Hotel July 2026

Image courtesy of The Dorchester

JULY 2026

As we move further into the summer season, this issue of Hotel Magazine shines a spotlight on the evolving experiences shaping modern hospitality - from destination bars and meaningful sustainability to inclusive workplaces and standout leadership.

Our special Hotel Bars section, sponsored by Lanchester Wines, explores how bars have become far more than an ancillary hotel offering. In our main feature, Hotel Bars as Brand Builders, we examine how iconic bars are increasingly defining hotel identity just as much as guestrooms and service. In many cases, guests discover the bar first - whether through word of mouth, social media or destination dining culture - before booking a stay. From design and drinks programmes to atmosphere and storytelling, today’s hotel bars are becoming powerful ambassadors for their brands.

Sustainability also remains firmly in focus across the sector, but what genuinely resonates with guests? In our second main feature, What Guests Actually Notice About Hotel Sustainability, we speak with industry experts and operators to uncover which initiatives are making a measurable impact on guest perception, reviews and loyalty. From refillable amenities and digital room keys to visible waste reduction, low-waste minibars, sustainable dining and in-room energy controls, we explore the changes guests are actively recognising, and the initiatives that move beyond good intentions into meaningful action.

Continuing the sustainability conversation, we’re delighted to feature a guest column from The Lovat, winner of the Environment Award at the Hotel Magazine Awards, sharing valuable insight into its sustainability journey and the operational decisions driving long-term impact.

Elsewhere in this issue, we turn our attention to Equity, Diversity & Inclusion, featuring a guest contribution from recruitment specialists The Caterer Jobs, examining how businesses can continue building more inclusive and representative teams across hospitality.

There’s also exciting news surrounding the Hotel Magazine Awards 2027, including the reveal of two brand-new categories that reflect the continued innovation and evolution of our industry. We look forward to sharing more details with you in the months ahead.

Our Hotel of the Month takes us to the charming coastal town of Lymington, where Stanwell House is redefining boutique luxury with style and personality, while this month’s In the Hot Seat interview features Amar Lalvani, Executive Vice President of Hyatt Lifestyle, who shares his perspectives on leadership, lifestyle hospitality and the future of the sector.

We also bring you details of Beaverbrook’s newly launched balloon dining experience and plenty more inspiration, insight and industry updates throughout the issue.

As always, thank you for reading Hotel Magazine. We hope this issue informs, inspires and supports you through a busy and exciting summer season for hospitality.

JADE EVANS, EDITOR

EDITOR-IN-CHIEF

Jade Evans

jevans@thehotelmagazine.co.uk

HEAD OF BUSINESS DEVELOPMENT

Jazmine Davis

jazmine@thehotelmagazine.co.uk

Tel: 01795 509 105

ACCOUNT MANAGER

Harrison Hume hh@cimltd.co.uk

Tel: 01795 509 105

MARKETING MANAGER

Lucas Payne lucas@cimltd.co.uk

ADMINISTRATION MANAGER

Natalie Woollin admin@cimltd.co.uk

DESIGN AND PRODUCTION

Grant Waters grant@cimltd.co.uk

James Taylor james@cimltd.co.uk

HEAD OF DIGITAL

Xhulio Bishtaja digital@cimltd.co.uk

SOCIAL MEDIA MANAGER

Lily Lawson socials@cimltd.co.uk

12 INDUSTRY UPDATE

Wondering what’s currently happening within the hotel sector? We share a statement as to how we will be keeping you better informed moving forward.

15 HOTEL MAGAZINE AWARDS

We share an announcement on the 2027 HMAs and also reflect on more of the incredible 2026 HMA winners.

25 HOTEL BARS

With the help of industry experts, we explore how iconic bars can define a hotel’s identity as much as rooms do.

50 IN THE HOT SEAT

Taking to the famed Hot Seat this July is Amar Lalvani, Executive Vice President of Hyatt Lifestyle.

54 HOTEL OF THE MONTH

We showcase the quaint Stanwell House as our Hotel of the Month and explore all of the elements that make it one of the New Forest’s most popular spots.

59 SUSTAINABILITY

In this extensive feature delve into what guests actually notice about hotel sustainability and how to use this to your advantage.

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

An Update on Industry News

For many years, the opening pages of Hotel Magazine have been dedicated to bringing you the latest news from across our industry. However, as the pace of change within the hotel sector continues to accelerate, we have found ourselves facing a challenge that is familiar to every print publication: we are governed by time.

Between the moment a magazine is sent to print and the day it lands in your hands, the industry can move on significantly. New appointments are announced, major investments are unveiled, properties change hands, and fresh developments emerge almost daily. Increasingly, we have felt that some of the news stories featured in our pages are no longer as current as our readers deserve by the time they are read.

With this in mind, we have taken the decision to retire our regular news pages from the magazine. Instead, we will be investing even more time and resources into our website and weekly newsletters, where we can bring you breaking news, industry developments, people moves and market insights as they happen, rather than weeks later.

This change allows Hotel Magazine to focus its print pages on the in-depth features, interviews, analysis and thought leadership that continue to provide value long after publication, while ensuring our digital platforms remain the go-to destination for the latest industry news.

To make sure you never miss an important story, I encourage you to visit our website regularly, visit our LinkedIn page and sign up to our newsletter. It is the quickest and easiest way to stay informed about everything happening across the hotel industry, wherever and whenever it breaks.

Thank you, as always, for your continued support of Hotel Magazine. We look forward to keeping you informed - both in print and online.

Jade Evans, Editor, Hotel Magazine

THE GUEST EXPERIENCE CURATORS

Introducing La Bottega Collective

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Through our integrated expertise across beauty, textiles, OS&E and design-driven consulting, La Bottega Collective partners with the world’s most discerning hospitality clients, from hoteliers to developers and designers, to transform the guest journey into memorable experiences. Because excellence is never an accident. labottegacollective.com

HOTEL MAGAZINE AWARDS

THE COUNTDOWN BEGINS

Applications are now open for the Hotel Magazine Awards 2027, as the hotel industry’s leading celebration of excellence returns with ten established categories and two major new additions recognising outstanding teamwork and lifetime achievement across the UK hotel sector.

The countdown to the 2027 Hotel Magazine Awards has officially begun, with applications now open for what promises to be another standout celebration of excellence across the hospitality industry.

Returning bigger and better for 2027, the awards will once again shine a spotlight on the individuals, businesses, and initiatives driving innovation, service, and success within the hotel sector. With the new venue announcement coming soon, anticipation is already building as hotels, teams, and industry leaders prepare to put forward their entries.

The 2027 programme will feature all ten of the muchloved existing award categories, recognising achievement across a broad spectrum of hospitality disciplines. In addition, two exciting new categories have been introduced to reflect the evolving priorities and values of today’s hotel industry.

The first new accolade, Hotel Team of the Year, celebrates the power of collaboration, camaraderie, and exceptional teamwork within a hospitality environment. Designed to honour teams that work seamlessly together, the category recognises professionalism, communication, and unity in delivering an outstanding guest experience. From front-of-house operations to housekeeping, food and beverage, and management teams, this award aims to highlight the collective effort that underpins every successful hotel.

The second addition for 2027 is the prestigious Lifetime Achievement Award. This category recognises an individual who has made an outstanding and lasting contribution to the hotel industry throughout an extensive and successful career. Celebrating dedication, leadership, innovation, and influence, the award will honour those whose long-term commitment and achievements have helped shape and elevate the hospitality sector over many years.

As the industry continues to evolve, the Hotel Magazine Awards remain committed to championing excellence, recognising talent, and celebrating the people and businesses setting new standards across hospitality. The introduction of these new categories reflects a growing appreciation for both collaborative success and enduring industry impact.

Applications are now officially open, offering hospitality professionals from across the UK the opportunity to gain recognition among peers and showcase the achievements that set them apart. Whether entering for the first time or returning to defend a previous title, the awards provide an invaluable platform to celebrate innovation, dedication, and excellence.

The full list of award categories and application details can be found at hotelmagazineawards.co.uk

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HOTEL RESTAURANT OF THE YEAR

Recently named Hotel Restaurant of the Year at the 2026 Hotel Magazine Awards, Restaurant Interlude is showing no signs of slowing down. We caught up with Executive Chef, Jean Delport, to discuss the award-winning formula behind the success.

Winning at this year’s HMAs is a major achievement. What do you think set your property apart from the competition?

It is the complete, immersive experience we offer. Leonardslee House is not simply a place to stay or dine; it is a destination shaped by its landscape, heritage, and people. With just ten bespoke bedrooms, we are able to provide an exceptionally personal level of service, where every detail is carefully considered and tailored to each guest.

At the heart of the experience is Restaurant Interlude, holder of both a Michelin Star and a Michelin Green Star - recognition not only of culinary excellence, but also of our deep commitment to sustainability. With the Leonardslee Family Vineyard located on the estate and foraged ingredients incorporated into every menu, there is a genuine connection between place and plate.

Equally important is our front-of-house team, whose warmth, knowledge, and attention to detail elevate every guest interaction. That combination of intimate scale, exceptional dining, sustainability, and heartfelt hospitality is what truly defines us.

What does it mean to you, personally, to have secured this win amid such strong competition?

It is incredibly meaningful. The level of talent and innovation across the industry is extraordinary, so to be recognised among peers we hold in such high regard is both humbling and deeply rewarding. On a personal level, this award reflects the passion and dedication of the entire team - to see that collective effort acknowledged on such a respected platform is a proud moment for everyone involved.

Awards often reflect past performance, how are you planning to build on this momentum? For us, this recognition is both a milestone and a source of motivation. We are continually refining every aspect of the

experience - whether enhancing the stay within our ten individually designed bedrooms, further developing our estate-grown produce and vineyard offering, or continuing to push the boundaries at Restaurant Interlude.

While we are incredibly proud to hold both a Michelin Star and a Michelin Green Star, our ambition is to continue evolving, with the long-term goal of achieving a second Michelin Star.

Sustainability will remain central to our vision, building on the principles that earned us the Michelin Green Star, while we continue to deepen the connection between the estate and the guest experience.

What would you say to anyone considering applying next year?

Go for it. Awards like these provide a valuable opportunity to reflect on what makes your property unique and to celebrate the people behind it. Be authentic in your story, focus on what you genuinely do well, and stay true to the values that underpin your offering. Most importantly, involve your team throughout the process. Success in hospitality is never the result of one individual - it is a collective effort.

FOAM YOUR WAY INTO MOMENT

The New A Line introduces features like the New FoamMaster, designed to improve in-cup quality and consistency by delivering the optimal milk temperature and highest foam quality for every milk-based beverage. It’s all about the moment

THE ENVIRONMENT AWARD

After winning the Environment Award at this year’s Hotel Magazine Awards, The Lovat’s Director, Caroline Gregory, reflects on the hotel’s long-standing commitment to sustainability, the recognition of her team’s efforts, and why authentic environmental action continues to drive the business forward.

Winning at this year’s Hotel Magazine Awards is a major achievement - what do you think set your property apart from the competition?

Perhaps it’s the fact we’re a small team in a small place doing, what we believe, are things that matter. Our business is owner-led, and I think that helpssustainability, provenance, and people - these aren’t items on a tick list, they’re part of our makeup. Protecting our environment has been integral to how we operate for the past 21 years, embedded in every decision we make today and for the future. Sean’s cooking, the landscape, the philosophy - it all connects.

What does it mean to you, personally, to have scooped the win amidst such tough levels of competition?

In all honesty I’m a bit lost for words, completely blown away. To have our name in lights alongside such amazing finalists is such an honour, because all of us are doing our bit in our own way. On a personal level, sustainability is so close to my heart - waste reduction was drummed into me from an early age by my parents - “what’s in the bin is profit” - so this award is a bit of a shout out to them! The Lovat is a family business and Sean and I continually fly the eco-flag, but this award belongs to every person on the team who shows up and cares, our suppliers who contribute to our achievements, and all our guests who choose to live it.

Awards often reflect past performance - how are you planning to build on this momentum moving forward?

Sustainability and our environment are ever-evolving so you can never sit back. What you did a year ago isn’t enough. It’s a moving beast - one you have to keep investing in, keep questioning, keep driving. But we’re not

looking to suddenly become something different, the plan is to keep getting better at what we already do, building a real identity around who we are as a business and as an employer. We’re also in the middle of our net zero journey with Climate Springboard, and that feels like the right kind of ambition for a business in a place as special as thisgiving us a new focus on making a real difference.

What would you say to anyone thinking of applying next year?

Just do it! However small your operation and however inconsequential you think you are in the industry, sometimes the difference you are making is actually quite big. If you believe in what you are doing and it comes from the heart, that personality will shine through.

Sustainability isn’t an add-on, it’s built in. As a B Corp™ certified business, we’re committed to responsible sourcing, low-impact manufacturing and verified standards of social and environmental

MARKETING INNOVATION

Fresh from winning the Marketing Innovation Award at the Hotel Magazine Awards, Director of Hotel Operations Sarah Newman reflects on the entrepreneurial vision behind the resort’s success and why experiential, lifestyle-led travel is shaping the future of the industry.

Winning at this year’s Hotel Magazine Awards is a major achievement - what do you think set your property apart from the competition?

We have never tried to follow the traditional hotel playbook. Our design choices, guest journey, and operational approach have all been shaped independently and with passion, rather than by following a conventional model. That stems from being owned and operated by entrepreneurs who genuinely love travel and have experienced some of the world’s best hospitality concepts firsthand.

We have taken inspiration from those experiences to create something that feels fresh and design-led - from our signature cloud beds to the way we connect with guests. We have never aimed to be like other hotels; instead, we have focused on building a destination that feels memorable, exciting, and a little unexpected in the Kent countryside.

This independent mindset has allowed us to be more agile, more creative, and ultimately more guest-focused.

What does it mean to you, personally, to have scooped the win amidst such tough competition?

It is incredibly rewarding, particularly given the strength of the competition. There are so many well-established hotels, so to be recognised for doing things differently and for demonstrating innovation alongside some of the industry’s biggest players means a great deal.

On a personal level, it validates the risks we have taken and reflects the consistency of our vision, the hard work of the team, and the belief we have had from day one in doing things differently. Building something independent and staying true to that direction takes resilience, and this recognition validates not only the bold decisions, but also the discipline and commitment behind them.

The hospitality industry is evolving rapidly - what trends do you see shaping the future, and how are you positioning yourselves to stay ahead?

We have long recognised the growing demand for experiential travel and the increasing desire for wellness, leisure, and entertainment to be combined into one seamless experience. We aim to deliver immersive, lifestyle-led experiences, and we are uniquely positioned to do so by blending luxury accommodation, destination dining, golf, wellness, and social spaces into a lifestyledriven environment.

Wellness and lifestyle integration are becoming increasingly central to hospitality, with guests seeking hotels that support both escapism and wellbeing. With this in mind, we have submitted an application for the development of a three-storey spa building comprising 36 bedrooms, holiday lodges, padel courts, and an external spa area featuring Jacuzzis, plunge pools, and the conversion of the existing driving range.

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HOTEL BARS

Section sponsored by Lanchester Wines

POUR DECISIONS

With rising costs across food, energy and staffing, on-trade operators are under real pressure, yet guests still expect accessible wine prices. The challenge is finding bottles that hit the right price point, deliver quality and still protect your margin. Lanchester Wines shares five essential tips for building a commercially smart wine list that works for operators and customers alike.

1

KNOW YOUR WINE LIST STARS

These are your dependable middle-ground performers, sitting between house and premium, selling confidently all day, every day. Sourced from emerging regions and alternative varieties, they over-deliver on quality and value without the fine wine price tag. They simplify your list, support confident customer choice and, crucially, protect the margins that keep your business moving.

2

CHASE CONSISTENCY, NOT JUST COST

The wine that sells all day with a decent margin isn’t always the cheapest; it’s the most reliable. Guests who trust a recommendation return to it. Look for wines with consistent quality vintage to vintage, strong supplier backing and proven rate of sale. A steady performer beats a bargain that disappoints every time.

3

LET THE DATA DRIVE YOUR LIST

Your EPOS data is one of the most powerful tools on your bar. Identify which wines are genuinely pulling their weight - high volume, strong margin, low wastage - and build around them. Strip out slow-movers that tie up cash and confuse guests. A leaner, smarter list is easier to manage and more profitable to run.

4

WORK WITH YOUR WINE SUPPLIER

A good supplier relationship goes beyond ordering. Lean on your Lanchester Wines account manager for ranging advice, margin analysis and staff training support. They can help you identify your Wine List Stars, navigate duty changes and ensure your list evolves with market trends, giving you the commercial insight to make better buying decisions, faster.

5

TRAIN YOUR TEAM TO SELL WITH CONFIDENCE

Even the best wine list underperforms without confident staff behind it. Short, focused tastings and simple product knowledge sessions make an immediate difference to upsell rates and guest satisfaction. When your team knows why a wine is on the list - its story, its value, its food pairing - they sell it. And when they sell it, everyone wins.

RAISING THE BAR

From reducing waste and energy use to easing operational pressures on bar teams, James Woodman - Director of Heineken SmartDispense® explains how integrated dispense technology is helping hotels deliver a more consistent, sustainable and guest-focused drinks experience.

What gap in the hospitality market was SmartDispense® originally designed to solve?

When we launched SmartDispense® in 2014, our primary goal was to deliver quality and consistency of draft beer and cider for the consumer. We know from our customers that a great pint keeps guests coming back time and again for a pour they can rely on.

But - over more than a decade working hand-in-hand with our trade partners to truly understand their business needs - our purpose has evolved into something that goes beyond the product.

Our technology and engineer service provide a unique level of support to our hospitality venues - minimising the burden of everyday tasks and reducing the demand on resources like water and energy - to allow teams to focus on the quality of service that keeps customers coming through the door.

How does SmartDispense® differ operationally from conventional draught systems behind the bar and in the cellar?

More than just a dispense system, SmartDispense® is an

integrated quality-management solution. Our ongoing support is a key element of our proposition that sets us apart from conventional cellar setups.

Our dedicated team of Quality Technicians are on call nationwide to keep systems operating at the highest possible standard. Beyond practical system maintenancelike the 54-point MOT health-check carried out on every visit to ensure optimum system efficiency - our customers also benefit from wider support and expertise. From advice on improving glass washer performance and glass quality, to guidance on cellar best practice and staff coaching for the perfect pour - our focus is on delivering quality throughout the entire consumer journey, from keg, to tap, to glass.

Our commitment to ongoing partnership helps venues protect quality standards, improve operational performance, and maximise the value of their draught category, long-term.

Hotel bars often experience fluctuating demand across breakfast, daytime, events and late-night service. How does SmartDispense® help operators manage consistency across those varying trading periods?

Our core purpose is about lightening the operational load for venue management to give them the flexibility to adapt to varying demand, when it counts.

Just one of the many ways we support is our line cleaning service - we offer a 6 or 12 weekly service visit, handled by our specialist teams so that the bar can run, with management secure in the knowledge that the system is pouring smoothly.

Even when we can’t be there, day-to-day operations, like keg changes, are simpler and far less laborious with SmartDispense®. By minimising down-time, we can give time back to staff to ride the waves of demand without feeling stretched.

Alongside this practical support, what SmartDispense® provides for operators, through the peaks and lulls in demand, is an ongoing reassurance that, whether they’re pouring one pint or ten, the product in hand for their customers is top quality.

What role can systems like SmartDispense® play in helping hotel operators meet corporate sustainability targets without compromising guest experience?

Our specialist solutions create a dramatic reduction in wastage - up to 18,000 pints of water, beer and chemicals a year for a ten-tap outlet on a three-pint pull. Figures on this scale show why our technology is invaluable to our partners - offering significant savings in both cost and resource.

Our Cellar Manager and Remote Manager can deliver a 30% reduction in cellar electricity usage - at once saving both energy and costs. This leads to more streamlined and sustainable operations.

Not only do more efficient systems yield higher volumes and allow for greater sales opportunities - it demonstrates venues’ commitment to a sustainable business model at a time when responsible practice is expected to be ingrained in day-to-day operations.

Sustainability efforts are an important marker of how hospitality businesses show up for the customers they serve. By letting SmartDispense® do the heavy lifting - to minimise waste, reduce energy consumption, and protect resources - responsible practice is achievable without compromising quality of product or customer service.

Staffing pressures remain a major issue across hospitality. How does SmartDispense® help simplify operations for bar teams?

SmartDispense® is far more than the cellar systems - it’s a holistic service that reduces demands on staff time and ensures the seamless running of operations, thanks to the expert care from our dedicated engineers.

Day-to-day tasks, like keg changes, are far less complicated and time-intensive with our cellar systems in place. Our line-cleaning service can also save approximately 156 hours of staff time per year, and, by letting our specialist teams handle the chemicals, operators are reassured of their staff’s safety too.

Our expert technicians handle what’s going on behind the bar, to allow staff the time and security to show up, front-of-house and prioritise what matters mostcustomer satisfaction.

If you could change one thing about how the hospitality sector thinks about dispense systems and cellar operations, what would it be?

We know from our customers that they’ve seen a shift in what consumers are looking for from venues. Expectations have grown and changed to centre far more on the experience of hospitality and venues are feeling the pressure to deliver quality across the board.

What dispense systems, and SmartDispense® in particular, offer operators is back-of-house care and frontof-house training and support, that is felt, not only by staff, but by consumers who can taste the difference it makes in every sip.

The quality of a pint is determined long before a tap is pulled. It’s our responsibility to set our customers up for success and give them the tools to meet the needs and expectations of their clientele.

SMOOTH OPERATOR

Why wine on tap is becoming a smarter fit for hotel wine programmes, as told by Ben Cotts, Lanchester Wines.

As the UK hotel sector prepares for another busy summer season, operators are increasingly focused on maximising revenue across every part of the property, from terraces and roof bars through to casual dining spaces and event areas. With guest expectations continuing to evolve, flexibility, speed of service and consistency are more important than ever.

While bottled wine remains central to any considered hotel wine list, wine on tap is increasingly being introduced as a complementary format, helping hotel teams respond to high demand periods while maintaining quality and control.

At Lanchester Wines, we work closely with hotels of all sizes to build balanced wine programmes that integrate both bottled and keg wines, allowing operators to adapt service styles across different areas of the business without compromising the guest experience.

Enhancing Service Across the Hotel

Hotels face a unique challenge when it comes to wine service. Unlike standalone venues, service must extend seamlessly across bars, restaurants, terraces and event spaces. During peak periods, particularly in summer, maintaining consistency and speed across these touchpoints can place significant pressure on teams.

Wine on tap offers a practical solution. By enabling fast, consistent pours, it supports efficient service in high volume environments such as outdoor bars and all-day dining outlets. Bottled wines can remain the focus in more formal dining settings, preserving theatre and premium positioning where it matters most.

This dual-format approach allows operators to match service style to guest occasion, whether that is a relaxed glass in the sun or a more curated dining experience.

Unlocking Potential in the By-the-Glass Range

Hotel guests are increasingly open to discovery, particularly when it comes to wine by the glass. Wine on tap creates the opportunity to introduce a broader range of styles at accessible price points, encouraging trial and incremental spend.

For many hotels, keg wines lend themselves naturally to more relaxed moments within the guest journey, such as terrace dining, lounge areas or pre-dinner drinks. The styles reflect this positioning, offering approachable, food friendly wines reminiscent of those enjoyed in informal European settings.

This allows hotels to balance informality and premiumisation within the same wine programme, giving guests more choice depending on the occasion.

Supporting Sustainability Goals

Sustainability remains high on the agenda for hotel operators, both from a cost and reputational perspective. Wine on tap delivers clear benefits in this area, with a single 20 litre keg replacing the equivalent of around 26 bottles, reducing packaging, transport emissions and waste.

Importantly, this does not mean compromising the overall offer. Bottled wines continue to play a vital role in premium listings and provenance-led selections, while keg wine supports a more efficient and environmentally conscious approach to high volume service.

For many hotels, this balanced model aligns well with wider sustainability strategies while also delivering operational efficiencies.

Driving Efficiency Behind the Scenes

Seasonal peaks often bring increased reliance on temporary or less experienced staff. Simplifying service without reducing standards is essential.

Wine on tap supports this through easy to use dispense systems, consistent portion control and reduced handling, allowing teams to work quickly and confidently. From a management perspective, the benefits extend

further, with improved stock control, reduced breakages and minimal wastage.

These efficiencies can make a meaningful difference during high volume trading periods, supporting both service delivery and profitability.

A Versatile Addition to the Wine List

Lanchester Wines’ 20 litre keg range has been developed with hospitality in mind, featuring popular, versatile styles such as Pinot Grigio, Sauvignon Blanc, Merlot and Malbec, alongside lighter options including Bianco Frizzante which is made with the Glera grape, the same grape used for Prosecco.

These wines integrate seamlessly alongside bottled selections, complement seasonal menus and bring flexibility across different service environments within the hotel.

A Smarter Approach to Summer and Beyond

For hoteliers, wine on tap is not about replacing bottles, but about enhancing the overall wine programme to reflect how guests engage with different spaces. With the right balance, operators can deliver speed and consistency in high traffic areas while retaining depth and theatre where it counts.

As hotels continue to maximise every revenue stream, particularly during peak summer trading, wine on tap has become a valuable tool in creating a more agile, efficient and guest focused wine offer, whatever the season brings.

For more information on Lanchester Wines’ wine on tap, please visit www.lanchesterwines.co.uk/WineonTap

BARS AS BRAND BUILDERS

As luxury travellers seek authentic experiences and cultural connection, we look at how hotel bars are emerging as the heart of the property - where brand stories come to life and lasting impressions are made.

For today’s leading hotels, the bar is far more than a place to enjoy a cocktail - it is a powerful expression of brand identity. Long after guests have checked out, memories of a signature drink, a distinctive atmosphere, or a legendary bar experience often endure.

From grand hotel institutions to contemporary destination venues, iconic bars have become brand builders in their own right, shaping perception, driving footfall, and creating a sense of place that extends well beyond the guest room.

Ineska Dabrowski, Creative Cultural Engineer at Hart Shoreditch revealed how their UBA Lobby Bar plays a central role in shaping the hotel’s identity, acting as the heart of the lobby experience. “It brings together both guests and locals in a space that feels more like a creative community hub than a traditional hotel setting,” she said. Connected to the energy of Shoreditch, the bar and lobby host coworking during the day and transform into workshops, performances, DJ nights, and seasonal art installations in collaboration with local artists, extending throughout the lobby, shelves, tables, and staircase journey.

Ineska believes that a bar becomes recognisable when it creates a strong sense of identity and connection beyond just food and drinks. “By becoming part of the local culture and community, hosting experiences, supporting artists, and creating memorable moments, the bar can leave a lasting emotional impression on both guests and locals. Consistency in atmosphere, music, design, and service also helps build a personality people remember and return to,” Ineska added.

With many guests opting for a drink in the bar before dinner, bars often provide guests an initial glimpse into a hotel’s F&B service. It is therefore essential for hotels to make a stand-out first impression, offering a sneak peak into the high-end experience that hotels strive to deliver. Here, glassware can be a clear indicator of the level of luxury provided by hotels, and amidst

increased premiumisation, Mark Conron, Group Head of Customer Communications, Nisbets UK, thinks hotels should prioritise delicate, high quality crystal glasses, such as those offered by Olympia. “Designed to enhance the flavours of drinks, Olympia’s crystalware delivers a sophisticated drinking experience. For cocktails, the Campana Martini Glass and Claro Tumbler make an ideal choice, meanwhile when it comes to wine, Olympia’s Chime collection of glasses offer an elegant way to serve wine and maximise its taste and appearance,” Mark said.

This is thanks to the glasses’ wide bowl design and tapered rim, which helps aerate the wine and trap its aromas. Despite their refined look, these wine glasses are built for durability with a rolled edge to prevent chips and a wide base to minimise spills. They are also glasswasher safe, making them easy to clean ready for the next service.

A great example of a bar playing a role beyond food and beverage, is Raffles London at The OWO’s The Spy Bar. It’s an exceptional driver of local engagement and international visibility. Sotiris Konomi, The Spy Bar Manager, agrees that

Rosewood London, The Gin Bar

The Spy Bar can operate as far more than a standard F&B outlet - particularly in a city like London where cultural relevance often shapes hospitality brands as much their rooms inventory. He said, “In a luxury hotel, the bar is usually the most accessible entry point, where people can visit frequently, even if they never book an overnight stay.”

In that sense, The Spy Bar plays a strategic role towards international and local visibility. A key example of this would be with the programming their Covert Operations Takeover series, where they invite bartenders from all over the world to take over for one night only. Sotiris said, “This allows us to curate repeat interactions with our London residents, by offering a distinct experience each time they visit. So far, we have hosted bartenders from Bratislava, Mexico City, Greece, Bangkok and more – elevating both bar’s profile internationally – which is what makes us a community.”

With storytelling a crucial element of creating a standout hotel bar, The Spy Bar draws directly on the espionage history of The OWO and its association with figures like Churchill and MI5 and Sotiris explained, “For us, it is very important to keep this storytelling of The OWO (the former Old War Office) alive.”

Originally, the space that is now The Spy Bar was two rooms numbered 006 and 007 in the early 20th century, and these functioned as high security storage vaults for identity papers and mission reports of MI5 and MI6 agents. The entrance of the bar was once a guard room, and other rooms along this corridor were rooms used for briefing, debriefing and interrogating spies before and after going

into the ‘field’, and working behind enemy lines in occupied Europe during the Second World War.

“It would be remiss to ignore the rich history of our location - and so it is reflected in every element of The Spy Bar – from the cocktail serves to the décor. Our drinks reference old victory gardens (which grew fruits and vegetables food to feed Brits during WWII) and the periods of ‘rationing’. They also champion the spy craft traditions of MI5 and MI6 leaders and stories of female spies – each serve is a way to honour those that came before us.”

By leaning into this world of intrigue, The Spy Bar allows visitors to emotionally access the mythology of the building in a contemporary way. Guests are not just hearing that history existed there - they are participating in an atmosphere inspired by it. Sotiris finished, “This distinct narrative is also enhanced by our no photography rule. Guests live in the moment and can almost feel the walls ‘talk’.”

Another venue known for their iconic hotel bars is Rosewood - Andy Loudon, Director of Bars at Rosewood London, recognises that the hotel bar today is no longer an accessory to the hotel experience, “It is often the most immediate, emotionally resonant expression of the brand. Long before a guest reaches a room, the bar establishes mood, confidence, and cultural relevance. It is where the hotel speaks most clearly, not in words, but in atmosphere, service, and sense of belonging.”

At Rosewood London, both Scarfes Bar and The Gin Bar at Holborn Dining Room were conceived as character led spaces rather than interchangeable venues. Scarfes draws

Rosewood London, The Gin Bar

Rosewood London, The Gin Bar

its identity from narrative and craft, using illustration, live performance, and a sense of intimacy to express the hotel’s artistic spirit and British humour. The Gin Bar at Holborn Dining Room works differently, acting as a social engine for the building, open, energetic, and deeply rooted in British conviviality and exploration. “Together, they show how distinct bars within one hotel can express different facets of the same brand personality while remaining unmistakably part of the whole,” said Andy.

Andy explained that across his work creating bar concepts internationally through Proof Creative, the consistent principle has been that successful hotel bars are built from point of view rather than trend. “When a bar has a clear narrative purpose, grounded in its location and delivered through thoughtful design and genuine hospitality, it becomes a lived experience of the brand rather than a visual statement. Guests may forget the details of a stay, but they remember how a bar made them feel, who they met there, and the rituals they participated in,” he said.

In that sense, the hotel bar has become the brand’s social voice. It is where the hotel engages with its city, welcomes locals alongside guests, and transforms brand values into something tangible and human. Andy believes, “When done well, the bar does not just support the hotel’s identity, it actively defines it.”

We asked Andy what ways can a bar become as recognisable and emotionally resonant as the hotel itself, to which he told us, “A bar becomes recognisable and emotionally resonant when its character is expressed consistently, not only through design and service, but through what is in the glass. At Rosewood London, Scarfes Bar and The Gin Bar at Holborn Dining Room achieve this in very different ways, each using its beverage programme as a primary storytelling tool.”

At Scarfes Bar, the drinks are conceived as narrative objects. The cocktail programme is deeply informed by the work and world of Gerald Scarfe, translating his wit, provocation, and hand drawn irreverence into flavour, form, and presentation. Each cocktail functions as an extension of the wider creative universe, encouraging conversation, interpretation, and emotional engagement. “This focus on storytelling means guests do not simply consume a drink, they participate in the bar’s narrative, creating a sense of intimacy and personal connection that lingers well beyond the visit,” he said.

Mario Sel, Bar Manager, Bar Montez at Rosewood Munich believes that the hotel bar has become the emotional centre of the hotel experience. “Guests may sleep in the rooms, but they experience the soul of a hotel through its bar.” He explained how, at Bar Montez, that comes through in the atmosphere, music - daily live jazz, conversation,

Rosewood Munich, Bar Montez

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storytelling and connection that define the space and shape how guests remember their time at the hotel.

Especially today, in a world where many people work behind screens and social interaction has become increasingly digital, bars are regaining an important social role. “Many people no longer have the same sense of community or personal interaction within their daily work environments. A great bar becomes a modern meeting place again - somewhere people can experience spontaneity, conversation and genuine emotion, which is very much the energy we want Bar Montez to embody,” added Mario.

For Mario, modern luxury is no longer about separation or distance. Today’s luxury guest is searching for authenticity, energy, and connection. “The strongest hotel bars create environments where locals, international travellers, creatives, and hotel guests naturally come together - a balance we pride ourselves on at Bar Montez. We further integrate the local community into the bar through everything from live music performances to curated artwork, creating an authentic sense of Munich for every guest.

“At the same time, exclusivity comes through atmosphere, attention to detail and personalised service.

Guests should feel that they are entering a carefully curated world, not simply another busy bar.”

Beyond revenue, we asked Mario ‘how do you measure the success and cultural influence of a hotel bar?’ He revealed, “Success for me is when a bar becomes part of the city’s social fabric. When locals bring visiting friends there first. When guests return years later because they remember an evening at the bar.”

He also believes it is extremely important for hotel bars to actively integrate themselves into the local and international bar community. He said, “Collaborations, guest shifts, cocktail competitions and exchanges with other bartenders bring inspiration, creativity and credibility into a hotel bar, which is a big part of what we do at Bar Montez. Guests can immediately feel whether a bar is genuinely connected to the culture of the city or simply exists within the walls of a hotel.”

Capella Bangkok achieved the number one spot on The World’s 50 Best Hotels list in 2024 and is home to Stella Bangkok, a lavish bar space. Bar Manager, Miriam Nini explained that Stella is where the hotel really comes to life in a more expressive, social way. “The rooms at Capella Bangkok are very serene and introspective, but Stella gives us the opportunity to show a different side of the brand:

Capella Bangkok - Stella

it’s more playful, more multi-layered, and a little more spontaneous,” she said.

With today’s luxury travellers increasingly judging a hotel’s cultural relevance through its social spaces and bar experience as much as through its accommodation offering, Miriam explained that it’s the social spaces are where a hotel can show its personality most clearly. “They’re more immediate, more accessible and often more reflective of what’s happening culturally in real-time. Guests are paying attention to that, and they want to feel that a place is clued-in, engaged, and part of a wider conversation. A bar can communicate that very quickly.”

Miriam added, “This is also the reason why our signature cocktail menu, Journey into the New Siam, translates the scents, flavours, and vibes of Bangkok’s most emblematic neighbourhoods into drinkable snapshots - a way to express our idea of a “Contemporary Thai Cocktail Bar” in every touchpoint of the guest journey.”

Looking at what makes a hotel bar feel truly iconic, rather than simply fashionable, Patrick McCaig, Managing Director at Otter Brewery, believes it’s a bar which extends beyond just being one communal area. “This space should be synonymous with the wider hotel. Beyond consistent décor, a key way of achieving this is by ensuring private, in-room mini bars mirror the main bar space as this gives guests complete control over their drinking experience. For this reason, Otter Brewery provides bottled variants of its most popular cask ales, most notably its amber ale which it has recently revised in a bottled format.”

Recognising that destination bars are hugely important now because they often become the face of the hotel, Eleonora Esposito, General Manager of Florattica, said, “Guests remember how a place made them feel, and bars create those moments.” In Florattica’s case, the venue has built its own identity beyond the hotel; winning industry awards, attracting loyal repeat customers, and becoming a recognised London rooftop destination in its own right, which naturally strengthens the overall hotel brand too.

With the most memorable hotel bars often becoming cultural landmarks in their own right, we explored what separates a truly brand-defining hotel bar from one that simply serves hotel guests – Eleonora explained, “The biggest difference is whether people would visit the venue regardless of whether they’re staying at the hotel. The best hotel bars have their own identity, energy, and loyal following. With Florattica, we’ve deliberately kept the hotel and bar marketing strategies separate, with different objectives and audiences. The majority of our guests aren’t hotel residents, they’re professionals working locally or people travelling into London specifically for a night out. That’s what makes a venue feel culturally relevant rather than simply an extension of the hotel lobby.”

The Savoy’s bars have played a defining role in shaping the hotel’s identity and international reputation. American Bar, which first opened in 1893, four years after the hotel’s debut, is considered London’s longest-standing cocktail bar. Throughout its history, the bar has been home to legendary bartenders, including Harry Craddock, author

Rosewood London, Scarfes Bar

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of the iconic The Savoy Cocktail Book, and Ada “Coley” Coleman, one of the first celebrated female bartenders in the industry, who helped to establish The Savoy as a pioneer of cocktail culture and draw guests in.

The bar has also served as a social and cultural meeting place for royalty, actors, writers and politicians, from Winston Churchill and Frank Sinatra to Ernest Hemingway and Marlene Dietrich, cementing The Savoy’s reputation as a gathering place for influential figures across generations. American Bar is also intertwined with the hotel’s sense of theatricality, attracting guests to enjoy a pre- or posttheatre drink with London’s West End positioned moments away.

Raquel Pirola, Commercial Director at The Savoy, said, “An iconic hotel bar endures by evolving with changing tastes and expectations while remaining true to its identity and heritage. American Bar has achieved this balance particularly well through the continual reinvention of its cocktail menus. Its latest menu, Liquid Moments, launched in January 2025, draws inspiration from stories, memories and defining moments from The Savoy’s history.”

She believes another key factor in a bar’s long-standing and generational success is the calibre of talent behind the bar. American Bar has consistently attracted some of the world’s most respected bartenders, from Harry Craddock and Ada “Coley” Coleman to today’s award-winning teams, ensuring that creativity, craftsmanship and hospitality remain at the heart of the experience.

Raquel explained, “Today, Markus Bassett leads as Head of Bars at The Savoy, honouring American Bar’s pioneering legacy through a balance of innovation and tradition. In developing new cocktails, Markus guides the team through a meticulous process inspired by the hotel’s heritage and the Savoy Cocktail book, reimagining classic cocktails with innovative techniques and focusing on the quality of ingredients. Each cocktail undergoes a thoughtful development phase, considering flavour profiles, historical significance, and modern tastes. This adaptation ensures that the menu remains relevant and compelling to contemporary audiences.”

Nick Anastasiou, Director of Gorilla Carts & Kiosks agrees that bars are at the heart of hotels with many guests experiencing this space before they even step into their rooms. He said, “For this reason, bars are essential to building guests’ first impression of hotels, and it is vital that these embody an establishments’ values, ethics and USPs. This goes beyond just the design of bars, but how drinks are served within these spaces providing an ideal opportunity for bartenders and mixologists to showcase their creativity and expertise on a range of drinks, from beer and wine to spirits and cocktails.”

Exploring what ways a can become as recognisable and emotionally resonant as the hotel itself, Nick sees that when creating a recognisable, one-of-a-kind bar space, “heritage is a key consideration”.

He said, “Whilst new bars may be kitted out with sleek and modern looks, family run establishments with a strong history may feature a more authentic design, complete with family photos. Alternatively, hotels may theme their bars around a quality unique to them; this maybe a local landmark or perhaps a nod to what the building was used for prior to the establishment of the hotel. Whatever makes

your hotel stand out, Gorilla Carts & Kiosks curates bars that reflect the hotel itself. By offering a custom-made solution, Gorilla Carts & Kiosks work with the top industry designers and skilled craftsmen to enable hotels to create a bar space that is completely unique to them.”

At Wyndham Hotels & Resorts, they recognise that hotel bars play an increasingly important role in shaping a property’s identity, acting as both a social anchor and an extension of the guest experience beyond the room.

Jackie Brown, Regional Director North & West Europe, Wyndham Hotels & Resorts, said, “Spaces like The Stage Skybar at H4 Hotel Paris Pleyel demonstrate how a wellconceptualised bar can become a defining feature, blending atmosphere, design and a sense of place.” Set 129 metres above the city with panoramic views across Paris’s iconic landmarks, including the Eiffel Tower, it offers a unique and intimate setting where guests can enjoy signature cocktails alongside a globally inspired, sharing-style menu.

“The cocktail offering leans into creativity and storytelling, with innovative serves built around unexpected flavour pairings such as basil-infused vodka with passionfruit, truffle and honey-accented bourbon, or tequila blended with yuzu and pineapple, reflecting a more experimental, experience-led approach to mixology.

“The food menu complements this with a curated selection of elevated small plates designed for social dining, from charcuterie and artisan cheese boards to internationally influenced dishes such as mezze platters, seafood bites and refined street food-style creations. Together with an evolving programme of events, DJ sets and live experiences, it creates a dynamic, memorable environment that encourages guests to pause, connect and experience the destination from a different perspective.”

As guest expectations continue to evolve, the hotel bar has become far more than an ancillary amenity. From fostering local communities and celebrating cultural heritage to driving international recognition and shaping brand identity, today’s most successful hotel bars are destinations in their own right. Whether through compelling storytelling, innovative beverage programmes, exceptional design or meaningful local engagement, these spaces create memorable experiences that resonate long after check-out.

Rosewood London, The Gin Bar

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ENABLING CONSISTENCY

Supporting the operators behind the operation - by Ela Hedges, Business Development Manager at Miele Professional.

Across the hotel sector, the delivery of consistent, high-quality guest experiences increasingly depends on partnerships that operate out of sight. Facilities management (FM) providers are one of the most important aspects of this, taking on responsibility for everything from cleaning and hygiene to operational efficiency across complex estates.

While guests may associate their experience with brand, service or design, the consistency behind those elements is often delivered by FM teams working to high standards and service level agreements. For these providers, success depends on their ability to deliver repeatable, measurable results across multiple sites, often with varying layouts and staffing models.

In this environment, the role of equipment and systems is changing almost year on year. It’s not just about ticking boxes and completing tasks anymore. FM providers need to be put in a position to success and build scalable services that suit different hotel environments.

Enabling consistency across multiple sites

Facilities management companies are frequently tasked with overseeing large hotel portfolios, from boutique properties to high-capacity conference venues, often supporting housekeeping teams and housekeepers behind the scenes. Each site may have its own challenges, but the expectation from hotel operators remains the same: consistent standards, delivered every day.

Achieving this at scale requires more than training alone. FM providers rely on equipment that supports them, helping remove variability between staff, shifts and locations. Systems that guide how tasks are carried out, rather than leaving them open to interpretation, play an increasingly important role.

This is where manufacturers with a deep understanding of hospitality environments add value. By developing solutions around repeatability and ease of use, they help FM partners deliver the same level of performance regardless of changing conditions on the ground.

From tools to systems

Traditional cleaning approaches often depend heavily on individual technique, which can make it difficult for FM companies to guarantee outcomes across large teams. In contrast, more structured systems enable a process-driven approach, where results are built into the workflow itself.

Floorcare is an obvious example. In high-traffic hotel areas, methods that rely on inconsistent water use or manual judgement can lead to uneven results, extended drying times or unnecessary rework. For FM providers operating under strict time pressures, these inefficiencies can quickly add up.

Solutions such as Miele Professional’s Mopstar range are designed specifically for FM companies, contract cleaners and housekeeping laundry operations within hotels. By combining specialised programmes that can disinfect mop heads and cleaning cloths and a patented pre-spin to flush out any visible dirt, they allow FM teams to standardise how cleaning is carried out across all areas of a property.

This versatility is important in hotel environments, where

“Those that can combine efficiency with consistent quality will be best placed to meet rising expectations.”

laundry needs often extend beyond mops and cloths. Systems such as Mopstar can also support the cleaning of floor polishing pads and buffers, as well as items like uniforms and curtains. For many hotel operators, these are products that may not typically be supplied through a linen rental provider, making in-house or on-site housekeeping laundry processes even more important.

Strengthening hygiene and compliance

Beyond things like efficiency, hygiene remains a key focus for FM providers, particularly in a sector where expectations around cleanliness will always be important. Structured cleaning systems make it easier to align with best practice, supporting clear separation between areas and reducing the risk of cross-contamination.

Using designated materials for different zones, for example, helps ensure that standards are maintained between public areas, food service environments and wellness spaces. When these processes are built into the system itself, compliance becomes easier to manage and monitor.

Manufacturers that design with these requirements in mind enable FM partners to align their operations with both regulatory expectations and the standards set by hotel brands.

Creating value for hotel partners

For hotel operators, the benefits of an efficient FM provider with the right tools couldn’t be clearer. They are equipped with the right solutions and are better positioned to deliver

consistent outcomes, respond to operational pressures and maintain standards across all guest-facing areas.

This translates into environments that feel clean, safe and well maintained, without disruption to the guest experience. While guests may never see the processes behind this, they experience the results in every space they use.

By working with manufacturers that understand the realities of hospitality operations, like Miele Professional, FM providers can strengthen their service offering and deliver greater value to the hotels they support.

Looking ahead

It’s very easy to say that the relationship between hotels and FM providers will continue to evolve, but what’s more important is what it’s turning into. It should be a relationship built on performance, transparency and reliability. And having the correct professional solutions and systems is a great first step to building that relationship.

For FM companies operating in the hotel sector, investing in solutions designed around their needs is a no brainer. Those that can combine efficiency with consistent quality will be best placed to meet rising expectations and support the hotels they serve.

Discover how Miele Professional’s solutions can support facilities management partners working across the hotel sector at:

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PEOPLE ARE THE BRAND

Amber Blount, Managing Director at Human One Global, discusses the evolving talent challenges facing luxury hospitality, why recruitment strategy is now central to commercial success, and how the business has grown from a specialist recruiter into a global workforce and operational partner.

Human One Global has expanded significantly in recent years. How would you describe the company’s evolution from a hospitality recruitment specialist into a broader global talent and operational partner for the industry?

Human One Global was originally founded within luxury hospitality recruitment, and that expertise remains very much at the core of the business today. However, as our international client relationships evolved, so too did the level of support they required from us.

What began as a specialist recruitment business has grown into a global talent and workforce solutions partner operating across hospitality, lifestyle, commercial, family office and private household sectors. Alongside operational hiring, we now support clients with executive search, retained assignments, outsourced staffing solutions, workforce planning, pre-opening projects and international talent acquisition across multiple markets.

Luxury hospitality businesses are facing continued pressure around staffing, retention and service consistency. What are the biggest talent challenges hotel operators are dealing with today, and how is Human One helping solve them?

One of the biggest challenges globally is the widening gap between rising guest expectations and the availability of experienced, service-led professionals. Luxury hospitality businesses are competing within an increasingly international talent market whilst also navigating labour shortages, evolving workforce expectations and ongoing operational pressures.

Retention remains another major focus. Candidates today are looking far beyond salary alone - leadership culture, progression, flexibility, wellbeing and purpose all play a

significant role in attracting and retaining exceptional people.

At senior level, we are seeing growing demand for commercially minded leaders capable of balancing guest experience with innovation, profitability and long-term growth. This spans everything from General Managers and

commercial leadership through to technology, revenue, development and people-focused roles.

At Human One Global, we take a highly relationshipled approach. We focus on long-term suitability, cultural alignment and understanding the wider business environment rather than simply filling vacancies quickly. Our international network allows us to source talent globally, whilst our flexible workforce solutions help clients adapt to operational demands without compromising standards or service delivery.

Your work spans temporary staffing, executive search and outsourced recruitment solutions. Where are you seeing the greatest demand from hotels and hospitality groups in 2026?

In 2026, demand remains incredibly strong across both operational and leadership hiring internationally.

Hotels continue to require flexible staffing support across front office, food & beverage, guest services and back-of-house functions, particularly within luxury and high-volume environments.

At the same time, there has been significant growth in senior and specialist appointments. We are seeing increased hiring across executive leadership, commercial strategy, revenue management, technology, development, guest experience and people & culture as hospitality businesses continue to evolve both operationally and digitally.

Pre-opening recruitment also remains a major growth area, particularly across the Middle East and other rapidly developing international markets where investment into luxury hotels, branded residences and destination-led developments continues at pace.

Beyond traditional hospitality, there is also increasing crossover with the family office and private household sector, particularly as UHNW clients seek hospitalitylevel service and operational standards within private environments.

Alongside this, outsourced workforce partnerships are becoming increasingly important as businesses look for greater flexibility, scalability and long-term workforce stability.

Hospitality is ultimately a people-driven business. In your view, what separates exceptional hospitality talent from simply competent operational staffing?

Technical capability and operational experience are important foundations, but exceptional hospitality talent is defined by far more than task delivery.

The individuals who truly elevate guest experience possess emotional intelligence, intuition and an instinctive understanding of service. They anticipate needs naturally, adapt effortlessly to different personalities and environments, and create experiences that feel seamless, personal and memorable.

Within luxury hospitality and private household environments especially, discretion, presence, professionalism and attention to detail are absolutely critical. The very best individuals understand that hospitality is not simply about delivering a service - it is about creating trust, comfort and emotional connection.

The same applies at leadership level. Exceptional leaders inspire teams, build strong cultures, maintain standards under pressure and balance commercial performance with a people-first mindset.

That is why personality, cultural alignment and emotional intelligence form such an important part of our recruitment process. Technical skills can often be developed, but genuine hospitality instinct is much harder to teach.

As guest expectations continue to evolve, how important is recruitment strategy in shaping the overall guest experience and long-term commercial success of a hotel brand?

Recruitment strategy is absolutely fundamental to both guest experience and long-term commercial success. In hospitality, people are the brand.

Every interaction - whether with concierge, guest relations, operational teams, private service professionals or senior leadership - shapes how a guest or client perceives a business.

A strong hiring strategy is therefore not simply about filling vacancies; it is about building teams and leadership structures that reflect the culture, standards and longterm vision of the brand.

The most successful hospitality businesses globally are increasingly treating talent strategy as a core commercial function rather than an operational necessity. They understand that service consistency, retention, guest loyalty and financial performance are all directly influenced by the quality of people within the organisation.

This extends far beyond hotels. We are seeing the same approach across luxury residential, family office and private household environments, where expectations around service, discretion and personalisation continue to rise significantly.

Businesses that invest strategically in talent acquisition, workforce planning and long-term people development are ultimately far better positioned to protect standards, navigate operational challenges and drive sustainable longterm growth.

SMARTER FRYING

How hotels can improve allergen control and kitchen efficiency.

Demand for allergen-free dining continues to rise, with hotel guests more informed than ever about what is in their meals.

Across restaurants, lounges, room service and banqueting operations, today’s diners should expect complete confidence in how food is prepared and handled. Many guests are also making conscious lifestyle and wellbeing choices to eliminate certain ingredients from their diets, not simply because of allergies. We spoke to Philip Sanderson, Sales Director at leading catering equipment supplier, Valentine & Cuisinequip about the allergen dilemma faced by caterers.

“For hotel operators, dietary requirements pose both an opportunity and a challenge. Kitchens must deliver exceptional food experiences while maintaining strict food safety standards, preventing cross-contamination, all while operating efficiently throughout peak service periods. As a result, investment in smarter kitchen technology is becoming increasingly important.

“For hotel operators looking for a market-leading frying solution, Valentine & Cuisinequip offers a unique range of Swiss-made fryers precisionengineered with kitchen safety at the forefront of everything it does. Recognising that modern hotel kitchens require equipment that actively supports compliance, simplifies operations and gives chefs and operators peace of mind in even the busiest environments drives their product innovation.

“One area where this is particularly important is frying. Fried menu items including fish, chicken, onion rings and other battered products, frequently contain allergens including gluten and dairy. Even when a menu item is allergen-free, cooking it in oil previously used for allergen-containing foods can create cross-contamination risks, which could have serious consequences for both guests and operators.

“This is where the Valentine CORE and CORE Smart fryer ranges are helping hotel chefs and operators rethink their approach to allergen management.

“Both frying ranges are available with twin pans, and a standout feature available as an option specifically on the CORE Smart twin pan fryer range is twin-pumped oil filtration, which provides separate pumps and oil buckets for each fry tank. This allows hotel kitchens to safely prepare allergen-free products alongside standard menu items without the risk of oil contamination between tanks.

“For hotels balancing multiple food outlets and high guest volumes, the system offers valuable operational flexibility while removing the need to install separate fryers purely for allergen control. It also helps maximise kitchen space - a key consideration in many hotel environments where efficiency and workflow are critical.

“Diners and hotel guests expect kitchens to look spotlessly clean, as well as operate with equipment that is hygienic by design, easy to maintain and capable of delivering consistent results.

“The Valentine CORE and CORE Smart ranges have been engineered to support both food safety and operational performance. Alongside allergen control, the smart digital control panel delivers temperature accuracy of +/-1°C and features six customisable cooking programmes to help ensure consistency across every service.

“An integrated ECO function automatically lowers oil temperatures during quieter periods, helping hotels reduce energy consumption, extend oil life and minimise wasteincreasingly important as hospitality operators continue to face rising utility costs and sustainability targets.

“The adaptive cooking setting also automatically detects load size and adjusts cooking times accordingly, helping kitchen teams maintain consistency while simplifying dayto-day operations.

“Available in widths from 200mm to 600mm, with both single and twin tank configurations, the CORE and CORE

Smart fryer ranges are designed to suit hotel kitchens of all sizes, from boutique properties to large-scale banqueting operations. Additional options, including automatic basket lifts, turbo models and advanced filtration systems, allow operators to tailor equipment to their individual requirements.

“While technology plays a vital role in reducing risk, strong training and after-sales support remain equally important. Combining reliable equipment with ongoing operator support helps hotel teams stay confident, compliant and up to date with evolving food safety requirements.

“Fear surrounding allergens and the potential for serious errors in busy kitchens remains understandable. However, well-designed appliances that are easy to clean, offer builtin safety features and support consistent cooking results can significantly reduce pressure on kitchen teams while minimising the risk of human error.

“Valentine & Cuisinequip believes that combining precision Swiss engineering with intelligent technology and strong after-sales care gives hotel operators the confidence and tools they need to maintain the highest standards of food safety, efficiency and guest satisfaction.”

For more information, visit www.valentinefryers.com or call +44 (0)118 957 1344

In the Hot Seat AMAR LALVANI

From redefining boutique hospitality at W Hotels and The Standard to leading Hyatt’s rapidly expanding Lifestyle Group, Amar Lalvani has spent decades shaping the cultural heartbeat of modern hotels - proving that creativity, authenticity and scale do not have to be mutually exclusive.

Few executives have shaped modern lifestyle hospitality quite like Amar Lalvani. From helping define the cultural cachet of W Hotels to leading

The Standard’s global expansion, Amar has spent decades at the intersection of design, culture, community and commerce. Today, as Executive Vice President, President & Creative Director, Lifestyle at Hyatt, he oversees an ambitious portfolio that includes The Standard, Thompson, Andaz, Dream, Bunkhouse, JdV by Hyatt and more, all while trying to answer a deceptively difficult question: what does “lifestyle hospitality” actually mean anymore?

“The honest answer is that lifestyle has become a word that is so overused it means almost nothing,” Amar said.

For him, the roots of the category go back long before “lifestyle” became an industry buzzword. He traces its origins to Morgans Hotel, when Steve Rubell and Ian Schrager sought to explain their concept to investors by comparing it to boutique retail - distinct, curated and deeply connected to a specific clientele.

“What I think lifestyle actually means is a hotel with deep insight into who its customer is and what it means to care for them,” he explained. “The decision to stay at The Standard, Thompson, Andaz, Dream, Bunkhouse, me and all, The Manner or any of our JdV properties is being made because the guest wants to be part of the environment we produce. The total environment.”

That environment, Amar stressed, extends far beyond design aesthetics. It is the room, the restaurant, the rooftop, the music, the cultural programming, the energy of the spaces and even the guests themselves.

“Getting all of it right is not surface level,” he said. “It is a profound commitment. It’s not easy.” That philosophy now sits at the centre of Hyatt’s rapidly expanding Lifestyle Group, which continues to grow internationally while attempting to preserve the creative integrity that made each brand culturally relevant in the first place.

“Our discipline against that is twofold,” Amar said of balancing individuality with scale. The first is ensuring creativity has a seat at the highest level of the business.

“My title is President and Creative Director for a reason,” he said. “The product and experience can only be built and delivered at scale if creativity and commerce are seen as enablers that reinforce each other rather than elements at odds with each other.”

He believes too many hospitality companies separate “brand” from the rest of the business. Within Hyatt’s Lifestyle Group, he said, every function, from finance to HR, is part of the brand team because the group operates with end-to-end creative, operational and commercial accountability.

The second discipline lies in a framework Amar has applied throughout his career at The Standard and Bunkhouse, and now across Hyatt’s lifestyle brands. Every brand, he said, must be “distinct, succinct, truthful, ownable, executable.”

“If it doesn’t pass all five, it’s not a brand - it’s a name,” he said. For Amar, scale itself is not the enemy of creativity. “Insufficient or ineffective creative leadership and indiscipline are.”

That mindset is shaping Hyatt’s aggressive international growth strategy, with openings and developments spanning Shanghai, Rome, Seville, Lisbon, Brussels, Mexico City, Austin and beyond.

“We pay attention to two things,” Amar said. “The places that are actually being chosen by the travellers who are creating the global pulse, and frankly, the places we love.” While Hyatt’s global scale and 65-million-member World of Hyatt platform provide valuable data, Amar still believes instinct and cultural intuition remain essential. “We built The Standard, Bunkhouse and The Manner based on our intuition and innate feel for our clientele,” he said. “We were the clientele.”

The cities capturing Hyatt Lifestyle Group’s attention are

those generating both economic and cultural momentum. Amar points to Lisbon as “one of the most interesting cities in Europe,” describes Seville as producing “some of the best culinary output in Spain,” and believes Mexico City has become “probably the most interesting food city in the world alongside Bangkok.”

He is equally enthusiastic about Austin’s evolution into a “global city,” Brussels’ growing influence in fashion and design, and the enduring creative power of Tokyo and Kyoto.

But perhaps most notably, he identifies India as the biggest long-term opportunity. “I think the most underserved market for what we do is India,” he said. “I believe the future is incredibly bright there for decades to come and Hyatt is investing heavily to be part of it.”

Another major area of growth is branded residences, where Hyatt Lifestyle Group is extending hotel experiences into permanent living environments through projects such as The Standard Residences in Miami and Mexico City and Andaz developments in Turks & Caicos and Papagayo.

“Branded residential, when it works, is the extension of an experience a guest already loves into the way they live,” Amar said. He points to The Standard’s sold-out branded residences in Lisbon, Palácio Santa Clara, and the enthusiasm for the recently completed residences in Midtown Miami, as evidence of emotional brand connection translating into residential demand.

“That is not just a real estate outcome,” he said. “That is a reflection of the love The Standard brand earned in Miami over the past two decades.”

For Amar, however, branded residences only succeed when they remain authentic to the hospitality experience that inspired them. “If the residence feels like a different product, the residents will know and the brand will be damaged,” he said.

Authenticity and local relevance are themes that repeatedly surface throughout the conversation, particularly when discussing The Standard’s continued global expansion. “The discipline against formula is to start every project with the city, not with the brand,” Amar said.

Rather than applying a standardised template, each property is built around the cultural identity of its destination.

“We do not arrive in Lisbon with a Standard playbook,” he explained. “We arrive in Lisbon and ask what the city actually is.” That process extends beyond architecture and interiors to partnerships, programming and creative collaborations. Amar said Hyatt Lifestyle Group intentionally works with local artists, designers, chefs and creatives to shape each project from within the community itself.

“We are not commissioning their work,” he said. “We are empowering their creativity and guiding the end result.” The result, he argued, is a portfolio of hotels that feel recognisably connected by attitude and cultural confidence, rather than by formulaic design standards.

“The recognition will come from the posture,” he said. “The irreverence, the cultural confidence, the design literacy. Not from a book of brand standards.”

Equally important, Amar said, is the willingness to walk away from projects that fail to align with a brand’s values or guest expectations - even when the economics appear

attractive. “We made the decision to walk away from a Thompson project in South Beach last year because the location, program and execution, in my view, would not have met the expectations of a Thompson guest,” he revealed.

“The deal was real. The economics were attractive. But the brand fit was not.” For Amar, long-term brand integrity matters more than short-term growth metrics.

“The deals you walk away from are as important to the brand as the deals you make,” he said. “We will let others chase growth for growth’s sake. We will obsess about quality.”

Looking ahead, Amar’s ambitions for Hyatt Lifestyle Group extend well beyond pipeline numbers or global footprint. Over the next five years, he wants Hyatt to prove that “brand-led operating works at scale.”

“Conventional wisdom has been that scale and brand are trade-offs,” he said. “You could be small and distinctive, or large and generic. I think we are showing that you can do both.”

More personally, he explained that he is energised by the opportunity to build something lasting within an industry he deeply loves. “Having been an entrepreneur who worried about making payroll, I am really enjoying building something that I know will outlast me and will make a dent in an industry I love,” he said.

He also hopes Hyatt Lifestyle Group becomes the employer of choice for the next generation of hospitality creatives. “I want the most creative and brightest people to come work with us,” he added. “And I want to empower them to do things I cannot even yet imagine.”

Ultimately, Amar believes the future of hospitality belongs to companies willing to remain distinctive even as they scale - a challenge he compares to iconic global brands outside the industry.

“The companies I admire most are the ones that created something distinctive and stayed distinctive at scale,” he said. “Companies like Apple. Nike. Ralph Lauren. It is a small list, and none are in hospitality. I want Hyatt to be on that list.”

BOUTIQUE HOSPITALITY

Combining Georgian charm, contemporary luxury and a people-first culture, Stanwell House in the heart of Lymington is redefining the boutique hotel experience. General Manager Josie Clare shares how empowering teams, embracing feedback and staying adaptable helps deliver exceptional guest experiences every day.

Nestled in the heart of Lymington’s historic High Street and just moments from the New Forest National Park, Stanwell House has quickly established itself as one of Hampshire’s most stylish independent hotels. Following an extensive refurbishment and reopening in December 2022, the 27-bedroom boutique property has combined Georgian character with contemporary luxury, creating a destination that feels both sophisticated and welcoming.

Owned by its current proprietors since 2021, Stanwell House occupies a prime position on the South Coast, offering guests easy access to the New Forest, the Solent and the charming maritime town of Lymington. While its elegant interiors, thoughtfully designed bedrooms and acclaimed dining venues have earned widespread praise, the hotel’s success is equally rooted in its people-first approach to hospitality.

Leading the team is General Manager Josie Clare, who joined the hotel in September 2024. With the hospitality industry continuing to evolve at pace, Josie believes that maintaining a strong team culture is fundamental to delivering a consistently excellent guest experience.

“The team feels supported and confident, that naturally translates into a seamless guest experience,” she explained. “As a result, I focus heavily on building a friendly, approachable team culture. Keeping things clear, consistent and human helps reduce uncertainty, and recognition and support are key, especially during periods of change.”

For Josie, effective leadership is built on communication and inclusion. Rather than viewing change as a one-off event, she sees it as an ongoing conversation that requires engagement from every level of the business.

“Change is rarely one conversation; it’s an ongoing dialogue,” she said. “Encouraging feedback from all levels creates buy-in and confidence, and when people understand the ‘why’, they’re much more engaged.”

This collaborative philosophy reflects the wider ethos at Stanwell House, where personalised service and genuine hospitality are central to the guest journey. Josie is also a firm believer in remaining visible and connected to daily operations.

“I make a point of being present in the operation, not just behind the scenes,” she said. “Seeing what the team sees helps me make better, more realistic decisions, and I prioritise constant, open communication. I’m not afraid to adapt quickly if something isn’t working. In hospitality, things don’t always go to plan and that’s okay. It’s about being responsive rather than sticking to something just because.”

That adaptability is evident throughout the property. The hotel’s accommodation offering has been carefully curated to cater to a wide range of travellers, from couples enjoying a weekend escape to families exploring the New Forest. Room categories range from cosy Loft Rooms tucked beneath the roofline of the original Georgian building to spacious Luxury Rooms and three individually designed Suites, each offering distinctive features such as private terraces, separate living spaces or views over the hotel’s tranquil walled garden.

Families are particularly well catered for with a dedicated

Family Suite featuring a separate children’s room and bunk beds, while dog owners can take advantage of pet-friendly Terrace Rooms and welcoming public spaces that allow four-legged companions to join the experience.

Food and beverage are another cornerstone of the Stanwell House offering. The hotel’s flagship restaurant, Samphire, delivers a relaxed yet refined dining experience centred around locally sourced and seasonal ingredients. Elsewhere, guests can enjoy expertly crafted cocktails in the atmospheric Salt Bar, complete with exposed brickwork and a log burner, or unwind in the light-filled Orangery, a popular destination for coffee, afternoon tea and informal gatherings.

Throughout the property, the emphasis remains on creating memorable moments rather than simply providing facilities. Josie believes that guest feedback plays a critical role in ensuring the hotel continues to evolve in meaningful ways.

“Guest feedback is one of the most valuable tools we have,” she explained. “It’s not just about what is said, but listening properly and understanding why. That insight helps us evolve in a way that genuinely improves the experience.”

This commitment to listening, learning and adapting has helped Stanwell House carve out a distinctive identity within the competitive boutique hotel market. By combining thoughtful design, exceptional dining and a culture built around empowerment and authenticity, the hotel offers an experience that resonates with modern travellers seeking both comfort and connection.

As Josie concluded: “For us, it’s not just about creating a beautiful space, it’s about how guests feel when they’re with us. Ultimately, keeping morale high and fostering a positive, empowered team is what delivers consistency for guests.”

In an industry where guest expectations continue to rise, Stanwell House demonstrates that lasting success comes from investing as much in people as in product. The result is a hotel that not only showcases the best of the New Forest and Hampshire coastline but also exemplifies the enduring power of genuine hospitality.

IN BLOOM

Beaverbrook brings back balloon dining as experiential hospitality trend continues to rise.

Luxury country house hotel Beaverbrook has unveiled the return of its seasonal hot air balloon dining concept for summer 2026, reinforcing the growing importance of immersive outdoor experiences in luxury hospitality.

After launching on 20 May, the “Balloons in Bloom” activation sees six stationary hot air balloons installed within the property’s Italian Garden, each transformed through a renewed partnership with British luxury tablescaping brand Summerill & Bishop. The collaboration marks the fourth consecutive year the two brands have worked together on the concept, following previous themed installations including Love is in the Air, A Sky Full of Stripes and Fanning The Flame.

Designed to appeal to experience-led luxury travellers, the 2026 concept places a stronger emphasis on botanical storytelling and destination-led design. The balloons have been dressed in Summerill & Bishop’s “Still Life 1815” print, featuring layered florals inspired by the surrounding Surrey landscape, with roses, peonies, irises, daffodils and ranunculus rendered in soft chalky tones and contrasted with darker chiaroscuro elements.

The activation reflects a broader shift across the luxury hotel sector towards highly visual, shareable dining concepts that combine culinary programming with immersive design. At Beaverbrook, the experience is positioned as both a food-and-beverage offering and a seasonal draw designed to increase destination appeal during the summer months.

Each balloon accommodates up to four guests for lunch or dinner service and is fully dressed with Summerill & Bishop linens and tabletop accessories. The experience is centred around Beaverbrook’s signature Japanese dining offering, with a menu featuring seasonal and locally

sourced ingredients. Dishes include Hokkaido scallop tartare, rhubarb and sake kasu salad, and yakiniku-grilled Japanese A5 Wagyu sirloin, alongside cocktails inspired by the estate’s gardens and local producers.

Regional provenance remains a key component of the offering. Beverage partnerships include Surrey-based Albury Estate and Silent Pool Gin, while the cocktail menu incorporates floral and botanical influences intended to connect guests more closely with the surrounding estate.

Commenting on the collaboration, Seb Bishop, CEO and Creative Director of Summerill & Bishop, said the intention was to create an environment that “blurs the line between art and landscape”, allowing guests to feel immersed in “a living tableau of the British summer”.

The installation also demonstrates how hotels are increasingly leveraging design-led brand partnerships to extend guest engagement beyond traditional accommodation and dining. Seasonal activations of this kind have become an important tool for luxury properties seeking to drive incremental revenue, social media visibility and repeat visitation.

Beyond the Surrey estate, Beaverbrook is also expanding the concept’s visibility through its return to Royal Ascot in June 2026. Following a successful debut at the racing event in 2025, six branded balloons will again appear within The Royal Enclosure, offering trackside brunch and lunch experiences aimed at premium leisure and hospitality audiences.

The continuation of the concept highlights how experiential dining - particularly outdoors and tied to strong visual storytelling - remains a significant focus area for luxury hotels looking to differentiate in an increasingly competitive market.

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SUSTAINABILITY

WHAT GUESTS NOTICE

From refillable amenities and organic gardens to immersive conservation experiences, we explore how hotels are discovering that sustainability resonates most when it enhances comfort, authenticity and connection to place - not when it feels performative.

For years, sustainability in hospitality was largely hidden from view - confined to energy systems, procurement policies and discreet linen reuse cards left in guestrooms. But today’s travellers are paying closer attention and they are no longer simply asking whether a hotel has sustainability credentials; they are increasingly judging how those values shape the experience itself.

Across luxury hotels, safari camps, wellness retreats and global brands, one message is becoming clear: guests notice sustainability most when it feels authentic, sensory

and seamlessly woven into their stay. The initiatives that resonate are often the ones guests can touch, taste, participate in or take home with them. Equally, many hoteliers are discovering that the most effective sustainability measures are those that improve the guest experience rather than asking travellers to sacrifice comfort.

“The practical, visible sustainability efforts, rather than broad ‘greenwashing’ statements, are most frequently highlighted in guest reviews and feedback,” said Christian of Jaya House River Park in Siem Reap.

Wyndham Grand Istanbul

That distinction between performative sustainability and meaningful experience appears repeatedly across the industry. Guests increasingly want evidence that hotels are operating responsibly, but they also want it delivered with quality, care and a genuine sense of place.

At Jaya House River Park, sustainability has become one of the property’s defining guest touchpoints. Christian said the hotel’s decision to eliminate single-use plastic water bottles back in 2016 remains one of the initiatives guests talk about most.

“Every guest receives a reusable aluminium bottle which can be refilled at stations across the hotel and Cambodia,” he explained. “Today, it remains our most recognised initiative because it gives guests something meaningful to take home and continue using long after their stay.”

That idea - sustainability as something memorable rather than instructional - is increasingly shaping hospitality thinking. At La Sultana Oualidia in Morocco, Resident Manager, Nabil El Bahri, said guests respond positively to the hotel’s reusable glass water bottles supplied through an on-site filtration and bottling system. But interestingly, many guests do not frame it as sustainability at all.

“They simply say the experience feels more elegant, more thoughtful and more aligned with the kind of luxury they are looking for,” he said. Similarly, at Moar Gut in Austria, Host, Nora Lipp said guests tend to notice the atmosphere created by sustainable choices rather than focusing on individual environmental initiatives.

“Guests also particularly appreciate that sustainability at Moar Gut is not overly staged or performative, but instead feels like a natural part of the overall experience,”

she explained. “What has surprised us most is how much guests value authenticity.”

Across the sector, refillable bathroom amenities have become one of the clearest examples of this shift. Once viewed as a potential compromise in luxury settings, refillable products are now often associated with premium quality and thoughtful design.

Christian said that guests at Jaya House increasingly see sustainability and luxury as inseparable. “What we’ve learned is that today’s luxury traveller increasingly values authenticity and responsibility alongside traditional luxury standards,” he said. “Guests still expect high quality products with premium ingredients, elegant, thoughtfully designed packaging and a refined sensory experience - but they also appreciate knowing that their stay is having a lower environmental impact.”

The hotel’s Jaya Organics amenity line, handmade locally using Cambodian botanicals, has become so popular with guests that the products are now sold internationally after repeated guest demand.

At Sopwell House, General Manager, Giammario Ragnoli, said refillable amenities, reduced single-use plastics and locally sourced produce consistently receive positive guest feedback. Yet what resonates most strongly is the sense of care behind them. “Increasingly, luxury guests associate sustainability with care, attention to detail and a sense of place,” he said.

Perhaps the most notable change in guest behaviour is that travellers increasingly want to engage with sustainability directly rather than simply observe it. At The Torridon in Scotland, part of Relais and Chateux, guests

Beachcomber Hotels

are connecting deeply with the property’s kitchen garden, livestock and food production. Sustainability is not treated as a separate programme but as part of the emotional experience of staying there.

“Guests love our kitchen garden and farm,” said Kristen Locy, Sustainability Officer at The Torridon. “Food that is reared, grown, caught and foraged here brings all of that together.” What surprises many hoteliers is how strongly guests connect with the people behind these initiatives.

“Often, the highlight is speaking with Seonaid, our Head Gardener, or chatting with Chris from our Grounds team while he feeds our Mangalitza pigs,” Kristen added. “There is something deeply meaningful about reconnecting with food, nature and people.”

This theme of participation and connection appears consistently across the hospitality sector. At Beachcomber’s Shandrani resort in Mauritius, guests are invited to join guided snorkelling trails and marine clean-up activities within the Blue Bay Marine Park.

According to Nidhi Ramlogun, Head of Sustainability, Beachcomber, travellers increasingly value experiences that allow them to contribute positively during their stay. “This creates a more meaningful and purposeful experience, allowing guests to actively contribute to the preservation of the natural environment they are enjoying,” she explains.

At Anse Chastanet and Jade Mountain Resorts in St Lucia, guests engage directly with marine conservation efforts through coral restoration, Dive Against Debris initiatives and sustainability tours exploring the property’s operations.

Karolin Troubetzkoy, Executive Director, Marketing and Operations of Anse Chastanet and Jade Mountain Resorts said that one of the biggest surprises has been how interested guests are in the operational complexity behind responsible hospitality. “Our Behind-the-Scenes

sustainability tour consistently receives exceptional feedback because guests are fascinated by our complex water management systems, in-house water bottling operations, organic farm, microbrewery, and waste reduction initiatives,” she said.

Importantly, the communication style matters. Karolin believes sustainability should feel enriching rather than instructional. “We try to communicate sustainability in a way that feels experiential, enriching, and inspiring rather than instructional,” she explained. “The emphasis is always on discovery, enjoyment and authentic connection to place.”

That emphasis on storytelling is increasingly critical for brands seeking to avoid sustainability fatigue or scepticism. Nina Boys, Vice President of Beyond Green, said guests engage most strongly when sustainability becomes part of a larger human story.

“Sustainability efforts that resonate deeply with guests are those that are experiential, immersive, and rooted in human connection,” she said. “The most memorable experiences are ones that guests can meaningfully participate in.”

She believes many sustainability initiatives go unnoticed simply because they are not translated into compelling guest experiences. “Travel, at its core, is about human connection, so sustainability efforts should be brought to life in a way that guests can engage with and feel connected to,” Nina explained.

While visible sustainability initiatives drive guest engagement, operators stress that some of the most impactful work remains largely unseen. Inge Huijbrechts, Chief Sustainability and Security Officer at Radisson Hotels, noted that guests increasingly notice low-carbon menus, verified net-zero credentials and sustainable meetings offerings, but much of the group’s environmental progress happens behind the scenes.

Beachcomber Hotels

“Some of the most impactful sustainability work happens behind the scenes and often goes unnoticed - including renewable energy sourcing, electrification, waste reduction systems, and operational supply-chain changes,” she said.

“These measures deliver major environmental benefits, even if guests don’t always see them directly.” Radisson’s Verified Net Zero hotels programme highlights how sustainability is evolving from isolated initiatives into fully integrated operational frameworks. Hotels in the programme eliminate Scope 1 and 2 emissions through electrification, renewable energy and low-carbon systems while significantly reducing operational Scope 3 emissions across food, waste and procurement.

Yet even with these large-scale investments, guest communication remains important. Inge said the challenge is balancing operational credibility with guest-friendly simplicity. “The key is combining meaningful operational action with visible, guest-friendly experiences that feel seamless rather than restrictive,” she said.

That balancing act is becoming increasingly important as travellers become more sophisticated about sustainability claims. Guests are no longer satisfied by generic environmental messaging. “Today, they are far more interested in transparency, carbon impact, food sourcing, renewable energy, and whether sustainability claims are independently verified,” Inge explains.

Independent certifications such as EarthCheck, Green Key and Green Tourism are therefore becoming increasingly influential in guest perception. At Sopwell House, Giammario said the hotel’s EarthCheck Silver Certification helped validate the authenticity of its efforts.

“It shows guests that our small, thoughtful touches are backed by rigorous, scientifically verified standards,” he explained.

At The Torridon, Kristen similarly believes third-party certification helps reassure guests that sustainability

commitments are genuine. “Ultimately what matters is that guests feel confident a business is making a genuine effort,” she said.

One of the clearest shifts across the sector is the collapse of the old assumption that sustainability requires compromise. For many guests today, sustainability itself has become part of the luxury proposition.

At Wild Wakati Camp in Tanzania, Enduata Camps cofounder Matt Wilkey, said guests frequently comment on the sense of peace created by the camp’s entirely solarpowered, low-impact design. “Guests often remark on the unique atmosphere created by the absence of constant generator noise and harsh artificial lighting,” he explained.

“The camp feels quieter, more peaceful, and much more connected to the surrounding wilderness.” What began as an environmental decision ended up enhancing the emotional quality of the stay.

Likewise, at The Torridon, sustainability investments are increasingly tied directly to comfort and operational quality. Kristen highlighted the resort’s new remotecontrolled radiator valve system, which allows rooms to be adjusted more precisely before guest arrival.

“It’s a small detail, but one that contributes to a more seamless and comfortable experience,” she said. “It’s a good example of how sustainability and guest experience don’t need to be competing priorities.”

At Moar Gut, Nora said the integration of the property’s organic farm and seasonal kitchen philosophy has improved both environmental performance and guest satisfaction. “Guests can see where food comes from, experience nature firsthand, and develop a stronger connection to animals, farming, and seasonal living,” she said.

Meanwhile at La Sultana, organic kitchen gardens initially introduced to reduce transport emissions and food waste quickly became part of the property’s luxury identity. “Reconnecting people with the rhythm of nature has

become one of the most valuable forms of luxury today,” said Nabil.

This idea of “meaningful luxury” is increasingly influencing food and beverage strategy too. At Jaya House, Christian says travellers are becoming less interested in imported status ingredients and more interested in authentic destination-led cuisine.

“In the past, luxury dining was associated with imported products such as Alaskan salmon or Japanese beef,” he said. “However, today’s travellers seek more grounded, destination-led dining experiences.”

The hotel’s restaurant centres on local Cambodian ingredients and vegan-friendly menus designed around ethical sourcing and low-waste principles. “All ingredients are ethically and locally sourced from Cambodian suppliers who are paid fairly,” Christian explained. “That not only helps reduce the hotel’s environmental footprint but enhances the guest experience with a genuine connection to Cambodia through food.”

The growing sophistication of travellers means sustainability is increasingly moving from a “nice-tohave” into an expected operational standard. “There is now an expectation that a hotel is running a sustainable operation,” said Mark Conron, Group Head of Customer Communications, Nisbets UK.

He noted that environmental certifications increasingly influence booking decisions and that guests are paying greater attention to supply chains and procurement standards. This is especially true in the corporate travel and meetings market. According to Inge, business travellers and event planners are placing much greater emphasis on verified sustainability performance than they did even five years ago.

“A study from GBTA found that 89% of industry professionals consider sustainability a top priority for their company,” she said.

Interestingly, hotels are also beginning to see measurable commercial returns from sustainability positioning. Radisson’s operational Verified Net Zero hotels in Manchester and Oslo have achieved awareness scores above 70%, while around 20% of guests indicated they booked specifically because of the hotels’ net-zero status. At the same time, hoteliers caution against overcommunicating sustainability in ways that feel preachy or performative. “I think guests increasingly expect honesty and consistency rather than perfection,” said Nabil of La Sultana.

“They understand that hospitality uses resources, but they want to see genuine efforts and meaningful actions rather than sustainability being treated as a marketing exercise.”

That sentiment is echoed across almost every contributor interviewed. Sustainability appears to resonate most strongly when it feels integrated, authentic and additive to the guest experience rather than framed as sacrifice or obligation. Kristen from The Torridon believes positive framing is essential. “People want to feel good on holiday, and I think it’s important that sustainability adds to that rather than taking away from it,” she said. “I don’t think negative ‘reduction’ messaging works particularly well.”

Looking ahead, many hospitality leaders believe sustainability will soon become an invisible baseline rather than a differentiator in itself. Matt from Enduata Camps believes travellers increasingly expect sustainability to be fully embedded into hospitality operations.

“Guests are increasingly expecting sustainability to be built into the experience as a standard, not an added feature,” he said. Importantly, he believes many travellers are more adaptable than the industry sometimes assumes.

“In our experience, many travellers are actually willing to embrace lower-impact approaches,” Matt explained. “Whether that’s reducing plastic use, enjoying more natural

camp environments, or participating in energy-conscious operations.”

That growing openness presents an opportunity for hotels to rethink how sustainability is framed - not as restriction, but as enrichment. The strongest sustainability initiatives increasingly create experiences guests actively remember: a refillable water bottle that travels home with them; herbs picked from the garden that morning; silence unbroken by generators; conversations with gardeners, marine biologists or farmers; or the simple reassurance that a hotel’s values feel genuine.

As Nina from Beyond Green puts it, sustainability becomes most powerful when it creates connection. “The key is that this messaging should be transparent and never performative,” she said. “It should be integrated throughout the guest experience, inviting guests in by creating a sense of community and connection.”

For hospitality brands navigating evolving traveller expectations, that may ultimately be the most important lesson of all. Guests do notice sustainability - but only when it feels real.

One of the clearest examples of sustainability becoming part of the everyday guest journey can be seen in the operational details guests interact with almost unconsciously. Jackie Brown, Regional Director North & West Europe, Wyndham Hotels & Resorts said the most effective initiatives are often the simplest and most intuitive.

“At Wyndham Hotels & Resorts, we recognise that while sustainability strategies often sit behind the scenes, rooted in procurement, energy management and compliance, what ultimately matters to guests is far more immediate: the visible, tangible touchpoints that shape their stay,” she explained.

According to Jackie, guests respond particularly well to initiatives that allow them to participate easily without

disrupting the comfort or flow of their stay.

“The most impactful elements are often the most unassuming,” she said “Towel and linen reuse programmes, supported by clear and considered in-room messaging, provide an intuitive way for guests to participate, while also signalling a property’s environmental intent without requiring guests to actively seek out information.”

She noted that practical measures such as recycling facilities, refill stations, paperless check-out and energyefficient lighting are increasingly helping sustainability feel seamless rather than instructional.

At some Wyndham properties, sustainability has also become a more visible part of the guest experience itself.

Jackie pointed to Wyndham Grand Istanbul Europe’s onsite organic farm, where surplus vegetables are preserved and used year-round, creating what she describes as a “visible farm-to-fork dining experience for guests.”

Meanwhile, at Ramada Downtown Dubai, a monthly Earth Hour initiative transforms sustainability into a collective experience by reducing lighting across public spaces and inviting guests to participate.

“The hotel creates a sense of collective engagement,” Jackie explained, “making sustainability more immediate and memorable within the guest journey.”

Ultimately, the hotels making the strongest impression are not necessarily those shouting loudest about sustainability, but those embedding it most naturally into the guest experience. From locally grown food and refillable amenities to immersive conservation activities and thoughtful operational design, today’s travellers are responding to authenticity, transparency and a genuine sense of place. Increasingly, sustainability is no longer viewed as a compromise or an optional extra, but as an integral part of modern luxury hospitality, one that enhances comfort, connection and the overall quality of a stay.

ROOTED IN PLACE

We detail how The Lovat, winner of the Environment Award at the 2026 Hotel Magazine Awards, is redefining sustainable highland hospitality.

At the southern tip of Loch Ness, where ancient woodland folds into mist-covered hills and the pace of life slows almost instinctively, sustainability at The Lovat is not a marketing strategy or a modern retrofit. It is something far more deeply ingrained; a philosophy shaped by landscape, community, and a deliberate commitment to doing things differently.

Under the leadership of Caroline Gregory, Director of The Lovat, the independently owned Highland hotel has spent more than two decades quietly building a model of hospitality that places people, place, and longterm thinking at its centre. That approach was recently recognised with the Environment Award at the Hotel Magazine Awards, but for Caroline, the accolade simply acknowledged a journey that has been unfolding for years.

“Winning that award meant a great deal. Not because we needed external validation, but because it felt like recognition of a very long journey,” she said. “When you’ve been quietly getting on with something for over two decades, it’s heartening to have it acknowledged.”

Central to The Lovat’s identity is its long-established “forage, grow, gather” ethos - a phrase that has evolved into something far broader than its culinary origins.

“‘Forage, grow, gather’ began as an instinct before it ever became a phrase,” Caroline explained. “When we first took on The Lovat, we recognised we were surrounded by an extraordinary landscape, Loch Ness, ancient woodland, open hillside, and it felt almost wasteful not to engage with it.”

Today, the philosophy shapes every aspect of the guest experience, from the kitchen to the wider culture of the hotel itself. While “forage” refers quite literally to the wild ingredients gathered from the surrounding landscapeherbs, mushrooms, flowers, fruit, and nuts that appear on the menus at Station Road restaurant - the concepts of “grow” and “gather” reach much further.

“Grow is about so much more than what comes out of the ground,” Caroline said. “It’s about how we develop as a business, constantly evolving, constantly improving. It’s about growing with our guests, listening to what they need and letting that shape what we offer. It’s about growing with our team, investing in their futures and watching them develop alongside the business.”

Likewise, “gather” has become a philosophy of curiosity

and connection. “It’s about asking questions, listening carefully, researching, staying open,” she said. “Gathering information, gathering ideas, gathering the relationships that sustain everything else.”

This sense of intentionality underpins what The Lovat refers to as its “Coftie” philosophy - a distinctly Highland

approach centred on slowing down, reconnecting with place, and creating experiences rooted in authenticity rather than excess.

Guests encounter that ethos from the moment they arrive. A hot toddy made with the hotel’s own honey offers an immediate sense of place, while immersive experiences encourage visitors to engage more deeply with the Highlands around them. Foraging excursions, whisky tastings linked to Highland culture and landscape, tea ceremonies using dried and fresh wild ingredients, and even conversations about the hotel’s pioneering biomass heating system all become part of the wider story.

“We want guests to leave with a genuine sense of this place, feeling they have slowed down enough to exhale,” Caroline said. “That’s what Coftie means in practice.”

The environmental infrastructure supporting those experiences has, in many cases, been ahead of its time. One of The Lovat’s proudest achievements remains its biomass woodchip boiler, installed in 2006, the first of its kind in the Highlands, alongside a smart heating system integrated with the hotel’s property management software.

“We were doing things then that the industry is only now

beginning to talk about seriously,” Caroline noted.

Yet while renewable energy systems and operational efficiencies form part of the hotel’s sustainability strategy, Caroline is clear that environmental responsibility cannot exist in isolation from people.

“Sustainability, to me, has always been about people as much as planet,” she said. That philosophy led to one of the hotel’s most significant long-term investments: purchasing staff accommodation in 2018 to provide stable housing within the local community.

“That decision has had a quietly profound impact,” Caroline explained. “It’s created stability, loyalty, and a sense of belonging that filters into every guest interaction.”

The people-first approach also extends beyond The Lovat itself. Caroline is heavily involved in Hospitality Apprenticeship Scotland and co-founded Hospitality Connect, a Highlands-based initiative focused on developing young talent and improving perceptions of hospitality careers.

“If we want a sustainable hospitality industry in the long-term, we have to invest in the people who will build it,” she said. “That means working with young people early,

inspiring them, and showing them what this industry can genuinely offer.”

Maintaining a deeply embedded sustainability ethos, however, is not without its challenges, particularly in a rural location where supply chains can be complex and staffing increasingly international.

“The honest answer is that the biggest challenge has never really been the doing - it’s been the communicating,” Caroline said. “When sustainability is so embedded in how you operate, it can be easy to forget that not everyone on the team arrives with the same understanding or the same instincts.”

Training and culture therefore play a critical role in ensuring sustainability is consistently understood and applied across the business. “You have to build those values deliberately,” she explained, “through training, through conversation, through making sure the ethos is visible in everything from the induction process to the daily briefing.”

Another ongoing challenge is navigating the realities of a throwaway culture that often conflicts with the hotel’s own principles. “Excessive packaging from suppliers and deliveries is a constant frustration,” Caroline said. “And not every business we interact with shares our ethos.”

Rather than becoming discouraged, The Lovat has focused on influencing change through long-term supplier relationships and open dialogue. The hotel has worked collaboratively with suppliers to introduce compostable packaging alternatives and returnable box schemes, reducing waste across the supply chain.

“These aren’t grand gestures,” Caroline said. “They’re the result of treating suppliers as partners rather than just vendors, and being willing to ask the question even when the answer isn’t immediately straightforward.”

The same philosophy informs the hotel’s wider relationship with the Highlands community. Monthly litter picks, free room hire for local groups, and sourcing decisions that prioritise proximity and shared values all reinforce The Lovat’s belief that a hotel should contribute meaningfully to the place it inhabits.

“We see The Lovat not as a business that happens to be in the Highlands, but as part of the Highlands - with all the responsibility that carries,” Caroline said.

The recent appointment of a horticulturalist marks the next stage in that evolution, deepening both the hotel’s kitchen garden programme and its relationships with local growers and producers.

“That feels like the most exciting chapter yet,” Caroline added. “Taking what grows on our land and putting it on the plate, consistently, with a true story, is something we’ve been working towards for years.”

Looking ahead, The Lovat’s sustainability ambitions continue to expand. Plans currently under consideration include air source heat pumps for staff accommodation, additional EV charging points, an electric courtesy vehicle, and further investment in food waste reduction and bulk purchasing to minimise single-use packaging.

At the same time, Caroline believes hotels must begin using their collective influence more assertively. “Hotels need to start pushing back to suppliers, collectively and confidently, and setting a standard for what is and isn’t acceptable,” she said. “The industry has more leverage than it often realises.”

Ultimately, though, Caroline sees the future of sustainable hospitality not as a checklist of environmental measures, but as a cultural shift that touches every part of hotel operations.

“Sustainability has to be built into how people are trained, how they think, and how they make decisions day to day,” she says. “It can’t be a module in an induction. It has to be the culture.”

For guests, she believes hospitality has a unique opportunity to make sustainable living feel effortless and enjoyable rather than restrictive. “People want to do the right thing - they just need it to be easy, and they need to feel invited rather than instructed,” she said. “Make it feel like part of the stay rather than a set of rules, and guests don’t just accept it, they become part of the movement.”

In an industry increasingly focused on environmental targets and green credentials, The Lovat offers something rarer: a vision of sustainability that feels personal, livedin, and deeply connected to place. Here, sustainability is not layered on top of the guest experience, it is the guest experience itself.

SUSTAINABLE SUCCESS

Since April 2021, BC SoftWear has eliminated 111 tonnes of plastic across 19.2 million products, weighing more than 79 double-decker buses.

Leading UK-based textiles supplier BC SoftWear is celebrating its sustainability successes, having just become a Certified B Corporation™. With a long history of considering the environmental impact of everything it does, BC SoftWear joined the global community of more than 10,300 businesses across 103 countries that are Certified B Corps in April.

“When I started this business in 2002, my goal was simply to create products that genuinely made a difference to hotels and teams who rely on them,” said Barbara Cooke, CEO and founder of BC SoftWear. “Sustainability wasn’t a trend then: our choices were about making things well, making them last and doing the right thing by taking responsibility for the impact we have along the way. For us, B Corp certification formalises the work that’s been part of our business for years. Sustainability is central to every decision we’ve made, from creating long-lasting, high-performance textiles and reducing waste across our supply chain to investing in responsible manufacturing with our long-standing production partners.”

Small changes, significant results

BC SoftWear’s sustainability achievements include moving to using corn starch or paper wraps for all its footwear packaging, saving 50 tonnes of single-use plastic every year and removing polybags from every towel and robe supplied, saving a further 40 tonnes per year. The brand has shipped 19,164,615 individual products ‘naked’ since April 2021, eliminating 111 tonnes of plastic. Laid end to end, this alone would stretch over 6,683km.

“We have also replaced plastic shrink wrapping with rubber bands in our warehouse, saving a tonne of plastic per annum, and we’re working hard to reuse cardboard –we’ve saved 202 tonnes so far thanks to reusing 90% of our boxes on inbound shipments,” said Barbara.

BC SoftWear is also striving to reduce its carbon footprint. To date, it has saved 417 tonnes of CO2e. To absorb these carbon emissions naturally would require 19 hectares of mature UK woodland growing for one year –

the size of approximately 27 FA-sized football pitches.

“We’re just ~13.4 t CO2e from achieving Net Zero, which we hope to achieve next year,” said Barbara. “The B Corp process challenged us to measure our work, strengthen it and hold ourselves accountable as we grow. While the work is never finished, we’re always trying to improve how we design, how we operate and how we support the industry we’re part of.”

To level up your towels and robes, visit: www.bcsoftwear.com

PROOF OVER PROMISES

Sustainability has stopped being a claim, now hotels have to prove it.

For years, a hotel could call itself green and leave it there. A line on the website, a card inviting guests to reuse their towels, and the box was ticked. That era has gone. The guest booking a sustainable stay now expects to see the working. Corporate booking policies increasingly demand it. And anyone filing an ESG report knows the figures have to stand up to someone who didn’t write them. This is mostly a good thing. It also moves the risk. A vague environmental claim used to be a soft selling point. Now it is a liability waiting to be quoted back at you. “Eco-

friendly”, “natural”, “the most sustainable”: words with no measurement behind them are exactly what a sceptical guest, a procurement team or a journalist looking for an easy story will pull apart. The safest position now is the one you can evidence.

So the more useful question for an operator is not “how green are we?” but “can our suppliers prove what they tell us?” A hotel’s footprint is built partly from things it never makes and rarely sees up close: the FF&E, and the bed and bedding, in particular. If a supplier cannot show their working, neither can you.

What does evidence actually look like? Two things are worth asking for.

The first is accountability that covers the whole business, not a single hero product. B Corp certification is one example. It is awarded after an independent assessment of how a company performs on environmental and social measures across the board, and it has to be re-earned rather than framed once and forgotten. Silentnight is a certified B Corp, and we will be upfront about that, because it is the standard we chose to be held to. When a supplier has been through that process, you are buying from a business whose homework has already been marked by someone other than its own marketing department.

The second is measurement at the level of the actual product. This is where the conversation is moving fastest. Carbon passports, which record the carbon impact of a specific product rather than offer a vague company-wide gesture, let a buyer compare two mattresses on data instead of adjectives. It is the difference between a supplier saying it cares about carbon and a supplier handing you the carbon impact for the bed you are about to put into a couple of hundred rooms. Ask for the number. A supplier who can give it to you is telling you something. A supplier who cannot is telling you something too.

Here is the part that gets missed in the rush to recycled fillings: the single greenest decision in a hotel bedroom is usually the one nobody talks about: choosing a bed you will not have to replace for years.

Every mattress that fails early goes somewhere, and at

refurb that somewhere is too often landfill. Thousands of units across a portfolio is a waste problem and, increasingly, a reputational one. A bed built to hold its shape under nightly commercial use does two jobs at once. For the guest, it means consistent support for years rather than a sag a few seasons in. For the operator, it stretches the refurb cycle, which lowers the carbon and the cost of replacement together. Durability is not separate from sustainability. It is the cheapest version of it.

None of this means sustainability comes free. Specified badly, bought on a sticker price and a green-sounding word, it can cost more and deliver less. The trade-off is real if you buy on adjectives. It mostly disappears when you buy on evidence and on lifespan.

That is the shift worth making before the season’s run of sustainability pledges. The hotels that come out of it well will not be the ones with the boldest statement on the homepage. They will be the ones that can show their working, all the way down to the bed the guest actually sleeps on. We see it in the rooms we fit: the operators asking the hardest questions of their suppliers tend to be the ones whose own claims survive contact with a guest, a corporate booker or an auditor.

Ask for the certification. Ask for the carbon impact. Ask how long it lasts, because the answer to that last one quietly settles the other two.

silentnight.co.uk

PRACTICAL AI

Following the launch of Apaleo Copilot, we spoke with Ulrich Pillau, Co-Founder and CEO of Apaleo, about how Apaleo Copilot is helping hospitality teams automate routine tasks, work more efficiently and focus on guest service. Apaleo Copilot is designed as an agentic layer within the company’s API-first property management platform, enabling hotel staff to complete complex operational tasks through natural-language conversations rather than navigating multiple systems.

Apaleo Copilot is positioned as a practical AI tool embedded into daily workflows. What gap in hotel operations were you most determined to solve with this launch?

There has been a huge amount of discussion around AI in hospitality, but until now many of the practical use cases have been missing. We wanted to make AI genuinely useful for hotel teams by embedding it directly into their daily workflows.

Apaleo has always been built on an API-first architecture, which means our platform is designed to connect easily with other systems and technologies. That foundation also makes it ideal for AI. With Copilot, hotel staff can use AI to complete operational tasks without needing any specialist AI knowledge themselves.

Our goal is simple: eliminate as many manual processes as possible. Rather than navigating multiple systems and carrying out repetitive administrative work, staff can ask Copilot to handle those tasks on their behalf, allowing them to focus on higher-value activities and guest interactions.

Many hotels struggle with disjointed systems and limited AI expertise. How does Apaleo Copilot lower the barrier to meaningful AI adoption for frontline teams?

The biggest shift is that staff no longer need to work through software interfaces step by step. Instead, they can simply talk to their technology.

Take a reservation extension as an example. Traditionally, a receptionist would need to check room availability, review pricing, verify room types and complete several manual actions within the PMS. With Copilot, they can simply ask: “Can this guest extend their stay by one night?”

The AI then carries out the necessary checks automatically. If everything is available, it can complete the task in seconds. If there is an issue, such as a room conflict, it highlights what needs attention. This approach removes

complexity and allows staff to interact with technology in a far more natural way.

Can staff interact with Copilot using voice as well as text?

Yes. Voice interaction is a key part of the experience. Staff can speak directly to Copilot rather than typing commands, and they can do so in natural language. Importantly, this isn’t limited to English. Users can communicate with Copilot in multiple languages, making it accessible to diverse hospitality teams across different markets.

Can Copilot be integrated into different areas of a hotel beyond the front desk?

Absolutely. We see this as part of a broader evolution towards connected AI agents across the hospitality ecosystem.

A hotel’s data doesn’t sit in one place. Information is

spread across PMS platforms, CRM systems, spa software, food and beverage systems and many other applications. Through what we call an “agent mesh”, Copilot can connect with multiple systems and retrieve information wherever it resides.

If the data isn’t available in the PMS, Copilot can access connected systems and bring together the information required to complete a task. That means its usefulness extends far beyond front-office operations.

You’ve emphasised training Copilot on each hotel’s own standard operating procedures. How important is customisation in making AI truly useful in hospitality?

It’s critical. One of the biggest misconceptions about AI is that a generic solution can work equally well for every hotel. In reality, every property, group and brand operates differently and standard operating procedures vary significantly from one business to another.

That’s why we designed Copilot to work with a hotel’s existing SOPs. Businesses can upload documents they already use, such as Word files or PDFs, and the AI can interpret and translate those procedures into operational rules.

This means Copilot understands how a specific hotel wants tasks handled, whether that relates to check-ins, cancellations, upgrades or reservation management. The result is an AI assistant that reflects the hotel’s own way of working rather than forcing teams to adapt to a generic system.

In an industry under pressure to do more with leaner teams, how do you see AI tools like Copilot reshaping hotel roles over the next few years?

We see hotel operations evolving into three distinct layers. First, there is the property itself – the physical building

and infrastructure. Second, there is the host layer, which includes employees interacting directly with guests and delivering hospitality. Third, there is the service layer, which consists of operational processes that can increasingly be handled by autonomous AI agents.

Today, hotel teams spend a significant amount of time completing administrative tasks within software systems. These range from room assignments and payment processing to reservation management and countless other workflows.

Many of those tasks can be automated. By shifting routine operational work to AI agents, hotel employees are freed up to focus on what they do best: engaging with guests and creating memorable experiences.

How

do you see AI reshaping the guest experience as well as hotel operations?

There are two major opportunities - the first is operational efficiency. AI can automate tasks in the background, reducing friction and helping teams respond more quickly.

The second is access to information. Hotel employees will be able to retrieve guest insights instantly through AI rather than searching across multiple systems. For example, one of our customers has developed an AI agent that provides staff with a daily briefing at the start of their shift, highlighting arrivals, VIP guests, special requests and other important information.

Having that information immediately available enables staff to deliver a far more personalised service.

Ultimately, AI should not replace hospitality. It should remove the operational burden that prevents staff from spending time with guests. When technology takes care of routine processes, teams can focus on creating better experiences, which is where hospitality delivers its greatest value. apaleo.com

STREAMLINING SPA OPS

Italian wellness specialist LEMI has unveiled My LEMI, a new digital platform designed to simplify technical support, equipment management and operational efficiency for hotel spas and wellness facilities. The launch marks the first step in the brand’s wider vision for a connected future in spa and wellness technology and we spoke with Matteo Brusaferri, General Manager of LEMI to find out more.

What inspired LEMI to develop the My LEMI platform, and how does it reflect the changing needs of today’s spa and wellness professionals within hotels and resorts?

The development of My LEMI was driven by a clear evolution in the needs of wellness professionals and hospitality operators. Today’s spas and hotel wellness facilities are increasingly complex environments, where efficiency, speed and reliability are essential.

We recognised the need to move beyond traditional support models and create a digital ecosystem that could simplify daily operations while offering immediate access to information and services. My LEMI reflects this shift: it is designed to provide a more connected, responsive and user-friendly experience, aligning with the expectations of modern professionals who are used to intuitive and real-time digital tools.

The app is positioned as more than just a support tool. How do you see My LEMI enhancing the day-to-day operational efficiency of hotel spas and wellness facilities?

My LEMI is designed to streamline processes that are often fragmented and time-consuming. By centralising support

requests, product information and communication into a single platform, it reduces operational friction and allows teams to focus on delivering high-quality guest experiences.

For hotel spas, this means faster issue resolution, better organisation of technical requests and a clearer overview of equipment status. The ability to track every step of a request in real time also improves internal coordination and reduces downtime, ultimately enhancing service continuity and efficiency.

After-sales service is a major focus at launch. Why was simplifying technical support such an important priority for LEMI?

After-sales service has always been a key pillar of LEMI’s value proposition. Our products are designed for professional use, where reliability and continuity are critical.

However, we understood that even the best support can become ineffective if it is not easily accessible. Simplifying technical support was therefore a priority to ensure that our clients can receive assistance quickly, clearly and without unnecessary complexity.

With My LEMI, we wanted to create a direct and transparent communication channel, where every request is tracked, organised and managed efficiently - reinforcing the sense of trust and support that defines our relationship with clients.

Future updates mention features such as product registration, technical documentation and a digital content hub. How do you envision these tools helping hotel operators better manage their wellness equipment and teams?

These features are designed to transform My LEMI into a comprehensive management tool, not just a support platform.

Product registration will allow operators to have a clear and structured overview of their equipment, simplifying maintenance planning and support requests. Access to technical documentation and manuals in a digital, alwaysupdated format will reduce dependency on external resources and enable faster, more autonomous problemsolving.

The digital content hub will also support staff training

and knowledge sharing, helping teams stay aligned and informed. Altogether, these tools will contribute to a more efficient, organised and proactive management of wellness facilities.

Digital innovation is increasingly shaping the guest experience in hospitality. How does My LEMI fit into LEMI’s broader vision for the future of wellness and spa technology?

At LEMI, we see digital innovation as a natural extension of our commitment to improving the wellness experiencenot only for guests, but also for professionals.

My LEMI is part of a broader vision where technology enhances both operational efficiency and service quality. By supporting operators with smarter tools, we indirectly elevate the guest experience, ensuring smoother operations, reduced interruptions and higher standards of care.

Looking ahead, we believe that the integration between physical products and digital platforms will become increasingly important. My LEMI represents the first step in this direction: a connected ecosystem where design, technology and service come together to redefine the future of wellness.

lemispa.com

THE SCENT OF SUMMER 2026

EcoScent’s new Summer Collection explores the growing role of fragrance in hospitality, with Verano leading a sensory journey inspired by the warmth and elegance of a European summer.

Written by Emily Garrett-Olguin.

Summer has long occupied a singular place within hospitality. It is the season of arrival, atmosphere and heightened emotion. Sunlight lingers longer, destinations come alive, and guest expectations shift towards experiences that feel immersive, transportive and deeply memorable.

Responding to this appetite for sensory escapism, EcoScent unveils its new Summer Collection, led by Verano, a signature fragrance created to capture the essence of a European summer through scent.

Inspired by the warmth, elegance and sensuality of Spain, Verano is a radiant composition that balances luminous freshness with soft indulgence. Juicy Peach and Mandarin introduce the fragrance with vibrant warmth, unfolding into a delicate floral heart of Orange Blossom and Jasmine. Beneath this brightness lies a refined base of Amber, Sandalwood and Creamy Vanilla, creating a fragrance that feels sunlit, sophisticated and quietly addictive.

Verano has been conceived not simply as a seasonal fragrance, but as an atmosphere. The scent of late afternoons softened by golden light, terraces warmed by summer heat, and evenings that unfold effortlessly into night.

For the hospitality sector, this distinction matters.

Modern luxury travellers increasingly seek environments that stimulate emotion as much as aesthetics. Beautiful interiors remain important, yet sensory experience now plays a defining role in shaping guest perception, emotional connection and long term brand recall. Among these sensory elements, scent remains one of the most powerful and underutilised tools available to hotels.

Unlike visual branding, fragrance occupies memory with remarkable permanence. A carefully selected scent has the ability to transform a space into a feeling, elevating guest experience from functional luxury to emotional luxury.

The collection is structured around the concept of fragrance as travel. Rather than focusing solely on product, it explores the emotional landscape of summer through

place, atmosphere and cultural inspiration.

Verano stands at the centre of this narrative. Drawing inspiration from Spanish summers, the collection aesthetic embraces rich terracotta tones, peach infused warmth, golden light and tactile textures evocative of Mediterranean architecture and sun drenched landscapes.

Alongside Verano sits Bamboo & Coconut, a fresh coastal interpretation of summer inspired by the effortless ease of the Greek islands. Clean, uplifting and quietly luxurious, it offers a lighter counterpart to the warmth of Verano, creating a complementary fragrance story suited to the evolving rhythms of hospitality environments.

The wider collection extends into EcoScent’s reimagined Passport Collection, a curated fragrance journey inspired by iconic destinations and seasonal escape. Designed around the language of travel, each fragrance functions as a sensory postcard, inviting discovery through scent.

This growing focus on sensory identity is already being embraced across hospitality environments. Earlier this year, EcoScent partnered with The Hotel Magazine Awards 2026 at the InterContinental London Park Lane to enhance the guest experience through fragrance.

Using a combination of Titania scent machines, Barrel diffusers and the brand’s Scented Screen technology, fragrance was integrated throughout the venue to create a seamless sensory experience from arrival onwards. Hoteliers feedback consistently highlighted how the fragrance helped establish the tone of the evening, reinforcing a sense of luxury, occasion and attention to detail.

Beyond hotels, scent is also transforming wider hospitality spaces. EcoScent’s recent collaboration with pre-flight hospitality venues demonstrates how fragrance can shape perception within fast paced travel environments. Seeking a scent that felt both uplifting and calming.

Deployed discreetly across lounge entrances, the fragrance helped create a fresher, more welcoming atmosphere while strengthening brand distinction across locations. Feedback from both guests and stakeholders highlighted the positive emotional impact fragrance had on the overall environment and customer experience.

For hotels, the opportunity is significant.

A signature scent can create continuity across receptions, lounges, spas, suites, guest rooms and other touchpoints, strengthening emotional connection while elevating the overall perception of the brand. More importantly, it allows properties to create experiences that feel memorable long after the guest has left the hotel

Within an increasingly experience-led hospitality landscape, emotional distinction has become essential.

The most compelling hotels understand that luxury is not defined solely by design, service or destination. It is shaped through atmosphere, sensory precision and the subtle details that remain with guests long after their stay has ended.

With Verano, EcoScent invites hospitality brands to consider fragrance not as an accessory to experience, but as an integral part of it.

A story of travel told through scent. A celebration of summer translated into atmosphere. A reminder that the most enduring destinations are those that can still be felt long after they have been left behind.

ecoscent.co.uk

CREATIVE IS THE NEW TARGETING

Why your organic presence is the new training manual for Meta ads.

The line between organic content and paid advertising no longer exists inside Meta’s new AI infrastructure. This has completely transformed the way brands and marketers run paid ads and think about how their channels work together.

The platform has shifted from a social graph (who you follow) to an interest graph (what you actually consume). In short: it has adopted the TikTok model.

Meta’s new AI stack consists of three interconnected systems (Lattice, Andromeda, and GEM), powered completely by creative signals and working together to optimise audience targeting.

Brands that treat organic and paid as separate conversations will pay more to reach the same people

The most underappreciated implication of this update is the hidden cost of weak organic content. If your brand’s social presence is stale, or built around static imagery, the AI has less signal to work with. That uncertainty has a cost. CPMs rise and performance dips.

Manual audience targeting is also becoming obsolete. The creative tells the system who to find. If the content looks like a traditional ad, users skip it, and the algorithm follows their lead.

Your organic content is now your media strategy

Your best-performing organic posts are pre-validated creative assets. The AI has engagement data on them. Running paid spend behind content that has already proven itself is the most efficient route to conversion available right now.

Our Performance Marketing Director, Ruggero Rigato, put it plainly: “If you take something that is already working, driving engagement and attention, and amplify it through paid to find the people most likely to book, that has a far higher chance of working than taking a random asset and hoping for the best.”

We have already seen this play out. When organic content with strong engagement was amplified through

Interest graphs track real-time consumption behaviour. What you actually watch and dwell on versus historical signals like profile follows.

paid, our client, Legal Sea Foods, saw campaign bookings increase fivefold.

The DBX

advantage

At Screen Pilot, our DBX methodology was built on this principle. DBX turns fragmented digital activity into a single, connected brand experience, aligning creative, performance, and technology so that posts and campaigns are working together towards the same goal. From the strategy to the design, all touchpoints must be telling the same story so the AI has stronger, more coherent signals to learn from, and audiences encounter a brand that feels unified.

Ready to bridge the gap between your paid and organic performance?

Get in touch with our team today to discover how our DBX framework can transform your fragmented digital activity into a single, connected guest experience that drives direct bookings.

screenpilot.com

BUILDING ON INCLUSIVITY

Hospitality attracts diverse talent at entry level, but too often struggles to retain and progress it into leadership.

Drawing on Caterer.com’s latest Salary Benchmarking and Benefits research, this interview with Paul Rogers, Enterprise Manager at Caterer.com explores how skills-based hiring, pay transparency and clearer career pathways can help employers build more equitable and future-ready teams.

Hospitality has long struggled with representation at leadership level. What practical steps can employers take to build more equitable career pathways from entrylevel roles through to senior management?

Hospitality doesn’t struggle to attract diverse talent at entry level - it struggles to progress and retain it. Our 2026 Caterer.com Salary Benchmarking research shows

that while entry level hospitality pay has risen significantly, management and supervisory salaries (£30k–£45k) have not kept pace, leading to compressed structures that can unintentionally stall progression.

One of the most practical steps employers can take is to move towards skills based hiring and progression. Our research shows 41% of hospitality employers now prioritise soft skills over experience, which opens up leadership

pathways to people who may not follow traditional career routes. When leadership capability, communication and people management are valued alongside tenure, progression becomes fairer and more accessible.

Visibility is just as important. Despite 29% of candidates actively looking for career development, only 5% of hospitality job ads mention progression opportunities. Employers that clearly map skills to roles, outline what progression looks like and invest in development are far more likely to retain diverse talent and build leadership from within.

Recruitment in hospitality is often fast-paced and high-volume. How can businesses ensure inclusion and diversity remain a priority during hiring, rather than becoming a ‘nice to have’ under operational pressure?

High volume recruitment is a reality in hospitality, but inclusion can’t be treated as a ‘nice to have’ when pressure is on. Our research shows that 87% of hospitality candidates are less likely to accept an offer from an employer with poor or unclear hiring processes, highlighting how damaging rushed or inconsistent recruitment can be.

Pay transparency is a key example. Only 61% of hospitality job ads include salary information, yet 81% of candidates actively avoid applying for roles without it. Removing salary details might feel like a shortcut, but it disproportionately excludes candidates who can’t afford uncertainty and ultimately reduces diversity in the pipeline.

Inclusive recruitment works best when it’s embedded into systems, not left to individual judgement. Skills based hiring plays a critical role here, helping employers assess capability and potential rather than background

alone. With 70% of employers saying they struggle to find candidates with the right skills, inclusive approaches are not just ethical – they are commercially necessary.

What does truly inclusive recruitment look like in 2026, and where do you still see the hotel sector falling short when it comes to attracting and retaining diverse talent?

In 2026, inclusive recruitment is transparent, skills led and focused on the whole employment proposition, not just salary. While 76% of hospitality employees say they are satisfied with their salary, only 68% are satisfied with their benefits, lagging behind the wider workforce. That gap has a direct impact on attraction and retention.

Caterer.com’s Benefits Report shows a persistent mismatch between what candidates want and what employers showcase. For example, 34% of candidates want flexible working hours, but only 4% of job ads mention them, and 54% would not apply for a role without clear development opportunities. Inclusive recruitment fails when diverse talent is attracted but not supported to stay and progress.

Where the hotel sector still falls short is consistency beyond hiring. Many employers successfully attract diverse candidates, but lose them due to inflexible working patterns, unclear progression and limited representation at senior levels. Inclusive recruitment doesn’t end at appointment – it must extend into pay transparency, development, benefits and leadership culture. The hotels that recognise this are the ones building resilient, future ready teams.

Caterer.com

RE-SHAPING INNOVATION

Challenging hospitality’s long-held assumptions, Timothy Griffin shares why autonomy, emotional design and cultural relevance are shaping the future of hotels. From adaptive reuse and neuro-design to community-led spaces and lifestyle-driven experiences, Timothy explains how LEVEN is redefining what modern hospitality can look and feel like.

You’ve built your reputation on challenging traditional hospitality models – what do you think are the most outdated assumptions the hotel industry still holds today?

The biggest assumption I’d challenge is that guests need to be managed. Traditional hospitality often treats every interaction as a choreographed script, but modern travellers aren’t looking for a performance, they’re seeking autonomy and authenticity.

Beyond the service model, the industry is also plagued by intellectual silos. Hospitality frequently fails to draw timely insights from fast-moving sectors such as technology and retail. Areas like neuro-design and environmental psychology are often overlooked, despite the fact that built environments directly affect brain activity and emotional wellbeing, which in turn influence consumer behaviour and purchasing decisions that ultimately impact the bottom line.

The industry’s approach to data, and its lack of technological agility, is also holding it back. Most hotel businesses remain tethered to deep-rooted legacy systems while other industries have pivoted to seamless cloud ecosystems. Retailers use data to predict what we want before we know it ourselves. In contrast, hotels often still struggle to recognise returning guests or remember details such as pillow preferences or a favourite drink from a previous stay.

With LEVEN, you’ve taken a distinctly different approach to hotel design and guest experience. What principles guide your decisions when reimagining what a hotel can be?

LEVEN is derived from Old English and Dutch words

meaning “to live”, and that remains our guiding philosophy. We aren’t just designing hotel rooms, we’re creating environments for living.

Design is the physical manifestation of brand values, but its impact is visceral. If a space doesn’t resonate intuitively on an emotional level, the style itself becomes irrelevant.

In Manchester, this translated into a philosophy centred on consciously building upon the heritage of the property in the heart of Manchester’s Village. We honoured the warehouse’s industrial bones, brick, steel and timber, while layering them with tactile textures, natural stone, wood, soft fabrics, and a curated collection of more than 300 artworks to create a distinctive residential feel.

The combination of natural materials, considered lighting, and calming colour palettes was all intended to put guests at ease. We wanted LEVEN to bridge the gap between home and hotel: flexible check-in times, complimentary smoothies to go, and even the LEVEN socks in each room all contribute to an experience that feels more personal and less transactional than a traditional hotel stay.

Sustainability is often discussed in operational terms, but how do you integrate it into the design philosophy and identity of a hotel from the ground up?

At LEVEN, we start from the premise that the most sustainable building is the one that already exists. Adaptive reuse isn’t just an architectural decision; it’s both a moral and brand-led one.

If you are making genuinely good design decisions, they are inherently sustainable. Integrity in materials, longevity in aesthetic, and energy efficiency are the true antidotes to the fast-furniture culture that has become commonplace across the industry.

As a founder and investor, how do you balance commercial viability with bold, disruptive ideas that may initially feel risky to the market?

The industry often miscalculates risk. The truly risky position is doing exactly what everyone else is doing and hoping the market doesn’t shift beneath you.

What was considered niche or boutique five years ago is now one of the industry’s primary growth engines. Alongside scaling our successful LEVEN hotel platform, we are also developing brands within the budget and hostel sectors.

For disruptive ideas to succeed, innovation must be paired with rigour. Every bold concept needs defensible commercial logic behind it. We spend a great deal of time understanding guests on a psychographic rather than purely demographic level, identifying unmet needs and considering how we can solve genuine problems within the market. When you build a brand that resonates culturally, commercial viability tends to follow.

Looking ahead, what does the next generation of hospitality look like to you, and how should hotel brands evolve to stay relevant?

The next decade belongs to hotels that function as community anchors. Emerging generations of travellers are becoming too sophisticated to be persuaded by generic marketing language that lacks genuine local soul.

We are already seeing the gradual dissolution of boundaries between hospitality, retail, work, wellness, and social connection. Our current focus on alternative accommodation and mixed-use models is a direct response to this shift.

To remain relevant, hotel brands must think beyond being simply places to stay overnight and instead become essential components of both a guest’s lifestyle and a neighbourhood’s ecosystem.

INSIDE THE NEWMAN

The Independent Hotel Show team visits The Newman in Fitzrovia, just months after it opens its doors, to explore how a new independent hotel is carving out its place in a competitive London market.

In a landscape dominated by global brands and rising price points, The Newman is positioning itself differently. The focus is not just on design, but on creating a hotel shaped by its neighbourhood, its team and a clear sense of purpose.

For General Manager Oliver Milne-Watson, the decision to join the project in Autumn 2023 followed a deliberate step away from the traditional hotel career path. Having previously worked at The Beaumont and The Goring, he moved into a role as a hotel inspector for LQA, gaining insight into how luxury hospitality operates at a global level.

“I travelled the world, looked at different brands, their standards and their products, and realised that actually bigger brands weren’t doing it any better than we were at an independent level,” he explained.

That perspective feeds directly into The Newman’s positioning. Managed by Kinsfolk & Co, the hotel is built around an ambition to approach hospitality differently, both operationally and culturally.

“Kinsfolk & Co is very much about doing things differently for people and for guests and making a positive change in hospitality for the future – creating somewhere everyone wants to work,” Oliver said.

A hotel shaped by Fitzrovia Central to the project is a commitment to place. Rather than applying a generic luxury template, The Newman has been developed with a strong focus on Fitzrovia’s identity, history and community.

“We wanted to be entirely Fitzrovian, but the challenge was that we couldn’t quite put our finger on what that meant,” Oliver admitted.

The response was a highly engaged, ground-up approach. The team spent time with local businesses and residents, hosting a neighbours’ party ahead of opening and embedding the community into the physical and cultural fabric of the hotel. From photography featuring local characters to architectural references drawn

from surrounding buildings, the intention was to avoid superficial storytelling.

“A lot of places say they’re a neighbourhood hotel, but we genuinely are part of the neighbourhood. We want to bring value to it and add something,” he said.

This ethos extends into the design, led by London studio Lind + Almond. Inspired in part by a book titled Characters of Fitzrovia and famous local figures such as the glamorous writer, heiress and political activist Nancy Cunard, the interiors combine Art Deco influences with subtle local references. The result is a space that feels established rather than newly built.

“Throughout the design you’ll see lots of curves, which makes it feel like it’s been here for a lot longer than it has,” Oliver noted.

Collaboration and creative tension

As with many hotel openings, the design process involved

a balance between aesthetic ambition and operational practicality. Oliver was unusually involved as an opening GM, working closely with the design team to refine layouts and materials.

“I think there’s always going to be a bit of a clash between the operational side and the designers,” he said. That tension is evident in details such as the copper patina bar in Gambit, designed to age and mark over time. “It’s something a hotelier would generally hate, something you can’t clean properly on the face of it, but it matures, it gets marks and shapes,” he explained.

Rather than compromise, the project leaned into these moments of debate, with designers and operators working collaboratively to find solutions that preserve intent while maintaining functionality.

F&B as a neighbourhood anchor

Food and beverage plays a central role in anchoring the hotel within its local market. Brasserie Angelica has been positioned deliberately as a standalone destination, with its own entrance and an all-day menu designed to encourage repeat visits.

“We wanted people to feel they could come at any time of day rather than be fixed to certain hours… and come more than once or twice a week,” said Oliver.

The menu leans towards lighter northern European influences, while downstairs the Gambit Bar introduces a more informal, playful and energetic layer to the offering. Crucially, pricing and product have been structured to support a broad customer base.

“You can come in and have something simple, or you can trade up and have caviar,” Oliver explained.

This accessibility is intentional. The goal is to create a mixed, dynamic environment rather than a single-segment venue.

“You might have someone who’s come in after a run in the park sitting next to a couple of executives, next to a birthday celebration. It’s London as London should feel.”

Choice as a defining principle

Across both guest experience and operations, a recurring theme is flexibility. Technology and wellness, often treated as defining features in new luxury hotels, are instead positioned as optional layers.

“We wanted to give people a choice, so they can lean into the tech or do things more manually,” Oliver said, referencing the hotel’s app-based journey alongside traditional front desk service.

The same applies to wellness, which includes a full thermal suite and treatment offering but is integrated more subtly throughout the property. An entire floor at The Newman is dedicated to wellness, reflecting a holistic approach that runs throughout the hotel. Inspired by the Swedish Grace movement, the offer is built around simplicity, balance and harmony, with a full spa, treatment rooms, fitness studio and gym complemented by wellness elements integrated into the wider guest experience.

“We try to do as many wellness elements as possible without being too in your face,” said Oliver.

Rethinking recruitment and training

One of the more distinctive aspects of the opening has

been the approach to recruitment. Faced with nearly 3,000 applicants for around 70 roles, the team developed a people brand to guide hiring and training decisions.

“We created a people brand based on the values we wanted in the team: Responsible, Energised, Approachable and Local,” said Oliver. This quickly became a recruitment process centred around finding ‘REAL people’.

This was complemented by a partnership with Saira Hospitality to deliver a pop-up hotel school during preopening. Participants received a 30-day immersive training programme, covering multiple departments and practical skills.

“When you join a job, you might get a one- or two-week induction, these guys had 30 days,” he explained.

The outcome has been both a pipeline of talent and a more confident, well-rounded team, a critical factor in delivering consistent service at launch.

A more approachable definition of luxury

Ultimately, The Newman reflects a broader shift in how luxury is being defined within the sector. Rather than formality or exclusivity, the emphasis is on experience, connection and incremental improvement.

“Luxury is more about the quality of service where you’re made to feel 1% better, or 1% less stressed than when you walked through the door,” Oliver said.

Looking ahead, he expects this direction to continue, with more brands moving towards a lifestyle-led, accessible model. “Everyone will lean more towards incorporating approachability into the luxury lifestyle space,” he explained.

For operators, The Newman offers a clear case study in how those ideas can be translated into a physical product: one that balances design ambition with operational reality, embeds itself within its neighbourhood, and places equal weight on people, process and place from day one.

FOWEY HALL HOTEL

A place where heritage loosens its tie.

Perched above the estuary on Cornwall’s south coast, Fowey Hall Hotel has long occupied a place in the collective imagination: part grand Edwardian house, part seaside retreat. Its recent refurbishment, led by Studio Jill, softly edits that story – sensitively, confidently and with an eye to how contemporary families can inhabit historic spaces today. From the outset, the ambition was clear. As founder of the studio Jill Higgins described it, the hotel should feel “like entering a relaxed, country, family home.” That

deceptively simple statement underpins a design approach that resists spectacle in favour of warmth and tactility. This is not heritage as a museum piece, nor coastal design by way of shorthand. Rather, it’s a layered interior narrative that allows the building – and its setting – to exhale.

Letting the architecture lead

The original house is rich in architectural detail and finely proportioned rooms that demand design discipline. “The architectural details in the main house such as cornicing,

panelling are so decorative and finely detailed that we wanted to let the building breathe visually,” Jill explained. Where contemporary interventions were required – most notably the new openings into the bar – they were treated as deliberate insertions. Their junctions with the historic fabric are carefully articulated, allowing old and new to coexist without mimicry.

This approach extends to the furniture strategy. By mixing antique and contemporary pieces, Studio Jill created interiors that feel curated rather than styled – an important distinction in a hotel that seeks longevity. The result is a visual calm that never tips into blandness, fixed by materials, texture and proportion rather than overt pattern.

A sense of place, without the postcard Cornwall is present throughout Fowey Hall Hotel, but never in the obvious ways. “Reconnecting the hotel with its location and the community was a key aspect of the project,” said Jill. Local artists and craftspeople were commissioned to create bespoke furniture, wallpapers and artworks, embedding the hotel within its cultural landscape.

The coastal influence is subtle, revealed gradually. “It was a delicate balance between creating a sense of place and avoiding cliched stereotypes,” Jill noted. Guests discover illustrated wallpapers (by local artist Nicole Heidaripour) that line bedroom drawers, wooden crab doorstops and artworks that nod to maritime life. Colour plays a crucial role here: soft greys and blues echo the Cornish skies and sea, warmed with brown tones and punctuated by accents of yellow.

Bathrooms

as anchors of character

Nowhere is this balance between calm and character more evident than in the bathrooms, where House of Rohl’s Victoria + Albert baths become both functional centrepieces and gentle design statements. Many guestrooms feature freestanding baths chosen not simply for their sculptural qualities, but for how they converse with the wider interior.

The Monaco bath, with its minimalist silhouette, brings a contemporary note to the bathrooms in the modern wing. Finished in matt and painted in RAL 3009 Oxide Red or RAL 7003 Moss Grey, it introduces confident colour without overwhelming the space. Its elegance lies in restraint – an object that grounds the room.

In contrast, the Cheshire bath speaks directly to the building’s heritage. A deep, Victorian, double-ended claw-foot design, it feels entirely at home within the original house. Painted in RAL 7000 Squirrel Grey and the unexpectedly joyful RAL 1012 Lemon Yellow, it becomes a focal point that is both playful and paired back, introducing a note of warmth that subtly reinforces the hotel’s familyfriendly character. For designers, it’s a reminder that historic references need not be monochrome – or overly serious – to feel authentic.

“A calm neutral palette with pops of colour through accents such as the baths and key joinery pieces,” is how Jill described the guestroom strategy. It’s an approach that allows individuality across rooms while maintaining coherence across the hotel.

Materiality, texture and the luxury of detail

Across all three parts of the building – the original house, the modern wing and the spa bedrooms – there is a consistency of material language. Bathrooms connect visually to their adjoining rooms through joinery, texture and tone, rather than overt matching. “Texture and material add three dimensionality to a space without having to relying on colour and print,” Jill explained, likening the approach to the layered subtlety of the natural landscape itself.

This emphasis on tactility underpins the hotel’s sense of understated luxury. Bathrooms are designed to make guests feel “relaxed, a sense of understated luxury with an attention to detail and little touches which you wouldn’t necessarily have at home.” That philosophy is evident in the quality of fittings, the weight of materials and the thoughtful inclusion of family-friendly details – from handmade wooden stools to playful tiling and striped accessories.

A grown-up take on family hospitality

Although often described as a family hotel, Fowey Hall avoids the visual cues typically associated with that label. Instead, its interiors are, in Jill’s words, “grown up but not stuffy.” Dog portraits in charcoal, bespoke joinery, and carefully chosen artwork speak to the hotel’s inclusive ethos without diluting its design integrity.

It is telling that Jill pointed to the library and the morning room as spaces that best capture the hotel’s spirit: rooms where traditional elements sit comfortably alongside bold stripes, woven textures and contemporary craftsmanship, all framed by extraordinary views over the estuary.

Ultimately, what guests remember is the accumulation of considered decisions: the way old and new meet, how colour is deployed with confidence, and how a grand coastal house has been reimagined as a place that feels genuinely lived in. Or, as Jill hopes, “the attention to detail, playful touches” – the hallmarks of a design that understands both its past and its present.

A NEW ERA

Victory Group Completes Acquisition of the Iconic Scottish Resort.

Cameron House, the 17th-century estate set on the picturesque shores of Loch Lomond, has been acquired by Victory Group, marking the start of a vibrant new era dedicated to elevating the guest experience. Combining historic Scottish charm with contemporary hospitality, this iconic estate offers an idyllic escape just 30 minutes from Glasgow. Ideally positioned between Loch Lomond and The Trossachs National Park, Cameron House is a year-round destination where a blend of elegant hotel rooms as well as self-catering lodges, cottages and apartments allows guests to fully enjoy a wealth of outdoor experiences, both on the water and throughout the surrounding countryside. Recently named among the best resorts in Europe in the Condé Nast Traveller UK Readers’ Choice Awards, the baronial mansion-turned-hotel is widely cherished for its historic position within Scottish hospitality, and recognised as the gateway to the Scottish Highlands. Under Victory Group’s stewardship, the resort will undergo a phased evolution, including enhanced wellness offerings, curated lifestyle experiences, and immersive family programming –all underpinned by a dedication to preserving the estate’s rich heritage within this lochside landscape.

Victory Group, the leading luxury real estate and hotel investment firm headquartered in London, sees the addition of Cameron House into their portfolio as an endorsement into the estate’s future, aiming to recapture the spirit of this 400-acre lochside retreat. Erik Moresco, Founder of Victory Group, shared his vision:

“This acquisition reflects our strong commitment to high-quality assets in attractive locations. Cameron House combines a setting of breathtaking beauty, heritage, and luxury with legendary Scottish hospitality. We are absolutely thrilled to be making our first acquisition in Scotland, and we continue to see the UK as a compelling investment market.”

While the warm Scottish hospitality that guests love remains unchanged, Victory Group’s transformation will refocus Cameron House’s position as a must-visit, forward-thinking destination for global travellers. Further details regarding the next phase of the resort’s evolution, including plans and new experiences, will be announced in the coming months.

cameronhouse.co.uk

THE DESSERT SERIES

From elegant tartelettes to theatrical tableside service, Symphonie Pasquier journeys through London and Bath to discover how leading hotel chefs are reinventing French pâtisserie. Across luxury dining rooms, afternoon teas and event spaces, these exquisite desserts are proving that indulgence, simplicity and visual flair remain a recipe for guest delight.

The last word in indulgent desserts, exquisite French pâtisserie is the perfect end to a delectable meal or the standalone cameraready creation that has customers returning again and again. As the world of pâtisserie evolves, Symphonie Pasquier embarked on a hotel voyage across London and Bath to visit some of the chefs creating visually stunning sweet offerings and delivering them with a twist.

Walking into The Mandrake, a multi-award winning luxury property in the heart of London’s Fitzrovia is a true multi-sensory indulgence; and here, newly appointed Head

Chef, Viktor Yordanov is keen to ensure the food offer matches the opulence of the hotel. Creating a dessert fit for The Mandrake’s a-la-carte menu, Chef Viktor plated the beautiful Symphonie Pasquier Passion Fruit Meringue Tartelette with a passionfruit coulis and homemade herb sorbet, decorated with delicate cornflowers, lemon balm and orange nasturtium. A simple and visually striking dish. Named the 7th most sustainable hotel in the world, The Hari, is a 5* boutique hotel in Belgravia, and Chef Marco Quarta provided a warm welcome to il Pampero, named as one of Belgravia’s Best Italian Restaurants by TripAdvisor Traveller’s Choice Awards 2024. Il Pampero is

widely recognised for its experiential approach to serving a tableside Tiramisu, and according to Chef Marco, it has been an incredibly popular addition to the restaurant’s offering. Adding a warm and friendly experience for guests, this interaction allows a choice of liqueur and the famous Italian dessert to be constructed on a specially designed dessert trolley and served immediately. A little theatre in the restaurant to create a unique dessert encounter, and for Symphonie Pasquier, Chef took the popular Crème Brûlée Tartelette and produced a new tableside creation. Arriving into the kitchen frozen, the perfectly formed tartelettes were placed into a fridge for 2 ½ hours to defrost before service and then taken to the dessert trolley as needed. At the table side, Chef torched a little brown sugar on top of the Crème Brûlée Tartelette to create the legendary ‘snap’ when cracked with a spoon, he then garnished with passionfruit ganache, raspberries and micro-cress, finishing the dessert with a quenelle of vanilla ice cream and serving to guests at the table. A visual delight with the theatre of a flame and a much-loved dessert served with a twist.

Last on the London route, the Grande Dame of hotels, The Landmark, and where the Great Central Pub by Matt Fletcher serves pub classics with a modern twist. Chef Patron Matt curated a selection of Symphonie Pasquier Petits Fours plus Entremets and created a Café Gourmand;

an easy, simple option to serve to customers who want a sweet bite at the end of a meal or a 3pm pick me up with a glass of Champagne as respite from a busy day in the capital. Simply defrost, arrange on a plate, add a garnish of fresh fruit and serve.

Heading over to the beautiful city of Bath, and The MacDonald Spa Hotel, Chef Alex Manger created a beautiful dessert, perfect for one of the many weddings held at this lovely venue. Using Symphonie Pasquier’s Lemon Meringue Tartelette, chef Alex simply garnished with swirls of berry fruit coulis and a delicious quenelle of vanilla ice cream, easy and quick to prepare, and ideal to serve to large numbers of guests.

And to finish off the dessert road trip, The Apex, City of Bath Hotel was the final destination where Head Chef Gianluca truly wowed with an incredibly garnished L’Agrume Mandarine Nougat Entremets, ideal for events and conferences, but the pièce de resistance was Chef’s Afternoon Tea. Taking the delicious Symphonie Pasquier ‘Envies Sucrées’ Petits Fours and Macarons ‘Les Classiques’, Chef Gianluca created a three-tier creation garnished with mango puree and dried fruits, perfect for any occasion and delightful served with either a classic selection of tea or chilled French Champagne.

symphoniepasquier.com/en

SETTING THE MOOD

Setting the standard for luxury hospitality fires.

From the moment guests enter a hotel lobby to the final moments spent enjoying the getaway, every design choice contributes to the overall guest experience. Increasingly, interior designers are seeking features that create warmth, sophistication and a memorable ambience while remaining practical, energy-efficient and easy to manage. The Solus range from Vision Fires has been developed with all of these expectations in mind.

Recognised for exceptional innovation, craftsmanship and realism, Solus electric fires redefine what is possible in modern hospitality design. Combining cutting-edge technology with elegant styling, the collection delivers a beautiful visual impact, a luxurious ambience, and intelligent performance for hotel lobbies, lounges, bars and guest rooms.

The flagship Solus iX range showcases the remarkable Truburn Flame Technology, inspired by the principles of holography and developed entirely in-house. The result is an electric flame effect which is so authentic, you

won’t believe it’s not real. The carefully engineered flame patterns and the specially designed log arrangements produce movement, depth and a real-life glow that can elevate every hospitality setting.

For hotel lobbies and reception areas, the Solus iX10 creates an immediate statement. Its panoramic flame visuals and sophisticated design transform large open spaces into inviting environments which feel warm and welcoming. In boutique hotels and premium suites, the same technology creates intimate comfort and a sense of exclusivity.

Unlike traditional fireplaces, Solus electric fires provide all the atmosphere without the operational challenges, as there is no need for chimneys, gas connections, or extensive structural work, making installation straightforward. The fires also offer instant heat at the touch of a button alongside minimal maintenance requirements.

Every Solus appliance has been designed to work flexibly, whether specifying a sleek contemporary feature wall for

a city-centre hotel or introducing warmth into a heritage property, the collection offers a range of installation possibilities, including front-facing, corner, panoramic and suite configurations.

The Solus VS range introduces even greater levels of personalisation and atmosphere. Guests increasingly expect immersive environments that feel tailored, memorable and luxurious, and Solus delivers this through its innovative TriLight technology. Multi-angled dynamic LED lighting enables complete control over flame colour, brightness and tonal effects, creating thousands of unique combinations to suit the mood of a space.

From warm amber tones in a cocktail lounge to calming contemporary hues in guest suites, the ambience can be adapted throughout the day and evening to complement different experiences and settings. Six pre-programmed themes provide instant inspiration, while full customisation allows for a signature look.

Solus fires also engage the senses through authentic crackling sound effects that replicate the soothing ambience of a real wood-burning fire.

For projects seeking the ultimate in realism, the Coppice Log Upgrade provides an extraordinary finishing touch. Handcrafted in the UK using specially selected natural logs and authentic forest-floor detailing, every Coppice fuel bed is unique. The result is an organic presentation that enhances the flame effect’s authenticity.

The wider Vision E-Line Collection further expands the design possibilities. Combining luxurious craftsmanship with advanced electric fire technology, the E-Line range features beautifully constructed mantels, interchangeable

fuel beds and a variety of trim options that can achieve either classic elegance or contemporary minimalism.

Importantly for modern hospitality businesses, Solus appliances are also engineered with sustainability and operational efficiency. Intelligent temperature detection and regulation technology ensures optimal energy usage while maintaining guest comfort. If a sudden drop in room temperature is detected, such as when a balcony door or window is opened, the heating automatically deactivates to prevent unnecessary energy consumption, then resumes operation when conditions stabilise.

Smart technology integration further enhances operational convenience. Every Solus fire can synchronise with smart devices, including phones and tablets, allowing effortless control across multiple settings and locations. This provides a practical and efficient solution for managing comfort and ambience throughout guest spaces while supporting wider energy goals.

As hotels continue to prioritise guest experience, design excellence and sustainability, Solus electric fires offer a compelling solution that delivers on every level. Combining award-worthy realism, intelligent innovation and luxurious design flexibility, the Solus range enables hotel owners and operators to create unforgettable spaces that guests remember long after checkout.

For hospitality environments where first impressions matter, and atmosphere defines the experience, Solus sets the standard for excellence in electric fires.

visionfires.co.uk/solus/

FAMILIAR FAVOURITES

As guests seek convenient food and drink options that balance comfort, quality and indulgence, Kellogg’s is helping hotels elevate their grab-and-go and bar offerings with trusted brands, satisfying textures and great taste throughout the day.

More people are increasingly looking for quick 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 at the bar. The best moments come from familiar favourites, done exceptionally well. Today’s bar 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.

Finally, 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 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.

kelloggs.co.uk

with Stock smarter for 2026

LOOKING AHEAD

Independent Hotel Show 2026 to explore the theme of ‘shaping tomorrow’.

The Independent Hotel Show London, in partnership with James Hallam Insurance Brokers, will examine the trends, products, services and innovations set to define the future of the sector when the event returns to Olympia London on 5–6 October 2026.

Each year, the show brings together senior leaders from single independent properties, boutique hotel groups and independently spirited brands, all seeking inspiration and practical solutions to elevate their businesses. In 2026, this audience will be united under the theme ‘Shaping Tomorrow’, a concept designed to reflect both the pace of change across hospitality and the sector’s enduring commitment to individuality.

Shaping Tomorrow captures the spirit of an industry that is constantly evolving. For hoteliers and designers, it provides a framework to explore new ideas, discover emerging directions and connect with the people and businesses influencing what comes next. Rooted in progress, creativity and originality, the theme will be brought to life across the show floor through a curated mix of exhibitors showcasing new products, design innovation and forward-thinking solutions. Alongside this, expert speakers will share insights, practical advice and longterm perspectives, creating an experience that feels both relevant and forward-looking.

The result is an event designed not only to inform, but to energise. By reflecting the individuality, style and ambition that define the independent hotel sector, Shaping Tomorrow aims to leave visitors with a clear sense of momentum and optimism as they plan for the future of their businesses.

Brands already confirmed for this year’s event include Ava Innes, a sustainable sleep brand creating luxury duvets using the forgotten fibre Cashmere Guard; Häfele, the internationally recognised manufacturer and distributor of furniture fittings, hardware and interior solutions; Rave Coffee, a provider of fresh, specialty roasted coffee beans; and LEC Robotics, which supplies advanced automation technologies including autonomous forklifts, intelligent cleaning robots and service robots.

Together, these exhibitors highlight the breadth of innovation shaping modern hospitality, from sustainability and design through to operational efficiency and guest experience.

Beyond the exhibition, visitors will have access to three dedicated content stages covering the latest hotel trends, insights and case studies from across the sector. The Hotel Business Stage, in partnership with eviivo, will focus on practical strategies to support growth and performance, while the Innovation Stage will explore developments across technology, guest experience, interiors and food and beverage. Meanwhile, the Social Business Space will offer a more informal setting for networking, enabling meaningful connections between peers, suppliers and industry leaders.

As the sector continues to navigate shifting guest expectations, operational challenges and new opportunities for growth, the Independent Hotel Show London aims to provide a focused environment where ideas can be shared, partnerships formed and the future of independent hospitality actively shaped.

Join us in shaping the future of the independent hotel sector. Find out more at independenthotelshow.co.uk.

LEADING FROM THE FRONT

From London’s five-star hotels to heading housekeeping at The Army and Navy Club, Jacqueline Hehir shares how empathy, adaptability and smart technology are reshaping one of hospitality’s most essential departments.

Could you share your journey to becoming Head of Housekeeping, and the key experiences that shaped your leadership style?

Working in hospitality has always appealed to me because no two days are ever the same. I currently work as Head of Housekeeping at a private members’ club, where I oversee the housekeeping operation, support and manage the team, and ensure members consistently experience the highest standards of cleanliness and comfort. It is a role that combines organisation, leadership, attention to detail, and people management — all aspects I genuinely enjoy.

My journey into housekeeping was not something I originally planned, but it quickly became a career I felt passionate about. I began in entry-level housekeeping roles within some of London’s top five-star hotels, learning the operation from the ground up. Over time, I progressed into supervisory and management positions, gaining experience in team leadership, scheduling, stock control, budgeting, and guest relations.

One of the most valuable lessons I learned early on was the importance of leading by example. Housekeeping can be both physically demanding and fast-paced, and teams respond best to managers who understand the realities of the role and are willing to support them during busy periods.

Several experiences helped shape my leadership style. Working through high-occupancy periods, staffing shortages, and evolving guest expectations taught me the importance of communication and adaptability. I learned that consistency and respect are essential to building a motivated and high-performing team. I strongly believe people perform at their best when they feel valued, listened to, and supported.

I have also learned that recognition goes a long way in housekeeping. Small gestures, such as acknowledging hard work, celebrating team achievements, or simply thanking someone for their effort, can make a significant difference to morale.

What are some lesser-known tips or efficiencies you’ve discovered that maintain high standards while keeping your team motivated?

Over the years, I have discovered several efficiencies that help maintain high standards while keeping the team engaged and motivated. One lesser-known but highly effective approach is structured room allocation and realistic task planning. Assigning rooms strategically based on complexity and proximity helps improve productivity without overwhelming staff.

Another valuable strategy is involving team members in problem-solving. Housekeepers often know the quickest and most practical ways to improve processes, and giving them a voice not only increases efficiency but also strengthens engagement and teamwork.

Training is another area that is sometimes underestimated. Refresher sessions, shadowing opportunities, and cross-training between departments not only improve standards but also help employees feel invested in their own development and progression.

I have also found that flexibility, where possible, is incredibly important. Hospitality can be demanding, so supporting work-life balance and being understanding of individual circumstances helps build loyalty, improve morale, and reduce staff turnover.

How has technology changed housekeeping in recent years? Are there any tools you now consider indispensable?

Technology has transformed housekeeping significantly in recent years. Digital room management systems and mobile communication tools have greatly improved efficiency and communication between housekeeping, reception, and maintenance teams. Real-time room updates allow departments to work far more seamlessly together, improving the guest experience while reducing delays.

Mobile applications that track room status, maintenance issues, and linen inventory have become particularly valuable. One tool I now consider indispensable is a housekeeping management platform that enables supervisors to assign tasks instantly and monitor progress

throughout the day. It reduces paperwork, improves accountability, and allows issues to be resolved much faster.

Technology has also supported sustainability efforts, from monitoring laundry usage to reducing unnecessary linen changes - something that is becoming increasingly important across the hospitality industry.

What advice would you offer someone aspiring to a long-term career in hotel housekeeping or hospitality management?

For anyone considering a long-term career in hotel housekeeping or hospitality management, my biggest piece of advice would be to stay open to learning and never underestimate the value of people skills. Technical knowledge can be taught, but attitude, reliability, and communication are what truly help people progress within the industry.

Hospitality offers excellent opportunities for growth to those who are willing to work hard, remain adaptable, and maintain a positive mindset. It is also important to take pride in the role. Housekeeping is one of the most essential departments within any hotel, and guest satisfaction is heavily influenced by the standards and care delivered by the team behind the scenes.

What would you like to see evolve in hotel housekeeping over the next one to three years?

Looking ahead, I would like to see housekeeping continue evolving with a stronger focus on employee wellbeing, career development, and smarter technology integration. Housekeeping professionals are highly skilled, yet the role is still sometimes underestimated within the wider hospitality industry. I believe there should be greater recognition of the department’s direct impact on guest satisfaction and overall hotel success.

Over the next few years, I also hope to see increased investment in sustainable practices, improved training programmes, and technology that supports staff rather than replacing the human element of hospitality.

Ultimately, housekeeping is about creating comfort, trust, and a sense of care for guests, and that will always rely on dedicated people at the heart of the operation.

BUILDING LEGACY

As one of the newest openings along the Wild Atlantic Way, General Manager, John Keating’s vision is clear: to create a destination defined not just by luxury, but by genuine care, intuitive service and a true sense of place – we caught up with him to find out more.

You’ve built a remarkable international career across some of the world’s leading luxury hotels and resorts. Looking back over more than three decades in hospitality, what moments or experiences have most shaped the way you lead today?

I’ve been fortunate to work alongside some truly exceptional leaders over the years, and what has always set the great ones apart is a genuine commitment to people –guests, colleagues and teams alike. That ethos has become the foundation of my own leadership style: leading from the front, while creating space for others to flourish through coaching, mentoring and real collaboration.

One moment stands out in particular. Early in my career as maître d’ at The Ritz London, a new managing director called Terry Holmes came in for dinner with his family shortly after relocating from the US. He ordered and quietly asked whether he might be able to get some chips. I said “of course”, and brought them out with some ketchup for his children. Afterwards, he took me aside, thanked me and mentioned that in several days at The Ritz, nobody had accommodated that simple request. He told me to hold on to that instinct, that it would take me far.

The next day, he introduced me to the hotel’s ownership. He remained a mentor and a guiding influence for the next 20 years and is still a significant figure in the industry to this day. That early lesson in the power of simple, genuine service has never left me.

From Asia and the Caribbean to Scotland and the UK, your career has taken you across very different hospitality cultures. How have those global experiences influenced the way you approach launching a new luxury hotel like The Hawthorn by Galway Bay? Looking back, the range of cultures and contexts I’ve had the privilege of working within has been an extraordinary education. Asia taught me patience and attentiveness and the UK sharpened my appreciation for diplomacy. Switzerland instilled a real precision and attention to detail while the Americas gave me a competitive drive. And Ireland, of course, gave me an intuitive understanding of warmth and genuine hospitality.

When I describe my approach to opening The Hawthorn, I often say it requires all of those qualities at once. Put them into a blender and what comes out is what this property demands. Each experience has contributed something important to how I’m shaping this project.

This role also marks a return home to Ireland for you. On a personal level, what does it mean to come back and lead one of the most anticipated hospitality openings in the west of Ireland?

Returning home has been deeply meaningful, both

professionally and personally. Ireland today is a genuine global leader in hospitality, and the tourism sector along the Wild Atlantic Way, in particular, has developed into something really special. The investment in promoting this coastline as a world-class destination has paid off and Galway sits right at the heart of it: a city full of culture, history and character.

I feel a real sense of pride being part of this next chapter. And on a more personal note, being just two hours from my mother is something I genuinely appreciate.

Opening a hotel of this scale and ambition is a rare opportunity in a career. What has the preopening journey been like so far, and what are the most exciting – or challenging – aspects of bringing a project like The Hawthorn to life?

I’ve been involved in a number of openings over the course of my career, and each one is unique to its location and culture. There’s a real excitement in watching a building come to life: seeing the interiors take shape and the details that define a luxury property start coming together. But, for me, the most energising part has always been assembling the team. Everything else flows from that. Alongside the excitement comes real pressure: timelines, training, ensuring the building is delivered on schedule and that the guest experience we’ve promised is ready from day one. We’ve put ourselves out there publicly with a clear vision of what The Hawthorn will be. Living up to that commitment is both the biggest challenge and the biggest motivator.

As the first general manager, you have the unique opportunity to shape the culture of the hotel from the very beginning. How are you approaching the task of building the team and setting the tone for the guest experience ahead of opening day?

Being the founding general manager carries a real weight of responsibility, because what you build in these early months becomes the legacy of the property. The culture you establish, the standards you set, the values you embed in the team: these things endure long beyond opening day. Hand-picking the leadership team has been my primary focus. You need genuine experts in every discipline, people who are empowered to lead their areas with confidence. My job is to set the vision and then trust them to deliver it. What I look for is a team that is not only highly capable, but one that challenges constructively, supports each other and works with a shared sense of purpose. That culture of mutual care and collective ambition is ultimately what will determine whether our guests have truly exceptional experiences.

The Hawthorn has already been welcomed into The Leading Hotels of the World ahead of its opening – an impressive achievement. How does that level of recognition influence the standards you’re setting as the hotel prepares to welcome its first guests?

Membership of The Leading Hotels of the World is one of the most coveted distinctions in global luxury hospitality. It’s a portfolio that includes iconic properties like The Ritz

London, Gleneagles, Hotel de Paris in Monte Carlo and The Chelsea in New York. To join that collection, as one of only six member hotels in Ireland, is a real honour and one that we take seriously.

The standards required for membership are among the most rigorous in the industry, with multiple anonymous compliance inspections throughout the year. For us, that benchmark is both a responsibility and an opportunity. It keeps us committed to consistent excellence and connects us to a global community of discerning travellers who specifically seek out Leading Hotels properties wherever they go. That will be a meaningful driver of international business for us in time.

From the championship golf course and destination spa to a collection of distinctive dining venues, The Hawthorn promises a very layered guest experience. When visitors arrive for the first time, what feeling or sense of place do you hope they take away?

More than anything, I want guests to feel immediately and unmistakably that they’re in the west of Ireland. The moment you arrive and look out across the golf course to Galway Bay, there’s a sense of space and tranquillity that’s quite unlike anywhere else. That view alone prompts an instinctive sense of calm, and that feeling is what I want to anchor the entire stay.

Beyond the setting, we want every guest to feel that

their visit has been thoughtfully arranged before they even check in. We work to understand each guest’s preferences in advance, whether they’re keen golfers, spa enthusiasts, food lovers or keen to explore with activities such as fishing, walking or sailing. By the time they arrive, we want everything to already be in place. Drop the bags, settle in and simply enjoy. That sense of effortless, anticipatory care is what we’re working towards.

Food and drink clearly play a central role in the identity of the hotel, with concepts ranging from live-fire dining to globally influenced menus rooted in local produce. How important is it that the culinary experience reflects both the west of Ireland and a broader international outlook?

Food is central to Irish life and culture, and The Hawthorn’s

culinary programme reflects that with real conviction. Our main restaurant, The Skylark, is built around an open fire grill and the philosophy is one of confident simplicity: sourcing exceptional local produce and letting it speak for itself. Beef, pork, free-range chicken, Connemara lamb, lobster from the bay right outside our windows, seafood from the west coast: the quality is outstanding and that’s what the menu is built around.

Our drinks programme is equally considered with a wine list curated by our master sommelier alongside local craft beers, ciders, Irish whiskeys, gins and cocktails that celebrate the region’s producers.

Our second restaurant, The Oystercatcher, takes a very different but equally exciting approach. Chef Takashi Miyazaki was the first Japanese chef to earn a Michelin star in Ireland. Having spent 20 years cooking here, his cuisine is genuinely unique – Japanese in technique and sensibility

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but with an unmistakable Irish character running through every dish.

The Hawthorn sits along the Wild Atlantic Way and within Ireland’s celebrated golf corridor. How do you see the hotel positioning itself as a strategic gateway for international visitors?

The Wild Atlantic Way is home to some outstanding hotels and experiences – from Donegal right down to West Cork. What sets our position apart is that we sit at the very heart of it, with one of Ireland’s most vibrant and culturally rich cities right on our doorstep. Galway draws visitors naturally, for its traditional music, storytelling and energy, and The Hawthorn gives those visitors a world-class base from which to experience all of it.

There’s currently no hotel in the Galway area offering the full breadth of what we provide: championship golf, a destination spa, exceptional dining and easy access to everything the Wild Atlantic Way has to offer. That’s a genuinely compelling proposition for international travellers.

Galway has always been one of Ireland’s most distinctive and creative destinations, yet a new five-star hotel has been missing for some time. In your view, how will The Hawthorn contribute to the next chapter of tourism and hospitality in the region?

Our ambition is to set a new standard, not just for luxury accommodation but for the quality of service that goes with it. There are many fine properties in Ireland and across the world, but real differentiation comes from anticipating what a guest needs before they ask, from making every individual feel as though the hotel is there just for them. It is Irish hospitality taken to its highest level: warmth and welcome with real substance behind it.

We’re also significantly elevating the golf offering in the region, which will attract a new calibre of international golf visitor to Galway. The spa, the dining, the whole experience – each element is designed to exceed expectations and, in doing so, to bring a new and broader audience to this remarkable part of Ireland.

thehawthornhotel.ie

BEYOND OCCUPANCY

Afternoon tea, summer spend and the revenue opportunity beyond the room, as told by Jane Pendlebury, CEO of HOSPA.

For many hotels, summer is the period when attention naturally turns to occupancy. Rooms fill as leisure demand rises and operators focus heavily on converting peak-season bookings. That’s understandable. Accommodation remains the main revenue driver for many properties, and in a market where demand can shift quickly, protecting room rate is vital.

But the summer peak also brings a wider commercial opportunity.

Guests are not simply buying a room. They’re looking for a reason to travel and a reason to feel that their money has been well used. That matters at a time when consumers are still making careful decisions about discretionary spend. People aren’t necessarily stepping away from hospitality, but they are being more selective. They want experiences that feel worthwhile.

That is where food and beverage, alongside wider ancillary revenue, can play such an important role.

Let’s take Afternoon Tea Week, which takes place in August, as a useful reminder of that point. On the surface, afternoon tea may appear to be a relatively traditional hotel offer. Some may even argue it is a little “done”, given how common it has become across the sector. But that familiarity is also part of its strength. Afternoon tea remains a recognised, accessible experience that consumers understand and continue to buy into, which is precisely why it shouldn’t be overlooked as a revenue driver.

The key is not necessarily to reinvent it completely, but to make it feel relevant to the property and the guest. When approached thoughtfully, afternoon tea can create a reason to visit and give hotels a chance to showcase their personality beyond bedrooms.

For some properties, afternoon tea is already a core part of the offer. For others, it may sit slightly in the background, treated as a pleasant addition rather than a meaningful revenue stream. Yet a well-positioned afternoon tea can drive footfall at quieter times of the day while introducing local guests to the property in a way that opens up future spend.

The timing is helpful too. August is busy, but it’s also

competitive. Families and couples have plenty of ways to spend their money. Hotels that can offer something distinctive, whether that’s a garden afternoon tea or a collaboration with a local producer, have a greater chance of turning summer interest into tangible spend.

“The key is not necessarily to reinvent it completely, but to make it feel relevant to the property and the guest.”

The opportunity isn’t limited to luxury hotels. Afternoon tea can be adapted to different markets and price points. The important thing is that it feels valuable to the guest.

That wider packaging point is particularly important. A guest may not independently decide to add lunch or spa access to a stay, but they may respond well to a carefully presented package that feels convenient and good value. The same applies to non-residents. A local guest who visits for afternoon tea could become a regular diner or even a future overnight guest if the experience is strong enough. This is where commercial teams and revenue managers need to keep on thinking beyond individual departments. Food and beverage shouldn’t be viewed separately from rooms or marketing. If a hotel is seeing strong weekend occupancy but softer midweek demand, can afternoon tea be used to support quieter periods? If spa treatment slots remain available, can they be packaged with F&B? Total revenue management is talked about a lot, but there are often new opportunities to pursue.

Data has an important role to play here. If operators aren’t already looking closely at booking patterns and spend per guest, then it’s time to widen the view of data analysis. It’s not enough to know that afternoon tea is popular, a deeper dive might help establish when it performs best and whether it drives repeat business.

Many hotels have partnered with local attractions or theatre productions to create a themed experience, enabling them to charge a premium. Although afternoon tea is often perceived as expensive, it is important to charge a carefully thought-out price. As cost pressures continue across labour and ingredients, revenue growth alone isn’t enough. Menus should be creative, but also carefully costed. Packages should add value without eroding margin.

Afternoon Tea Week is a timely hook, but the lesson is much broader. Hotels could use the summer peak to maximise the guest journey, from pre-arrival upsells to terrace dining or local partnerships.

For hoteliers, the task this summer is to look beyond occupancy alone. Full rooms are important, but they’re only part of the picture. The real opportunity lies in understanding how guests want to spend their time and creating reasons for them to spend more of it with you.

Afternoon tea may be one of the most traditional rituals in British hospitality, but used well, it can be a very modern revenue driver.

Jane Pendlebury is CEO of HOSPA – the Hospitality Professionals Association. For more information on HOSPA and its offering, please visit www.hospa.org.

AN ASTOUNDING RESPONSE

UKHospitality Chair Kate Nicholls warns that a proposed “holiday tax” could inflict billions in economic damage, cost 33,000 jobs and undermine the UK’s tourism ambitions, as the industry ramps up pressure on MPs to oppose the levy.

The reaction to our Stop the Holiday Tax campaign has been remarkable. As I write, a staggering 22,000 letters have been sent to MPs, while there have been more than 100,000 visits to our dedicated campaign page stoptheholidaytax.uk

A big thank you, then, to everyone who’s written to their MP and clicked that link.

Support for the campaign has also come from opposition parties, with both the Conservatives and Reform saying they’re committed to opposing the tax.

Tory Shadow Chancellor Mel Stride and Reform’s Robert Jenrick have both made visits to member businesses – to Butlin’s in Bognor and a Haven Parks site in Lincolnshire respectively – to learn about the effects of the tax.

And what a devastating impact it would be for hotels and the wider sector, according to a recent Oxford Economics report commissioned by UKHospitality.

Its analysis reveals that the Government’s proposed holiday tax would shrink GDP, cause thousands of jobs losses and see the Treasury lose hundreds of millions in tax revenue, laying bare the shattering effect it would have on holidaymakers, businesses and the economy in England.

Assuming the impact of a 5% levy is fully realised by 2030, Oxford Economics predicts a reduction in GDP of £2.2bn, a £1.6bn tax increase for holidaymakers, £688m in reduced tax receipts to the Treasury, and a £101m loss in direct investment from hotels and other hospitality and tourism businesses.

The report goes on to forecast a £1.8bn reduction in tourism spending, 11.9m fewer nights spent in accommodation and 33,000 job losses.

All terrible outcomes, and which are completely at odds with the Government’s own ambition to increase inbound tourism to reach 50m international visitors by 2030.

Simon Vincent CBE, President, Europe, Middle East and Africa, Hilton puts it perfectly: “The Oxford Economics research is clear that a proposed holiday tax, on top of

already high VAT, will impact British families staying in the UK and make the country less competitive as a destination.

“Tourism thrives when government and industry work together. The focus should be on growing visitor numbers and enabling hospitality to play its full role in supporting jobs, investment, and economic growth.”

It’s vital we keep up the pressure. Hoteliers, please encourage your guests to write to their MPs; and in case you haven’t already, we’d ask you to get writing to your own MP, too.

Because holidays are for relaxing, not taxing.

The full Oxford Economics report can be accessed here https://www.ukhospitality.org.uk/wp-content/ uploads/2026/03/Oxford-Economics-holiday-taxeconomic-modelling-report.pdf

Kate Nicholls, Chair, UKHospitality