get involved: joe@roomtoreward.org roomtoreward.org @roomtoreward Image: A volunteer from National Autistic Society arriving for a Room To Reward break at Champneys Eastwell Manor. 09
HM VISITS
EGYPTIAN ELEGANCE As part of our ongoing partnership with Four Seasons, Hotel Magazine visited Four Seasons Hotel Cairo at The First Residence to explore how the brand delivers operational excellence, elevated guest experience and cultural authenticity in one of the world’s most complex hospitality markets - to explore how the brand delivers global Four Seasons standards through locally led service and cultural understanding.
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t Four Seasons Hotel Cairo at The First Residence, luxury is delivered through operational discipline, deep local knowledge, and a guest-experience philosophy that prioritises intuition over uniformity.
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Located at the southern tip of Giza along the west bank of the Nile, The First Residence occupies a distinctive position within the Four Seasons portfolio. Unlike the brand’s more urban, business-facing Nile Plaza property, this hotel operates as a resort-style sanctuary integrated
HM VISITS
into a residential complex, with expansive public areas, generous rooms, and uninterrupted river views. This physical context shapes not only the guest experience, but the way the hotel is run. From arrival, the hotel’s approach to service sets a clear operational tone. The welcome experience is tightly coordinated, calm, and notably personal. Staff engage immediately, but in a way that feels instinctive rather than scripted - names are used naturally, preferences are confirmed quietly, and transitions from arrival to room feel unhurried. This speaks to training that prioritises emotional intelligence over scripted interaction, a hallmark of Four Seasons’ service culture which has been carefully adapted to suit Egypt’s warm, expressive approach to hospitality. Rooms reinforce this sense of considered luxury. The accommodation is modern, immaculate, and deliberately spacious, with large windows framing wide Nile vistas. Natural light is a defining feature - making sunrise over the Nile something guests notice every morning. The welcome feels considered, not a box-ticking exercise. Operationally, this reflects a housekeeping and in-room dining alignment that understands first impressions as part of brand storytelling. Food and beverage at The First Residence include poolside dining areas designed for privacy and tranquillity - staff demonstrate deep menu knowledge, particularly around wine and regional ingredients. In one instance, guests were offered a complimentary tasting of Egyptian wine before committing to a purchase, an approach that balances confidence in local products with an understanding of international guest hesitation. This is a notable operational choice. Egyptian wine is rarely positioned at luxury international hotels as a
point of pride, yet here it is introduced thoughtfully, without pressure. Staff not only remembered preferences across multiple evenings, but proactively tailored recommendations based on previous selections. This really highlights effective internal communication between shifts and team members. Security and logistics are also seamlessly integrated into the dining experience. When guests chose to dine outside the hotel, staff politely insisted on arranging transport to and from the venue, framing it as a service rather than a restriction. This approach reflects Four Seasons’ global duty-of-care standards, adapted sensitively to local realities without alarming guests or compromising their sense of independence. Excursion planning at The First Residence is handled with similar precision. Rather than overwhelming guests with Cairo’s vast array of historical and cultural options, concierge staff focus on curation - advising on what is realistically achievable within the guest’s timeframe and recommending trusted guide companies known for professionalism and high service. What distinguishes Four Seasons Hotel Cairo at The First Residence is its ability to maintain brand consistency without cultural dilution. The service ethos, level of luxury, and attention to detail are unmistakably Four Seasons, yet the hotel never feels generic. Instead, it embraces Egyptian warmth, pride, and culture while maintaining the brand’s global expectations of elegance and excellence. This visit to The First Residence is a perfect example of how international luxury brands can operate successfully in non-Western markets: not by forcing brand uniformity, but by investing in people and tapping into local expertise. In Cairo, Four Seasons does not simply manage expectations it elevates them, quietly and with confidence. www.thehotelmagazine.co.uk
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LOGISTICS
MAKING THE MOST OF IT We explore how PPM Support is helping London’s luxury hotels transform back-of-house storage into strategic advantage.
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n London’s luxury hospitality landscape, space is far more than an operational consideration, it is a commercial asset. From Mayfair to Knightsbridge, every square foot carries significant value, demanding careful scrutiny over how it is used. Yet behind the scenes of many five-star hotels and private members’ clubs, premium space continues to be absorbed by seasonal décor, surplus furniture, event equipment, marketing collateral and bulk amenities. While largely invisible to guests, these pressures quietly influence operational efficiency, staff productivity and, ultimately, revenue performance. Specialist hospitality storage and logistics provider PPM Support is challenging a long-standing assumption within the sector: that storage must remain on-site.
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When Storage Becomes a Strategic Decision
Traditionally, hotels have relied on basements, service corridors or repurposed rooms to house equipment and stock. In one of the world’s most expensive real estate markets, this approach is becoming increasingly difficult to justify. Space allocated to storage cannot generate revenue. Congested back-of-house areas impede operational flow. Fragmented stock control leads to inefficiencies, duplication and unnecessary handling. A growing number of operators are therefore reframing the conversation. Rather than viewing storage as a static necessity, they are treating it as a strategic lever - one that can unlock value, streamline operations and support commercial objectives.
LOGISTICS
By relocating non-essential inventory off-site, hotels can reclaim internal space for higher-value uses, while reducing logistical pressure on operational teams.
Designed for the Demands of Luxury Hospitality
Unlike generic warehousing solutions, PPM Support has developed its offering specifically for luxury hotels and private members’ clubs. Secure off-site storage is paired with structured logistics and full operational visibility via a 24/7 live inventory portal. Teams can monitor stock levels in real time, request deliveries or collections and maintain oversight without the physical congestion of on-site storage. With a set number of weekly deliveries and collections included as standard, flexibility is embedded into day-to-day operations supporting everything from seasonal transitions to event schedules. In effect, off-site storage becomes an extension of the property, rather than a disconnected facility.
Enhancing Operational Flow
transform a property several times a year. Fixed internal storage struggles to adapt to these shifts. Outsourced storage, by contrast, allows hotels to scale capacity in line with demand, whether during a festive peak or a refurbishment phase, without long-term commitment of valuable internal space. This adaptability enables costs to align more closely with operational reality, supporting tighter financial management at a time of rising overheads.
Precision Behind the Scenes
Working exclusively within hospitality, PPM Support partners with some of London’s most established luxury properties. At this level, expectations are exacting. Deliveries must be discreet. Timing must be precise. Communication must be proactive. Inventory accuracy is non-negotiable. Operational partners function as an extension of the hotel’s brand standards. When logistics perform flawlessly behind the scenes, the front-of-house experience benefits directly.
Precision underpins luxury hospitality. Linen availability, event set-ups and seasonal installations must align seamlessly with service delivery. When storage areas are overcrowded or poorly organised, even small inefficiencies can ripple across departments. Centralising inventory within a managed environment, supported by clear tracking and accountability, reduces unnecessary movement and miscommunication. The benefit is not simply a tidier back-of-house, but a smoother, more responsive operational rhythm, allowing teams to focus on service rather than logistics.
Reframing the Value of Space
Flexibility for a Changing Market
T: 07983 975062 / 07538 999560 E: office@ppm-support.co.uk W: www.ppm-support.com
London’s hospitality sector is defined by constant movement. Occupancy fluctuates, refurbishments arise and event calendars expand. Seasonal décor alone can
Guests may never see the infrastructure that supports a seamless stay, but they feel its effects. Organised environments improve staff performance. Clear inventory systems enhance productivity. Reclaimed space strengthens commercial outcomes. In a city where space commands exceptional value, rethinking how storage is managed is not simply an operational adjustment, it is a financial decision. For London’s luxury hospitality leaders, the question is no longer whether storage can be outsourced. It is whether valuable space can afford not to be.
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TECHNOLOGY
MEASURING MARGINS In this interview, William Gorol, Founder & Managing Director of triSaaS, explains why the business positions itself as a strategic partner rather than a traditional software provider. triSaaS describes itself as a strategic partner to hospitality businesses, not just a software provider. How does that show up in the way you work with hotel teams day to day?
This distinction is everything to us. For us, being a partner means our success is defined by our customers’ profitability, not just their software adoption. Day to day, this shows up in a few key ways: We start with “Why,” not “What.” Our conversations don’t begin with a feature demo. They begin with financial goals and operational pressures. A GM might want to improve GOP margin, and we explore together whether that’s driven by labour deployment, purchasing leakage, compliance processes or energy behaviour. Tools like Logit and Rota King are simply mechanisms for understanding how the hotel actually runs before we decide what to change. Our customer success team regularly reviews operational and financial data alongside the hotel team. If we spot unusual spend patterns, missed compliance checks, or contracts approaching renewal in Contract Concierge, we raise them before they become operational problems. If one property improves ordering discipline through Purchase Warrior or runs a more effective tender through eSource Wizard, we turn that into a practical playbook other hotels can implement immediately - real operational learning rather than theory.
Where do your customers typically see the quickest and most meaningful cost savings after adopting triSaaS solutions?
The quickest wins usually come from the areas with the highest volume and lowest visibility - procurement and labour, followed closely by utilities. When purchasing moves into a structured environment like Purchase Warrior, matched against agreed supplier pricing and tenders completed via eSource Wizard, hotels quickly uncover off-contract spend. Recovering 3–5% of operational cost is common simply
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through consistency and visibility. Using Rota King, hotels often discover staffing patterns that don’t align with demand. Adjusting rotas to occupancy levels typically produces immediate savings without reducing service quality. When daily activity tracked in Logit aligns with occupancy and building usage, hotels stop heating, cooling or servicing empty spaces unnecessarily. That turns utilities from a reactive cost into a managed one.
Can you share a concrete example of a hotel or group that has improved profitability with triSaaS, and what changed for them operationally? We worked with a large independent city-centre hotel
TECHNOLOGY struggling with thin F&B margins. The issue wasn’t menu pricing; it was inconsistency in ordering and kitchen control. Previously, chefs manually ordered from multiple suppliers each morning. After introducing structured ordering via Purchase Warrior, supported by supplier agreements tracked in Contract Concierge, we saw improvements across several key areas. • Forecasting – Ordering aligned to booking patterns and historical usage • Operational efficiency – Ordering reduced from two hours of calls to around twenty minutes • Financial visibility – The kitchen could see spend live against budget The head chef also used Logit to standardise daily checks and stock routines, reducing missed processes. The result: Within six months, they reduced the F&B cost of goods by 4% and cut kitchen waste by over 20%. The team felt financially in control of the kitchen, not just operationally.
Hotel operations are complex and timepressured. How does the triSaaS portfolio help teams work more efficiently without adding extra admin?
If our software creates admin, we’ve failed. The principle is simple: staff shouldn’t change their behaviour; the system should adapt around them. When a room status changes or a maintenance issue is logged in Logit, operational and purchasing implications can flow automatically into Purchase Warrior without additional forms. A manager can approve a repair or order instantly on mobile. Likewise, rota adjustments in Rota King reflect actual demand rather than planned assumptions, eliminating the need for managers to manually recalculate. The technology runs quietly in the background while teams continue to focus on guests.
Hospitality businesses often struggle to turn data into action. How does triSaaS give leaders clearer visibility and more confident decisionmaking? Hospitality leaders don’t lack reports; they lack clarity. We connect operational behaviour to financial outcome. For example: • Labour deployment from Rota King • Purchasing behaviour from Purchase Warrior • Supplier commitments from Contract Concierge • Daily operational activity from Logit When combined, leaders don’t just see that costs rose; they see exactly why and what operational change will fix it. That shifts data from hindsight to guidance.
New technology and change can feel daunting. How do you support customers through implementation, training and ongoing optimisation so they see real results?
“If our software creates admin, we’ve failed.” workflows, from chefs ordering to managers scheduling in Rota King Optimisation – Regular reviews examine supplier performance via Contract Concierge and sourcing strategy via eSource Wizard We also create internal champions so the hotel owns the knowledge.
Cost control, sustainability and supplier relationships are all under the spotlight. How is triSaaS helping hotels balance those pressures in a practical way?
They’re actually the same conversation. With spend visibility from Purchase Warrior and contract oversight in Contract Concierge, hotels negotiate long-term value rather than just price. Using eSource Wizard, hotels compare suppliers on sustainability, delivery efficiency and cost simultaneously. Operational behaviour captured in Logit, combined with purchasing choices, shows the real environmental impact, allowing commercially sensible sustainability decisions.
Looking ahead, what excites you most about where triSaaS can make the biggest difference to hospitality businesses over the next few years?
We’re moving from hindsight to foresight. By combining operational activity from Logit, labour patterns from Rota King, purchasing trends from Purchase Warrior, and supplier intelligence from eSource Wizard, hotels will predict margin pressure before it happens. Instead of reacting to problems, they’ll adjust menus, staffing, suppliers, or pricing with confidence. Ultimately, the goal is simple: technology fades into the background, and hoteliers focus entirely on the guest experience while the business runs intelligently behind the scenes. That’s the future we’re building at triSaaS. trisaas.com
We treat implementation as operational change management, not a software install. We follow a crawl, walk, run approach: Foundation – Leadership teams establish core purchasing and operational visibility using Purchase Warrior and Logit Confidence – Departmental teams adopt role-specific www.thehotelmagazine.co.uk
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MARKETING
SOCIALLY SHAPED Social media is no longer a warm-up act in hotel marketing. As Screen Pilot argues, guest intent is now discovered, shaped and often converted entirely within social platforms - demanding integrated, behaviour-led strategies that treat social not as the top of the funnel, but the funnel itself.
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he value of social media in the marketing funnel is still hugely undervalued by hotels. It’s often treated as an engagement channel. A hygiene factor. A box to tick. But that framing is out of step with how guests actually behave. According to Statista’s Social Media & Travel Opinions report, 75% of people use social media to plan their next trip. They discover destinations there, sense-check brands, compare properties and increasingly map out entire stays without ever leaving the platform. And yet many hotel marketing plans still treat social as the prelude - something that warms people up before the “real” marketing begins. That’s old-world thinking. Social isn’t just where awareness starts. It’s where desire is formed, validated and shared. It’s where the group chat decides. Where screenshots are taken. In other words, social isn’t the top of the funnel. It is the funnel.
Integrated strategies
The undervaluing of social media is really a symptom of something bigger: channel-centric thinking. Paid media lives in one bucket. Organic social in another. Performance and brand teams operate on parallel tracks. Everyone is optimising something - just not necessarily the same journey. The guest, however, doesn’t experience your marketing in channels. When someone scrolls Instagram or TikTok, they don’t distinguish between organic and paid. An ad and a post appear in the same feed, seconds apart. To them, it’s one brand moment. Treating them separately is a structural flaw. The more progressive approach reframes social as the connective tissue of the entire system - not just where awareness happens, but where intent is shaped and sharpened. Organic becomes a live testing ground. What earns saves? What drives profile clicks? What prompts questions about availability? Those signals shouldn’t sit in a social report. They should inform paid creative, landing pages and offers. That’s integration.
The Digital Brand Experience (DBX™)
This is where frameworks like the Digital Brand Experience
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(DBX™) become relevant - not as a product, but as a mindset shift. The principle is simple: organise around the guest journey, not internal departments. Creative, performance and technology must be designed together because the guest experiences them simultaneously. Brand creates desire. Performance captures it. Separating them weakens both.
Social as a conversion engine with Bookr.bio
The clearest example of outdated thinking is the “link in bio” drop-off. High interest, then friction. If the journey starts on social and intent crystallises there, why force guests elsewhere to complete it? Tools such as Bookr.bio point to a bigger idea: social can close demand, not just generate it. screenpilot.com
SUSTAINABILITY
CONSULTANCY OF THE YEAR The team at Advantage Utilities reveal how leading UK hotels are turning cost and carbon pressures into long-term advantages.
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hen Advantage Utilities was named Consultancy of the Year (Large Customers) at the 2025 TELCA Awards, it was a recognition of a growing shift in how energy is managed across sectors
like hospitality. For UK hotels, energy has evolved from a background utility to a boardroom issue. With rising operating costs, increasing scrutiny around sustainability, and pressure to maintain uninterrupted guest experiences, energy now impacts profitability, reputation, and long-term resilience. And it’s why many of the UK’s most prominent hotels are partnering with consultancies that do more than secure a good rate.
The Award-Winning Approach Behind the Win
Advantage Utilities’ award-winning model combines procurement strategy, carbon reduction, non-commodity cost control and regulatory support, all tailored to the specific operational needs of hotels. This approach has earned the trust of luxury operators including Mandarin Oriental, The Peninsula and Grantley Hall, where the consultancy has delivered substantial financial savings and environmental gains without disrupting day-to-day operations. In one hotel, Advantage Utilities saved more than £500,000 in the first two years, reduced grid electricity consumption significantly, and supported carbon reporting under SECR. The savings didn’t just support budgets, they helped shape a longer-term sustainability narrative in line with guest expectations and brand values.
Why Hotels Need More Than a Broker
“What makes hotel energy management different is the complexity of the operation,” explained Tim Ross, Director at Advantage Utilities. “You’ve got 24/7 services, spas, kitchens, laundry, EV charging, and more. Energy touches everything, and managing it well can protect margins while improving your sustainability credentials.” Where traditional brokers focus on contract prices, Advantage Utilities builds a long-term strategy around the business. That includes:
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• Fixed, flexible or hybrid procurement tailored to occupancy patterns and budget stability • Visibility into network charges, levies and policy-driven costs (non-commodity charges) • Bill validation and error recovery to reclaim overpayments • Carbon and ESG reporting aligned with hospitality-sector priorities • Support for infrastructure upgrades with minimal operational disruption
The Road Ahead for Hotel Operators
For hotels navigating a market where energy volatility, policy changes and net zero targets collide, Advantage Utilities believes three priorities will define success: 1. Strategic Procurement: Choosing the right structure and timing can protect margins during market shocks. 2. Cost Recovery & Forecasting: Validating non-commodity charges and anticipating future costs avoids surprises. 3. Sustainability & Brand Alignment: Energy decisions now influence brand positioning, investor confidence, and guest satisfaction. Trusted by Leading Hotels. Recognised by the Industry. E: info@advantageutilities.com www.advantageutilities.com
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BUSINESS
A MAGNET FOR CHANGE HOSPA CEO Jane Pendlebury reflects on how fresh perspectives from other industries, and a spirit of collaboration within hospitality, are helping drive digital transformation, shared learning and stronger partnerships across the sector.
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ne of the most rewarding aspects of leading an association like HOSPA is witnessing the sheer diversity of talent that keeps our industry moving forward. While we are a sector built on tradition and face-to-face service, the modern hospitality landscape requires us to be increasingly agile and tech-savvy. Sometimes, the best way to gain clarity on our own progress is to see our world through the eyes of those who have recently joined it, bringing fresh perspectives from other high-pressure, consumer-facing industries. I was recently reflecting on this following an endorsement of HOSPA from Kimberly Ofrecio, the Group Commercial Director at Macdonald Hotels & Resorts. Having spent much of her career in the retail and airline sectors, Kimberly arrived in hospitality sixteen months ago with a mandate to drive a substantial commercial transformation across the group’s more than thirty properties. It is a formidable task, yet her approach highlights a fundamental truth - that digital transformation is as much about the ecosystem of people as it is about the software itself. Kimberly described HOSPA as a “magnet” for the industry, a phrase that has resonated with me deeply. In her view, the association acted as the central point that pulled together the complex threads of the supplier landscape, peer-to-peer insights and expert guidance she needed upon entering a new sector. For a group as established as Macdonald Hotels, navigating a “Big Transformation Project” isn’t just about picking a new PMS or CRM, it’s about finding the right partners and learning from the shared challenges of others. It’s heartening to hear that even within our competitive landscape, there remains a willingness to share insights that help the whole industry move forward. Kimberly noted that she has gained valuable perspectives from her direct competitors which is further proof - should we need it that hospitality is a great, collaborative place to work, at any level. In a sector as complex as ours, there could be a
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BUSINESS
“This collaborative spirit is particularly vital as we move into the second quarter of the year.” temptation to keep our cards close to our chest. However, when we share knowledge about which tools work and which partnerships yield the best results, the entire industry rises - and this is something I’m a huge advocate of. This collaborative spirit is particularly vital as we move into the second quarter of the year. We are no longer just “planning” for the future year ahead - we are actively implementing the systems that will define our success for the remainder of 2026. Whether it’s refining guest personalisation or streamlining back-office finance through automation, the hurdles are easier to clear when you aren’t jumping them alone.
Ultimately, the “magnet” effect that Kimberly identified is what keeps our community relevant. By remaining open to outside influences and supporting one another through shared expertise, we ensure that hospitality remains a sector defined by its ability to adapt and thrive. As we march on through the months, let us continue to draw closer to the ideas and people that challenge us to be better. Jane Pendlebury is CEO of HOSPA – the Hospitality Professionals Association. For more information on HOSPA and its offering, please visit www.hospa.org.
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BUSINESS
STOP THE HOLIDAY TAX Kate Nicholls, Chair of UKHospitality, warns that proposals for a visitor levy in England would hit families, undermine competitiveness and put jobs at risk - at a time when hotels and hospitality businesses are already under intense financial pressure.
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olidays are for relaxing, not taxing. So say 200 accommodation providers, including the CEOs of Hilton, IHG Hotels & Resorts, Accor, Marriot, Travelodge, Warner Hotels, Clermont Hotel Group, Focus Hotels and the Lake District Hotels Association. They signed a letter to the Chancellor, urging the Government to scrap plans for a Visitor Levy in England. UKHospitality has co-ordinated and signed the letter, which warns that the proposed holiday tax will ‘hit families hardest, put jobs at risk and drain money from local businesses and communities’. Because the proposed tax would see British hotel guests paying at least an extra £100 for a two-week UK stay, which in turn could see them staying fewer nights, not booking at all or simply heading abroad, taking their money out of the UK altogether. It won’t just be hotels that are hit: the effects of a holiday tax also mean less money spent with local businesses such as restaurants, cafes, pubs, taxi firms and shops. In many places, particularly coastal towns and villages, it’s tourist spending that keeps them alive. This comes at a time when hotels, like the rest of the hospitality sector, are already under pressure from with rising business rates, energy costs, tax bills and employment costs. It’s in the face of this looming holiday tax threat that UKHospitality has raised serious concerns with the Government about the timing and impact of its plans. With the UK already applying one of the highest VAT rates on accommodation in Europe, additional charges risk undermining international competitiveness and discouraging domestic breaks, particularly for families and young people. The proposals give Mayors – and potentially other local leaders – the power to introduce overnight visitor levies, so we’ve raised serious concerns about exactly how a levy would operate, given that different approaches across
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mayoral areas could create a confusing patchwork of rules and higher compliance costs for multi-site operators. What we really want is for the Government to see sense and not introduce a holiday tax in the first place. It’s the wrong policy at the worst possible time, and one that will strangle growth, reduce investment and put jobs at risk. You can do your bit to block it by clicking the link https://stoptheholidaytax.uk/#email-mp where you can easily generate and send an email to your MP, urging them to oppose the levy. The more of you who take part, the more notice MPs will take. And we really need them to take notice. Kate Nicholls, Chair, UKHospitality
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