Hotel November 2025

NOVEMBER 2025

As we bid farewell to October, the sparkle of my favourite time of year grows closer - the festive season! November is a moment of transition for hospitality. It’s a month when operators balance peak planning with reflective pause, looking back at the year’s lessons while gearing up for Christmas and beyond. In this issue of Hotel Magazine, we’ve curated a mix of features that speak to that delicate dance: innovation, resilience, sustainability, and celebration.

Our extensive Food and Drink focus begins with a fascinating deep dive into menu engineering, where science meets art. In today’s competitive climate, crafting a menu is about far more than what tastes good; it’s about profitability, psychology, and exceeding guest expectations. We also spotlight 1 Hotel Mayfair with an insightful conversation with Giulio Guarini, Head of Bars, and profile rising culinary talents including Jean Delport of Interlude. Finally, we bring readers inside the kitchen at Theo Randall’s iconic Intercontinental Park Lane venue, where we will be heading for the 2026 Hotel Magazine Awards.

On the Sustainability front, our lead feature looking at ‘Green Certifications That Matter’ unpacks the logos and labels that operators can truly trust, such as LEED, Green Key and EarthCheck, as well as what it takes to achieve them. We also speak with Bidfood’s Julie Owst about sustainable supply chain and this issue takes you with me on a trip to Louma Farm & Retreat, where I experienced first-hand what regenerative hospitality can look like in action.

Much to my excitement, with Christmas approaching, our Essential 5 offers practical ways to spread festive cheer amongst your team without tipping into burnout - a timely reminder that culture is just as vital as customer service during the busiest season of the year.

In our HMA section, we present this year’s award categories across a celebratory double-page spread, plus in-depth profiles on some of our valued sponsors, Miele and Stuncroft.

Rounding up the issue, our Industry Updates section captures the breadth of hospitality today. Cameron House features as our Hotel of the Month; we journey to Mett Marbella for Hotels Around the World, and In the Hot Seat showcases a conversation with Adam Dyke.

This edition is about progress and perspective - where the industry stands today, and where we can collectively take it tomorrow. As we enter the final stretch of the year, I hope these pages inspire fresh thinking and prepare you for the season ahead.

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

10 INDUSTRY NEWS

We share insights into some of the latest news from the hotel sector.

13

Hotel Magazine Awards

As we gear up for our 2026 event, we share details on the new and improved award categories, as well as our partners.

25 FOOD & DRINK

Here, we explore menu engineering within hospitality as we look into how F&B teams can design menus that maximise margins while meeting guest expectation.

44 CHEF PROFILE

In the world of fine dining, few chefs manage to blend storytelling and flavour as seamlessly as Jean Delport, Executive Chef at Interlude. Known for his imaginative tasting menus, we share a Chef Profile as we explore his craft.

57 SUSTAINABILITY

Looking at green certifications that matter, we offer a breakdown of credible certifications, what they mean for operators, and how to achieve them.

90 INTERVIEW

We share an insightful column from Allen Simpson, UKHospitality’s Chief Executive Officer, which shares details on the UKHospitality’s new Food Incident Guide which offers operators essential, expert-backed support.

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

The Headland Achieves Earthcheck Silver

Cornwall’s most iconic hotel, The Headland, is proud to announce that is has been awarded its EarthCheck Silver accreditation following a two-day long audit process that took place earlier this year.

To achieve the certification, the hotel had to meet the EarthCheck Certified standard across a selection of key areas, including energy use, water use, carbon emissions, chemicals, community and employee impact, paper use and waste.

Commenting on the achievement, Veryan Palmer, Family Director at The Headland, said: “We are absolutely thrilled to have our sustainability efforts recognised by EarthCheck.

“As a team, we have put a huge amount of work into ensuring The Headland is a place we can be proud of when it comes to taking care of the environment for future generations so achieving the Silver certification is a great way to celebrate that.”

The hotel’s Sustainability Lead, Bethany Branigan, added: “In just two years since partnering with EarthCheck, we have come a very long way and this latest achievement means a huge amount for the work that has been done in that time.”

Since partnering with EarthCheck in 2023, The Headland has made big strides in sustainability, cutting energy use by over 4.5% per guest night, switching 95% of its lighting to LED and reducing water consumption by 5%.

In the most recent waste report, recycling stood at 77%, plastic bottles have been eliminated and food waste per cover has been more than halved.

Moxy Hotels Celebrates 100th Opening in Europe, Middle East & Africa with Moxy Belfast City

Marriott International proudly announces the opening of its 100th Moxy hotel in Europe, the Middle East and Africa (EMEA) with the launch of Moxy Belfast City. This milestone marks a significant chapter in the brand’s bold expansion and reaffirms its commitment to delivering playful, spirited stays for the modern traveller.

Located in the heart of Belfast and the first Moxy Hotel in Northern Ireland, the 179-key hotel is a prototypical Moxy property, showcasing the brand’s playful design and vibrant social spaces. Developed in partnership with MHL Hotel Collection, Moxy Belfast City is a conversion project that features signature Moxy spaces from the energetic lobby where guests can check-in at Bar Moxy and receive a complimentary drink on arrival, to its lively communal spaces ideal for day to night gatherings. In addition to its buzzing public areas, the hotel offers a grab-and-go concept, programming with a local flavour, and communal tables for guests to plug and play.

“Reaching 100 hotels in EMEA is a proud moment for the Moxy brand,” said Neal Jones, Chief Operating Officer –Europe & Africa Premium & Select, Marriott International. “Moxy Belfast City embodies everything our guests love about the brand—bold design, energetic service, and a sense of fun that’s unmistakably Moxy. This latest addition to the portfolio continues Moxy Hotels approach of

challenging the conventional hotel stays since its inception a decade ago. The brand has established itself as a leader in the upper midscale lifestyle segment across the region, with now 100 hotels in operation across 18 destinations in the region - representing 60 percent of the brand’s global portfolio.”

Moxy Belfast City is now open and welcoming guests. For more information, visit Moxy Belfast City.

HOTEL MAGAZINE AWARDS

CELEBRATING EXCELLENCE

Returning in 2026 in style, the Hotel Magazine Awards stand as a hallmark of recognition for innovation and performance across the hospitality sector. Organised by the UK’s authoritative voice in hotel news and insights, our awards spotlight exceptional achievements in areas ranging from sustainability and technology to leadership, dining, and wellness.

With applications open and the submission deadline in January 2026 approaching fast, hoteliers, venues, teams, and individuals are invited to enter, or nominate their peers, for a chance to be honoured in one of ten distinguished categories.

Award Categories & Entry Criteria

The Environment Award

This category recognises venues demonstrating innovation and leadership in sustainability. Judges seek exemplary execution in implementing eco-friendly practices, from using cutting-edge sustainable technology to engaging in environmental conservation projects and inspiring broader industry action.

Marketing Innovation Award

Open to hotels that have developed original and creative marketing campaigns or strategies delivering tangible results; such as increased bookings, revenue growth, enhanced brand visibility, or improved customer engagement. Creativity with real-world impact is the focus.

Best Spa and Wellness Venue

For venues offering an outstanding spa or wellness experience. Judging considers the ambience and overall atmosphere, as well as innovative treatments, unique features, or creative approaches that elevate the guest experience.

Hotel of the Year

Awarded to a singular venue - whether boutique, part of a group, or independently operated - that demonstrates

exceptional performance, innovation, and leadership over the past year. Entries should reflect business success, reputation, and any recent renovations, new offerings, or accolades.

Hotel Bar of the Year

Celebrates excellence in bar management, creativity, and guest experience within the hotel context. Key qualities include a strong sense of identity, originality, and seamless integration with the overall hotel concept to create memorable atmospheres.

Hotelier of the Year

Targets hoteliers who exhibit strong leadership and resource management, along with a steadfast commitment to delivering exceptional service. Entries should highlight innovative strategies or creative initiatives that have boosted both reputation and profitability.

Hotel Restaurant of the Year

Honours culinary excellence within the hotel sphere. Traits of successful entries include exceptional food quality, inventive menus, and outstanding service, culminating in unforgettable dining experiences - whether tapping into local flavours, global cuisine, or avant-garde techniques.

Equity, Diversity & Inclusion Award

This category is dedicated to hotel groups or individual hotels that foster diversity across employment, management, and opportunities. The winners demonstrate clear policies and practices promoting inclusivity across staff, guests, and suppliers.

Unsung Hero Award

Nominees must be put forward by someone else and should embody qualities recognised by colleagues - collaboration, supportiveness, positive behaviour, and a humble, uplifting spirit - all contributing to a harmonious work environment.

Technology Award

Honours properties leading the way in tech-driven hospitality - from smart room features and guest-facing apps to operational systems that enhance efficiency, personalisation, or sustainability. Targets the forwardthinkers leveraging digital tools to redefine guest experience and operational excellence.

Across ten thoughtfully curated categories, the Hotel Magazine Awards offer a balanced recognition of leadership, creativity, sustainability, diversity, and technological advancement in hospitality. They illuminate the multifaceted brilliance of the sector, from behind-thescenes heroes and eco-warriors to culinary innovators and guest-centric technologists.

With a submission deadline of 16 January 2026, the time is now for hotels and individuals to showcase their excellence. Whether you’re a spa venue crafting unrivalled tranquillity, a tech-savvy property pioneering smart guest experiences, or a leader celebrated for uplifting your team, there’s a category designed to spotlight your strengths.

The 2026 Hotel Magazine Awards serve as a significant opportunity for the hospitality community to elevate and celebrate achievements across every facet of the industry. From outstanding sustainability efforts and marketing ingenuity to leadership qualities, inclusive culture, and technological innovation, these categories reflect the values shaping tomorrow’s hospitality landscape.

COMPANY PROFILE

As the proud sponsor of our Unsung Hero Award at the 2026 Hotel Magazine Awards, we thought it’s only right to hear from Miele Professional’s Sam Dent – Marketing Manager GB & Ireland, about why the brand was a perfect partner for the event.

There are countless moments where dedication, care, and precision quietly shape the guest experience, yet often go unnoticed. That’s why we’re honoured to sponsor the Unsung Hero Award at the 2026 Hotel Magazine Awards, a tribute to those who work tirelessly behind the scenes to make excellence look effortless.

In the hospitality sector, Miele Professional is a trusted partner, delivering high-performance solutions that meet the most demanding reprocessing needs. From dishwashers and laundry systems to rotary ironers and steam ironing technology, our machines combine cuttingedge innovation with decades of expertise to deliver flawless results under pressure.

But we offer more than just equipment. Our holistic approach, from planning and consultation to implementation and maintenance, empowers hospitality professionals to focus on what matters most: delivering exceptional service with confidence and peace of mind.

These unsung heroes embody the true spirit of hospitality: grace under pressure, unwavering commitment, and a passion for service. Though their contributions may not always be visible, their impact is deeply felt, and we’re proud to help shine a light on their extraordinary work.

To every housekeeper, porter, steward, and behindthe-scenes champion: we see you, we thank you, and we celebrate you. Your dedication inspires us to keep striving for better—together. www.miele.co.uk/pro/

“Though their contributions may not always be visible, their impact is deeply felt, and we’re proud to help shine a light on their extraordinary work.”

COMPANY PROFILE

Our 2026 HMA Uniform Partner is Clubclass, part of Stuncroft Ltd, a leading supplier of corporate contracts, ready to wear uniform and made to measure. In this interview with the brand’s National Sales Manager, Nikki McKlinley, we find out what it means to be an official partner of the esteemed event.

Can you tell us about the story behind your brand and what sets it apart in the hospitality industry?

Since 1975, Stuncroft has built a strong reputation as a trusted tailoring partner for some of the world’s most prestigious hotels. With decades of experience, we specialise in both bespoke and ready-to-wear solutions, combining exceptional service with superior craftsmanship.

What sets us apart in the hospitality industry is our ability to tailor solutions for every budget and need. From our high-end Made to Measure service - offering fully customised garments that reflect a hotel’s brand identity, to our Clubclass range of ready-to-wear and Made to Order uniforms, we provide style, comfort, and practicality without compromising on quality. Our on-site sizing service ensures the perfect fit for every team member, helping staff look polished and feel confident on the job.

The first impression created by a staff uniform is critically important because it sets the tone for how customers perceive the brand, service quality, and professionalism of the organisation, as a company we understand the importance of how uniforms are a visual representation of the company. The colour, design, and quality of the uniform can communicate the company’s values; whether it’s luxury, efficiency, creativity, or reliability.

What inspired your decision to sponsor the 2026 Hotel Magazine Awards, and how does this align with your brand’s values and vision?

We are proud to be invited to be part of the HMAs 2026, we were lucky to be the official Uniform sponsor of the HMAs 2025, an event that recognises and celebrates the exceptional people who make the hospitality industry so outstanding. We look forward to continuing our mission of providing tailored solutions that help elevate hotels and their teams to new heights going into 2026.

At Stuncroft, we believe that a well-crafted, tailored uniform is more than just clothing – it’s a key part of your team’s identity and the experience you deliver. A thoughtfully designed uniform does more than

elevate appearance: it reinforces your brand’s values, communicates a commitment to excellence, and builds a sense of unity among your team. When your staff look and feel professional, your customers take notice – and that impression lasts.

What does being part of such a prestigious event mean to your team, and how do you see it impacting your presence in the industry?

Participating in such a prestigious event is a tremendous honour for our team, and to do it again for the second year running really validates us as a solid uniform supplier within the industry.

It represents a meaningful acknowledgment of our dedication, innovation, and the collective effort we’ve invested. Being featured alongside industry leaders enhances our credibility and significantly increases our visibility within the hospitality sector, not only at management level but throughout the whole team which we are proud of.

We believe this opportunity will have a lasting impact on our brand presence, helping us build stronger relationships, attract new partnerships, and position ourselves strongly within the Hospitality marketplace. It also drives us forward to keep pushing forward, knowing our work is being recognised on a respected and influential platform. First impression really do count. www.stuncroftmtm.co.uk

In the Hot Seat

ADAM DYKE

For Adam Dyke, hospitality is about far more than impeccable service and elegant surroundings. Having held leadership roles in some of the UK’s most celebrated hotels and with a string of accolades to his name, Adam brings a thoughtful, modern approach to heritage luxury. Now at the helm of The Grand, York, he is blending tradition with innovation to shape a new era for luxury hospitality in the North of England. We sat down with Adam to talk about his journey, the evolution of the industry, and what lies ahead for The Grand.

Adam spent nearly four years as General Manager at The Devonshire Arms and described it as “an experience that truly immersed me in the world of luxury hospitality and deepened my appreciation for the importance of locality.” In addition to overseeing the hotel, he managed its acclaimed restaurants and spa, collaborating with exceptionally talented chefs such as Adam Smith and Paul Leonard, both of whom have since gone on to earn Michelin stars and five AA Rosettes.

Working alongside dedicated hoteliers, Adam gained invaluable insight into delivering extraordinary guest experiences, whether through unique concepts like “Helicopter Afternoon Tea,” curated experiential packages with Chatsworth House, or creating refined moments of aristocratic charm with the Duke and Duchess of Devonshire.

Adam explained, “During my tenure, we achieved some incredible milestones: four AA Rosettes at The Burlington under two different chefs, retention of four Red Stars, and being named both Yorkshire and National Hotel of the Year. Personally, I was honoured to complete the General Managers’ Programme at Cornell University as part of the prestigious St Julian Scholars scheme.”

Following this stint, Adam joined Artfarm, initially as a consultant, before becoming General Manager at The Fife Arms. “What began as a single Yorkshire opening evolved

into a much broader remit spanning multiple sites”, he said.

At The Fife Arms, Adam honed a distinctive vision of heritage luxury, one that blends historical reverence with forward-thinking operational strategy. His contributions spanned multiple high-profile openings, from Mount St. Restaurant in London to the acclaimed Ballater Fish Shop, as well as one of Artfarm’s international ventures. Adam recalled how the company’s culture, which championed creativity and work-life balance with initiatives like “no-meeting Fridays” during the pandemic, produced extraordinary results. “That ethos translated into exceptional results, culminating in The Fife Arms being awarded Hotel of the Year at The Cateys during my tenure,” he reflected.

For Adam, joining The Grand presented an irresistible opportunity to merge his past experiences into a singular vision. “The Grand represents the perfect blend of what I valued most at both Devonshire and Artfarm: a strong commitment to locality, a deep pride in place, and the ability to balance heritage character with contemporary service,” he explained. He sees York’s hospitality scene as thriving, with enormous potential to establish itself as a destination of national renown, “the place to visit outside London.” At the heart of that ambition is a culture of inclusivity and diversity, he said, “woven into the fabric of our culture.”

The luxury hotel sector, Adam noted, faces considerable

challenges in the current climate. Rising costs and tightening margins have put pressure on operations and staff alike. Yet his solution is simple: people and culture. “I believe passionately in hiring for attitude and passion over pure skill, because skills can be taught, but genuine drive cannot,” he said. At The Grand, values of Drive, Care, and Excellence underpin every decision. The results speak for themselves: 66% of the team have been with the hotel for over a year, a figure that continues to rise. “Above all, I believe in empowering leaders, not just managers. Leaders inspire, balance nuance, and bring out the best in both people and business,” Adam added.

Balancing heritage with modern luxury is a delicate art, particularly in a Grade II* listed Edwardian property like The Grand. Adam celebrates its sweeping stone staircases, marble floors, and original oak panelling as testaments to Yorkshire’s rich history. Yet the hotel’s diverse team brings a contemporary sensibility to service. “We embrace what I like to call a ‘no-fuss five-star’ philosophy - elegance, comfort, and authenticity without pretension,” he said. The Grand has become, in essence, an urban luxury resort that celebrates the best of Yorkshire.

Innovation is never far from Adam’s mind. Drawing from his experience at previous roles, he has introduced initiatives like no-meeting Fridays for commercial teams, ensuring key tasks are completed efficiently while giving operational teams the time to prepare for peak periods.

The HR department’s work on achieving Disability Confident Leader status further underscores his commitment to an inclusive workplace. “Every team member should feel valued, supported, and empowered,” he said.

Adam is also deeply reflective on the evolution of the hospitality industry itself. He distinguishes between “old hospitality” and “new hospitality,” viewing them not as opposing forces but complementary ones. “Honouring tradition while embracing fresh perspectives can deliver exceptional guest experiences and healthier workplaces,” he noted. Mentorship, he believes, bridges these worlds, allowing seasoned hoteliers and new voices to collaborate in shaping a dynamic, forward-looking culture.

Guided by the simple yet profound advice of his former Managing Director, Simon Rattigan; ‘Listen, and learn. Listen to understand, and listen to the right people’ - Adam emphasises empathy and understanding as key leadership traits. When challenges arise, he approaches them with transparency, calmness, and flexibility. “A General Manager should never need to raise their voice. A calm, measured approach earns far more respect and delivers far better results,” he explained.

Under Adam’s leadership, The Grand is redefining what heritage hospitality means in the modern era. Rooted in Yorkshire pride but forward-looking in culture and innovation, the hotel sets a new benchmark for luxury outside London.

10 REASONS TO PLAY MUSIC

IN YOUR BUSINESS

Like most businesses, you want yours to be the best it can be. Whether this is the through the products and services you provide, the prices you offer or the locations in which you are based.

So, why not provide the best experience? You could:

01 02 03

Enhance the environment, set the tone, boost the mood and create a more upbeat atmosphere

Boost customer engagement by using music to create an entertaining environment

Stand out from your competitors

06 07 08

Foster customer loyalty and retention through improving their shopping experience

Attract new customers

Boost employee engagement, collaboration and motivation

Set the spending mood by creating an upbeat and positive atmosphere

Create a feel-good factor through the use of music

Support the future of music

Define and reinforce your brand

A TRUE JEWEL

The iconic five-star Cameron House combines timeless charm with world-class luxury, offering guests an experience that seamlessly blends elegance, adventure, and relaxation. Under the leadership of Managing Director Will Oakley, Cameron House continues to flourish and this November features as our Hotel of the Month.

Framed by the serene beauty of the Scottish Highlands and the waters of Loch Lomond, Cameron House is a true jewel in Scotland’s hospitality crown. The immensely popular fivestar resort, is set within 400 acres of magnificent countryside, combining timeless Scottish charm with world-class luxury, standing as a destination that embodies elegance, adventure, and indulgence in equal measure.

Led by Managing Director, Will Oakley, who was proudly appointed earlier this year, Cameron House boasts 208 beautifully appointed bedrooms and 28 suites, offering guests a sanctuary of comfort and style. Each room has been thoughtfully designed and blends traditional Scottish textiles with contemporary flair, with many of them providing unmatched, sweeping views of Loch Lomond itself. Considering everything, for guests seeking even more privacy, the resort’s 115 luxury lodges and self-catering cottages offer seclusion, space, and all the comforts of home - perfect for families, couples, or groups exploring the Highlands.

At the heart of the resort lies The Cameron Spa, a haven of tranquillity and rejuvenation, which recently had a £300,000 redesign, to refreshing key wellness facilities, in line with the appointment of a new Spa Director to lead its next chapter.

The investment included a revitalised ground-floor indoor pool, which has undergone a full refurbishment, along with the hydro and hot tub areas. Guests accessing the changing facilities on both levels of the spa will find new showers, premium accessories and lockers featuring a new locking system.

For the hydro area, there are new showers with LED coloured features for an invigorating sensory experience, complemented by a captivating light box feature on the wall. The refurbishment also gave a refresh to the iconic rooftop infinity pool, offering guests breathtaking views in an unforgettable setting.

Contemporary finishes blend with natural materials across the redesigned interiors, including a striking ceramic and marble feature wall, organic graphite and

green mosaic tiling, and floor-to-ceiling windows that frame the resort’s incredible countryside views over the scenic golf course.

With guests nowadays seeking memorable experiences and hotel visits that go far beyond a room for the night, Cameron House’s golf course is one of the venue’s greatest USPs. The Carrick offers a playground for both adventure seekers and serenity lovers. Beyond the fairways, a wealth of activities awaits - from loch cruises and jet skiing to falconry, clay pigeon shooting, pony trekking, and 4x4 offroad adventures. Whether it’s a gentle stroll along the loch or an adrenaline-fuelled escapade, the team at Cameron House have curated an array of experiences to make the most of the hotel’s spectacular setting.

Dining at Cameron House is yet another experience to savour. At its heart is The Cameron Grill, where local produce takes centre stage in dishes that are as refined as the setting. La Vista, the resort’s Italian restaurant, brings a slice of Italy to Loch Lomond, complete with handmade

pastas, artisan pizzas, and a charming Italian mercato where guests can take home a taste of la dolce vita.

The Clubhouse Restaurant offers hearty, relaxed dining overlooking Ben Lomond, while The Tavern provides a lively spot for casual meals and sports screenings. For a touch of old-world glamour, Cameron House invites its guests to sip away at the Great Scot’s Bar or enjoy cocktails in the elegant Lobby Bar.

A fine example of the word resilience, the hotel reopened in 2021 after a significant restoration project following a devastating fire in 2017. Cameron House continues to redefine five-star luxury in Scotland, a competitive location. Through impeccable service, opulent interiors and its breathtaking natural backdrop, the resort encapsulates everything that makes a stay in Scotland so unforgettableauthenticity, warmth, and understated grandeur.

Cameron House on Loch Lomond stands proudly as a unique destination that is paving the way for great experiences in UK hospitality.

Photo credit: Zodeemedia

FOOD & DRINK

SCIENCE MEETS ART

With the help of some of the biggest names within the hotel food scene, we delve into the craft of menu engineering and how F&B teams can design menus that maximise margins while meeting guest expectations.

Behind every great hotel dining experience lies more than just the chef’s creativity - it’s a careful balance of psychology, design, and profitability. Menu engineering is essential in hotels, it is the subtle craft of shaping what guests order and how much they spend, blending datadriven strategy with culinary artistry. From menu layout and price positioning, to the language used to describe dishes, hotels are increasingly applying this science to create menus that delight guests while quietly optimising margins.

In today’s challenging UK economic climate, where rising costs and squeezed consumer spending put unprecedented pressure on hospitality, menu engineering has never been more paramount. For, you, as hoteliers, it offers a way to safeguard profitability while ensuring guests continue to feel they’re receiving value, making it both a survival tool and a competitive edge.

In terms of how to identify which dishes to feature prominently on the menu in order to maximise margins, while still aligning with guest expectations for quality and creativity, Dean Culpan, General Manager at South Place Hotel, home to Angler restaurant, said, “We begin with the guest.” At Angler, expectations of creativity and provenance are non-negotiable. “From there, we identify dishes where seasonal ingredients and chef-driven flair align with strong cost efficiency. These become signature moments, delivering both guest delight and sustainable margins. The balance is about ensuring the menu excites while also securing the financial health that allows us to keep investing in quality, talent, and innovation across the hotel,” he said.

Craig Johnston, Head Chef at Angler, explained how menu design directly influences behaviour. Placement, description, and price structure subtly encourage choices that work for both guest and business. “At Angler, storytelling is central: provenance, seasonality, and craft are highlighted so higher-margin dishes naturally stand out. Pricing is carefully structured to feel fair but strategic, guiding decisions while reinforcing a sense of luxury. The guest should always feel they are choosing the best option for themselves, which in turn supports the sustainability of the restaurant.”

Ensuring that menu engineering decisions are aligned with both the hotel’s broader brand positioning and operational considerations like sustainability or supply chain are essential. At South Place, every decision is filtered through the lens of brand integrity and that means luxury delivered responsibly. “Portion sizes must feel generous yet refined, ingredients must be traceable and sustainable, and pricing must reflect genuine value. By working with suppliers who share these values, we ensure consistency across the brand and credibility with our guests. Sustainability isn’t a trend for us; it’s embedded in how we source, design, and deliver the Angler experience,” added Craig.

In order to evaluate the performance of their menu, the team at South Place combine hard data with guest insight. “Dish-level sales mix, profitability reports, and waste analysis give us the numbers, while direct feedback from guests and our service team adds depth,” said Dean. This dual approach ensures decisions are both commercially sound and guest-focused. “Menus are reviewed quarterly around seasonality, with monthly refinements where

needed. This rhythm protects margins, avoids stagnation, and ensures we continually deliver the creativity and quality that underpin our Michelin recognition,” said Craig.

At The Montague on the Gardens, their menus are a celebration of seasonality and tradition, deeply rooted in the ethos of the venue’s owners, the Tollman family. “With South African heritage and a passion for hospitality, the Tollmans have shaped our culinary identity around warm, comforting dishes that feel like home,” said Martin Halls, Executive Head Chef at The Montague on the Gardens, a Red Carnation Hotel.

The team see that their bistro-style offerings are more than just meals - they’re stories on a plate. Many of their most beloved dishes come directly from Mrs Bea Tollman, the brand’s Founder and President, whose celebrated cookbook A Life in Food continues to inspire our kitchen today. Martin explained, “Her signature creations, such as the Baked Vanilla Cheesecake and Chicken Noodle Soup, remain staples on our menu, cherished by guests for their timeless appeal and heartfelt origins.

“This connection to heritage, family, and flavour is something our guests truly appreciate. Whether dining at our Blue Door Bistro or enjoying Afternoon Tea on the terrace, every experience at The Montague is infused with the Tollman legacy - classic cuisine with a global soul.”

Balancing profitability with guest satisfaction when designing menus can be a hard task, so to aid with these all-important decisions, at The Montague on the Gardens they rely heavily on monthly data analysis to help guide them. Martin explained how it helps the team identify which dishes are bestsellers and which ones offer the

strongest margins. “Dishes such as classic burgers and fish and chips tend to stay on the menu year-round because they consistently perform well. If something isn’t selling, we simply change it. This approach keeps our menus commercially successful while ensuring diners leave feeling deeply satisfied, nourished not just by the food, but by the story and soul behind each dish,” he said.

In terms of the methods or tools used to track guest preferences and behaviours at The Montague on the Gardens they pay close attention to customer feedback and also listen to regular guests. “Some locals even request specific dishes like Dover sole or lamb with 48 hours’ notice, and we’re more than happy to accommodate. For our international guests, we’ve even sent recipes back home when they’ve fallen in love with a dish. These insights help us tailor our menus to real preferences,” Martin commented.

Martin sees that menu engineering is essential because it shows which dishes are profitable and which aren’t.

“This approach ties directly into our commitment to sustainability,” he said. By partnering with local, responsible suppliers wherever possible, it’s not only supporting their community and reducing their environmental footprint – the venue also improves their margins and create meaningful stories that come to life on the menu. “We also use WINNOW, an AI-driven tool that helps us reduce food waste. It’s made us more aware of what we’re wasting and has helped us cut down significantly,” finished Martin.

At The Langham, the crafting of their menu also lies in the art of storytelling. Helio Andrade, Director of Food and Beverage, at The Langham, said, “Numbers tell us what

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works, but intuition, creativity, and guest connection tell us why. It’s by blending these two perspectives that we create menus that are both financially sound and emotionally memorable.”

When it comes to analysing dish performance in order to decide which items to highlight, reprice, or remove, at The Langham, they use a combination of structured reporting and hands-on observation. “Sales mix analysis, contribution margin tracking, and menu engineering matrices are vital tools, but they are only part of the picture. Guest comments, review trends, and direct feedback from our service team are equally important in shaping decisions,” said Helio.

In line with those guest comments, Helio revealed that they’ve seen an increasing desire for lighter, wellnessdriven options alongside indulgent classics, which the team at The Langham has added into their offerings without compromising on flavour or luxury.

We asked Helio to share an example where a menu design or pricing strategy significantly improved both margins and guest satisfaction, to which he provided a great example - the Sunday Roast at The Wigmore. “We recognised the opportunity to elevate a much-loved British tradition by refining the presentation, ensuring generous yet balanced portions, and curating accompaniments that encouraged sharing. By positioning it as a signature weekend experience, it quickly became a highlight for both Londoners and hotel guests. From a business perspective, the structure of the menu allowed us to optimise kitchen production and margins, while from the guest perspective, it delivered a sense of occasion that felt both comforting and indulgent. It’s a perfect illustration of how thoughtful design can delight guests and strengthen performance

simultaneously,” Helio finished.

PRU restaurant at Trisara Hotel offers an experience that reflects the best ingredients available in Thailand, presented in their very own way.

Whilst trying to educate guests on what’s available, the team design menus that change with the seasons, celebrating the best ingredients and producers from across Thailand. Guests enjoy these creations in an open kitchen with stunning views of the ocean.

Jimmy Ophorst, Head Chef of PRU restaurant at Trisara, told us that “Plant, Raise, Understand” is the restaurant’s philosophy. Every dish highlights rare Thai produce, fresh seafood, and house-made ferments, crafted with techniques that honour both origin and season.

With sustainability at the core, the kitchen at PRU is fully electric and is moving toward renewable energy. “We use wood or charcoal only when it enhances a dish, helping us minimise the use of fossil fuels and waste.

“PRU is home to one MICHELIN Star and a MICHELIN Green Star, celebrating not only our cuisine but also our commitment to sustainability and responsibility,” added Jimmy.

When it comes to shaping menu development, Jimmy said, “We don’t design the menu on the hand of what guests are looking for, we believe by creating our own experience, the guest will come and look for us.” This way, Jimmy and his team believe they can stay unique to the experience.

At Wyndham Hotels & Resorts, their overarching ethos is one of hyper-local authenticity. The also doesn’t believe in a standardised F&B approach; instead, they empower their hotels to become genuine culinary destinations that reflect the unique character of their location. The goal is to create a narrative on a plate, telling the story of the region

through its ingredients, traditions, and talent.

Jackie Brown, Regional Director North & West Europe, Wyndham Hotels & Resorts, said, “A great example is Dolce by Wyndham Comwell Copenhagen. Located in a vibrant, sustainable district, its restaurant is a green avantgarde kitchen. The ethos is clear: celebrate nature. Many ingredients are sourced from their own luxuriant kitchen garden, appealing to guests and locals with a passion for fresh, sustainable dining. This philosophy of creating a distinct, locally-rooted identity is the common thread that ties our diverse European portfolio together.”

When it comes to balancing profitability with guest satisfaction, Wyndham view profitability and guest satisfaction not as opposing forces, but as interconnected outcomes of a well-designed strategy. “The process begins with a commitment to quality and authenticity, which drives satisfaction. From there, we employ a data-driven approach to ensure commercial viability.

“Our teams analyse Point of Sale (POS) data to understand what sells best, and at what price point. This is layered with sentiment analysis from guest reviews and direct feedback. This data allows us to make informed decisions, perhaps by subtly repositioning a high-margin dish on the menu, adjusting portion sizes to reduce waste on a less-popular item, or leveraging seasonal produce when it’s at its peak quality and most cost-effective. Data ensures our culinary creativity is supported by a sound business case.”

Bringing creativity and artistry into menu design while still ensuring that margins are protected is essential to guest experience and at Wyndham their creativity is rooted

in collaboration. They actively partner with local culinary talent whose artistry and deep knowledge of regional cuisine becomes a cornerstone of the guest experience. At Dolce by Wyndham Versailles, Chef Benoist Rambaud treats each dish as a work of art, reinventing traditional French cuisine with flair. Similarly, at the Wyndham Grand Algarve, their collaboration with renowned restaurateur Olivier da Costa for the XXL Restaurant brings an innovative and irreverent menu to guests.

“Protecting margins in this context comes from the expertise of these chefs. They are masters of their craft, skilled in sourcing the best seasonal ingredients and practising whole-ingredient utilisation to minimise waste. This approach ensures that the artistry on the plate is both exceptional for the guest and sustainable for the business,” added Jackie.

Jackie explained how this directly impacts long-term sustainability in two ways, “Firstly, financial sustainability: it ensures the restaurant is a robust revenue generator for the hotel. Secondly, and just as importantly, operational and environmental sustainability: by understanding which dishes are most popular, we can streamline inventory, reduce food waste by optimising purchasing of core ingredients, and improve kitchen efficiency.”

Menu engineering is the strategic backbone of a successful F&B operation. It’s far more than just pricing; it’s the science and psychology behind designing a menu that guides guest choice, maximises profitability, and enhances operational efficiency. By categorising items based on their popularity and profitability, venues can make strategic decisions around placement, description, and promotion.

INSIDE THE NUMBERS

Profit, Pressure and Potential in Hotel F&B 2025.

Hotel food and beverage has always been a cornerstone of performance - but in 2025, it’s also the pressure point. As costs rise and guest habits evolve, the sector faces a defining test: how to protect profitability without losing personality.

That challenge sits at the heart of the Food & Beverage Report 2025, the new study from Auden Hospitality in partnership with HotStats. Launched at this year’s Independent Hotel Show in London, it brings together performance data from across the UK and US. The findings reveal a steady yet strained picture - revenue remains strong, but margins are being squeezed.

Full Plates, Thin Margins

Across the UK, F&B continues to represent around one-

fifth of total hotel revenue, underlining its reliability even in turbulent times. Food has edged ahead of beverage once again, accounting for roughly 57 per cent of total F&B income, but profit margins tell a tougher story.

UK hotel F&B profit now stands at 22.3 per cent, down from 23.1 per cent last year. Labour is the key culprit, consuming over 45 per cent of total F&B revenue, and leaving operators working harder for less return. While the US comparison is marginally stronger - holding around 27 per cent profit - both markets remain below pre-2019 benchmarks.

Yet, amid the pressure, there are bright spots.

Independent hotels and those in the luxury and upscale segments continue to find ways to grow revenue per occupied room, often by optimising underused event and dining spaces or rebalancing menus for better yield.

Breakfast: The Daily Balancing Act

No meal defines the hotel experience quite like breakfast. It remains both a guest favourite and an operational headache. The report highlights that breakfast allocations have continued to rise in response to cost inflation, while guest expectations have shifted towards quality, personalisation, and sustainability.

Across the data set, a clear trend emerges: the days of the sprawling, waste-heavy buffet are giving way to smaller, better-curated offers. Guests no longer equate value with volume; they respond to craftsmanship, local flavour and thoughtful design.

The report also touches on how technology is changing the game. Some hotels are now using AI image recognition to monitor what’s left on plates, not just what’s preparedusing this insight to reduce waste and tailor menus in real time. As Auden Hospitality’s Founder, Scot Turner, explains:

“If a particular item consistently comes back untouched, it tells us something. We can adjust the offer, reduce waste and improve the guest experience - all at once.”

And then there’s the Great British classic: the Full English breakfast. Costs of key ingredients such as bacon, tomatoes and eggs have risen between 10–30% since 2020, making it a test case for balance - how to preserve tradition while maintaining margin.

Understanding Today’s Guest

Beyond the spreadsheets, the real shift is behavioural. Today’s hotel guests are multi-generational, digitally fluent and highly selective. They expect the same level of curation from a hotel restaurant as they do from their favourite retail or media platform: fewer choices, clearer stories, and experiences worth their time.

Auden’s research shows that success increasingly depends on how well operators understand and anticipate those expectations. The report introduces four nonnegotiables shaping F&B’s future:

- Personalisation: remembering preferences, occasions

and stories that matter.

- Experience: creating affordable signature moments that feel local and unique.

- Convenience: combining human warmth with digital efficiency.

- Recognition: turning one-time guests into loyal advocates through thoughtful follow-up.

The report also advocates rethinking space and scale. Micro-niche concepts - such as a six-seat omakase counter or a champagne-and-oyster bar - deliver high-margin, low-labour revenue while giving hotels new stories to tell. The principle is simple: focus beats volume.

Time as the New Luxury

One of the most thought-provoking sections of the report reframes the idea of value entirely. In a world where time is the ultimate currency, guests will pay almost any price if they feel their time has been well spent - and walk away if it hasn’t. Every breakfast, cocktail or afternoon tea is a trade of time for memory. The winners will be those who treat that exchange with intent.

Why You Should Read the Report

The Food & Beverage Report 2025 doesn’t just show where the market stands; it shows what operators can do next. It pairs performance data with practical insight - from redesigning breakfast to optimising space and redefining the guest journey.

For hoteliers, asset managers and F&B leaders, it’s both a benchmark and a blueprint: a tool to help identify opportunities, test assumptions and guide smarter decisions.

Download the full report at audenhospitality.com/ fb-report-2025 to explore how your hotel can move beyond the numbers - turning data into action, guests into advocates, and F&B into one of your most powerful drivers of profit and experience.

IN CONVERSATION WITH

Giulio Guarini, Director of Bars at 1 Hotels.

The Dover Yard Bar has a distinct identity within 1 Hotel Mayfair - what was the inspiration behind its design and overall concept, and how does it connect to the ethos of the hotel?

Dover Yard was created to be more than a bar. It’s an urban oasis in the heart of Mayfair. We designed it to feel restorative and welcoming, striking a balance between laid-back comfort and elevated hospitality. Our team prides itself on warmth, personality, and precision, greeting regulars by name and fostering meaningful connections with each guest. Dover Yard was designed with the same environmentally conscious mind-set of every 1 Hotel. The textiles used throughout the space are sustainably sourced, and the hotel preserved 80% of the original building structure during renovation, repurposing a significant amount of existing materials. A notable example is the striking stone wall above the fireplace in the bar, constructed from rocks salvaged from the original building. Even the lighting reflects this ethos our lamps are crafted from repurposed cork, further reinforcing our commitment to thoughtful, sustainable design.

Your cocktail menu is known for its creativity and sustainability - could you share how you balance innovation with seasonality and the use of local ingredients?

This pillar of our drinks programme reflects our commitment to working in harmony with nature’s rhythm. We source ingredients that are fresh, in season, and locally grown, supporting producers while capturing a true sense of time and place in every glass. At their peak, we purchase ingredients in bulk and preserve them through pickling, mead-making, dehydration, or distillation, ensuring each harvest is used to its fullest potential.

When a season ends, the ingredient steps aside, making way for the next, keeping our menu ever-changing and true to the moment. This rhythm also fuels our creativity, pushing us to explore new local and indigenous ingredients and discover inventive ways of preserving and expressing them.

Are there any signature drinks on the Dover Yard menu that particularly embody the bar or the brand’s philosophy, and what makes them stand out?

This cocktail is the result of a true team collaboration, born from a dream and brought to life together. Over the Christmas period, a Guinness drought sparked an idea: if we couldn’t pour it, why not create our own interpretation?

Inspired by ancient Baltic Kvass, we brewed with repurposed bread, then paired it with English whisky, local blackberries, and ginger. The result is a drink that looks like Guinness but isn’t - hence the name ‘Not a Guinness’.

For us, it embodies the essence of Dover Yard: resourceful, rooted in tradition yet playful in spirit, and always seeking to offer our guests something unexpected.

The on-site laboratory is a fascinating addition - how does it influence the cocktail program, and what kinds of techniques or experiments happen there that guests might not see?

The Lab has been a vital investment, providing the team with the freedom to push boundaries, explore new ingredients, and even grow our own. Our mushroom grow room has been a particularly rewarding journey; challenging us to be inventive not only in how we

use mushrooms, but also in how we cultivate them, repurposing spent coffee bags as the growing medium for this remarkably versatile ingredient.

We’re also looking ahead to the next chapter of our menu. Current experiments with freeze-drying as a preservation technique are opening new possibilities, and we’re excited to share the results of this work in the near future.

What kind of guest experience are you hoping to create at The Dover Yard, and how do you see the bar, and its laboratory, evolving in the next few years?

We’re committed to creating experiences that are creative, fun, and full of warmth. Ensuring every guest not only has the best time with us but also embarks on a journey of exploration. The Lab has become our playground for ideas, a space where the team and leadership come together to push boundaries and dream up new dimensions of the guest experience. Looking ahead, we’re excited to keep raising the bar, keeping it fresh, surprising, and always enjoyable.

1hotels.com

BELUGA VODKA

In an interview with Nick Duncan, UK Country Manager at Beluga Vodka, we explore how the brand is crafting exclusivity in the hotel bar.

For hotels, every detail matters, from thread count to tableware to the spirits behind the bar. Guests expect craftsmanship in their drink that reflects the standard the hotel aspires to, whether in a boutique townhouse or a five-star suite. Beluga Vodka, produced in Montenegro by Noblewood, has been quietly redefining what exclusivity means in the spirits world.

Curation Over Ubiquity

Unlike many vodkas that seek mass distribution, Beluga chooses to grow through thoughtful, selective partnerships - ensuring the brand always feels distinctive and considered. By doing so, Beluga protects the sense of discovery for guests who expect something rare and memorable when they order a martini at the bar.

Nick Duncan, Beluga’s UK Country Manager, explained,

“Hotels tell us they don’t want their guests drinking the same vodka they see everywhere. Beluga offers them a story to share, about provenance, rarity, and craft that matches the level of service and individuality their guests value.”

Iconic Partnerships

This selective approach has already found a natural home across the UK’s hotel landscape. Beluga partners include Iconic Luxury Hotels whose portfolio features Chewton Glen, Cliveden House, and 11 Cadogan Gardens, Four Seasons Hotels and the Maybourne Hotel Group, home to The Connaught, The Berkeley and The Emory.

Alongside these world-renowned names, Beluga also works with a number of independent hotels across the UK, where individuality and character are as important as heritage and craftsmanship. Guests may also have experienced Beluga beyond the hotel bar, with a presence at Salon Privé and the exclusive Camp Kerala at Glastonbury this year. These prestigious events also choose Beluga for the same reasons as leading hotels do to offer guests a spirit that embodies luxury, rarity, craftsmanship, and theatre.

Case Study: Four Seasons Trinity Square

Beluga’s partnership with the Four Seasons Hotel London at Ten Trinity Square has become a benchmark for how a spirit can elevate the guest experience.

For World Martini Day, Beluga collaborated with the hotel’s Rotunda Bar on an exclusive Martini Week activation. Guests were invited to enjoy signature serves such as The Savoury Project (Beluga Vodka, plum eau de vie, sherry acid blend, and shio koji), or to build their own martini from a curated menu of vermouths and garnishes with choices ranging from grapefruit twist to caviar.

The activation went beyond a drinks list: bartenders delivered each martini with ceremony and storytelling, ensuring guests felt part of an experience created specifically for the Four Seasons. It showed how Beluga supports hotels with training, premium assets, and tailored account management helping teams deliver theatre at the bar that guests remember long after check-out.

Beluga’s luxury credentials don’t come at the expense of the bottom line. With strong trade margins and a price point aligned to guest expectations, Beluga enables hotels to enhance profitability while adding exclusivity to their bar offer.

“We’re proving that working with Beluga doesn’t just elevate the guest experience, it also delivers the same or better margins than mainstream brands,” Nick said.

Beluga also creates tangible upsell opportunities. A Beluga Gold Martini commands a premium price on menus, while delivering the same or better margins as mainstream brands. Guests see it as a special moment worth sharing making it more likely to be ordered, photographed, and talked about. The result is repeat sales and incremental revenue for the hotel bar.

The

Beluga Gold Martini

The Ultimate Pairing.

At the heart of Beluga’s hotel presence is the vodka martini – a timeless classic that showcases Beluga’s

smooth, balanced character. Produced in Montenegro from the finest winter wheat and pure spring water, Beluga Gold Line Vodka undergoes a 90-day resting period after distillation. This allows the spirit to develop its signature balance and smoothness, before being refined through four-metre birch carbon columns and quartz sand filtration.

The result is a vodka that is crystal clear in the glass, creamy and beautifully balanced, with light notes of grains and wheat reminiscent of alpine herbs.

Best served chilled at 10-12°C, Beluga Gold Line makes an outstanding base for a martini.

Served with caviar or paired alongside tartare and charcuterie it becomes the ultimate luxury experience: a simple yet powerful way for hotels to create moments of indulgence that guests remember.

As Beluga continues to expand its UK presence, the strategy remains consistent: work only with partners who value storytelling, authenticity, and luxury. Whether at The Four Seasons, Cliveden, or a rising independent with with big ambitions, Beluga is positioning itself not just as a vodka, but as an experience that reflects the very best in hospitality.

Beluga Vodka is available through national and regional on-trade wholesalers, making it straightforward for hotels across the UK to list and serve.

Hotels looking to offer their guests a spirit that embodies luxury and craftsmanship can reach out to the UK Beluga team at sales.uk@noblewoodspirits.com

Beluga Gold Martini

• 60ml Beluga Gold Line Vodka

• 30ml Fino sherry (dry sherry)

• 15ml Maraschino liqueur

• Stirred over ice, strained into a chilled martini glass

• Garnish with olives

• Suggested serve: alongside caviar

SERVING SUCCESS

Engineering the perfect beverage menu for your guests, as told by Jon Hargreaves, National Account Manager at Franke Coffee Systems.

In the hotel sector, every detail matters – including the beverage menu. It’s no longer just about having an impressive beer and wine range at the bar or providing teabags and a kettle in hotel rooms. Guests now expect a varied drinks menu with hot and cold, alcohol and zero-alcohol, coffee-based and caffeine-free options.

Whether your hotel caters to business travellers, holidaymakers, or city explorers, the drinks you serve play a vital role in shaping the guest experience. And remember: a well-designed beverage offering doesn’t just complement your food menu – but also enhances your brand, drives revenue, and keeps guests coming back.

Know your guests, serve their preferences

The foundation of a successful beverage menu lies in understanding your guest persona.

Are you a family-friendly hotel? Then consider noncaffeinated options like hot chocolate and sugar-free syrups for customisable drinks. If your site is popular with Gen Z and millennials, iced coffee and plant-based

milk alternatives such as oat or almond are essential. For business travel hotels, the speed of serving espresso is key – without, of course, impacting the taste or quality.

Think about how your beverage menu caters to guests throughout the day. The queue at morning breakfast might demand double espressos, cappuccinos, and lattes, while afternoon orders could feature iced drinks and hot chocolate. When the evening hits, it may call for decaf options or modern-classic espresso martinis.

No matter if paired with food or served as a standalone refreshment, your drinks menu should reflect the rhythms of your guests’ day (and overall stay).

The

power

of coffee machine automation

Coffee machine technology has evolved far beyond simple espresso and milk. Today’s professional coffee machines focus on precision and consistency, keeping ingredient waste to a minimum to improve your bottom line –alongside ensuring the quality your guests expect.

Automatic coffee machines can be tailored to different service environments, helping hotel teams deliver high-

quality drinks without added pressure. For example, during breakfast service, easy to use self-serve coffee machines can reduce queues and free up staff to focus on food orders. Hotels can then offset the cost of these complimentary breakfast drinks in another part of the hotel, later in the day. Consider the revenue opportunities of barista-operated coffee equipment behind the bar –whereby premium drinks come with a price tag.

Choosing the right coffee machine setup is crucial. It must handle peak times efficiently, look visually appealing, and fit seamlessly into your space. Automatic coffee machines like the Franke A Line are ideal for self-serve settings, while Mytico offers the best of both worlds for behind the bar: the aesthetic of a traditional Italian espresso machine but powered by semi-automatic technology. Mytico allows any bar staff member to operate with ease, blending form and function to ensure guests can enjoy the theatre of coffee-making (and, of course, the final result).

Data-driven beverage decisions

Creating the perfect beverage menu isn’t just about intuition – it’s about insight, too.

With IoT technology, you can really understand guest behaviour and preferences, from the most-ordered drinks to peak service times. This means every adjustment and improvement made to enhance your beverage menu (and in turn, maximise ROI) relies on data, rather than guesswork.

Franke Digital Services (IoT) provides a comprehensive digital dashboard that tracks everything across your entire coffee machine fleet. If a machine hasn’t been switched on behind the bar, you’ll know immediately – and can act before missed sales opportunities start adding up. Programmed cleaning cycles, ingredient usage, and operational efficiency are all monitored live, giving you 24/7 visibility and control.

This level of data insight means you’re never left assuming what does and doesn’t work. You can adapt your menu based on actual guest behaviour, introduce new options with confidence, and ensure every machine is achieving its full potential.

Inspire loyalty through experience

At Franke Coffee Systems, we support hotels in engineering the ideal drink experience. From choosing a tailored machine solution to exploring insights via Franke Digital Services (IoT), our team is here to help.

Ultimately, your beverage menu should reflect the personality of your hotel – and the guests staying there, too. Whether it’s a perfectly foamed cappuccino in the morning or a crafted espresso martini at night, every sip should feel intentional, memorable… and all about the moment.

Find out how Franke can elevate your beverage menu at coffee.franke.com.

UNITING THE BRANDS

Hazel Glen, Sales Director at The Whisky Exchange Trade, speaks to Hotel Magazine on the company’s bold rebrand.

What was the main motivation behind bringing Speciality Drinks under The Whisky Exchange Trade name, and how do you see this strengthening the connection between the different parts of the business?

The Whisky Exchange was founded in 1999, and by the time the company launched Speciality Drinks as our wholesale arm, we already had what we felt was the best selection of whiskies, fine spirits, Champagnes and more in the UK. Speciality Drinks has been the name for the side of the business that supplies that same award-winning selection to the on-trade, but it has been powered directly by The Whisky Exchange, offering the same selection of products, curated by the same experts. 26 years later, and now in a new era after our original founders left the business, we wanted to make sure the company had a bold new identity that united the brands within the group more than they had been before – not just in terms of visual identity, but the DNA of the whole company, the values we have, and our people working more collaboratively, too. That’s why you’ll see The Whisky Exchange Trade, Whisky.Auction, our shops and our events all look and feel like parts of one consistent whole, and we think we’ll be much stronger because of it. Now, we can say to our consumer base that in the simplest terms, The Whisky Exchange is the drinks company that supplies the best bars, restaurants and hotels in the UK, as well as millions of individuals worldwide.

You’ve mentioned that customers will continue to receive the same service, team support, and training opportunities – how important was it to maintain this continuity during the rebrand?

People are at the heart of what we do, and that won’t change. In the same way that our recently launched online ordering platform wasn’t brought in to replace our brilliant sales team, but to complement them, the new brand identity doesn’t mean the people the trade know as the Speciality Drinks team won’t be there; they’ll still be at the heart of everything we bring to the table. Likewise, we’ll still be running our flagship community-building

and education events for bartenders and buyers in the trade, too. When we bring in new faces, we often look for a background in hospitality, which results in a team that really understand exactly what their customers are looking for. That’s still the case now, and it’s the people, the team, their presence in the trade and their dedication to great customer service that will provide that continuity, as well as clear communication from us about the new name and any other changes.

From a customer perspective, what will be the most noticeable change after the rebrand, and what steps are you taking to ensure that the transition feels seamless?

Put simply, the name is the obvious thing. It’s a big departure, and it will probably take a month or two to become second nature for our customers, I’m sure. We’re also rolling out a brand-new website, which I’m delighted about. We think it does a great job of summing up the values of The Whisky Exchange Trade, everything we offer our customers, and how our online ordering platform can make the experience of buying from us more intuitive and quicker, while reminding our customers that they will still always benefit from our team’s hands-on account management and expertise.

Looking beyond the new name and colour scheme, how does this rebrand fit into The Whisky Exchange’s longer-term vision for growth and customer engagement?

We think the new brand identity – not just for The Whisky Exchange Trade, but for the other parts of our business, too – will mean what The Whisky Exchange stands for and how the whole of our ecosystem fits together makes more sense for our customers, whether it’s those that shop online or in-store, our event attendees or our customers in the trade. Rather than focusing on individual business units, we’ll be thinking about things as a collective, and sharing more knowledge and resources internally and externally. It’s also the chance to refocus on our strong points, both for us and, hopefully, for our customers, too.

What will this rebrand mean for the hotel space?

Everyone in the drinks industry knows how important hotel bars have been in creating what is now a worldclass cocktail culture in London and elsewhere in the UK, and it’s the same for restaurants and food. We work with hundreds of hotel brands, from small boutique properties to the biggest names – it will always be a core part of our customer base and our business, and hotels are a place to reach millions of discerning customers every year. If someone is sitting in a hotel bar, trying one of our exclusive products and asking where they can find it, their bartender can say they bought it from The Whisky Exchange, and the consumer can go and do just that, online or in-store. We’re all really excited about making that journey simpler and easier for our customers.

trade.thewhiskyexchange.com

INSIDE INTERLUDE

As Executive Chef of Restaurant Interlude at Leonardslee House in West Sussex, Jean Delport has led the restaurant to both a Michelin Star and a Michelin Green Star, blending classical technique with innovation rooted in sustainability and hyper-local sourcing. In this interview, Jean reflects on his journey from the vineyards of Cape Town to creating immersive tasting menus in the English countryside, sharing insights into his philosophy, proudest milestones, and advice for the next generation of chefs.

Can you share a bit about your culinary journey - what first inspired you to become a chef?

I grew up in Cape Town surrounded by the vineyards and farmlands of the Cape Winelands, where food and wine are part of the landscape - literally and culturally. My earliest inspiration came from that environment: working with seasonal produce, learning the rhythms of nature, and understanding how food connects people. My formal training began at chef school in Zevenwacht, but it was my time at restaurants, like Terroir and Rust en Vrede, that

shaped my understanding of fine dining and instilled a deep respect for technique, precision, and flavour.

What led you to join Interlude at Leonardslee House, and how has the experience evolved over time?

My relationship with Interlude began when I joined Benguela on Main in South Africa, working with Penny and Adam Streeter. When Penny acquired Leonardslee Lakes & Gardens in West Sussex, I was invited to lead the opening

of Restaurant Interlude within the estate’s historic Grade I listed mansion. From the beginning, it was an ambitious vision: to create something truly unique in the UK, rooted in sustainability, hyper-local produce, and a South African spirit. Since opening in 2018, we’ve earned a Michelin Star and a Michelin Green Star - testament to how far we’ve come in marrying innovation with a deep connection to the land.

How would you describe your cooking style in three words?

Wild. Seasonal. Story-driven.

What’s the story behind the tasting menu experience at Interlude?

Interlude’s tasting menu is a journey through the estateliterally. Nearly every dish includes something sourced or foraged from Leonardslee’s 240-acre gardens, woodlands or vineyard. Whether it’s estate venison, birch sap, mushrooms or micro greens grown on-site, the menu reflects the landscape and season in real time. It’s not just about flavour; it’s about storytelling. South African influences often appear, nodding to my heritage, but the menu evolves constantly based on what nature provides. Guests aren’t just dining, they’re experiencing the estate through our menu.

How do you balance tradition with innovation in your leadership and menu design?

Respecting the craft is crucial - solid classical technique is the foundation of everything we do, but, we never stop experimenting. At Interlude, we work closely with gardeners, foragers, and even the vineyard team to explore new ingredients and fermentation methods. Innovation often comes from asking, “What else can we do with this?”

- whether it’s using tree sap instead of sugar syrup or turning vegetable scraps into powders and oils. As a leader, I encourage curiosity and a shared sense of purpose around sustainability and storytelling.

What’s been one of your proudest moments in your career so far?

Winning the Michelin Star in 2019 was an incredible moment, especially having opened the restaurant just one year earlier; but receiving the Michelin Green Star in 2023 was just as meaningful. It recognised not just our cooking, but our commitment to sustainability; from foraging and composting, to our partnerships with local growers and the vineyard team. To be the first in West Sussex to achieve that was a real honour. I also recently competed in The Great British Menu and took two courses to the final banquet, which was an incredible experience, and one I will never forget. Just last month we also achieved a remarkable double triumph at the prestigious AA Hospitality Awards, being named AA Restaurant with Rooms Overall Winner 2025–2026 and also receiving the coveted Four AA Rosettes – these accolades are always such an honour.

What advice would you give to aspiring chefs aiming to make their mark in fine dining?

Stay humble, stay hungry, and learn from every plate. Embrace discipline and detail, those things matter more than trends. Also, develop a sense of place in your cooking. Whether you’re cooking in a city or a forest, let your environment inform your food, and don’t rush the process. It takes time to find your voice as a chef. Work with people who challenge and inspire you and be curious about everything.

restaurant-interlude.co.uk

ITALIAN DINING REDEFINED

For nearly 20 years, Theo Randall, Chef Patron of Theo Randall Cucina Italiana, has brought the soul of Italy to London at The InterContinental, blending elegant dining with authentic Italian warmth. In this interview, Theo reveals how he keeps the restaurant fresh, welcoming, and poised for an exciting 20th-year celebration.

Your restaurant at The InterContinental is a blend of five-star elegance with the warmth of Italian dining - how do you strike that balance in both the food and the atmosphere?

We strike the balance between food and atmosphere through our amazing front of house team. The team has such great character and a commitment to making our customers feeling welcome and entertained. The room is warm with great lighting, comfortable seating with modern elegance. As for the food, we offer menus that take customers on a journey - whether it’s our monthly regional menu or à la carte, they both offer authentic Italian ingredients and traditional methods in their preparation and delivery. We serve an amazing selection of Italian wine

from small producers, touching most regions of Italy and these are showcased in our wine masterclasses by Astrit Limani, our very knowledgeable sommelier, and in wine makers dinners which we do most months.

What aspects of Italian culinary tradition inspire you the most, and how do you reinterpret them for a London audience?

What inspires me the most about Italian culinary tradition is exactly the tradition of the recipes and how important it is to keep the authenticity and not go too far away from their origins. This is why we created our monthly regional menus, taking one of the 20 regions of Italy and showcasing traditional recipes and creating a menu that promotes

its dishes and wine. This is very rewarding for the team and gives us a feeling of accomplishment, knowing our knowledge has been put to good use. The front of house team are led by our restaurant manager, Anamaria Strizu, who is a very important part of the success of the restaurant. Anamaria works to ensure the team are knowledgeable about all of our dishes and can explain the dish and its origins. As for the kitchen team, we cook with passion and dedication to deliver a consistent standard that both reflects the traditional cuisine of the chosen region, whilst ensuring our customer base is excited about the choice of dishes. Some regional dishes are not as popular as others, so I have to be conscious of this when I write the menus. This keeps things exciting but also doesn’t limit our customer base.

The hospitality world is constantly evolvinghow has Theo Randall at The InterContinental adapted to changing guest expectations over the years?

Over the years we have adapted to ever-changing guest expectations by being consistent in our food and service. This has brought us a very loyal following which keeps our standards high. Having regular customers is a must for any successful restaurant, as they supply valuable feedback which we always take, positive or negative. This is how we learn and move forward to better the experience. Offering monthly changing menus, wine events, cookery demonstrations and private dining options keeps us fresh and up to date. We change our à la carte menu depending on seasons, so we are always changing ingredients depending on what is at its best. The ability to be spontaneous is so important in creating a successful restaurant.

Many guests at the hotel are international travellers, how do you design a menu that appeals to both well-travelled food lovers and guests seeking an authentic Italian experience? Our menu is designed to be attractive to all customers. As the restaurant is celebrating 19 years, we have created many classic dishes that our customers come back for specifically. These are tried and tested dishes that offer first time diners and regulars something that they just love. For example, our Cappaletti di Vitello pasta – a fresh pasta filled with slow cooked veal and porcini mushroom sauce is a dish that we can never take off the menu as it offers consistency and is one of those dishes that people talk about when they mention the restaurant. Whether the customer is staying in the hotel and just want a plate of pasta and a glass of wine or they have come to the restaurant to celebrate an evening with multiple courses and wine pairings with friends and family, it’s important to offer consistency in food and service.

What excites you most about the future of the restaurant, and what can we expect to see in the next year?

2026 is going to be an exciting year for us at the restaurant as we will be celebrating our 20th year. We will continue to offer all the events we currently do and more. Our regional menu will evolve and touch on regions we haven’t already covered and our menus will develop new dishes that reflect our passion for all things seasonal, with an emphasis on tradition and quality.

In June 2026 my sixth cookbook, ‘The Italian Table’ will be published and we plan to celebrate this with dishes from the cookbook on the menu. Some of the dishes will be familiar to most but there are lots that are very rarely seen in London restaurants.

HOTEL CATERING AT ITS BEST

In this exclusive piece, we sat down with La Lorraine Bakery Group. From artisanal breads to indulgent pastries, La Lorraine supplies hotels and hospitality partners worldwide with premium bakery solutions that blend tradition, quality, and convenience. In this conversation, the team shares insights into the brand’s journey, its commitment to craftsmanship, and how it continues to support the evolving needs of the hotel and hospitality sector.

How does La Lorraine Bakery Group (LLBG) help hotels strike the right balance between offering guests premium-quality bakery products and maintaining healthy profit margins?

LLBG helps hotels achieve this balance by doing what it does best – offering quality, freshness, flavour, convenience and value for money in every bite. Its products are indulgent, versatile, and crafted with premium ingredients, seasonal inspiration and clever

pairing opportunities with hot and cold drinks. For instance, recent launches like the Rustic Style Sourdough with Poppy Seeds or the La Lorraine Miche Paysanne deliver artisanal quality with long fermentation for flavour and freshness – ideal as premium menu staples.

Hotels also need offerings that appeal across demographics. LLBG’s viennoiserie range – from muffins and cakes to sweet pancakes and waffles – does exactly this, while new Mini Brioche Rolls and Cereal Rolls are perfect for breakfast buffets and light lunch menus. The

result? A portfolio that drives cross-selling, boosts footfall and supports healthy margins.

In today’s competitive hospitality landscape, how can innovation in bakery solutions enhance the guest experience while also supporting operational efficiency for hoteliers?

Innovation adds the “twist” guests look for, whether through artisanal processes, flavour innovation, or healthconscious recipes.

The La Lorraine Batard Campagne exemplifies this – its slow rising and resting process delivers a sweet, almost buttery taste that sets it apart.

Similarly, the Panesco Salted Caramel Plaits and American Pancakes Cocoa, both ready-to-bake or heat, offer hotels standout products with minimal prep.

Operationally, LLBG’s bake-off technology ensures consistency, speed, efficiency and reduced wastage –making it a strong alternative to scratch baking without compromising quality.

Guests are increasingly conscious of sustainability and authenticity. How does La Lorraine Bakery Group ensure its products meet these expectations while still delivering strong commercial value for hotels?

Sustainability and authenticity are both an integral part of LLBG’s strategy. Rebecca Calveley, Trade Marketing Manager for La Lorraine Bakery Group, explains why: “We believe we can contribute to a better world by creating top-quality products, caring for our planet and investing in our people. Our aim is to achieve this whilst also ensuring our products meet expectations - whilst still delivering strong commercial value for hotels.”

“At LLBG we want to bake a better world together –through innovation, collaboration and serving authentic, quality products, with every serve.”

Authenticity shines through in launches such as the Topped Flatbread Margarita, a soft baked, part-baked

flatbread designed for sharing, and Panesco’s Panne Fiesta tear-and-share loaf, enriched with premium seeds and grains for both quality and sustainability.

Beyond supplying baked goods, what role does La Lorraine Bakery Group play as a partner to hotels in menu planning, cost control and ultimately in boosting overall profitability?

As one of the market leaders in frozen bake-off products across Europe, the UK and Ireland, LLBG goes far beyond supplying baked goods. It acts as a true partner to hoteliers, helping them design menus that balance guest appeal with cost efficiency.

Its portfolio is built for convenience and performance: many products are ready-to-bake or heat, requiring minimal preparation while still delivering premium flavour and presentation. This is especially important in hotel kitchens where staffing levels and time pressures vary. Frozen bake-off solutions also ensure consistency, portion control and reduced wastage, supporting tighter cost management and boosting margins.

For menu planning, LLBG’s extensive range – from artisanal breads like the Miche Paysanne to versatile items such as Mini Brioche Rolls or Snack Cheese with Ham Pastries – allows hotels to flex offerings across breakfast, banqueting, grab & go, bar snacks and fine dining. Innovation including Panesco’s Salted Caramel Plait or American Pancakes Cocoa, gives chefs new tools to refresh menus and surprise guests without operational complexity.

Crucially, LLBG doesn’t just deliver product. It also provides training, category insight and menu development support, enabling hotels to unlock the full potential of their bakery range. By collaborating on recipe ideas, cross-selling strategies (e.g., pairing pastries with premium beverages), and efficient kitchen practices, LLBG helps hotels drive profitability, elevate the guest experience and strengthen their brand positioning in a competitive marketplace.

REDEFINING HOTEL COFFEE

L’OR, the globally renowned premium coffee brand from JDE Peet’s UK & Ireland, is redefining what hotel guests can expect from their in-room and on-site coffee experiences with the launch of its new L’OR Bean-To-Cup Coffee Solutions.

Meeting Evolving Guest Expectations

“The idea for the L’OR Bean-To-Cup Solution was born directly from our deep understanding of the evolving demands within the hotel and hospitality sector,” explained Hannah Morris, Head of OOH at JDE Peet’s UK. “We recognise that coffee is no longer just a beverage; it’s an integral part of the guest experience. From breakfast and bar service to conferences and in-room options, today’s

hotel guest expects quality, convenience, and a seamless experience, seeking more than just a caffeine fix.”

Through bespoke research and industry insight, JDE Peet’s identified a critical gap in the market. “Hoteliers face a complex array of challenges - from diverse guest preferences across service points to ensuring consistent quality, pace of service, ease of use and budget management,” added Hannah. “We saw a clear opportunity

to find a comprehensive solution that met all of these challenges and needs.”

The Complete Coffee Experience

Available in both elegant countertop and convenient selfserve formats, the new L’OR Bean-To-Cup coffee solutions deliver a complete branded coffee experience. Each solution features L’OR’s high-quality, responsibly sourced beans, a wide café-style menu, elegant accessories, and sophisticated point-of-sale materials - elevating every guest touchpoint, from check-in to check-out.

“Today’s hotel guests expect more than just a standard cup,” said Hannah. “They seek café-quality, convenience, and the reassurance of a trusted brand. Our research revealed that 72% of consumers consider coffee quality important, and 77% associate recognised brands with that quality. Furthermore, 60% of guests are more likely to buy coffee if it’s from a known brand. As a household name synonymous with premium coffee, L’OR is uniquely positioned to elevate the hotel coffee experience.”

Designed for Every Hotel Space

The L’OR Bean-To-Cup range has been created to seamlessly integrate into multiple hotel environments.

“The brand will be available at every touch point throughout the consumer journey,” said Hannah. “From a self-serve L’OR To Go in the lobby to capitalise on busy check-in and check-out periods, to a L’OR Countertop in the restaurant or bar delivering a premium served coffee experience, and even a L’OR Mini in-room offering quality coffee in an instant.”

This flexibility means hotels can ensure consistently high coffee quality and meet guests’ expectations wherever they are. Beyond the machine, JDE Peet’s offers installation,

servicing, maintenance and training, simplifying operations and allowing staff to focus on what matters most - guest service.

Driving Awareness and Premium Value

The L’OR launch is backed by a significant £10M UK media investment, reinforcing brand recognition and driving consumer demand for hotel partners. It’s also part of JDE Peet’s wider strategy to extend the reach of the L’OR brand within the Out-of-Home sector.

“The launch of the L’OR Bean-To-Cup Coffee Solutions for L’OR To Go and L’OR Countertop is a strategic move,” said Hannah. “By combining the premium nature of the L’OR brand with a competitive commercial arrangement, we’re confident these solutions will not only meet but exceed the expectations of hoteliers and their discerning guests.”

Responsible and Sustainable

L’OR premium beans are 100% responsibly sourced as of 2025 under JDE Peet’s Common Grounds Programme, which focuses on Responsible Sourcing, Minimising Footprint, and Connecting People. This initiative ensures every cup of L’OR coffee supports a sustainable future for coffee and those who grow it.

To find out more about the L’OR Coffee Solutions, as well as JDE Peet’s wide range of machines and coffee products and how they are relevant to your business, visit www.jacobsdouweegbertsprofessional.co.uk

*This research of 2,000 UK-based adults in the UK who have stayed in a hotel in the past 12 months commissioned by L’OR and conducted by Mortar Research in July 2025.

MAKE IT A MATCH

In a conversation with Darren Bown, Catering Director at Booker, we look at how the brand is enhancing food and drink pairing offerings for hotels.

We are a strong partner for hotels as sourcing food and drink products with us allows for a broader choice of ingredients and meal components, enabling customers to diversify their offering and develop creative pairing options to cater to incoming customer trends and dietary needs. We offer expert support, guidance on product and

Top tips for perfect pairings

• It’s important to offer food and drink pairings that can suit different dayparts and that can be enjoyed either as a main meal, a sharing dish, an accompaniment or on the room service menu

• Consider spirits and cocktails as food pairings - tequila and rum based drinks are food-friendly and pair well with hot or cold grazing boards

• Test and try out different combinations - it’s key to get the right balance of flavours, textures and spiciness of the food and drinks so they don’t overpower each other

• Style it out - well-presented sharing platters and grazing boards can really enhance the overall dining experience

ingredient selection, recipe development and logistical solutions, and advice on latest trends - all this supports hotels through economically challenging times. We also advise on wine and spirits, trending liqueurs for spritz drinks, as well as non-alcohol alternatives for those looking to moderate their alcohol consumption. Along with our dedicated premium drinks division, Venus Wine and Spirits, we bring an unmatched food and drink offering to the hospitality sector, allowing hotel managers and operators to capitalise on current dining and drinking trends and to prepare winning drinks menus and wine lists.

In addition, to help our customers keep costs down, we run regular limited period price locks, reward schemes, added value services such as free delivery, and flexible click and collect options.

Could you describe how Booker’s World Cuisine champions are collaborating with hotel chefs to design innovative food-and-drink pairing suggestions tailored to different global cuisines?

We launched 70 brand new lines under our new World Cuisines range earlier this year and appointed dedicated colleagues in each Booker branch who work closely with our hotel customers to identify their requirements,

preferred brands and products, and advise on trending cuisines, dishes and flavour combinations.

The new additions include sought-after Greek, Turkish, Italian, Indian and African-Caribbean food and drink products in brands our customers trust and love, as well as specialty continental beers and spirits, and premium wines.

Each branch stocks a focused range to cater for regional demographics and trend preferences. For example, our London branches stock a more extensive AfricanCaribbean range, while Bristol features items from all five of our global regions to cater for the ethnically diverse dining out scene in and around that area. Each local ambassador can work with the hotel manager or the food and beverage team to devise food and drink pairing menus to complement flavours and spices and to provide balance with more intense dishes to elevate the overall dining experience for guests.

At the Booker Catering Trade Show 2025, the World of Wine Sampling Trail spotlighted wines for hotel wine lists. How does Booker envision these tastings translating into actionable guidance for hotel menus?

We work closely with our hotel customers to build a wine offering that covers the essentials: approachable, wellloved wines that ensure consistency and confidence, alongside more distinctive or premium selections for seasoned wine drinkers. Hotels can optimise revenue opportunities by listing wines that deliver a healthy profit margin and drive footfall, while meeting customer needs, and offering the best drinking experience with quality and variety.

Consumers are increasingly making conscious choices about their wine choices and are opting for wines that have a focus on sustainability, ethical production, and mindful consumption. They’re looking for wines produced with an emphasis on organic or biodynamic farming practices, minimal intervention in the winemaking process and social responsibility. Offering diners wines that align with these values is a way to tap into the social conscience - they’re not only concerned with the taste of the wine,

but environmental care, fair labour practices and healthconscious living. Signpost wines that carry social and environmental certifications such as the B Corp, Fairtrade or Organic wine stamps and make sure to include these details on the wine list.

Our teams can help hotels, restaurants and bar teams tap into this shift with a curated selection that meets both ethical, environmental and commercial expectations.

Earlier this year we launched our first Booker On-Trade Wine List, which features over 200 wines - 100 of which are created exclusively for the on-trade and this year alone we have added 70 new lines. The wines on the list give hotels a point of difference and bring unusual and unique wines to make a memorable and successful experience in the hotel restaurant, bar, or as part of room service offering.

Booker’s Autumn Catering Guide includes trend-forward items like matcha and global fusion food ingredients. Do you have any suggestions for hotels leveraging these seasonal trends?

Matcha is a trending ingredient, particularly for iced lattes, smoothies and shakes, flavoured drinks, and desserts such as cookies, waffles, crepes and pancakes. Its popularity is fuelled by its health benefits, distinctive flavour profile, pairing potential and vibrant green colour. It’s no longer a niche item but a must-have for hotel restaurants, on-site cafes and breakfast buffets. It pairs well with a variety of other ingredients such as white chocolate, vanilla and fruits including strawberries and mango.

On the savoury side, Korean food is gaining traction, and loaded fries are filling up menus. Protein and deli bowls, and global fusion dishes bring flavour inspiration from around the world, so hotels can shake up their offerings to keep up with contemporary dining out trends.

Booker offers professional delivery services nationwide to suit the requirements of your hotel business, free next day delivery on orders over £150 and a Click and Collect option.

To find out more about Booker, visit www.booker.co.uk

FROM VINEYARD TO GLASS

Mark Roberts, Director of Sales at Lanchester Wines, chats to us about how smart supply chain thinking is helping hotels serve great wine, cut costs and keep guests happy.

We believe great wine service in hotels starts long before the bottle reaches the table. From vineyard to glass, every step in our supply chain is designed to ensure consistent quality, ethical sourcing and reliable delivery. For hoteliers, this means more than just great wine, it means efficiency, cost savings and happier guests.

Our vertically integrated supply chain is one of the most advanced in the UK wine industry. We own and operate our own bottling facilities (through our sister company, Greencroft Bottling), temperature-controlled warehouses and logistics fleet. This gives us complete control over how wine is handled, stored and delivered, ensuring it arrives in perfect condition every time. For our customers, this translates into fewer delays, reduced waste and a more dependable service.

Sustainability is at the heart of everything we do –and we’ve won multiple awards. We work directly with producers who share our values, sourcing wines that are not only delicious but also responsibly made. Whether it’s organic Prosecco or Fairtrade wines from South Africa, we

are proud to offer a portfolio that reflects our commitment to ethical sourcing and environmental responsibility.

But innovation doesn’t stop at logistics. We also help hotels build wine lists that work hard for their business. Our team of wine experts collaborates with chefs and F&B managers to create tailored selections that suit each venue’s style, menu and customer base. From premium Champagne by the glass to crowd-pleasing house pours, we help hotels strike the right balance between quality and profitability.

We also support hotels in catering to changing guest preferences, including the growing demand for no- and low-alcohol options. Products like our recently launched Tommy Bacco Sparkling Non-Alcoholic offer all the fizz and celebration without the ABV, helping venues offer inclusive choices without compromising on taste or experience.

Ultimately, our goal is to make wine service seamless, sustainable and profitable for hotels. By investing in supply chain innovation and working closely with our hospitality partners, we help deliver exceptional guest experiences one glass at a time.

SUSTAINABILITY

WALKING THE WALK

Delving into green certifications that matter, we offer a breakdown of credible certifications, what they mean for you as operators, and how to achieve them, whilst providing real-time examples.

We’re already aware that sustainability is no longer a nicety hospitality, it’s a business imperative. Guests, investors, and regulators alike are looking for credible proof that hotels are walking the walk when it comes to reducing their environmental footprint, and not just talking the talk. But with a growing number of eco-labels in the marketplace, which certifications truly carry weight, and what do they mean in practice for hoteliers?

With help from industry experts and real examples, we break down some of the most recognised and respected programmes, exploring what they measure, how they benefit operators, and the practical steps to achieving them.

At Anse Chastanet and Jade Mountain, Saint Lucia, sustainability has always been embedded in their DNAlong before it became a “trend”. From the earliest days of building Anse Chastanet and later Jade Mountain, the team have worked in harmony with their natural surroundings and local communities.

Karolin Troubetzkoy, Executive Director, Anse Chastanet and Jade Mountain, Saint Lucia, said, “Pursuing thirdparty certification was a logical next step to formalise and validate that commitment. It’s also a powerful way to ensure accountability, improve year on year, and align with international best practices, especially critical as guest expectations and climate pressures evolve.”

Both Anse Chastanet and Jade Mountain have achieved Travelife Gold Certification, and are currently the only

two hotels in Saint Lucia holding that distinction. Karolin explained, “We chose Travelife because of its depth and credibility - it’s now a GSTC-accredited program, and unlike some ‘lightweight’ certifications, it demands a serious, ongoing commitment. Travelife provides a structured framework to monitor our performance across energy, water, waste, emissions, and procurement. Importantly, it’s recognised globally by trade and consumer audiences alike, which reinforces our positioning as sustainable luxury properties.”

In terms of the tangible benefits, both operational and guest-facing, that these accreditations bring, Karolin said, “Operationally, it forces discipline. You begin to quantify what was once intuitive - how much energy we use, how much waste we generate, how many of our purchasing choices are aligned with our values. That leads to better resource management and cost savings over time.”

From a guest perspective, today’s travellers want to feel good about where they stay and Karolin has experienced this, she revealed, “They ask about sustainability. They notice the details. Certifications like Travelife provide credibility without us having to oversell our green story - it’s been audited and verified. It builds trust and strengthens our brand.”

As sustainability expectations become more sophisticated, Karolin believes that certifications will have to dig deeper, “and that’s a good thing”. There’s growing focus now on carbon accounting, biodiversity protection, regenerative tourism, and supply chain transparency. “We welcome that evolution,” said Karolin.

“At Anse Chastanet and Jade Mountain, we’re planning to further invest in data-driven reporting, to integrate science-based targets, and to strengthen crossdepartmental ownership of our sustainability goals. We also continue to engage our guests in conservation, from reef restoration to lionfish removal to zero-waste chocolate

making, because true sustainability is not just about compliance, it’s about connection.

“On a personal level, I’ve dedicated much of my volunteer time to environmental leadership through my roles as Chair of the Caribbean Biodiversity Fund (CBF) and Chairperson of the Saint Lucia National Conservation Fund (SLUNCF). These regional conservation finance institutions help mobilize and manage long-term funding for critical biodiversity and climate resilience projects across the Caribbean. Through these platforms, I’ve seen how deeply the tourism sector can, and must, be part of building a more regenerative and resilient future for our islands,” she finished.

For Cornwall’s The Headland, sustainability, particularly community has always been at the heart of what they do and the venue itself is known for community work in Newquay. As the hotel is also based on a Site of Special Scientific Interest (SSSI), the team are even more aware of the large impact they have on the area.

Bethany Branigan, Sustainability Lead at The Headland, said, “we want to ensure we leave a positive legacy and reduce our negative impact as much as possible. This aligns with our long-term vision of being a trusted, sustainable luxury destination where environmental stewardship and community engagement are embedded in every decision we make.”

The Headland achieved Bronze Benchmarking with EarthCheck in June 2024, and are Silver Certified with EarthCheck as of September 2025. Bethany explained that they chose EarthCheck because, “it is the world’s leading certification for sustainable tourism.” The team wanted a framework that could measure their impact, validate their progress and ensure accountability. “Choosing a certification with structured auditing was important to us, as it provided independent verification of our data and claims. Its global recognition, rigorous auditing processes

and emphasis on measurable impact made it the ideal choice to support and showcase our sustainability journey,” added Bethany.

As a result of their work in line with sustainability, The Headland has seen a 1.558% reduction in energy use, a 5.145% reduction in water use, which led to a 4.353% reduction in their carbon footprint and an overall 31% reduction in spend per guest night.

Bethany explained how their staff engagement in sustainability has improved and said, “In our most recent staff survey 96% of the team believed The Headland valued sustainability.”

Another venue leading the way through great sustainability initiatives, is Moar Gut, a family-run luxury resort in the Austrian Alps. Surrounded by unspoilt nature, Nora Lipp, part of the host family at Moar Gut Family Nature Resort, said, “We feel obliged to preserve it while offering our guests responsible experiences.”

For Nora and the team, the path to sustainability certifications was therefore “a logical step”. She explained, “They provide an independent, credible framework for measuring our efforts, ensuring accountability and creating transparency. Furthermore, certifications fit perfectly with our long-term vision: to become climate neutral by 2030, establish a fully circular supply chain and set new standards for social responsibility in the luxury hotel industry.”

Moar Gut has been awarded the Greensign certificate, described as a global sustainability certification for hotels, and their cuisine is approved by the Ama-Gastro seal, which in Austria covers traceability and labelling of ingredients (meat, dairy, eggs, etc.).

Nora explained, “These labels because they are both internationally recognised and regionally relevant, covering strict criteria for energy efficiency, waste management, sustainable procurement and social engagement. The focus on traceability and regional value creation was particularly

important to us, as this is closely linked to our philosophy of ‘luxury rooted in nature’. We deliberately chose these labels over other certifications because they combine the highest credibility with practical guidelines and are easy for our European guests to understand.”

Operationally, the certifications have helped the venue to reduce costs – for example, through energy savings, more efficient waste management and optimised procurement processes. Nora told us how they have also increased employee retention, as sustainability has become an integral part of everyday working life. She said, “On the guest side, certifications create trust and credibility. More and more travellers want to be sure that their stay is not only luxurious, but also environmentally and socially responsible. Certificates give us the opportunity to communicate this transparently and verifiably – and thus create a clear competitive advantage. They also have a positive effect on recruitment: employees appreciate being part of a company that visibly takes responsibility.”

Recognising that certifications will increasingly have to take greater account of issues, such as biodiversity, circular economy in supply chains and social inclusion, Moar Gut’s next steps until 2030 are: expanding certifications to include a climate neutrality label, integrating supplier impact data into their reports to make the entire value chain transparent, further investing in employee training so that every employee can act as a sustainability ambassador and participation in additional international initiatives to complement their membership in the UN Global Compact and their involvement in the Großarl Apprentice Academy.

A commonly recognised accreditation is EarthCheck – the globally recognised sustainability benchmarking, certification, and advisory organisation focused on the travel and tourism industry.

For hotels, EarthCheck certification signals a commitment to environmental, social, and economic responsibility. To become certified, a hotel must measure

and improve key indicators such as energy and water use, carbon emissions, waste management, and community impact, implement formal management systems, and undergo independent audits. Certification involves ongoing reporting and continuous improvement, often taking 6–12 months to achieve.

The Hari London is a stellar example, as the venue proudly holds EarthCheck Silver Certification (Year 3). Angela Montebello, Sustainability Manager at The Hari, explained, “We chose EarthCheck for its rigorous, sciencebased methodology and third-party audits, which allow us to measure performance across everything from energy use to community engagement while giving our guests and partners confidence in our commitment.”

Looking ahead at the role of credible sustainability certifications and their evolution, Angela revealed, “As expectations rise, credible certification will be essential to combat greenwashing and maintain trust. At The Hari, we are strengthening our reporting, setting reduction targets, and exploring complementary certifications around carbon disclosure. We’re also expanding responsible procurement, reducing single-use plastics, and developing our annual sustainability report, ensuring that sustainability and luxury continue to go hand in hand.”

Vince Shacks, Wilderness Group Head of Impact, sees that while there are definitely benefits to having your operation or facility certified by a suitably accredited standard, there are limitations to the benefits of these systems when your company grows to a certain point and is able to start tackling more holistic and broader environmental issues. He said, “While a small number of Wilderness camps and lodges are certified, this is not currently part of our Impact Strategy, largely because our strategy aims to direct all of our resources into broader ‘spheres of impact’ which are focused more widely than just the lodge or property environment.”

In Vince’s opinion, “Most certifications are not only administratively burdensome, but are also heavily weighted

toward the assessment of impact at property level. Most of our impact focus is currently directed towards initiatives taking place in a broader regional setting, mostly in the community areas outside of our wildlife concessions and lodge sites.”

Vince believes that one of the strengths of certification can also be its biggest weakness and that is the idea of standardisation. “We have found that the standards often end up being a “one size fits all” tool, when in actual fact, effective impact initiatives should focus on issues that are specific to the place you operate in,” he added.

As a way around this, and certainly in Africa, Vince recognises that nature-based tourism companies should not only be looking at initiatives which focus on minimisation of one’s own impact, but ensure that the operation is offering surplus value to the environment and people around them.

For Beachcomber Resorts & Hotels, we asked the brand’s Sustainability Specialist, Geraldine Koenig, what the key factors were that led them to pursue sustainability certifications, and how do these align with their long-term vision, to which she said, “Rising guest awareness around sustainability.

According to the 2020 Holiday Habits research, half of customers (50%) now view sustainability credentials as important or essential when choosing a holiday provider, up significantly from just 20% in 2011. Today, tourism and sustainability are considered inseparable.”

Beachcomber’s operations are guided by a deep responsibility to protect and preserve the environment, inspired by their belief that ‘the beauty of a place inspires the beauty of the heart.’ As pioneers and leaders of the hotel industry in Mauritius, the Beachcomber team embrace their role in driving sustainable practices.

Geraldine said, “Every action we take reflects our promise ‘to cultivate the art of beauty in all its dimensions,’ in harmony with our philosophy: The Art of Beautiful.

“We are dedicated to protecting the unique ecosystems

surrounding our hotels and supporting local communities, so that future generations may continue to experience the natural beauty of Mauritius.

“Pursuing certifications, through EarthCheck, provided a structured framework to drive our sustainability practices.”

Today, Sustainability is one of Beachcomber’s 4 strategic pillars; by embedding Sustainability as a strategic enabler, they not only meet guest expectations but also ensure long-term operational success.

All of Beachcomber’s 8 hotels and HO achieved EarthCheck Gold Certification status in 2025, following 5 years of continuous audit and progress in meeting the EarthCheck standard. In terms of building and maintaining sustainability within their operations, Geraldine told us that this is “driven by our Green Team members; there are the driving force as regards the implementation of our 52 commitments that serve as a unified guide across all our hotels, organised under 8 pillars, as portrayed within our Environmental & Social Policy Charter.”

The brand further strengthens its efforts through 4 Regional Committees, ensuring close collaboration with all stakeholders, including local communities and NGOs; these committees facilitate proximity, effective communication, and on-the-ground action to meet its Sustainability goals.

As from January 2025 Beachcomber has also set up an ESG Steering Committee which strategises and supports the sustainability initiatives across concerned departments and hotel operations with the aim to ensure long-term responsible commitments as the brand gets ready to publish its first Sustainability Report, based on the SASB framework and migrating towards IFRS S1 & S2.

Another property proudly accredited by EarthCheck is Whatley Manor. Magaly Etter, ESG Manager at Whatley Manor explained, “When we first began exploring sustainability credentials, our journey led us to EarthCheck. We didn’t spend much time comparing different certifications, yet, as it turned out, this was a fortunate choice. We soon discovered that EarthCheck is the world’s leading and most respected certification program for travel and tourism.”

Today, the venue holds Silver Certification for the fourth year in a row, with the team’s sights firmly set on achieving Gold by 2026.

“What makes EarthCheck so valuable to us is its focus on consistency over time. Certification is not based on a single snapshot of our efforts, but on our ability to improve year after year, ensuring sustainability is not just a commitment but an ongoing journey,” added Magaly.

Alongside EarthCheck, the team at Whatley Manor also wanted to take a closer look at their supply chain emissions and that’s why they partnered with Greenly, whose intuitive platform connects directly with the hotel’s accounting system to track every single transaction they make. Where specific data isn’t available, Greenly applies accurate emission factors to each category of expense. “To refine this further, we provide detailed information, such as the weight and origin of deliveries, so our reporting becomes as precise as possible,” said Magaly.

As these examples show, sustainability in hospitality is no longer optional, it is a strategic imperative that drives operational efficiency, guest trust, and longterm resilience. From Saint Lucia to Cornwall, the

Austrian Alps to Mauritius, hotels are turning to credible, internationally recognised certifications not just to validate their efforts, but to embed measurable, continuous improvement into their operations. While certifications like Travelife, EarthCheck, and Greensign provide structure, accountability, and global recognition, true sustainability extends beyond compliance: it requires connection with local communities, ecosystems, and guests. Ultimately, the hotels leading the way demonstrate that environmental stewardship, social responsibility, and luxury can coexist, proving that a rigorous sustainability journey benefits both the planet and the business.

DEEPER EXPLORATION

Explore Modern Luxury at HIX with Hypnos.

Luxury British bedmaker Hypnos will be showcasing its handcrafted mattresses at HIX LDN, taking place on 26–27 November at the Building Design Centre, London. Visitors to stand 28 can experience the comfort and quality of Hypnos beds firsthand, as the company demonstrates how its sustainable and ethical approach delivers a unique sleep experience for hotel guests around the world.

Hotel designers will be able to discover the new Eden Project Harmony Ortho, a firmer version of its luxury mattress made with plant fibres and developed in collaboration with the environmental charity. Hypnos believes the extra firmness of the mattress will appeal to the international business traveller, meeting the exploding ‘Bleisure’ scene, which has seen interest grow by over 25% over the last year.

Combining business trips with leisure is reshaping the travel industry, with TravelPerk, a global business travel platform, reporting that 84% of travellers want to include some vacation time to their next business trip. Hotels are responding with new room concepts designed around these extended stays and the Hypnos Harmony Ortho is the ideal mattress, combining the luxury of Eden Project Harmony with a firmer feel welcomed by business travellers.

Across the world, Hypnos mattresses bring hotel guests a tailored sleep experience that enhances their stay. From the world’s largest international hotel groups to independent hotels, serviced apartments, members clubs and more, Hypnos works with each to find the perfect support and comfort for guests in a mattress that brings quality and longevity.

Recently, Hypnos Signature Collection mattresses have been specified by The Store, a uniquely independent hotel that’s redefining Oxford’s social scene. The Store reimagines the city’s former Boswells department store, turning it into a 101-room hotel with a vibrant atmosphere. Its exploration of hotels as a place of community makes it as much for the city’s residents as travellers. General Manager Simon Drake explains that it’s a relationship that went beyond the mattresses themselves:

“When you’ve done as many refurbs and openings as I

have, you begin to learn which brands are not only part of the opening and onboarding process but are there to support in the longer term. Hypnos is a great example, not just because of its sustainability pledge that aligns with us, but also because I could go to the factory, spend time with the team and discuss the demographic of our clients to select the right type of bed.”

This September, Hypnos proudly announced it has become Planet Mark Certified - Net Zero Committed. This commitment sees the bedmaker commit to achieving net zero by 2040, and its near term targets by 2033. Guided by its certification partner, Planet Mark, the team at Hypnos will follow a pathway to significantly reducing its carbon emissions through targets that align with the principles of the Science Based Targets Initiative (SBTi) Corporate Net Zero Standard.

As hotels and travellers seek more meaningful experiences, Hypnos stands apart by offering comfort with integrity, where sustainable design meets exceptional sleep.

For more information, visit www.hypnoscontractbeds. com or call 01332 497111

The Store, photographed by Adam Lynx

SETTING AN EXAMPLE

In an insightful conversation with Eleni Andreadis, the Director of Sustainability and CSR at Sani Resort, we look at how the brand is redefining luxury through sustainability.

When Sani Resort launched its pioneering Sani Green programme in 2008, it was well ahead of the curve in embedding sustainability into luxury hospitality. Today, under the direction of Eleni Andreadis, the resort’s commitment has evolved into a benchmark model for responsible tourism - one that balances environmental protection, community empowerment, and refined guest experiences. Closely aligned with the UN Global Compact, Sani Green is built on three pillars: sustainable hotel operations,

biodiversity conservation, and social impact. Its objectives are bold: net zero carbon emissions by 2030, zero wasteto-landfill by the end of this year, and the full elimination of single-use plastics.

This vision is backed by tangible actions, including; 100% renewable electricity since 2019, electrification of facilities and fleet, advanced water treatment achieving 100% grey water reuse, recycling across more than 20 streams and AIpowered food waste reduction.

Eleni stressed: “Our greatest strength lies in the way sustainability is fully embedded into the DNA of Sani Resort

“Sustainability is never an add-on at Sani Resort; it is a guiding principle.”

– a holistic, science-based approach that informs every aspect of our operations.”

Set amidst pine forests, wetlands, and the Thermaikos marine area, Sani’s natural surroundings form both its identity and its responsibility. Unique initiatives include: Sani Bee Spot – Greece’s first interactive bee garden, developed with Bee Camp, dolphin monitoring and marine workshops with iSea, tree planting campaigns with We4All and climate change research and family eco-activities with the Forest Research Institute. Eleni revealed how guests are also invited to take part in daily eco-tours and conservation activities, helping turn sustainability into lived experiences.

Beyond environmental stewardship, Sani Resort works closely with local farmers, schools, hospitals, and NGOs. More than 60 non-profits are supported annually, with initiatives spanning education, health, and aid for vulnerable groups.

Sani’s projects include the “Share More, Waste Less” donation programme, support for Médecins du Monde, and partnerships with the Network for Children’s Rights to bring mobile libraries to schools. Over 60% of the resort’s produce is now sourced within 100 miles, ensuring direct economic benefit to the region.

Impressively, Sani Resort has become Greece’s first certified carbon-neutral resort, holding ISO, LEED, and

BREEAM certifications. It is also the only hotel to be crowned both ‘World’s Leading Family & Beach Resort’ and ‘World’s Leading Luxury Green Resort’ at the World Travel Awards - six and five years running, respectively.

For guests, these efforts resonate deeply. “Modern travellers want authenticity, transparency, and responsibility,” said Eleni. “They are not just enjoying pristine beaches and exceptional service – they are part of a resort that is actively working to make a lasting, positive impact.”

The future of Sani Green is clear: net zero by 2030, stronger circular economy practices, and expanded community investment. But, Eleni revealed how the vision extends much further than this, “Our goal is not just to do less harm,” she concluded, “but to regenerate – to protect and restore ecosystems, to expand sustainable mobility, and to create long-term social value. We want Sani to continue serving as a benchmark for responsible hospitality, not only in the Mediterranean, but globally.”

Sani Resort’s Sani Green programme demonstrates how luxury and sustainability can not only coexist but also enrich one another. By embedding environmental responsibility, community support, and guest engagement into its core operations, the resort has redefined what it means to lead in responsible tourism.

THE HIDDEN ENERGY DRAIN

Unlocking Sustainability in Hospitality with Smarter HVAC Controls.

Sustainability is now a central theme in the hospitality industry. From small, family-run independents to global hotel groups, hotels are expected to reduce carbon emissions, comply with ESG requirements, and respond to growing

guest expectations for greener stays. While many operators focus on visible initiatives such as eliminating single-use plastics or sourcing locally, one of the largest opportunities for sustainability often goes unnoticed: hotel HVAC systems.

That’s where Verdant’s smart energy management thermostats come in, helping hotels cut waste where it matters most.

Heating and cooling represent up to 60% of a hotel’s total energy use, and much of that energy is wasted when guest rooms sit empty. With occupancy averaging 60% across the industry, hotels are effectively heating or cooling empty rooms more than half the time. That hidden drain on energy drives up utility bills and undermines net zero ambitions.

Reduce HVAC runtimes with smart technology.

Smarter HVAC controls are proving to be one of the most effective ways for hotels to cut energy waste without affecting guest comfort. Using advanced occupancy detection, these systems monitor motion and body heat to understand when a room is empty. Temperatures are then automatically adjusted while the guest is away, reducing unnecessary energy use but ensuring the room feels just right on their return.

Designed specifically for hospitality, Verdant’s energy management solutions operate on proprietary radio frequency technology at 862 MHz. This means it installs quickly, works independently of hotel Wi-Fi, and never interferes with the guest experience.

Sustainability

effort needs data to lean on. For many hotels, making changes is only part of the story, proving those efforts matters just as much. Verdant solutions go beyond energy savings by providing real-time, portfolio-wide insights through the Verdant Thermostat Manager platform.

Operators can easily track energy consumption room by room, or across entire portfolios. Data driven reports can be generated too. The system can be programmed to send out automated alerts to optimize performance remotely.

This transparent reporting aligns perfectly with the industry’s move towards science-based net zero targets and partnerships such as the Energy & Environment Alliance (EEA), which is helping the sector transition towards carbon neutrality.

UK Hotels Leading the Way

The UK is home to some of Europe’s most forward-thinking hotels when it comes to sustainability, with properties investing heavily in greener operations and smart technology. Among them, The Landmark London, one of the capital’s most iconic five-star hotels, has embraced Verdant’s smart thermostats as part of its wider energy efficiency strategy.

These efforts also contribute directly to Scope 2 emissions reductions (purchased electricity) and support compliance with BREEAM energy efficiency criteria, one of the country’s leading sustainability standards for buildings. Similarly, in Edinburgh, the Haymarket Hub Hotel adopted smart energy management as part of a £2 million renovation aligned with IHG’s Journey to Tomorrow plan— showing that both heritage and modern properties can use technology to drive meaningful change.

“Verdant thermostats have been installed in more than 9,000 hotels, multifamily buildings, senior living communities, and student residences across North America

and Europe,” says Michael Serour, VP & GM, Verdant Energy Management Solutions, Copeland. “We’re proud to now support UK hotels in their sustainability journey with proven, scalable solutions.”

Sustainability as guest expectation

Sustainability is no longer just a behind-the-scenes operational focus, it is central to the guest experience. According to recent studies, travelers increasingly choose hotels that demonstrate clear environmental commitments. The ability to stay in a comfortable room while knowing the property is actively reducing its environmental impact and enhances loyalty and reputation.

The beauty of smart HVAC controls is that guests rarely notice them in action. While the room feels just right when they return, the system has been working quietly in the background to reduce energy use and emissions during their absence. Sustainability becomes seamless, effortless, and built into every stay.

The Smart Choice for a Greener Future

Hospitality has reached a tipping point. With energy costs high, guest expectations rising, and ESG pressures mounting, smart energy management is becoming an essential part of hotel operations.

By addressing one of the largest hidden drains on energy, HVAC systems, the Verdant system empowers hoteliers to reduce utility bills by up to 18%, shrink their carbon footprint, and take measurable steps toward net zero.

Every unoccupied room is an opportunity for greener operations. Let’s build a greener future, one room at a time.

Book a demo with a Verdant energy expert today and discover how our system can help your property achieve maximum energy savings while maintaining exceptional guest comfort and supporting your hotel’s energy goals.

verdant.copeland.com

EDITOR’S TRIP

LOUMA FARM & RETREAT

In a world where “eco-luxury” is too often reduced to marketing buzzwords, Louma Farm & Retreat stands apart as the real thingas a place where sustainability and sophistication coexist in perfect synchronisation. Over one restorative weekend, our Editor, Jade, discovered that Louma isn’t just a destination, it’s a new model for sustainable luxury, and is taking you along on the journey.

It’s rare to find a destination that manages to be both profoundly grounding and quietly luxurious - but Louma Farm & Retreat achieves that balance with remarkable ease. With sustainability becoming an increasingly important focus, it can be disappointing to visit a venue that boasts innovative green initiatives, only to find they’re not quite living up to their promises, but, Louma, ever ahead of the curve, is a shining example of a brand that truly delivers on its promise. Hidden in the lush hills of the Dorset countryside, the

pioneering property represents the new face of rural hospitality: deeply sustainable, design-conscious, and unapologetically serene. Louma Farm & Retreat is a working farm, vineyard and wellness retreat in West Dorset whose sustainability initiatives are deeply embedded in its philosophy and everyday practices. The founders have committed to regenerative farming methods: letting fields rest fallow, avoiding heavy tillage, cutting out chemical pesticides, and improving soil health to increase biodiversity.

The farm-to-fork ethos is central to the brand’s offering, with many of Louma’s ingredients grown or reared on site (in their gardens, orchard, pasture, vineyard, animal barns), reducing food miles and supporting nutritional density and ethical rearing.

From the moment we turned into Louma’s winding driveway, the sense of calm was tangible. The main house, a beautifully restored stone farmhouse framed by wildflower meadows, blends seamlessly with the landscape. The team’s warm welcome immediately set the tone: genuine, unhurried, and entirely focused on guest wellbeing.

After a light lunch looking over the vineyard and enjoying seasonal produce grown just metres from where we sat, we checked into the Premium Room in the main house, genuinely, a sanctuary that made you feel as though you were floating, thanks to the natural textures, and earthy, light pallet. Think reclaimed wood, organic linen and the perfect free-standing bath to enjoy views that stretch across the vineyard and beyond to the distant Dorset coast.

It’s evident that sustainability isn’t an afterthought here, it’s the foundation. The farm operates on regenerative principles, using closed-loop systems that nourish the soil and minimise waste. Solar panels power much of

the retreat, and the kitchen gardens supply nearly all the produce for the on-site restaurant, ensuring every mealtime is as fresh as they come. Even the wellness spaces are built with reclaimed materials, designed to work in harmony with natural light and airflow.

What was striking is how effortless it all felt. There was no preaching, no performative “eco” posturing, genuinely just a deep respect for the land and a sense of responsibility that’s woven into every guest experience.

My first afternoon began with a Reawakening Facial in the cosy cocoon that was a solid-wood hut, designed especially for treatments, tucked away amongst the calming hills of Louma. Thanks to the talented therapist, the treatment was grounding and revitalising, and even peaceful enough for me to fall into a light snooze towards the end! Emerging with dewy skin and a new-found lightness, I sauntered through the garden afterwards and headed to the poolside to watch watching the sun drop behind the vines and enjoy a margarita.

Dinner that evening, served in the main house, was a celebration of field-to-fork simplicity. The menu changes daily depending on what’s harvested, but my plate featured mushroom arancini, and a sumptuous lamb dish, paired

wonderfully with Louma’s very own pinot noir.

Sunday began with my idea of heaven - a slow breakfast of fresh sourdough, orchard fruit, and farm eggs before heading to the barn for a private Pilates session. Originally planned as a farm animal tour, this one-to-one class turned out to be a highlight of the stay with Cat Woolner, Pilates teacher and Essential Oil Educator. With floor-to-ceiling doors open to reveal jaw-dropping views over the vineyard and Charmouth glittering in the distance, I genuinely couldn’t imagine a more tranquil setting. Cat, intuitive and encouraging, tailored the session to focus on posture and breath, with elements of the essential oils intertwined, making it an incredibly restorative hour that encapsulated Louma’s holistic philosophy.

Later that afternoon came the Vineyard Tour and Wine Tasting, which began back up in the barn, led by one of Louma’s resident vintners, Michelle. After the introduction to the grape varieties on the balcony of the barn, we wandered between the vines and learned how the farm’s regenerative methods not only protect biodiversity but also enhance the unique minerality of their wines. The tasting itself, was held in the cool shade on the patio overlooking one of the vineyards, and allowed us to try all five of Louma’s elegant small-batch wines.

On the final morning, after breakfast, we enjoyed the enchanting Woodland Walk, shaded by towering turkey oaks, sycamores, beech, and hazel trees. Check-out might have been at 11, but the team encourage guests to stay for a leisurely farewell lunch - an invitation I gratefully accepted

as we simpy weren’t ready to leave! Over a fresh steak sandwich and a generous serving of homemade Caesar salad, at the help-yourself buffet lunch, I soaked up the final moments.

Louma Farm & Retreat is a reminder of what hospitality can and should be. Every element, from the architecture to the food, reflects an unwavering respect for nature and community.

After seeing it for myself, I can confirm, Louma has set a new standard for sustainable wellbeing.

ADVANCING WITHOUT IMPACT

At University Arms, luxury and heritage meet forward-thinking sustainability. General Manager Philip Greer spoke with us to explain how the historic hotel balances guest comfort with water conservation - from low-flow fixtures and rainfall showerheads to smart water management behind the scenes. Guests are gently encouraged to join the effort, while the hotel tracks usage metrics for corporate clients and continues to explore innovative solutions. In Cambridge, a city of ideas, University Arms is proving that ecoconscious practices and a five-star experience can go hand in hand.

How do you ensure that sustainability initiatives, particularly around water conservation, enhance rather than compromise the guest experience at a luxury city hotel? Any changes we make to the University Arms respect both the heritage and preservation of the hotel, which first opened its doors in 1834. Guest comfort is always at the forefront. We ensure anything we implement is not

disruptive to the guest experience as we are offering a luxury service and product first and foremost.

What specific next steps is the University Arms considering to further reduce water waste, and how do you measure their effectiveness?

Water conservation is our priority focus area for sustainability. East Anglia gets (statistically) less rain than

the rest of the UK, making water stewardship particularly crucial for hotels in this region. However, we’re committed to balancing conservation with the luxury experience our guests expect - we would never limit guests’ water usage, but we focus on impactful measures that work behind the scenes.

When the hotel was renovated and reopened in 2018, we incorporated low-flow fixtures to maintain excellent water pressure while conserving usage; our rainfall showerheads and dual-flush toilets for example. We continue to look at ways we can innovate in this area; the introduction of infrared sensors in public restrooms and controlling water in the staff spaces are the key areas of focus.

We monitor our water consumption closely and can provide detailed metrics to corporate clients who request usage data for their carbon footprint calculations. While we’ve made strong progress in other areas (we’ve achieved zero food waste in Parker’s Tavern and significantly reduced energy consumption through local sourcing and operational efficiencies), water remains the area where we see the greatest opportunity for continued improvement and innovation.

In what ways can guests be encouraged to participate in water-saving practices without feeling their comfort or service quality is diminished?

We give guest choices, in a very organic way. For example,

on arrival a guest will be asked how regularly they want housekeeping and their linen/towels changed. We don’t force practice on them, but we suggest and encourage. Guests are incentivised by the chance to earn Mariott Bonvoy points by opting for reduced housekeeping frequency.

We find that our corporate and group guests are more interested in our sustainability practices than leisure guests and require much more information before booking. At the least, they want to see what our drives are and some even request usage metrics across all areas at the proposal stage to inform their decision.

How do you see city hotels like the University Arms collaborating with local authorities, suppliers, or industry peers to drive systemic improvements in water sustainability?

We know there are great pioneers in hospitality when it comes to ESG, and we certainly aspire to be among them. However, I think there could be much more structured best practice sharing across the sector. In Cambridge, we’re fortunate to be surrounded by world-class thinkers and research institutions tackling these questions on a much larger scale, so it would be great for us to be able to contribute more in our own small way.

universityarms.com

DRIVING CHANGE

In an in-depth conversation with Julie Owst, Head of Sustainability at Bidfood, we look at how the brand is redefining sustainability in foodservice.

Sustainability is no longer a nicety; it’s an operational necessity for the hospitality and foodservice sectors. From cutting emissions to tackling food waste, suppliers play a critical role in helping hotels and restaurants reduce their environmental footprint. One company at the forefront of this movement is Bidfood, a leading foodservice wholesaler with an ambitious sustainability agenda. We sat down with Julie Owst, Head of Sustainability, to discuss the company’s recent progress and how it’s supporting customers on their own journey toward net zero.

Mapping the Carbon Footprint of 12,000+ Products

Bidfood’s most resource-intensive project to date has

been its partnership with CarbonCloud, a digital platform designed to track the carbon footprint of food and drink products.

“Our goal is to map the carbon impact of every single item in our range, branded and unbranded, so we can provide customers with the information they need to make informed choices,” explained Julie.

So far, Bidfood has created initial carbon footprints for its 12,200-strong product portfolio. The project has now moved into its next phase, engaging suppliers directly. Using system-generated invitations, suppliers can review the data, provide additional product-specific information, and instantly generate recalculations for greater accuracy.

“This isn’t just about helping our customers understand the climate impact of their menus,” said Julie. “It’s also

about engaging suppliers in carbon measurement and reduction, which is critical if we want to drive real change across the value chain.”

Setting Science-Based Targets

In parallel, Bidfood is re-baselining its entire corporate carbon footprint in preparation for submitting emissions targets to the Science Based Targets initiative (SBTi). The move underlines the company’s commitment to climate action and gives customers confidence that Bidfood’s goals are credible, measurable, and aligned with international best practice.

“This work supports our customers with their own net zero ambitions,” noted Julie. “It also enables us to engage our supply chain in a much more robust and transparent way.”

Educating Customers with Sustainability Factsheets

Beyond carbon, Bidfood has been busy creating resources to help operators better understand sustainability issues. Its series of downloadable factsheets, covering everything from food provenance to certification schemes, has proved popular with customers.

“We’ve recently added new guides on Fairtrade, Rainforest Alliance certification, and rice sustainability,” Julie explained. “They’re designed to raise awareness and provide accessible information on complex topics - helping our customers make decisions that align with their values and those of their guests.”

The wholesaler has also been spotlighting the growing issue of water scarcity in supply chains, encouraging suppliers to sign up to WRAP’s Water Roadmap. To date, eight suppliers have pledged their commitment, a small but significant step toward wider industry collaboration.

Tackling Food Waste with Practical Tools

Food waste remains one of the most pressing challenges for hospitality businesses, with huge implications for both the environment and profitability. Recognising this, Bidfood recently launched its own food waste recipe guide.

“Food waste is often discussed in abstract terms; tonnage, carbon impact, financial loss - but for individual operators, these figures can feel overwhelming,” Julie said. “We wanted to create something practical and engaging that customers and employees could use straight away.”

The guide offers creative recipes for commonly wasted ingredients, such as bread and vegetables, with contributions from both Bidfood chefs and office staff. It has been complimented by the company’s ongoing Unlock Your Menu campaign, which includes a dedicated section on food waste avoidance, as well as promotion of WRAP’s Guardians of Grub resources.

Balancing Long-Term Goals with Daily Realities

For a business operating in a low-margin sector, marrying long-term sustainability ambitions with daily operational pressures is no small feat. Julie is candid about the challenge.

“If I could answer the question of perfectly balancing day-to-day operational demands with long-term environmental goals, I could retire early,” she laughed.

“It’s the tension everyone in this space faces. Sustainable alternatives often cost more, and with rising wages and a cost-of-living crisis, many of our customers simply can’t absorb additional costs.”

To navigate this, Bidfood has embedded sustainability into its wider strategy through a combination of sourcing policies, subject matter experts in each functional area, and a governance structure that ensures accountability at senior leadership level.

“We prioritise action in areas that are materially relevant to both our business and that of our customers,” Julie explained. “Our sustainability team acts as the conscience of the business, we help establish KPIs and targets that keep us on track with long-term issues that might not feel urgent day-to-day but are absolutely vital for the future.”

A Partner for the Hotel Sector

For hotels looking to strengthen their sustainability credentials, Bidfood’s work offers both inspiration and practical support. With detailed product carbon data, accessible educational resources, and a strong commitment to responsible sourcing, the wholesaler is positioning itself as a key ally in helping the sector meet its environmental goals.

“We know the hotel industry is serious about reducing its environmental impact,” Julie finished. “Our role is to provide the tools, data and products that make that journey easier, without compromising on quality or competitiveness.”

As sustainability continues to rise up the hospitality agenda, Bidfood’s proactive approach highlights the critical role suppliers play in shaping a more resilient, responsible foodservice industry.

SLEEP, UPGRADED

To offer the best guest experience… Check in with Simba’s contract mattresses.

Following the huge success of their critically acclaimed Hybrid® range, sleep experts Simba extended their award-winning mattress tech to the hospitality sector in 2024. And it’s been going like a dream according to Keri Blunden, Simba’s Head of Wholesale and Contract Sales. Having partnered initially with leading hospitality brands such as Wilderness Reserve, the Ellen Kensington, Woodlands in Glencoe, and Terra di Gaya in Corsica, Keri comments “We’ve been delighted to work with some amazing new partners this year such as The Townhouse in Leith. These beautiful hotels and locations echo our commitment to superb comfort and five-star service, while embracing high standards of sustainability”.

Resting easier with Simba

While mattresses are definitely a key factor in guest comfort, they’re also a huge investment for hosts and owners. So, working with Simba, the world’s most five-star rated mattress brand*, can help everyone rest easier. As the happy owner of The Townhouse Leith, a family-run, boutique aparthotel in Edinburgh, observes “We did a lot of research before deciding on the Simba Pro contract mattresses… It has proven to be the right decisionour guests rave about how comfortable they are, and many ask where we got them. One guest told us she’d had the best night’s sleep of her life!”

Simba has also proved a huge success at Woodlands, a collection of modern, luxury lodges near Glencoe; the finer details of their guest experience really resonated with independent reviewer The Hotel Guru: “Egyptian cotton sheets, super-comfy mattresses and breakfast delivered to your door. A romantic highland hideaway”.

Unique room service

So, what is it that makes Simba mattresses so ideal for the hospitality sector? Crucially, Simba’s contract designs mirror the high standards this much-loved brand adhere to in their main direct to consumer range, using the same patented innovation to help their customers sleep deeper, longer and cooler. As Keri Blunden explains, “Hoteliers and hospitality brands feel safe in the knowledge that, thanks to our unique patented technology, our mattresses are designed to feel superbly comfortable for all body shapes and sleep styles”. It also probably explains the amazing 350k+ 5-star reviews the brand has already earned.

The team at Simba developed three contract designs that deliver their signature, high-tech comfort and broad appeal, reflecting different price points as well as Simba’s ongoing commitment to sustainability; all three are rodedged for durability and hand-tufted to allow glue-free construction for maximum recyclability. Across the range, each mattress showcases the best of Simba’s signature technology – like their patented titanium alloy Aerocoil® micro springs, which are conical in shape to offer pinpoint support, reduce partner disturbance and enhance pressure relief to parts of the body (like shoulders and hips). Simba’s technologies, materials and production processes are consistently aligned with key hotel regulations, presenting guests with the most comfortable, memorable sleep experience, in a way hoteliers can really trust.

The Hybrid® Luxe Contract Mattress is Simba’s deepest,

most sumptuous contract design. It aligns with the most luxurious of interiors, with nine layers of plush cushioning and superb pressure relief and up to 4,500 of Simba’s unique Aerocoil® micro springs. Featuring eight premium comfort layers and a lower spring count, the Hybrid® Pro Contract Mattress is designed to offer exceptional comfort but at a lower price point, making Simba’s transformative sleep tech accessible to a wider variety of guests. Meanwhile Simba’s Green Label Contract Mattress is designed to offer planet-conscious plushness; it draws on natural wool for soft but resilient cushioning, alongside up to 2,500 Aerocoil® micro springs and a deep layer of natural, sustainably sourced latex renowned for its soothing elasticity and breathability.

What’s next on the menu?

From private rental to luxury resort, Simba are excited to continue adding hospitality partners to their roster, whether via their three existing contract designs or through bespoke creations for clients keen to tailor their mattresses to their own preferred décor or spec. Keri comments, ‘’As one of the UK’s bestselling retail mattress brands, we’re perfectly positioned to help the hospitality sector give their guests a superb night’s sleep.”

Interested in finding out more? Please reach out to wholesale@simbasleep.com

IN CONVERSATION WITH

Catherine Morris, Managing Director at Tradelinens, as we take a deep dive into how the brand is transforming the guest experience.

Tradelinens has built a strong reputation in the hospitality sector – how do you see the brand’s role evolving as guest expectations for comfort, sustainability, and luxury continue to rise?

We’ve been supplying luxury hospitality for decades, so we’ve witnessed first-hand how guest expectations have evolved - and we’ve evolved right alongside them. Comfort, sustainability, and luxury are no longer nice-to-haves, they’re essential, and our role is to help hoteliers deliver all three seamlessly. Everything we design is about elevating the guest experience, because we know that memorable stays are what set our clients apart. Whether it’s in-room dining table linen, bespoke embroidery, robes for children, or even for dogs, our product development always starts with the hotelier’s needs and the guest experience in mind.

Hoteliers are constantly balancing operational efficiency with the desire to offer a memorable guest experience. How does Tradelinens support hotels in achieving both?

This balance is at the heart of what we do. We believe products should be as practical as they are beautiful. Every item we produce is designed to withstand the rigours of commercial laundry, so hoteliers can trust that they’ll last, look impeccable, and deliver a consistently luxurious feel for guests. From creating bespoke pillow menus to advising on embroidery designs, our expertise ensures that hotels don’t have to compromise between efficiency and guest delight.

Sustainability is now a key decision factor in procurement. Could you share how Tradelinens is innovating in responsible sourcing, product longevity, and circularity within the textile industry?

For us, sustainability has never been about following a trend, it’s always been fundamental to the way we work. We partner with mills that share our values, using responsibly sourced fibres like BCI cotton, and working with environmentally conscious dyeing and finishing processes.

Longevity is also crucial: our products are made to last, reducing waste and the need for constant replacement. And we’re continuously exploring new ways to lessen our impact, from sourcing innovations to circular solutions.

From boutique hotels to global chains, linen needs can vary widely. How does Tradelinens tailor its approach to different segments of the hospitality market?

Flexibility is one of our greatest strengths. Our extensive product range allows hotels to select specifications that suit their brand and their guests - whether that’s a specific thread count, a feather and down blend, or a bespoke embroidery that enhances the brand identity. For larger clients, we manage forecasting, stock replenishment, and shipment schedules in both the UK and internationally. At the same time, our longstanding supplier relationships mean we can source bespoke sizes, constructions, or entirely new products to meet unique requirements. With over 90 years of combined experience in our team, we’re able to advise every client on the solutions that will truly work best for them.

tradelinens.co.uk

^THE PLATFORM BUILT BY PEOPLE WHO KNOW THE INDUSTRY BECAUSE WE’VE LIVED IT.^

by Malcolm Jull, Chief Executive Officer

MAKE OR BREAK

When the Fit Isn’t Right: The Overlooked Factor That Can Cost Hotels Thousands.

In a world where guest experience is everything, hoteliers spend vast amounts of time and money curating the perfect night’s sleep, investing in quality mattresses, sustainable materials, and standout design. But behind the plush duvets and crisp linen lies a detail that’s often overlooked: the installation itself. Increasingly, operators are discovering that poor bed installation can quietly erode both profit and reputation. Rooms left out of service, frustrated housekeeping teams, and guests who simply don’t rest well, all can stem from an installation that wasn’t done properly.

According to Silentnight Contract, one of the UK’s leading hospitality sleep specialists, this issue is becoming more common as some providers treat hotel deliveries like standard home drop-offs. “Installing beds in an operational hotel is a completely different challenge,” explains a Silentnight spokesperson. “You’re working around guests, service lifts, tight schedules and multiple room types. It requires experience, precision, and care.”

One hotelier recently shared how choosing a budget installer led to nearly twenty rooms being fitted incorrectly. The rework meant paying twice - once to fix the problem, and again in lost revenue from unavailable rooms. It’s a costly mistake that’s easily avoided.

Silentnight Contract’s approach is built on the

opposite philosophy. The brand has developed specialist hospitality service teams trained specifically for hotel environments. Every installer understands the pressures of working discreetly, coordinating with on-site teams, and maintaining exacting brand standards across every room.

It’s not just about convenience. A properly installed bed performs better, lasts longer, and maintains comfort over time, helping reduce guest complaints and protecting longterm investment. “It’s the kind of behind-the-scenes detail that can make or break consistency across a portfolio,” says Silentnight.

With decades of experience supporting the UK’s leading hotel brands, Silentnight Contract has seen first-hand how getting the small things right elevates the overall guest experience. In an industry where reputation rests on reviews, attention to detail is more than operational, it’s strategic.

As more operators focus on enhancing sleep quality as part of the guest offer, the message is clear: don’t overlook the installation. Because when the fit isn’t right, everything else can come undone.

For more on Silentnight Contract’s hospitality expertise, visit silentnight.co.uk/hospitality.

REVOLUTIONISING HOUSEKEEPING

A breakthrough for hotel operations, thanks to ADA Cosmetics.

Running a hotel is tougher than ever. Staff are stretched thin, guests expect perfection, and sustainability has become a business necessity. For hotel managers, this means finding solutions that save time, reduce costs, and demonstrate responsibility without compromising quality. ADA Cosmetics Refillution, the world’s first automatic refill system for hotel cosmetics, does exactly that. Developed by ADA Cosmetics, this patented innovation makes housekeeping easier, ensures full compliance with hygiene and safety standards, and delivers measurable sustainability results.

Imagine your housekeeping team

It’s early morning and every room must be ready before check-in. Instead of juggling bottles, pouches, or messy refills, housekeepers simply connect a SmartCube. In seconds, dispensers are automatically refilled — no spills, no stress, no delays. Your staff saves valuable time, reduces physical strain, and can focus on what matters most: creating an outstanding guest experience.

Less waste and more savings

ADA Cosmetics Refillution is built for efficiency. By refilling directly from 10-liter SmartCubes that are completely empty, hotels cut plastic waste by up to 95% and liquid waste by up to 30%. On average, this means 4.5 kilograms of plastic saved per room, per year. For a 200-room hotel, that’s nearly a ton of plastic saved annually — a powerful contribution to the circular economy and a clear proof point for your CSR and ESG reporting.

Hygiene and compliance you can trust

Sustainability should never come at the expense of safety. Independent testing by Rhein-Waal University (2023) confirms that properly performed refills pose no hygiene risk. With Refillution, every refill cycle is executed in medical-grade quality: residue-free, safe, and contamination-free. Each SmartCube and dispenser is equipped with a unique Data Matrix code, ensuring full traceability and guaranteeing that only compatible units can be connected. The system meets and exceeds the strict

requirements of European safety standards — giving you complete peace of mind.

A benefit for your guests

Guests increasingly demand visible sustainability efforts without sacrificing comfort or hygiene. With ADA Cosmetics Refillution, they enjoy a spotless, professional in-room experience while knowing that your hotel is actively reducing waste. This enhances guest trust and strengthens your hotel’s reputation as a responsible, forward-looking brand.

Clear advantages for your hotel

• Save time with fast, automated refills

• Reduce costs through 30% less product waste

• Cut up to 95% of plastic waste

• Ensure hygiene and regulatory compliance

• Demonstrate measurable sustainability impact With its patented technology, recyclable SmartCubes, and unmatched focus on hygiene and traceability, ADA Cosmetics Refillution sets a new benchmark in hotel cosmetics.

See how much time, waste, and stress your hotel could save with Refillution. Learn more at www.ada-cosmetics.com/dispenser-solutions/refillution

WE DO NAD+

EMPOWERING BRANDS TO UNLOCK HUMAN POTENTIAL

SCAN TO START

With a presence in over 40 countries, we leverage our proprietary NAD+ formulation (first registered in 1974) to deliver best-in-class IV infusion protocols, diagnostics, and supplementation. By working closely with the world’s leading WellTech organisations, we enable top tier hospitality and wellness brands to become gold-standard longevity hubs and human performance centres.

IT’S A LIFESTYLE

METT Marbella.

In this day and age, in order for a hotel to stand out, offering unique experiences and amenities is an absolute necessity, and at METT Marbella, they do just that. The vibey hotel is perched gracefully on the golden stretch of the Costa del Sol, but METT Marbella-Estepona is more than just a hotel, it offers guests an invitation to immerse themselves in Mediterranean living.

My recent stay at this five-star lifestyle resort revealed why it has quickly become one of Spain’s most coveted destinations. Seamlessly blending Andalusian charm with modern sophistication, METT is a place where days flow effortlessly between sun-soaked relaxation, culinary exploration, and moments of indulgence.

After a 45-minute journey from Málaga Airport, I arrived at METT Marbella-Estepona to a warm welcome. The open, airy design embraces terracotta tones, soft linens, and hand-woven textures that instantly make you feel both at home and somewhere special.

Upon checking into the sea-view room, complete with a private-shared pool, the Mediterranean influence was obvious. The room was complete with blue hues and warm natural woods, and provided ample space to relax.

METT caters to every type of traveller, with 249 rooms and suites, the hotel can be a perfect getaway for romantic couples or groups of friends. Central to the quirky design is the 41sqm pool, which has a resident DJ set during the afternoons, offering guests a fun and lively beach club vibe.

What I found to be one of METT’s greatest pleasures was the dining experiences they had to offer, where each venue takes you on a journey around the Mediterranean without leaving the resort.

At Isola Ristorante Italiano, amongst the chic interiors and beside the pool, I enjoyed freshly made pasta and crisp Italian wine. The menu offered an array of dishes each rooted in Southern Italian tradition, elevated with a modern twist.

Offering something vastly different, the resort’s Greek restaurant, AMMOS, closer to the beach, transported me to the Aegean with sharing platters of grilled seafood, tzatziki, and orzo pasta.

For a taste of Spain itself, El Bar De Lola offered a tapas experience as vibrant as any found in nearby Marbella. I

enjoyed plates of jamón ibérico, croquettes, and padron peppers, paired beautifully with Spanish wines and the option for an array of quirky cocktails.

Then, for days by the sea - if dining was a highlight, the Azure Beach Club was the heart of daily life. You can enjoy the menu by the infinity-style pool, private cabanas, and uninterrupted sea views as well as on the beachfront itself and it offered a setting that was both social and serene. The menu was a stand-out for me, offering unbeatable pan-Asian, made up of delicate sushi platters, chicken gyozas, and Japanese chicken burgers, all best enjoyed with a cocktail in hand as the DJ set the soundtrack to the afternoon – not a care in the world!

Balance is at the core of METT Marbella, and nowhere was this clearer than at the MOI Spa. Heart of the lifestyle hotel, opened in 2024, this tranquil retreat is where guests can go to really slow down. The dimly lit heated pool and the rainfall soundtrack allows its visitors to completely surrender to relaxation, before gearing up ready for an evening full of buzz around the resort.

Fitness enthusiasts are equally catered for with the RAISE gym, a state-of-the-art wellness space filled with natural light. Whether it was a morning yoga session or strength training, the focus was always on feeling good rather than just working out, and this is a refreshing philosophy that’s echoed across the property.

What sets METT Marbella apart is its ability to foster connection. Whether through shared plates at AMMOS, conversations sparked by the lively pool, or the sense of belonging created by its thoughtful design, the resort is built for people who value community and a real, memorable experience.

It is no surprise that METT is part of Sunset Hospitality Group, known for creating lifestyle destinations that go beyond the conventional hotel experience. In Marbella, that philosophy is evident in every detail, from the sustainable materials in the rooms to the eclectic dining choices and the effortless sense of play woven through the guest experience.

With the perfect balance of style, soul, and sophistication, I can confirm that METT MarbellaEstepona isn’t just a place to stay, it’s a destination that lingers long after you leave!

STRENGTHENING RESILIENCE

In a fast-paced industry where incidents are inevitable, Chief Executive at UKHospitality, Allen Simpson, explains how UKHospitality’s new Food Incident Guide provides expert-backed support to help businesses respond quickly, stay compliant, and protect customers.

It goes without saying that successful hospitality venues are busy working environments in which incidents will happen.

To mitigate and manage those incidents – and help prevent them in the first place – our justpublished Food Incident Guide is your new best friend.

Exclusive to UKHospitality members, the comprehensive 57-page document sets out how hospitality businesses should respond to incidents at their venues, outlining what their responsibilities and legal obligations are when it comes to such occurrences.

Food Alert – a leading name in food safety and health and safety – has sponsored the Food Incident Guide, which features expert advice on a wide range of likely incidents.

Many of you will be familiar with loss of power and water supply challenges, spills, breakages, even suspected food crime. Then there’s having to stay on top of enforcement, allergens, customer complaints, flooding…the list goes on.

But having the UKHospitality Food Incident Guide to hand provides operators with a vital tool that can help them react to and deal with whatever is thrown at them quickly and efficiently, while at the same time complying with their legal requirements.

Importantly, key parts of the guide include assured advice under our primary authority partnership with Cornwall County Council.

This means that hospitality businesses following the guidance can be certain that they’re compliant legally, while

the guide is also recognised as the leading document governing incidents in our sector.

Speaking at UKHospitality’s recent Serving Britain: the future of food seminar, Food Alert managing director Fraser Parramint said: “As food safety partners of UKHospitality, we are pleased to have collaborated on a second guide designed to support hospitality businesses.

“The Food Incident Guide offers clear, actionable steps that empower teams to respond confidently and compliantly to a wide range of scenarios, based on our 30-plus years of hands-on experience.

“In high-pressure environments like hospitality, having structured, expert-led guidance is critical — not just for legal compliance, but for maintaining customer trust and business continuity.”

Thousands of hospitality businesses are having a torrid time right now, but we’re determined to continue providing support that helps address incidents that will almost certainly afflict them at some point.

For more on the new guide, please visit https://www. ukhospitality.org.uk/guidance/food-incident-guide/

You can find several other documents available to UKHospitality members, on subjects from allergen guidance and packaging to the Employment Rights Bill and visitor levies.

Please take a look. You might find something that saves you time, money and hassle.

Allen Simpson, Chief Executive,

UKHospitality

A SHOWCASE OF EXCELLENCE

An evening that always makes us proud to be a part of the incredible industry that is hospitality, we attended the AA Hospitality Awards 2025 and shine a light on the worthy winners, as well as the phenomenal event itself.

London’s JW Marriott Grosvenor House played host to one of the most prestigious nights in the British hospitality calendar on 22 September, as the AA Hospitality Awards 2025 brought together more than 960 guests to honour the very best hotels, restaurants, spas, and individuals shaping the future of the industry.

Organised by AA Hotel & Hospitality Services, the ceremony was hosted by television and radio favourite Vernon Kay who did a stellar job. Across 18 categories, the awards highlighted creativity, innovation, and excellence in every corner of the UK’s hospitality sector.

One of the most anticipated accolades, AA Chefs’ Chef of the Year 2025, went to Gareth Ward of Ynyshir. Renowned for his bold, boundary-pushing style and Japaneseinfluenced Welsh cuisine, Ward was deeply moved by the peer-voted award:

“It’s super humbling – I’m blown away. My name has been up there a few times, but you don’t ever think you’re going to win it. It means more as an award that has been voted by all my peers, as we’re all in it together and have mutual respect for each other.”

A brand-new honour, the AA Rising Star Award, was presented to Nataliia Maiseionok, Sommelier at Fischer’s Baslow Hall. Since relocating from Ukraine in 2022, Maiseionok has made remarkable strides in her career, progressing from waitress to sommelier through hard work and self-funded education. She described the award as “a powerful step forward” in her professional journey.

This year’s Lifetime Achievement Award was given to James Thomson OBE of Prestonfield, Edinburgh, while the Outstanding Contribution Award recognised the culinary legacy of Alain Roux and Michel Roux Jr.

Among the evening’s most notable winners:

• Hotel of the Year (England): The Cavendish Hotel, Derbyshire

• Hotel of the Year (London): 1 Hotel Mayfair

• Hotel of the Year (Wales): St Brides Spa Hotel, Pembrokeshire

• Hotel of the Year (Scotland): 100 Princes Street, Edinburgh

• Hotel of the Year (Northern Ireland): The Old Inn, County Down

• Restaurant of the Year (England): Skof, Manchester

• Restaurant of the Year (London): Joséphine, London

• Restaurant of the Year (Wales): Gorse, Cardiff

• Restaurant of the Year (Scotland): The Little Chartroom, Edinburgh

Other triumphs included The Gleneagles Hotel winning the AA Sustainable Award, Hoar Cross Hall taking Spa Hotel of the Year, and The George Inn, Somerset being named Inn of the Year.

Reflecting on the evening, Simon Numphud, Managing

Director at AA Media, commended the industry’s resilience and ingenuity:

“This celebration highlights the passion, creativity and resilience that define UK hospitality. The teams have turned challenges into opportunities, inspiring us with their innovation and dedication. Congratulations to all winners, nominees and new Rosette holders - your achievements deserve recognition today and set a shining example for the future of our industry.”

Since first introducing the star rating system in 1912, the AA has been a champion of quality in UK hospitality. The AA Hospitality Awards continue to serve as the gold standard of recognition, celebrating the people and places raising the bar across the country.

The full list of winners is available on our website - , while all restaurant award recipients and new Rosette holders feature in the newly released AA Restaurant Guide 2026, the definitive guide for food lovers across the UK. thehotelmagazine.co.uk

BEYOND THE MAGIC

The festive season is one of the busiest times of the year for hotels. Guests arrive expecting magic, sparkle, and impeccable service, yet for staff, extra hours, high expectations, and non-stop pace can quickly become overwhelming. As hoteliers, it’s vital to balance festive cheer with staff wellbeing, so that your team feels valued and energised, rather than drained. Here are five ways to foster seasonal spirit without causing burnout.

1

CELEBRATE SMALL WINS, NOT JUST BIG MOMENTS

Instead of saving recognition for an endof-season party, celebrate achievements throughout December. A heartfelt thank-you, a team-wide shout-out during briefing, or even a festive treat tray in the break room can keep morale high on a daily basis. Small acknowledgments will help staff feel appreciated in real time, rather than waiting until January to be noticed.

3

OFFER FLEXIBILITY WHERE POSSIBLE

While December and the dates around Christmas are peak season, small scheduling adjustments can make a world of difference. Swapping shifts to let someone catch a family gathering, building in short breathers, or offering an early finish after an especially tough shift signals that you care about life outside work. Christmas only comes around once a year and flexibility is often remembered long after the season ends.

5

2

BUILD FESTIVE RITUALS, NOT EXTRA WORK

Make an effort to encourage a sense of celebration with simple traditions that don’t add pressure. A Christmas-themed playlist in staff areas, a weekly festive raffle, or a “decorate your workspace” challenge can really make a difference without consuming much time. The key is to keep it light-hearted and optional, never another “task” on an already full plate.

4

PRIORITISE WELLBEING, NOT JUST PRODUCTIVITY

Encourage hydration, provide nutritious snacks, and promote regular breaks amongst your team. Even a five-minute pause with a cup of tea can reset energy levels during a demanding shift. Some hotels are introducing “calm corners” in staff areas which offer a place to recharge quietly before returning to the festive frenzy. Showing that wellbeing matters will help to build loyalty and resilience.

END THE SEASON WITH GRATITUDE

Instead of a single lavish party, consider smaller gestures of thanks spread across the season, culminating in a thoughtful wrap-up. A handwritten card from leadership, a team breakfast in January, or even a personalised message of thanks shows appreciation beyond the typical “Christmas bonus” that staff may be used to. Everyone will agree that gratitude feels more personal than glamour.

THE KEY TO SUCCESS

City centre success for BWH Hotels.

BWH Hotels GB is seeing continued success in a number of its city centre locations despite the challenges facing the wider hospitality sector.

With a focus on innovation, tailored guest experiences and strategic revenue management, the brand is outperforming market trends and setting a benchmark for city centre hospitality.

While ADR across the sector has stabilised over previous months, city centre hotels have delivered growth with revenues up 2.5% year to date driven by a 3% uplift in bookings. As always there are regional variances in performance, but it is the North West which has seen the strongest uplift with revenues up 8% on the same period prior year, with Chester and Blackpool seeing double digit growths.

While mid-scale and economy hotels are under strain, the BWH Hotels GB Revenue Team focused on optimising the leisure segment through targeted promotions over the summer months which resulted in the brand gaining market share.

Key to success has been accurately forecasting future demand so ADR can be optimised over peak nights, while putting strategies in place to drive volume where demand is expected to be low. With bedstock being a hotel’s most perishable product, BWH has been focusing on sellout efficiency, measuring the number of sell-out nights their hotels are achieving where there is a forecasted opportunity to do so.

These examples demonstrate how BWH Hotels are maximising efficiency while still delivering memorable guest experiences.

Andrew Glover, Head of Revenue at BWH Hotels GB, said: “By combining data-driven strategies, digital innovation and a relentless focus on guest experience, BWH Hotels GB and our Revenue Management team, are not just weathering the challenges in city centre hospitality - we’re outperforming market trends and setting new benchmarks for success.”

Digital performance is also contributing to growth. Website conversion rates have improved by 28 per cent, page load times are now 68 per cent faster and organic clicks are up one per cent in two months. Impressions have

risen by 18 per cent, supported by a culture of continuous testing that has already delivered seven successful changes. Social media engagement is increasing, with 15,000 new Instagram and TikTok followers gained in the past six months, BWH Hotels GB is gaining traction faster than most hotel brands in social.

Loyalty programmes also remain a key strength. BW Rewards and WorldHotel Rewards now have 64 million members globally, including two million in Great Britain.

Members have generated 112,000 stays in the past year, providing an uplift of £44,000 per hotel, an 18 per cent increase year on year. Loyalty data shows members are twice as likely to stay more than once and three times as likely to use multiple hotels.

Meetings and Events remain challenging, however, BWH Hotels has a conversion rate of double the industry average of 8 per cent, reflecting the focus on maximising value from every opportunity.

With data-driven strategies, advanced technology and personalised experiences, BWH Hotels GB is proving that city centre hospitality can thrive.

By combining operational efficiency, digital engagement and loyalty-driven growth, the brand is well positioned for continued success.

The Queen at Chester Hotel, BW Premier Collection by Best Western

LEADING WITH PRIDE

Desislava Petkova, Cluster Director of Housekeeping at Park Hyatt London River Thames and Hyatt Regency London – The Churchill, has built her career on resilience, adaptability, and a passion for people. We had the pleasure of sitting down with her to find out about her early days at Mandarin Oriental Hyde Park and how leading teams at London’s top hotels helped to shape her leadership style, and her vision for the future of housekeeping.

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

I actually started my career in the UK outside of hospitality, working in a private company. Everything shifted when I took a role as an agency supervisor at the Mandarin Oriental Hyde Park. The moment I stepped into that hotel, I knew this was where I belonged. I fell in love with hospitality straight away and realised I had found the path I wanted to follow.

Over the years I have had the chance to work in some amazing hotels, but more importantly, with people who have inspired me. Leaders, colleagues and teams from different backgrounds and cultures have all shaped how I lead today. Every experience taught me something about teamwork, resilience, and the value of service. I learned to adapt quickly, to push myself and to approach challenges with creativity.

For me, hospitality is more than service. It is about creating moments that people will remember, making experiences personal and adding that little spark that makes a guest’s stay feel special. My leadership style has been shaped by that belief, combined with a deep respect for the people I work with.

Looking back, the journey has been about resilience, adaptability and above all, passion for people. Every step and every challenge has led me here.

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

Celebrating small wins goes a long way. Recognising

someone as “Room Attendant of the Month” or simply pointing out a job well done builds pride and motivation. Those gestures create energy in the team.

Cross-training has been another game changer. When colleagues try out different roles and learn new skills, they gain confidence and start to see how their work connects to the bigger guest experience. It makes the team more flexible and stronger during busy times.

I also like involving the team when we review standards and procedures. When attendants feel they helped shape those standards, they take ownership of them. Giving people a chance to rotate responsibilities, like leading quality checks or mentoring a new hire, keeps things fresh and helps them grow.

And then there’s communication. Short daily huddles

where we celebrate wins and talk about challenges keep everyone focused and connected. At the end of the day, motivation comes when people feel valued and part of something bigger than just the task at hand.

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

The difference technology has made is huge. I still remember when room assignments were all done on paper. Now we have real-time updates, which means no waiting around for information between the front office and housekeeping.

Digital checklists have made inspections more consistent and transparent. Data is another tool we rely on, tracking guest preferences or spotting recurring issues helps us act before challenges even appear. And even something as simple as group messaging platforms has changed the way we communicate day-to-day.

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

Focus on people, stay curious and don’t shy away from challenges. Organisation and people skills are important, but growth comes when you keep learning. Patience and humility are just as valuable while empathy and respect will take you far. Fostering meaningful connections with the guests, colleagues and mentors is key to unlocking new opportunities.

Adaptability is also key. The industry changes constantly. Guest expectations shift, technology evolves and those who embrace change always stay ahead.

Finally, remember that leadership in hospitality is about service. Recognise your team, celebrate their wins and stand by them when things get tough. If you have passion and perseverance, hospitality can be one of the most rewarding careers out there.

With ongoing staffing challenges and shifting guest expectations, what strategies have you found effective in maintaining service quality and team morale?

Transparency and recognition go a long way. When resources are tight, being transparent builds trust and showing appreciation keeps spirits up. Balancing clear service standards with flexibility in scheduling also helps. It allows us to deliver consistent service while protecting the team’s wellbeing.

I have seen how powerful it is to involve the team in problem-solving. Asking for their input when workflows need improvement makes them feel valued and engaged.

Regular check-ins also matter. Quick daily huddles or informal one-to-ones highlight issues early and give us a chance to celebrate successes. A mix of transparency, flexibility, recognition and empowerment keeps both morale and service standards high.

What would you like to see evolve in hotel housekeeping over the next 1–3 years?

I would like to see more investment in people. They are the heart of hospitality and supporting their development through mentorship, training and career pathways makes a huge difference. It raises standards, strengthens retention and builds a culture where people want to grow.

I would also like to see a shift in how housekeeping is perceived. It has often been seen as just a support role, but it is actually the backbone of the guest experience. Recognising that means opening up leadership opportunities for attendants and supervisors and building real career progression.

Ultimately, I would like to see housekeeping move into a more strategic space - respected, valued, and seen as central to a hotel’s success. The people in housekeeping already shape the guest experience every day. By investing in them, we can take that impact even further.

HOSPACE 2025

A milestone moment for hospitality professionals, by

Jane Pendlebury, CEO of

HOSPA.

As we enter the final stretch of 2025, there’s one event that stands at the forefront of the UK hospitality calendar (well, certainly in my mind at least!). That is, of course, HOSPACE 2025. This year marks a significant milestone, as we celebrate the 20th edition at the Royal Lancaster London on Thursday 13th November. For two decades, HOSPACE has shone a light on insights, innovation and industry leadership, and this year, we’re set to make it even more memorable.

HOSPACE has grown into more than just a conference. It’s an opportunity for the hospitality sector’s commercial leaders to come together, learn, share, listen and shape the future. What started as a gathering focused on financial management has evolved into a platform that spans a vast array of topics, including revenue management, technology, leadership, sustainability and workplace culture. Every year, we work to ensure that the content of the event remains as relevant and forward-thinking as possible.

And this year, as ever, we’re bringing together an impressive lineup of speakers who will share valuable insights and cutting-edge strategies designed to help businesses navigate the ongoing challenges within the hospitality sector. From emerging technology trends to the ever-evolving financial landscape, HOSPACE 2025 promises to equip attendees with the tools and knowledge needed to drive their businesses forward.

The quality of speakers and thought leaders at HOSPACE is one of the key reasons the event has become so successful, ensuring that the conversations at HOSPACE are not just about tackling the problems of today, but also about shaping the future of hospitality. And this will be the case again this year, as ever.

One of the most eagerly anticipated segments of the event that’s been a comparatively recent addition since we’ve moved to the Royal Lancaster is the Inspirational Leader Awards, which will be presented during our evening gala dinner. The awards celebrate individuals who have gone above and beyond in their contributions to the hospitality industry, whether through leadership, innovation, a commitment to sustainability or other noteworthy endeavour. The awards serve as a testament to the remarkable people who make our industry thrive, and it’s a wonderful way to honour their hard work and dedication.

And as we mark this landmark year, we also take a

moment to reflect on the journey that HOSPACE has taken since its inception. Over the years, we’ve seen the event grow not only in size but in the diversity of topics and the calibre of contributors. This evolution reflects the dynamic nature of the hospitality industry itself. We’re no longer just talking about financial strategies – we’re discussing everything from the latest in AI to the role of sustainability in shaping future business models.

The energy surrounding this year’s event is palpable, and I can’t wait to join the hundreds of hospitality professionals who will gather at the Royal Lancaster London in November. Whether you’re seeking new insights, valuable networking opportunities or inspiration from some of the industry’s brightest minds, HOSPACE 2025 is the place to be.

As always, we look forward to seeing you there and continuing to support the incredible work being done across the hospitality sector.

Jane Pendlebury is the CEO of HOSPA – the Hospitality Professionals Association. For more information and to register for HOSPACE 2025, visit www.hospace.org

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