Hotel September 2026

SEPTEMBER 2026

THE LEADING PROFESSIONAL JOURNAL FOR HOTELIERS

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EDITOR’S NOTE

September 2026 A

s the hospitality industry continues to evolve at pace, one theme runs consistently through this month’s issue: the balance between innovation and intuition. In an era defined by rapid technological advancement, shifting workforce expectations and ever-more discerning guests, the question is no longer simply what we can offer, but how seamlessly we can deliver it.

Our technology feature this month explores a question many hoteliers are quietly asking: where are we now with hotel apps? For years, brands have invested heavily in developing their own platforms, promising convenience, personalisation and control at guests’ fingertips. Yet the reality is shifting. Today’s hotel guest increasingly values frictionless experiences that require minimal effort, no downloads, no logins, no barriers. The challenge for operators is clear: how do we retain the benefits of digital innovation while removing the friction that can come with it? It’s a conversation that speaks to a wider truth across the industry - technology must enhance the guest journey, not complicate it.

Alongside this, we turn our attention to one of the most pressing issues facing hospitality today: staffing. In our Essential 5, we share practical ideas to help reduce burnout without increasing payroll, because while budgets may be tight, the cost of disengaged teams is far greater. Supporting staff wellbeing is no longer a ‘nice to have’; it is fundamental to operational success, guest satisfaction and long-term retention. As expectations around workplace culture continue to shift, so too must the strategies we use to support those at the heart of our industry.

Another defining trend explored in this issue is the rise of brand partnerships as a core part of the guest experience.

Our feature examines how collaborations with consumer brands are reshaping what guests notice, and remember, about their stay. Increasingly, it is the Dyson hairdryer, the Le Labo toiletries or the Peloton bike that leaves a lasting impression, rather than traditional markers of luxury. These partnerships are no longer peripheral; they are strategic tools for differentiation, storytelling and connection in an increasingly competitive market.

Elsewhere in the issue, we sit down with Nuno César de Sá, General Manager of Grantley Hall, for our latest In the Hot Seat, gaining insight into his leadership approach and ambitions for the North Yorkshire property. We also spotlight Ham Yard Hotel as our Hotel of the Month, celebrating its distinctive design, vibrant atmosphere and enduring appeal.

Alongside these features, you’ll find all of our regular industry insights, expert commentary and brand perspectives.

Enjoy the read!

Jade Evans, Editor-in-Chief © 2026 Cogent Multimedia Limited, 1st Floor, Saphir House, 5 Jubilee Way, Faversham, Kent, ME13 8GD. No part of this magazine may be reproduced or stored in a retrieval system or transmitted in any form – electronic, mechanical or physical – without express prior permission and written consent of the publisher. Contributions are invited and when not accepted will be returned only if accompanied by a fully stamped and addressed envelope. Manuscripts should be type written. No responsibility can be taken for drawings, photographs or literary contributions during transmission or in the editor’s hands. In the absence of an agreement the copyright of all contributions, literary, photographic or artistic, belongs to Cogent Multimedia Limited. The publisher accepts no responsibility in respect of advertisements appearing in the magazine and the opinions expressed do not necessarily represent the views of the Publisher. The Publisher cannot accept liability for any loss arising from the late appearance or non publication of any advertisement.

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CONTENTS

12 Cover Story

This month we showcase the iconic Pan Pacific London on the cover and reveal details on the venue and its future plans in our newly-introduced Cover Story segment.

19 Technology

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With guests continuing to demand frictionless experiences, we look at where we’re at with hotel apps.

38 Hotel of the Month

This September we feature Tim and Kit Kemp’s Ham Yard Hotel and explore the urban playground in Soho.

43 Staff

In our Essential 5, we share five ways to reduce burnout amongst staff without increasing payroll.

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56 Brand Partnerships

As guests increasingly remember the Dyson hairdryer, Le Labo toiletries or Peloton gym more than thread count, we explore how consumer brands have become part of the guest experience and why hotels are using partnerships to create differentiation.

69 Hotel Magazine Awards

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Editor-in-Chief

Administration Manager

Head of Business Development

Design and Production

Jade Evans jevans@thehotelmagazine.co.uk

Jazmine Davis jazmine@thehotelmagazine.co.uk Tel: 01795 509 105

Account Manager Harrison Hume hh@cimltd.co.uk Tel: 01795 509 105

Marketing Manager Lucas Payne lucas@cimltd.co.uk

Natalie Woollin admin@cimltd.co.uk

Grant Waters grant@cimltd.co.uk

James Taylor james@cimltd.co.uk

Head of Digital

Xhulio Bishtaja digital@cimltd.co.uk

Social Media Manager

Head over here to find out all the latest details on the 2027 HMA’s, including new sponsors and the incredible new venue!

Credit Facilities Manager Gwen Lee creditcontrol@cimltd.co.uk Tel: 01795 509 103

Director

Declan Wale declan@thehotelmagazine.co.uk Tel: 01795 509 112 Tom Woollin tom@cimltd.co.uk

Managing Director John Denning

Lily Lawson socials@cimltd.co.uk

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COVER STORY

Pan Pacific London 80 Houndsditch, London.

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s the first European property for Pan Pacific Hotels Group, Pan Pacific London entered one of the world’s most competitive hospitality markets with a clear ambition: to bring the warmth and refinement of Asian hospitality to the heart of the City. The result is a hotel that balances global perspective with a deep sense of place, offering guests not just a stay, but a meaningful connection to London.

Located on Bishopsgate, the hotel features 237 guest rooms, including 42 suites and a signature Pan Pacific Suite, alongside a collection of restaurants, bars and wellbeing facilities designed to serve both guests and the wider community. From the outset, the vision has been to create an experience rooted in kindness, humility and thoughtful luxury, an ethos that continues to guide every decision across the business.

A culture-led approach to leadership

At the heart of Pan Pacific London’s success is a strong belief in culture as a driver of performance. For the leadership team, the challenge has been balancing rising guest expectations with the need to ensure colleagues feel supported and empowered.

As the General Manager Anne Golden explained: “Leadership isn’t about having all the answers; it’s about being visible, honest and creating an environment where people can thrive. When people feel trusted, appreciated and psychologically safe, they naturally create exceptional experiences for our guests. The commercial results naturally follow.”

This people-first philosophy underpins the hotel’s approach to both guest experience and business

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Anne G olden performance, reinforcing the idea that engaged teams are the foundation of long-term success.

Positioning for a new era of luxury

In a market where high-end design and service are now expected, Pan Pacific London is focused on delivering something deeper: emotional connection and authenticity.

The hotel positions itself within a new era of luxury, where

COVER STORY

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COVER STORY

guests are seeking reassurance, personalisation and a sense that their stay is truly worthwhile.

Rather than simply attracting new visitors, the strategy is centred on building trust and loyalty - encouraging repeat stays through consistently seamless and memorable experiences. This approach has proven effective, with returning guests and long-term relationships seen as the ultimate measure of success.

Delivering meaningful guest experiences

While technology plays an important role in streamlining operations, Pan Pacific London is clear that hospitality remains a fundamentally human business. Innovation is used to enhance, not replace, the personal interactions that define a stay.

Recruitment focuses on qualities such as kindness, humility and attention to detail, ensuring that service feels intuitive and genuine. Personalisation, meanwhile, is driven less by data and more by observation, recognising small details and creating moments that resonate long after check-out.

This emphasis on people and culture has also been recognised externally, reinforcing the hotel’s commitment to investing in its team as a key differentiator.

A destination beyond the guestroom

Pan Pacific London’s food, beverage and wellbeing offering plays a central role in its identity as a destination hotel.

Straits Kitchen brings together Western techniques with South-East Asian flavours, while Ginger Lily Bar & Lounge offers a relaxed yet refined space for cocktails and socialising.

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Alongside its dining venues, the hotel’s SENSORY Spa & Wellbeing floor provides a holistic retreat within the city, complete with an infinity pool, treatment rooms and dedicated wellness spaces. These facilities are designed not only for overnight guests, but also to attract local visitors, creating a vibrant, all-day destination.

Meetings and events are another key pillar, with a range of flexible spaces including the technologically advanced Pacific Ballroom, reinforcing the hotel’s appeal to corporate and social clients alike.

In the future

As Pan Pacific London moves into its next phase, the focus is on refinement and evolution. Having spent its first years learning from guest feedback, the hotel is planning enhancements across its food and beverage offering, wellbeing facilities and guest rooms.

There is also a continued emphasis on storytelling, bringing the history of the city to life through curated cultural experiences, including guided explorations of London’s rich heritage.

At the same time, investment in people remains central, with ongoing development programmes designed to nurture talent and sustain the culture that has defined the hotel’s success to date.

Ultimately, what excites the team most about the future is not just the evolution of the product, but the growth of its people, ensuring that Pan Pacific London continues to shape the future of luxury hospitality through connection, care and a genuine sense of belonging. panpacific.com

No guest left behind As an integrated marketing agency, we use our DBX™ methodology to align creative, technology, and performance, transforming fragmented digital journeys into measurable increases in direct revenue growth.

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Technology

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TECHNOLOGY

Hotel Apps at a Crossroads Once seen as the cornerstone of digital guest experience, hotel apps are being redefined as traveller behaviour shifts towards frictionless, no-download interactions. As expectations evolve, the industry is rethinking whether apps still hold value – we explore where we’re at with hotel apps.

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or a time, the hotel app was positioned as the cornerstone of digital guest experience – a one-stop hub for check-in, room controls, service requests and local recommendations. Major brands invested heavily, racing to place everything a guest might need into the

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palm of their hand. Now, as consumer behaviour evolves, so too do expectations – we’re seeing that today’s traveller is less willing to download yet another app for a one-off stay, instead favouring seamless, intuitive interactions that require no commitment at all.

TECHNOLOGY

This shift is forcing the industry to reassess the role of the hotel app. Is it still a valuable touchpoint for loyalty and personalisation, or has it become an unnecessary layer in an experience that should feel effortless? As technology continues to advance, hotels are navigating a delicate balance between functionality and friction – rethinking not just what apps do, but whether guests want them at all.

The Marriott Bonvoy app has evolved from a booking and account-management tool into a travel companion supporting the wider journey. Members can explore and book stays, save potential trips and manage their membership, while connecting with a broader travel ecosystem where points can unlock hotel stays and memorable experiences.

Andrew Watson, Chief Commercial Officer for Marriott International, Europe Middle East and Africa (EMEA), recognises that technology should reinforce human-led hospitality, not replace it. He said, “We see technology as a way of removing friction from the guest journey, allowing our associates to focus on the moments that matter most.

At the same time, guest preferences differ, which is why choice is so important. Some guests want to check in, access their room and manage their stay digitally, while others value more face-to-face interaction. Our aim is to offer both, giving guests the flexibility to experience Marriott in the way that suits them best, while ensuring personalised service remains at the heart of what we do.”

Andrew believes that the future will increasingly be shaped by personalisation and conversational AI. Ask Bonvoy, currently in beta in US English for a subset of users, allows travellers to search using natural language, including their trip purpose, preferred location or desired amenities. “Feedback from the beta will help us refine the experience ahead of a planned broader global rollout,” he said.

When it comes to advice for hotel operators looking to invest in digital guest experiences, and how to differentiate a truly successful hotel app, Andrew recommends starting with a genuine guest need rather than the technology itself. “Digital functionality must also integrate effectively with hotel operations and create value for both guests and associates. As technologies such as AI evolve, reliable firstparty information, responsible governance and a measured approach to testing and learning will be essential,” he added.

Recognising that guest-facing technology has evolved from a collection of individual digital touchpoints into a connected platform that supports the entire guest journey, Wyndham Connect, the company’s white-label guest engagement platform built by Canary Technologies, is embedded from the moment a booking is confirmed and continues throughout the stay.

The platform now plays a central role in the guest experience, enabling mobile check-in and check-out, www.thehotelmagazine.co.uk

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automated guest messaging, AI-powered translation, digital tipping, rewards access, upselling opportunities and voiceassisted support.

Dimitris Manikis, President EMEA, Wyndham Hotels & Resorts, said, “At the same time, it helps hotels operate more efficiently by reducing pressure on front desk teams while creating additional revenue opportunities.” This reflects a broader shift in hospitality, where technology is expected not only to improve convenience for guests but also to make hotels easier to run and more profitable for owners.

Looking at which features of the Wyndham app have had the biggest impact on guest satisfaction, Dimitris sees that convenience continues to be one of the biggest drivers of guest engagement – he said, “Mobile check-in and check-out have become especially valuable tools, enabling travellers to move through key stages of their stay more efficiently and on their own terms.

“By removing friction from the arrival and departure experience, these features align closely with growing expectations for speed, flexibility and self-service. At Ramada by Wyndham, The Hague Scheveningen, digital check-in adoption has reached nearly 70%, while 42% of guests at Ramada Encore by Wyndham NewcastleGateshead now choose to check in via their mobile device” He continued, “AI-powered guest messaging has also resonated strongly, particularly because guests can communicate with hotels in their own language through translation capabilities and receive answers quickly

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through chatbot functionality. Digital tipping, rewards access and the ability to add extras to a stay further enhance convenience by bringing key services together in a single platform.”

When getting the balance right between technology and the human touch, we know that the most effective digital tools are those that enhance hospitality rather than replace it. By streamlining routine tasks such as check-in and guest communications, platforms like Wyndham Connect help hotel teams dedicate more time to delivering the personalised service and genuine hospitality that guests continue to value most.

Artificial intelligence (AI) also helps hotels better understand individual guest preferences and behaviours, enabling more relevant communications, offers and loyalty engagement.

Dimitris said, “By analysing booking behaviour and customer data, integrated AI systems can support tailored promotions and more relevant offers, creating a more personalised experience. At properties such as Super 8 by Wyndham Durham, this technology is already being used to deliver targeted promotions to loyal guests and dynamically tailor marketing based on previous booking habits.”

In line with the discussion around the decline of standalone hotel apps, Agilysys argues their role is not diminishing, but becoming more intelligent, connected and commercially impactful.

Frank Pitsikalis, SVP, Product Strategy and Chief Marketing Officer at Agilysys, believes the next generation

TECHNOLOGY

of hotel apps will move far beyond simple booking tools to become centralised experience platforms. “Guest apps will allow the guest to not only book their room but their full experience – dining, golf, spa, whatever they are interested in – all in one place,” he explained. “The app will access an intelligent guest profile that already knows the guest, their history and their interests.”

This shift is being powered by AI and deeper system integration, enabling apps to anticipate needs rather than simply respond to them. “AI-enhanced software behind the app knows the guest’s food preferences or allergies… and it knows they prefer an early tee time,” said Frank. “All of these entitlements can be suggested by the app and the guest does not have to switch platforms.”

Crucially, this evolution is not just about convenience, but revenue. By surfacing personalised upgrades and add-ons at key moments, apps are becoming powerful commercial tools. “Hotels can offer targeted upgrades, early check-in, late checkout, and add-ons during the mobile check-in journey,” he noted. “Upsell offers surface at a high-intent moment, increasing revenue without requiring staff time.”

Operationally, mobile functionality continues to deliver clear benefits. Mobile check-in, digital keys and roomready notifications help reduce pressure on front desks and improve arrival flow. “Mobile self-service removes friction for the guest, shortens lines, and improves first impressions without sacrificing operational control,” he added.

However, Frank is clear that the true value of hotel apps depends on what sits behind them. “One of the biggest benefits of a fully integrated technology ecosystem is offering a frictionless booking experience,” he said. Without integration, “the guest is seen as a series of isolated transactions.” With it, hotels can build a unified, evolving guest profile that enhances both personalisation and operational efficiency.

This connectivity also enables smarter revenue management. “AI features automatically remove promotions, time slots and other options when they reach capacity… and help the property optimise downtime by promoting reservations when a facility is empty,” he explained. For the guest, this appears seamless and intuitive; for the hotel, it drives incremental spend and better resource allocation.

Ultimately, the success of hotel apps will hinge on their ability to feel effortless. “Guests are most likely to embrace a hotel’s app if it makes their booking process easier and it saves them time,” said Frank. “They don’t need to know the hotel is trying to fill downtime… they just need to feel the property knows them well enough to suggest something they would enjoy.”

In that sense, the future of the hotel app is less about the app itself, and more about the invisible ecosystem it connects - one that delivers hyper-personalised, frictionless experiences while quietly driving loyalty and revenue in the background.

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TECHNOLOGY

Building Intelligent Hospitality Why AI’s greatest value lies beyond automation, as told by the team at Agilysys.

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rtificial intelligence has become one of hospitality’s defining technologies, but its long-term impact will depend less on individual applications and more on the industry’s ability to build connected, intelligent operating environments that place the guest at the centre of every decision.

The hospitality industry has invested heavily in technology over the past two decades to improve efficiency, strengthen guest engagement and generate new revenue. Property management systems (PMS), point-of-sale (POS) platforms, customer relationship management (CRM) tools, spa software, golf applications, booking engines and revenue management systems have all become more sophisticated. Yet many hotels still operate with highly capable but siloed systems that struggle to function as a cohesive whole. Guest information remains fragmented across applications, operational decisions stay confined within departments, and employees often spend more time navigating technology than serving guests.

AI has brought new urgency to this challenge. Many of today’s goals focus on conversational interfaces, intelligent assistants, automated workflows and predictive analytics.

Those capabilities matter, but they also raise a more fundamental question: Can the underlying technology ecosystem support them?

According to Frank Pitsikalis, Senior Vice President of Product Strategy and Chief Marketing Officer at Agilysys, the conversation should begin with the guest and the experience an organisation wants to create.

That perspective shifts the discussion. Hospitality’s future depends on an organisation’s ability to transform information from multiple systems into insight, automate routine work without sacrificing human judgment, and equip employees with the context to create better guest experiences. This philosophy underpins what Agilysys calls intelligent hospitality. Rather than layering AI onto an already complex technology stack, intelligent hospitality positions AI as connective intelligence that links systems, surfaces information when it matters, and helps hotels respond to guests as individuals rather than transactions and create exceptional experiences.

Hotel market revenue is expected to reach $492.36 billion (USD) in 2026, with a projected market volume of $638.39

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TECHNOLOGY

billion (USD) by 2030. With the average revenue per user (ARPU) projected at $345.36, hotels that focus on intelligent hospitality through a connected AI-enhanced technology ecosystem have the ability to predict guest behaviour, suggest reservations and activities based on intelligent guest profiles, and capture more of this revenue per guest across every touchpoint.

Each guest experiences the property differently. They remember whether the hotel recognised them on a return visit, whether a request made during booking was acknowledged at check-in, and whether recommendations felt relevant. Their perception is built through connected moments, even when the systems supporting them remain disconnected. AI offers an opportunity to close that gap, but only if the underlying data, systems and governance are equally connected.

In that sense, AI acts as an accelerant. Organisations with connected data, interoperable platforms and disciplined governance will adopt new capabilities more effectively, while those relying on fragmented systems will simply expose existing limitations faster. This philosophy shapes Agilysys’ AI strategy organised around four strategic pillars: hyper-personalisation, multi-modal experiences, agentic AI and revenue intelligence. Together, they reflect the belief that hospitality’s next competitive advantage will come from an operating environment that learns from every guest interaction and shares that intelligence across the enterprise.

Knowing the Guest Is Different From Knowing About the Guest Personalisation has been a hospitality objective for years.

Hotels collect reservation histories, dining preferences, spa appointments, golf scheduling, retail purchases, maintenance requests, loyalty activity and guest feedback.

Yet even repeat guests often encounter experiences that feel anonymous. The challenge is rarely a lack of data. It is that valuable information remains trapped inside the systems that collected it.

Personalisation depends on context, not simply data.

A returning guest should not have to repeat a room preference at every stay. A dietary restriction shared during a previous visit should be available wherever food and beverage decisions are made. An anniversary celebrated during one stay should influence future recommendations, and every property in the portfolio should know the guest’s preferred activities – whether golf, spa or gaming – and base recommendations on past behaviour. Too often, these connected moments are treated as isolated transactions because the systems recording them were never designed to create a unified guest view.

Frank asserts that hospitality’s next evolution requires a continuously developing source of guest intelligence reflecting activity across the entire property. That philosophy is embodied in the Agilysys Intelligent Guest Profile, which brings together information from accommodations, dining, spa, golf, activities and other touchpoints into a unified record of the guest relationship.

The result is a richer foundation from which AI can surface relevant insights when they are needed most.

The implications extend beyond recognising preferences or remembering special occasions. Hotel technology has traditionally documented what happened. Intelligent systems increasingly help operators determine what should www.thehotelmagazine.co.uk

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TECHNOLOGY happen next. Employees receive relevant information within their workflow rather than searching across multiple applications, while recommendations reflect demonstrated behaviour instead of broad demographic assumptions.

A unified guest view also creates commercial value.

Every interaction becomes another source of intelligence, revealing patterns across accommodations, dining, wellness and recreation that can inform staffing, merchandising, programming and future investment decisions. Personalisation becomes an operational capability that improves both the guest experience and business performance.

When Technology Learns the Language of Hospitality

Guests do not think in terms of modifying reservations or updating profiles. They simply want to explain what they hope to do during their stay. Associates likewise do not want to remember which application contains a guest preference or available inventory. They want immediate access to the information needed to serve the guest.

This shift toward multi-modal experiences involves far more than another user interface. During his presentation at HITEC 2026, Frank described a future in which conversation becomes the primary method of interaction.

Guests could plan an entire stay – from accommodations to dining, spa, golf and activities – through natural dialogue without navigating separate systems or repeatedly providing the same information. Employees could retrieve preferences, review availability, and complete operational tasks through equally intuitive exchanges.

The business implications are significant. Hospitality has long struggled to give employees enough time to deliver the level of service that organisations promise.

Even fully staffed operations devote considerable time to administrative work. Every minute spent searching for information or navigating multiple systems is time unavailable for meaningful guest interaction. Multi-modal AI can return that capacity by making information easier to retrieve and routine tasks easier to complete, aligning with the broader vision of intelligent hospitality: simplify operations so employees can focus on the guest.

Once AI can understand requests, retrieve information and recommend actions, it can increasingly execute welldefined tasks on behalf of employees. This evolution has given rise to agentic AI, which extends beyond traditional automation by participating directly in operational workflows.

The Rise of the Digital Workforce

Hospitality software has traditionally recorded work after it occurred. The next generation of intelligent systems is beginning to participate in the work itself. AI agents can coordinate workflows, process invoices, assist with room assignments, manage routine reservations, support accounting functions, and perform other administrative activities that consume valuable employee time. Within a disciplined operating framework, these agents function as specialised digital workers with defined responsibilities, controls and escalation paths.

The goal is not to replace human judgment but to elevate it. Exceptional hospitality depends on empathy, discretion, creativity and the ability to respond when circumstances fall outside a script. Those qualities remain distinctly human. Rules-based administrative work is better suited to intelligent automation. Every routine task delegated responsibly to AI creates more time for conversation, problem-solving and personalised service.

As AI assumes greater operational responsibility, trust becomes central. Hospitality organisations manage highly personal information, including payment details, travel itineraries, family relationships, preferences and special occasions. That information enables better service, but it also requires organisations to ensure automated actions remain secure, transparent and accountable.

This is why governance occupies such a central role in Agilysys’ AI strategy. Rather than serving only as a compliance requirement, governance establishes the confidence necessary to deploy AI without compromising privacy, security or accountability. As intelligent systems move from answering questions to executing decisions, governance becomes an operational discipline spanning technology, risk, operations and leadership.

Frank has emphasised the importance of building a scalable architecture that can evolve alongside the technology. Organisations need the flexibility to adopt new capabilities without rebuilding their foundations.

Consistent controls for data access, model orchestration, auditability and protection of personally identifiable information (PII) provide that foundation, allowing innovation to advance while preserving guest trust.

Revenue Strategy Without Departmental Boundaries

The same connected approach applies to commercial performance. Revenue management has long been one of hospitality’s most sophisticated disciplines, yet it has traditionally reflected the way hotels organise themselves rather than the way guests experience a property. Rooms, restaurants, spas, golf operations and recreational activities often function as separate revenue centres. Guests, however, experience a single destination.

AI creates an opportunity to rethink revenue through the full guest relationship. A change in weather may shift

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TECHNOLOGY

demand from outdoor recreation to spa appointments.

Dining preferences may indicate interest in culinary experiences or wine events. Family travel patterns may influence activity programming, while group arrivals affect restaurant demand, staffing and ancillary service capacity.

Together, these signals can influence pricing, availability, merchandising, staffing and operational planning across the enterprise.

This broader perspective is central to Agilysys’ approach to revenue intelligence. Optimisation extends beyond room inventory and rate decisions to encompass the full range of guest experiences across a property. Availability becomes more dynamic, merchandising reflects guest behaviour and context, and scheduling reduces unproductive gaps across spa, golf and activity operations.

Recommendations become more relevant because they account for both guest preferences and current operating conditions.

The result is a more complete understanding of guest value. Traditional revenue measures remain essential, but they capture only part of the economic relationship between a guest and a destination. Hotels that understand how accommodations, dining, wellness, recreation and retail interact can make better decisions about resource allocation and guest engagement. Revenue optimisation becomes a property-wide discipline organised around the guest experience rather than departmental objectives.

Trust as a Competitive Advantage

Hospitality has always been defined by its ability to anticipate needs, create memorable experiences, and build lasting relationships. AI does not change those objectives;

it raises the standard for delivering them consistently across increasingly complex operations. Hotels invest in AI to better understand guests, empower employees, and operate with greater intelligence. Achieving those outcomes depends on a connected environment that shares information responsibly, learns continuously, and preserves the trust of operators, employees and guests.

Organisations that create lasting value will be those that establish a scalable, intelligent foundation capable of adapting as the technology advances. Connected data, interoperable systems, responsible governance, and a clear understanding of the guest experience provide that foundation, enabling operators to evaluate new capabilities based on strategic value rather than technological novelty.

That is the promise of intelligent hospitality. It is an operating philosophy in which technology works quietly across the enterprise, helping employees understand guests more completely, reducing friction in routine work, and identifying opportunities that disconnected systems often overlook. AI delivers its greatest value when it strengthens the qualities that already define exceptional hospitality: attention, judgment, responsiveness and trust.

As Frank shared at HITEC, the industry’s success with AI should ultimately be measured by its ability to make hospitality more human. When information becomes more accessible, routine decisions become easier, and systems function as a connected whole, employees gain something increasingly valuable: more time to focus on people. That may prove to be artificial intelligence’s most meaningful contribution to hospitality. agilysys.com www.thehotelmagazine.co.uk

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Scan, Order, Spend Patience Tucker, CEO at wi-Q shares how they are helping hotels deliver seamless, contactless experiences while boosting F&B revenue and ancillary spend - all without the need for an app download.

For those unfamiliar with wi-Q, can you explain what the platform does and how it integrates into a hotel’s existing operations?

wi-Q is a solutions provider for hospitality, offering mobile ordering and payments, a digital Guest Directory, and selfservice kiosks.

Hotels using wi-Q can invite their guests to scan a QR code to access F&B menus and to find out all the information they might need about their stay (along with bookings links for spa services, restaurant reservations and activities, etc).

Because wi-Q integrates with the POS and major payment providers, the guest can browse, filter, customise, order, and pay via their preferred method, or charge to their room.

The Guest Directory can also integrate with the hotel’s housekeeping management system, enabling guests to request free items - like an extra towel or a toothbrush without needing to make a call.

What’s more, if your hotel hosts meetings and events, through wi-Q you can invite guests to preorder drinks and food in advance, enabling your team to be fully prepared and avoid any on-the-day disappointments.

Guest expectations around convenience and contactless service have evolved rapidly - how does wi-Q help hotels meet these demands while enhancing the overall guest experience?

It’s true that guests are so used to contactless service in every aspect of their lives that they expect that to continue when they stay in a hotel. So being able to scan a QR code in their room to order room service, or on the table in the bar or restaurant to order food and drink, gives them the fast, frictionless service they’re looking for. In hotels with bars and restaurants in outside areas, digital ordering can remove one of the biggest pain points for guests - trying to flag down a server at the pool/beach/in the garden.

From a commercial perspective, how can wi-Q support hotels in driving incremental revenue, whether through F&B, room service or ancillary spend?

There are many ways in which wi-Q helps hotels to drive guest spend.

For a start, our clients report an average increase in order volume of 35% purely by switching from printed menus to wi-Q.

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When a guest is ordering food via wi-Q, the platform can suggest extra items that they may wish to add to their order, such as a side or a matching wine.

According to our clients, these contextual upsells lead to a rise in average order value of up to 30%. Also, the booking links provided in our digital Guest Directory prompt guests to arrange activities during their stay, further driving up spend.

What sets wi-Q apart from other digital ordering and guest engagement platforms currently on the market?

Firstly, because wi-Q is web-based, there’s no need for guests to download an app or endure the tedium of filling in lots of personal details to access a hotel’s F&B menus on their phone: they simply scan a QR code, browse, order, pay - and they’re done. wi-Q can provide digital menus and the Guest Directory in over 27 languages, enabling hotels to truly meet the needs of their international guests.

Also, through our intuitive software, it’s extremely quick and easy for the hotel operator to make changes - whether it’s adding a special dish, or altering the pricing - anytime they want in the wi-Q back office.

Want to know more? Get in touch today: www.wi-q.com/hotel-magazine

INDUSTRY INSIGHT

Set Jetting to Sales How savvy hoteliers are using “set jetting” trends for commercial growth, as told by Nicola Evans, Business Development Manager at Profitroom.

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growing number of UK travellers are now choosing destinations based on what they have watched on screen.

From Saltburn driving interest in country estates to The Traitors boosting Scottish castle stays, “set jetting” has quickly become a key commercial opportunity for independent hoteliers*.

According to recent research, a quarter of Brits have travelled to a destination featured in a television show or film while a third discovered a new destination after seeing it on screen*.

This behaviour reflects a wider shift in guest expectations, where travellers are increasingly looking for stays that feel immersive and memorable.

This is where boutique hotels and independent operators have a clear advantage, with many already offering the kind of character and history guests are looking for.

The challenge is making those experiences easy to discover and book online and the hotels seeing the strongest results are building packages directly into the booking journey.

One Scottish castle turning the interest in The Traitors into higher value bookings is Dalhousie Castle. Through Profitroom technology we were able to create a more

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experience-led booking journey focused on spa stays, dining packages and tailored guest offers. This encouraged guests to commit more spend before arrival while creating a more personalised stay from the outset.

As a result, the property doubled online revenue while ADR increased by 21%. Loyalty programme enrolment also grew by 429%. By automating dinner reservations within ‘Dinner, Bed and Breakfast’ packages, the castle has seen guests’ pre-booking restaurant tables rise from 15% to as high as 90%.

Guests who pre-book spa treatments, dining experiences or curated stays are often more engaged before arrival and more likely to return, as those added experiences create a stronger connection to the hotel.

For many hotels, ancillary guest spend is also becoming an important part of loyalty and retention strategies while navigating rising costs and tighter margins.

This is especially valuable for destination-led hotels that can quickly build offers around local demand and cultural moments.

Often acting as a double for US cities like New York and Gotham, Glasgow continues to attract global productions because of its architecture and versatility on screen.

Working with Glasgow Grosvenor Hotel, we helped

INDUSTRY INSIGHT the property use guest data and tailored offers to better understand booking behaviour and create more relevant packages around guest demand.

As a result, regionally focused offers helped drive a 35% increase in room nights through direct sales alongside a 37% increase in direct revenue year on year.

Last summer’s Spider-Man filming in Glasgow highlighted how quickly destinations can capture public attention and why independent hotels need the agility to respond with timely packages and experiences.

This ability to move quickly and personalise stays is where many independent operators are outperforming larger branded competitors.

Not all stays are inspired by iconic films and TV series, but also the inspirational locations themselves. Coastal and wellness destinations continue to benefit from growing demand for experience-led stays across the market.

St Michaels Resort in Cornwall had zero packages available online before Profitroom was onboarded. After launch, 42% of all online bookings became packages.

Too often, hotels invest heavily in creating memorable stays but fail to communicate those experiences effectively online.

Packages can be difficult to find, upselling opportunities are missed and the booking process becomes transactional rather than inspirational. Technology plays an important role in bridging that discoverability gap.

Boutique hotels and resorts may not always win on scale, but they can compete far more effectively on experience, personality and agility.

Set-jetting may be the latest trend driving travel conversations, but the wider lesson is that experience-led stays drive stronger commercial outcomes.

From guest retention to ancillary revenue, hotels that sell experiences rather than just rooms are building more valuable guest relationships and generating higher revenue.

For hotels willing to think beyond bed-selling, there is an opportunity not only to increase revenue, but to build stronger and more lasting guest relationships.

“Set-jetting may be the latest trend driving travel conversations.”

*OnePoll.com data

N icola Evan

s

www.thehotelmagazine.co.uk

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TECHNOLOGY

A Hotel Room That Thinks Ahead As hotels navigate rising costs and evolving guest expectations, AI is emerging as a quiet but powerful ally. This editorial explores how intelligent climate control is helping operators deliver consistent comfort, improve energy efficiency, and unlock new levels of operational insight, without compromising the human touch at the heart of hospitality.

I

n hospitality, the best service often goes unnoticed.

Guests rarely think about what happens behind the scenes, or about the technology that helps make their stay comfortable, seamless, and stress-free.

Traditionally, it has been people who create those memorable guest experiences. But a new kind of team member is beginning to play a supporting role.

Artificial intelligence is quietly helping hotels balance guest expectations with operational realities. At times of rising energy costs, increasing sustainability demands, and growing pressure on resources, AI-powered systems can help operators deliver exceptional comfort while reducing unnecessary energy use.

Making Smarter Decisions, Room by Room

Across the hospitality sector, operators are under pressure to reduce costs, meet ESG commitments, and deliver consistently high guest experiences. Yet guestroom climate control remains one of the most persistent operational challenges. Temperatures that are too warm, too cold, or slow to respond are among the most common sources of guest dissatisfaction. At the same time, heating and cooling account for 40% to 60% of hotel energy consumption.

The problem is that traditional thermostats only react to commands. They respond when a guest adjusts the temperature but have little understanding of how a room is actually being used or how conditions are changing throughout the day. AI-powered energy management systems, such as Verdant by Copeland operate differently.

Rather than simply following a fixed schedule, these systems continuously analyze occupancy patterns, room performance, outdoor conditions, and historical data to make smarter decisions. The result is a guest room that feels more responsive, maintaining comfort when it matters most while reducing unnecessary energy use when

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rooms are unoccupied.

This shift represents an important evolution for hospitality. Instead of forcing operators to choose between guest satisfaction and efficiency, intelligent automation helps deliver both simultaneously.

Moving from reactive to predictive comfort

One of the biggest advantages of AI is its ability to anticipate rather than react. Consider a room that has been vacant for several hours. A conventional system may only

TECHNOLOGY

begin adjusting the temperature when a guest enters the room. An intelligent system can recognize likely occupancy patterns and ensure the room reaches a comfortable temperature at the right time, creating a seamless arrival experience without wasting energy throughout the day.

Beyond occupancy, AI can identify rooms that consistently struggle to reach target temperatures or require longer heating and cooling cycles than expected.

This insight allows operators to spot inefficiencies and investigate potential issues before they begin affecting guest comfort.

The outcome is not only greater energy efficiency but more consistent experience across every room in the property.

The Personal Touch, Powered by Technology

Guest expectations are also evolving. Travelers increasingly expect experiences that feel tailored to their preferences, whether through digital check-in, customizations, and room controls.

AI-driven climate management supports this trend by helping create more comfortable environments without requiring constant manual adjustments. Over time, intelligent systems can learn how rooms perform under different conditions and optimize settings automatically.

Guests may never notice the technology working behind the scenes, and that’s precisely the point. The most effective systems are the ones that quietly create

comfortable, consistent experiences while reducing the complexity of managing them.

The hidden value of intelligent rooms

While energy savings often headline discussions around smart thermostats, their true value may lie in the data they generate.

Every adjustment, occupancy event, and performance trend contributes to a clearer picture of how a property operates. This information helps operators make better decisions about maintenance, capital planning, sustainability initiatives, and guest service strategies.

As hotels continue embracing connected technologies, guest rooms are becoming active contributors to operational intelligence rather than isolated spaces.

The hospitality industry will always be defined by people and service. But increasingly, the most effective way to support both is through smarter technology.

AI-powered climate control is not about replacing the human element of hospitality. It is about creating an environment where comfort, efficiency, and sustainability no longer compete for priority.

And in an industry where guest expectations continue to rise while operational pressures intensify, that may be the most valuable innovations of all. verdant.copeland.com

www.thehotelmagazine.co.uk

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In the Hot Seat

Nuno César de Sá Since taking the helm at Grantley Hall in 2023, Nuno César de Sá has set about redefining luxury through people, passion and constant evolution. In this In the Hot Seat interview, he shares his leadership philosophy, the power of emotional connection in hospitality, and his vision for the future of one of the UK’s most ambitious luxury estates.

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INTERVIEW

S

ince taking the helm at Grantley Hall in 2023, Nuno César de Sá has brought with him a wealth of experience from some of the world’s most prestigious luxury hotels. Yet for Nuno, the move to the North Yorkshire estate was never simply about adding another name to an already impressive CV; it was about ambition, energy and the opportunity to build something truly special.

“I’ve been very lucky to work in some exceptional hotels throughout my career,” he reflected, “but what drew me to Grantley Hall wasn’t just the property itself, it was the ambition behind it.”

That ambition, he explained, is what sets the hotel apart.

“It’s rare to find a hotel that combines such a beautiful estate with a genuine desire to keep evolving. There is a real entrepreneurial spirit here. The team isn’t satisfied with just maintaining standards, they’re constantly looking at how we can raise the bar.”

At the heart of that drive is a simple belief: luxury hospitality is defined not by bricks and mortar, but by people. “Most importantly, I saw a team with enormous passion,” he said. “Luxury hotels are never defined by their buildings but they’re defined by the people who bring them to life.”

We asked Nuno to distil Grantley Hall into just three words, and his answer was immediate: “People. Experience.

Magic.” It’s a succinct summary, but one that underpins every aspect of his leadership approach.

Balancing world-class standards with authentic, human service is a challenge many luxury hoteliers grapple with, but for Nuno, the solution lies in empowering individuality.

“Standards should provide confidence but they shouldn’t remove personality,” he explained. “Our teams are trained to deliver consistency, but luxury hospitality is never about following a script.”

Instead, he champions emotional intelligence over rigid process. “I’ve always believed that guests remember how you made them feel far more than what the room looked like. The marble, the chandeliers and the facilities are important, but emotional connection is what creates lasting memories.”

This philosophy extends naturally into how he builds and leads his team. “Culture always comes first,” he said. “We look for people who genuinely enjoy making others happy, who are curious and who want to learn.”

For Nuno, technical ability alone is not enough.

“Kindness, humility and a positive mindset are equally valuable,” he added. “Retention comes from creating an environment where people feel respected, supported and able to build a career rather than simply do a job. When people feel valued, they deliver extraordinary experiences naturally.”

Looking ahead, Nuno is particularly energised by the estate’s ongoing evolution. “What excites me most is the continual evolution of Grantley Hall,” he said. “We’re continuing to invest in experiences across the estate and have recently acquired the neighbouring 44-acre estate which has an abundance of potential for the future growth of our hotel.”

It’s a long-term vision rooted in constant improvement.

“The best luxury hotels are never finished. They’re constantly refining, improving and finding new ways to exceed expectations.”

Leadership, too, is something Nuno approaches with clarity and humility. The best advice he’s received remains the simplest: “Treat everyone the way you’d want to be treated, no matter who they are or the situation.”

It’s a principle that informs everything from guest interactions to team culture. “People might forget what you said, but they’ll always remember how you made them feel,” he noted. “If you lead with empathy and treat people well, you’ll build trust, loyalty, and a culture where everyone can do their best work.”

As for the future of luxury hospitality, Nuno sees personalisation as the defining opportunity. “Guests have always expected beautiful surroundings and exceptional service as the baseline. Increasingly, they’re looking for experiences that feel personal, meaningful and memorable.”

Technology will undoubtedly play a role, but only as an enabler. “It should never replace the human connection,” he stressed. “The opportunity is using technology to remove friction while allowing our teams to spend more time doing what hospitality has always been about: building genuine relationships.”

Ultimately, Nuno believes the winners in luxury hospitality will be those who understand this balance. “The hotels that succeed won’t just be the most luxurious,” he concluded. “They’ll be the ones that make every guest feel recognised, understood and genuinely cared for.” www.thehotelmagazine.co.uk

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HOTEL OF THE MONTH

Still Setting the Standard A decade on from its debut, Firmdale’s Ham Yard Hotel remains one of London’s most distinctive hospitality destinations and this September features as Hotel of the Month.

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T

HOTEL OF THE MONTH

ucked just moments from Mayfair yet firmly rooted in the creative pulse of Soho, Ham Yard Hotel has, since opening in June 2014, carved out a unique identity as more than just a place to stay. Conceived by Firmdale Hotels’ Tim and Kit Kemp, the property was envisioned as an “urban village” - a concept that continues to resonate strongly in today’s experience-led hospitality landscape.

Set across a three-quarter acre site, the hotel is centred around a leafy courtyard that feels worlds away from the surrounding city streets. At its heart stands a striking bronze sculpture by Sir Tony Cragg, anchoring the space as both a visual focal point and a symbol of the hotel’s commitment to art and design.

Design is, of course, where Ham Yard truly comes into its own. As Kit Kemp’s largest and most ambitious project, the interiors are a masterclass in individuality and craftsmanship. Each of the 91 bedrooms and suites has been designed as a one-off, layered with bold colour, texture and pattern. Floor-to-ceiling windows flood the spaces with natural light, while bespoke furnishings, curated artworks and luxurious textiles create a residential feel that is both eclectic and deeply comfortable. The result is a guest experience that feels personal rather than prescriptive - an increasingly valuable differentiator in the luxury sector.

Beyond the rooms, the hotel’s facilities reinforce its “village” ethos. A modern European restaurant and bar, awarded two AA Rosettes, spills out onto the courtyard terrace, offering one of Soho’s most inviting al fresco dining

spots. Menus are seasonal and ingredient-led, with herbs and produce sourced directly from the rooftop garden, underscoring a growing industry emphasis on provenance and sustainability.

The rooftop itself is a standout feature. With panoramic views across London, it doubles as both a tranquil retreat and a working garden, complete with fruit trees, vegetable beds and even beehives producing honey for the hotel’s kitchens and bars. It’s a subtle but effective example of how urban hotels can integrate sustainability into the guest experience without compromising on luxury.

Ham Yard’s appeal also lies in its breadth of experiences.

From a 190-seat theatre and flexible event spaces to a vibrant dive bar with a four-lane bowling alley, the hotel blurs the line between hospitality and entertainment.

This multi-dimensional offering not only drives footfall beyond overnight guests but also positions the property as a destination in its own right - an increasingly important strategy in competitive city markets.

Wellness, too, is thoughtfully integrated. The SOHOLISTIC Spa, Firmdale’s first, offers a curated menu of treatments alongside a gym, steam room and relaxation areas, catering to both leisure and business travellers seeking balance during their stay.

Crucially, what ties all of these elements together is a consistent sense of personality. Whether in the richly decorated drawing room, the quiet library with its honesty bar, or the lively public spaces, Ham Yard Hotel delivers an experience that feels authentic, creative and distinctly British. www.thehotelmagazine.co.uk

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COMPLIANCE

The Hotel of Tomorrow As guest expectations rise, the true differentiator for hotels in 2026 lies behind the scenes. This piece explores how robust compliance, connected systems, and greater supply chain visibility are becoming essential to protecting reputation, managing risk, and ultimately delivering the seamless experiences guests expect.

I

f you picture the hotel of the future, you might describe the guest experience: smart rooms, personalised service, seamless check-in. But guest experience is just the output, not the foundation. The hotels that lead with confidence in 2026 will be the ones that have quietly built the operational backbone behind it: strong facilities management, robust supplier assurance, connected risk management, and compliance systems ready for what comes next.

A hotel depends on dozens of contractors and suppliers, from linen and food to fire safety and cleaning, and each one is a potential point of failure. The Modern Slavery Act 2015 makes it clear that a policy statement is not a defence; businesses must verify and actively oversee the suppliers they work with. It may shock you to learn that 69% of businesses lack the necessary visibility over their supply chains.

In an industry where news travels fast, protecting brand reputation is critical. One unchecked supplier can lead to serious consequences: lost clients, damaged brand image, and reputational harm that takes years to repair. Knowing who is verified and where the gaps are is no longer an administrative afterthought. It is reputational insurance.

The same logic applies to facilities management and compliance. Martyn’s Law, backed by statutory guidance published in April 2026, brings hotels squarely into scope.

Even at standard tier, operators must document evacuation procedures and prove they have thought seriously about risk. Compliance is moving from periodic review to continuous evidence.

A hotel spanning kitchens, plant rooms, guest floors, and function spaces cannot manage that with fragmented spreadsheets and siloed systems. It needs one connected view of risk, maintenance, and supplier status, so a lapsed certification or an overdue fire door inspection is visible before it becomes an incident.

Looking ahead, the next stage is compliance support that gets smarter, spotting patterns across a portfolio and flagging emerging risk before it escalates, rather than waiting for the next scheduled audit. Hotels that build strong data foundations will now be best placed to benefit as that capability matures.

None of this sits apart from the guest experience. A

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hotel with genuine oversight of its facilities, risk, and suppliers is one that keeps its promises: doors that work, kitchens that pass inspection, staff who know what to do in an emergency. Safety and comfort are the result of the compliance and maintenance systems working quietly in the background.

Vantify’s connected ecosystem brings compliance, supply chain, and facilities management into a single vantage point. It is this connectivity that allows hotels to run more efficiently, perform consistently, and stay a step ahead of competitors.

The hotel of the future will still need great service and beautifully designed rooms. But it will be future-proofed by the systems that nobody sees.

Future-proof your hotel operations with Vantify vantify.com

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Staff

www.thehotelmagazine.co.uk

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STAFF – ESSENTIAL 5

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STAFF – ESSENTIAL 5

A Pressing Challenge Five ideas to help reduce burnout amongst staff without increasing payroll.

Smarter Scheduling, Not Longer Hours

One of the biggest drivers of burnout is inconsistent and unpredictable scheduling. Rather than increasing headcount, hotels can focus on improving how shifts are structured. Introducing rotas further in advance, reducing last-minute changes and ensuring fair distribution of weekends and late shifts can dramatically improve worklife balance. Where possible, offering flexible scheduling or shift-swapping systems empowers staff to manage their own time, leading to greater job satisfaction without additional cost.

Cross-Training to Reduce Pressure Points

Operational bottlenecks often place undue stress on specific teams or individuals. Cross-training staff across departments, such as front-of-house learning basic F&B support, or housekeeping understanding front desk pressures, creates a more agile workforce. This not only improves service continuity during busy periods but also reduces the burden on overstretched teams. As an added benefit, employees gain new skills and a clearer sense of career progression, which can boost engagement.

Prioritise Breaks and Recovery Time

In a fast-paced environment, breaks are often the first thing to be sacrificed, even though, consistently missing breaks leads to fatigue and decreased productivity.

Encouraging a culture where taking full, uninterrupted

breaks is the norm, not the exception, can have a meaningful impact. Simple operational tweaks, such as staggered break times or designated quiet staff areas, help ensure employees can properly recharge during their shifts.

Recognition and Communication Matter More Than Ever

Burnout is not only physical, but emotional. Feeling undervalued or unheard can accelerate disengagement.

Regular recognition, whether through informal praise, team shout-outs or structured employee-of-the-month initiatives, costs little but delivers strong returns in morale.

Equally important is open communication. Creating opportunities for staff to share feedback, concerns or ideas (and acting on them where possible) helps build trust and a sense of ownership within the team.

Streamline Processes to Remove Friction

Often, burnout is less about workload volume and more about unnecessary friction. Outdated systems, inefficient workflows or duplicated tasks can frustrate staff and waste energy. Reviewing daily operations through a stafffirst lens, asking “what slows you down?”, can uncover quick wins. Whether it’s simplifying check-in procedures, improving housekeeping coordination or adopting userfriendly tech, small efficiencies can significantly reduce stress levels without increasing payroll.

www.thehotelmagazine.co.uk

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STAFF

Recruitment Has Changed Amber Blount, Managing Director at Human One Global, shares five signs it’s time to rethink your hotel’s recruitment strategy.

R

ecruitment has changed dramatically over the past few years. Candidate expectations have evolved, competition for talent has intensified and the pace of hiring has become a critical factor in operational success.

Yet many hotels continue to rely on the same recruitment strategies they used five or even ten years ago.

If any of these sound familiar, it may be time to rethink your approach.

You’re constantly recruiting for the same roles

Every hotel experiences turnover, but repeatedly recruiting for the same positions is often a symptom of a wider issue. Whether it’s unrealistic expectations, limited career development, salary positioning or cultural fit, treating recruitment as a cycle of replacement rather than retention can become both costly and disruptive. The right recruitment strategy should help reduce repeat hiring, not simply fill vacancies.

Your best managers are spending more time recruiting than leading

Department Heads and General Managers should be focused on developing their teams, driving guest satisfaction and delivering commercial results, not endlessly reviewing CVs and arranging interviews. If your leadership team is regularly pulled into recruitment administration, the hidden cost is lost productivity and less time spent where they add the greatest value.

Vacancies are affecting the guest experience Guests may never know you’re short-staffed, but they’ll notice longer check-in times, delayed room readiness, slower service and stretched teams. Recruitment should never be viewed solely as an HR function - it is an operational priority that directly influences guest satisfaction, online reviews and repeat business.

You’re reacting to vacancies instead of planning ahead

The strongest hotels don’t wait until someone resigns before thinking about recruitment. They build talent pipelines, maintain relationships with exceptional candidates and understand where future skills gaps are

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likely to emerge. A proactive recruitment strategy reduces hiring times, improves candidate quality and provides far greater resilience during periods of growth or unexpected turnover.

You’re measuring recruitment by cost rather than value

The cheapest recruitment solution is rarely the most cost-effective. A role left vacant for weeks, a rushed hiring decision or a poor cultural fit can cost significantly more than investing in the right recruitment partner. The focus should be on quality of hire, speed to hire, retention and long-term business impact, not simply the initial recruitment fee.

The hotels that consistently outperform their competitors don’t just recruit when they have a vacancy, they treat hiring as an investment in the future of the business. Getting the right people into the right roles strengthens teams, improves the guest experience and ultimately drives better commercial results. If your recruitment strategy isn’t helping you achieve those outcomes, it may be time to rethink it. humanone.global

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STAFF

Feeding the Frontline In an industry built on delivering exceptional guest experiences, Michael Rapacioli, Founder & Managing Director of Sands Catering, argues that success starts behind the scenes. From boosting morale and productivity to supporting recruitment and retention, he explains why investing in quality staff dining is no longer a nice-to-have, but a strategic priority for modern hotels.

Staff dining is often overlooked in hospitality.

How does investing in quality staff meals directly impact productivity, morale and ultimately the guest experience?

People often say that hospitality is all about looking after guests, and that’s absolutely true. But the guest experience starts long before someone checks in or sits down to dinner.

It starts with the people delivering that experience every day.

A good staff meal isn’t just about feeding people. It’s a chance for colleagues to pause, recharge and spend time together during what can be demanding shifts. When people feel valued, they’re more engaged and that naturally carries through into the way they look after guests We’ve seen a real shift in recent years. More hotels are recognising that staff dining is increasingly being recognised as part of the employee experience, rather than simply an operational necessity. That’s a positive change because investing in your team almost always has a positive impact on the experience they create for guests.

How does Sands tailor its staff dining for hotels, and what makes your approach different?

Every hotel is different. Some need breakfast, lunch and dinner across multiple shifts, while others need flexibility around seasonal occupancy or changing staffing levels.

Our role is to make staff dining easy to manage while delivering food that people genuinely enjoy. We create varied, nutritious menus that can be adapted around dietary needs, cultural preferences and different working patterns.

The important thing is that we work alongside hotel teams rather than replacing them. Hotel chefs should be focused on creating exceptional guest experiences. By supporting staff dining, we help free up valuable time and resources while making sure employees continue to receive high-quality meals every day.

Recruitment and retention remain major challenges. What role does staff dining play?

Hospitality has always been a people business. Salary will always matter, but employees increasingly look at the whole

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package. Feeling looked after during a long shift, having access to fresh food and knowing their wellbeing is valued all contribute to how people feel about their employer.

Good staff dining sends a simple message: your people matter. While it’s never the only factor in retention, it plays an important role in creating a positive working environment where people feel respected and supported.

What trends are you seeing?

Expectations have changed considerably. Today’s teams want choice, variety and healthier options alongside familiar favourites. They’re also much more aware of nutrition, allergens and sustainability than they were even a few years ago.

Hotels are recognising that staff dining should reflect the same care and standards they apply to guest dining.

It doesn’t need to be extravagant, but it should be fresh, balanced and thoughtfully prepared.

Ultimately, staff dining has become another reflection of how a hotel looks after its people. The best employers recognise that it’s worth getting right. sandscatering.co.uk

STAFF

Don’t Over Complicate It Why it’s important to invest in wine training for staff, as told by Ben Cotts at Lanchester Wines.

H

otels work hard to create wine lists that complement their food offering, suit their guest profile and deliver strong margins. However, the success of any wine list depends on more than the wines themselves; the knowledge and confidence of the team serving them can make a significant difference.

It’s something we see regularly when working with hospitality customers. A venue may invest time selecting the right wines, but if staff are unsure what’s on the list or how to talk about these wines, guests are less likely to move beyond their usual choice. In contrast, knowledgeable staff are far more comfortable making recommendations and introducing customers to something new.

When staff are confident in wine and understand a wine’s story, flavour profile and food pairing potential, they’re far more confident recommending it, which naturally increases customer spend per head.

Training doesn’t have to be complicated and can fit into a hotel’s already busy schedule. Short tasting sessions before service, supplier-led training visits or introducing a few key wines at a time can all help build confidence without taking staff away from their day-to-day responsibilities. My top tip is to learn two wines at a time – know them inside out and feel confident talking about them. Then add a further two to your repertoire, and repeat.

The most effective training focuses on practical

Ben Cotts information that teams can immediately use with guests.

Rather than memorising grape varieties or wine regions, staff benefit from understanding how a wine tastes, what dishes it pairs well with and why it has been selected for the list. Even better if staff can remember an anecdote about the wine, perhaps a note about the winemaker or the wine’s name – for example, our Don’t Tell Gary range always sparks conversation.

Training can also help hotels maximise the value of their wine programme. A recommendation from a knowledgeable member of staff often carries far more weight than a description on a wine list. Guests are looking for guidance, particularly when celebrating a special occasion or dining somewhere new, and a confident recommendation can enhance the overall experience.

Wine suppliers also have an important role to play.

Alongside helping build a wine list that suits a hotel’s style and customer base, suppliers should provide ongoing support and staff education. Consumer preferences continue to evolve, and regular training ensures teams stay up to date and engaged with the wines they’re serving.

For more information about Lanchester Wines, please visit www.lanchesterwines.co.uk

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BUSINESS

You founded the Hotel Purchasing Association to bring procurement professionals together.

What was the gap in the industry that you felt needed addressing, and what is the HPA’s mission today?

For many years, the hotel industry has had strong representation across most departments, yet there was nothing specifically dedicated to procurement professionals. It was a gap that had been discussed for some time, but the timing never quite aligned to bring something meaningful to life.

A hospitality purchasing group had previously been run successfully for nearly 20 years by Clare Wright. When she retired, it felt like the right moment to revisit the idea. In late 2021, my co-founder Nicola Cross and I began discussing how we could build on that legacy. However, with demanding roles and pre-opening projects, we were conscious of doing it properly rather than rushing.

By the end of 2024, we felt ready. We brought together a group of Purchasing Managers and Directors to understand what the industry needed, and as the committee expanded, with Ruth Duggan and Gyte Mankute joining, the vision became clear.

The Hotel Purchasing Association (HPA) was established as a not-for-profit organisation to create a supportive procurement community across London and beyond.

Our mission is to provide a platform where purchasing professionals can connect, share knowledge, discuss challenges and learn from one another.

A key part of our identity is our partnership with The Burnt Chef Project. Mental health remains a significant issue across hospitality, and it was important for us to support an organisation making a tangible difference.

Everything we do is built around four core pillars: networking opportunities, raising awareness, mentoring and support, and representing the procurement profession.

Ultimately, our goal is to elevate the profile of procurement and support the people working within it.

Adam Gill helped define the HPA as a not-for-profit community focused on supporting procurement professionals rather than operating commercially.

Everything we do is driven by a volunteer committee who give their time alongside demanding roles because they care about building a stronger procurement community.

There is no financial incentive - just a shared commitment to creating something valuable.

That luxury background also influences the standards we set. We apply the same attention to detail as we would in our day jobs, from selecting venues and sponsors to ensuring events deliver relevant, practical value. Listening to members is key - understanding their challenges ensures everything we do remains useful and engaging.

We’re proud to have already exceeded our first-year membership target, which shows there is a real appetite for a dedicated procurement community. Our focus now is to build on that momentum and continue raising the profile of the profession.

Raising the Profile of Procurement

By Adam Gill, Founder of the Hotel Purchasing Association

With a career in procurement within the hotel sector, you’ve operated at some of the highest levels of luxury hospitality. How have your previous experiences influenced the way you’ve shaped the HPA and its priorities?

I’ve been fortunate to work in some of London’s leading luxury hotels, and those experiences have shaped both my career and my approach to the HPA. Luxury hospitality is built on relationships, trust and consistently high standards - qualities that are just as important in procurement.

From the outset, we were clear that the HPA should be more than just a networking group. We took time to speak with established industry associations to understand what works well and where we could do things differently. That

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Procurement has evolved significantly in recent years, moving beyond simply managing costs. What role do you believe purchasing teams now play in driving innovation, sustainability and the overall guest experience?

Procurement has changed enormously over the last 20 years. When I first started, the focus was largely on

BUSINESS

receiving goods and ensuring the right quality, quantity and price. While those fundamentals remain essential, the role has become far more strategic.

Today, procurement is about building relationships across departments, working closely with suppliers and contributing to decisions from the outset. Over time, I’ve gone from implementing brand guidelines to being involved in the early conversations that shape them. Being able to influence concepts, suggest alternative solutions and see those ideas come to life is one of the most rewarding aspects of the role.

On my most recent pre-opening project, I was involved from the very beginning. That allowed me to explore different sourcing routes, bring insight into decisionmaking and help deliver both operational efficiencies and a stronger guest experience.

Sustainability is another area where procurement plays a key role. Guests are increasingly conscious of where they stay - they want to understand environmental commitments, sourcing practices and the materials used throughout the hotel. Procurement is central to delivering on those expectations by selecting suppliers and products that align with brand values.

Ultimately, procurement is no longer just about buying, it’s about creating value. By supporting innovation, driving sustainability and shaping the guest journey, procurement has become a key contributor to a hotel’s success.

One of the HPA’s aims is to build a stronger community for procurement professionals.

What opportunities does membership provide, and why should both experienced buyers and those new to the profession consider getting involved?

Although the HPA is still in its early stages, we’ve had a strong first year and already surpassed our initial membership target. Our focus now is on growing the community and expanding the value we offer.

Membership is open to Purchasing Managers and Directors within the hotel industry, with a simple sign-up process through our website. A small annual fee supports our not-for-profit activities and demonstrates member commitment.

We host four key events each year, bringing together industry experts, sponsors and guest speakers to

explore the main challenges and opportunities in hotel procurement. Alongside these, we organise networking events that allow members to build relationships and share ideas in a more informal setting.

We also run a members’ group chat, which has become a valuable space to ask questions, seek advice and share experiences between events. Confidentiality is central, ensuring open and honest discussion.

Whether you’re an experienced Procurement Director or developing your career, the HPA offers a supportive network. One of the most rewarding outcomes has been seeing genuine relationships form, with members continuing to collaborate and support one another.

As this becomes a regular HPA column in Hotel Magazine, what topics and conversations can readers expect over the coming months, and what do you hope they’ll take away from it?

When we first discussed the HPA, having a regular column in a leading publication felt like a long-term ambition. To now be here reflects how far the profession has come.

Procurement teams are involved across every part of a hotel’s operation, from supplier relationships and sustainability to innovation and the guest experience, and it’s encouraging to see that contribution gaining recognition.

Through this column, we’ll explore key industry topics, address the challenges and opportunities facing procurement teams, and highlight the work being done across the sector, including by HPA members.

Our hope is that readers gain a clearer understanding of the strategic role procurement plays within hospitality and the value it brings. If the column sparks conversation, encourages collaboration and helps raise the profile of the profession, then it will have achieved exactly what we set out to do.

For more information, visit thehpa.uk

www.thehotelmagazine.co.uk

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BRAND PARTNERSHIPS

The New Hotel Amenity: Brand Partnerships With guests increasingly remembering the Dyson hairdryer, Le Labo toiletries or Peloton gym more than the wall colour, we explore how consumer brands have become part of the guest experience, and why hotels are using partnerships to create differentiation.

The Chancery Rosewood_Eagle Bar Upper East © Chantal Arnts

I

n hospitality, the details that linger in a guest’s memory are changing. Where once it might have been the softness of the sheets or the size of the room, today it is just as likely to be the Dyson hairdryer, Le Labo toiletries or the Peloton bike waiting in the gym. Increasingly, it is not just what hotels offer, but who they partner with, that defines the guest experience.

Brand partnerships have evolved from simple product placements into something far more strategic. They are now a powerful tool for differentiation, storytelling and guest engagement; reshaping what the modern hotel amenity looks like.

For many hotels, the shift has been driven by changing

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guest expectations. Today’s traveller is more brand-aware, more values-driven and far less impressed by generic luxury. “Guests want things that are relevant and do not want things that are inconsistent with a brand or are not authentic,” said Simon Hall, General Manager of The Welbeck Hotel. “Generic amenities are seen as mid-market, not luxury, and are seen as wasteful.”

This growing awareness, particularly around sustainability and purpose, means that every amenity must justify its place. Partnerships are no longer about adding prestige for prestige’s sake; they must enhance the guest journey in a meaningful way.

Naomi Rheinberger, Director of Global Communications

BRAND PARTNERSHIPS

Hotel Du Cap Wellness Center - Technogym Sand Stone

& Marketing Activations at La Bottega Collective, agrees that guests are far more attuned to the brands around them. “Today’s guest is significantly more brand-literate than they were even five years ago. They recognise the names on the bathroom shelf, they understand quality, and they make subconscious judgements about a hotel based on those details.” As a result, amenities have become signals - of intent, of identity and of standards.

At the luxury end of the market, the most successful partnerships go far beyond product integration. They are rooted in storytelling - “Storytelling is crucial,” said Anna Wolfram, Head of Marketing, Grantley Hall. “A successful partnership should bring two brand identities together to create a coherent experience with its own character and narrative.”

At Grantley Hall, this philosophy comes to life through its collaboration with Veuve Clicquot. The ‘Clicquot and Croquet’ experience, combining Champagne picnics with a quintessentially British lawn game, transforms a familiar concept into something distinctive.

“While a Champagne picnic is not unique, pairing it with croquet gave the experience a point of difference that felt entirely appropriate for a country estate,” Anna explained.

“Every element contributes to the story and makes the experience feel considered rather than simply branded.”

This layered approach is what elevates a partnership from a marketing exercise to a memorable guest moment.

It is also what creates emotional connection, the key driver of loyalty in today’s experience-led market.

While beauty and personal care brands have long dominated hotel partnerships, the scope is rapidly expanding. The bathroom, as Naomi put it, is “no longer the finish line, it’s often the introduction.” Forward-thinking hotels are now weaving brand collaborations throughout the entire guest journey. From spa treatments and wellness

programmes to food and beverage concepts, retail and even immersive events, partnerships are becoming a unifying thread across the property.

“The most successful collaborations don’t stop in the bathroom,” Naomi said. “They continue through the spa, food and beverage, retail and curated guest experiences.

“Jo Loves at Pan Pacific London and KEVIN.MURPHY’s GLAM.BAR at art’otel are good examples because they transform a product partnership into something guests actively remember.”

This integrated approach not only strengthens brand coherence but also unlocks new commercial opportunities.

When every touchpoint feels connected, the partnership becomes part of the hotel’s story rather than a series of standalone activations.

One of the biggest shifts in recent years has been the move away from choosing partners based solely on name recognition. Instead, alignment, of values, philosophy and audience, has become the defining factor.

“At Crillon le Brave, we don’t select products simply because they are well known,” said Sarah Perret, Spa Manager. “We look for brands that align with our philosophy of authenticity, quality and meaningful results.”

Following a recent spa refurbishment, the hotel introduced a carefully curated mix of partners, each bringing something distinct to the guest experience.

“Together, these brands create a balanced wellness journey, combining sensoriality, innovation and authentic rituals,” Sarah explained.

Crucially, these choices are also rooted in a sense of place. “Luxury is not only about choosing internationally recognised names; it is about creating a genuine connection between the place, the experience and the brands we introduce.”

This emphasis on authenticity is echoed across the www.thehotelmagazine.co.uk

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BRAND PARTNERSHIPS sector. As Simon noted, a partnership only works if it is relevant: “The partnership will feel authentic if it adds value to the guest experience and the guests understand why it is there.”

In an increasingly competitive market, brand partnerships have become more than a guest experience enhancer, they are a strategic differentiator. “Hotels are competing not only on facilities and service, but on the originality of the experiences they create,” said Anna. “The most effective partnerships are highly considered and specific to their setting.”

At Grantley Hall, recurring collaborations, such as the evolving concepts at The Orchard, create a sense of anticipation, encouraging repeat visits while continually refreshing the offer. “That recurring element helps build familiarity while continually refreshing the guest experience,” Anna said.

For independent hotels in particular, partnerships can also extend reach and attract new audiences. “They can introduce us to guests who share the same values and interests,” Sarah noted. “Ultimately, strong partnerships contribute to building lasting relationships.”

Looking to the future, personalisation is set to play a defining role in how brand partnerships evolve. As hotels gather deeper insights into guest preferences, there is growing potential to tailor partnerships to individual needs and occasions.

“I expect partnerships that deliver flexibility… to become more important,” said Simon, pointing to the idea of single partners offering a suite of amenities that can be adapted across different guest types and trip purposes.

At the same time, collaborations are becoming more immersive and cross-sector. Anna sees growing opportunity in bringing together hospitality with fashion, automotive, food, drink and culture - creating experiences

Corinthia London

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Palmarae x The Landmark that feel unexpected yet cohesive.

“We’re interested in collaborations that connect different disciplines,” she said, citing examples such as fashioninspired dining experiences or reimagined seasonal concepts. What remains constant, however, is the need for selectivity. “Any brand partner must share our standards, complement our identity and contribute something meaningful,” Anna added.

Ultimately, the rise of brand partnerships reflects a broader shift in hospitality, from product-led luxury to experience-led differentiation.

Traditional amenities still matter, but what guests remember - the moments they share, the brands they discover, the experiences they cannot replicate elsewhere are increasingly shaped by collaboration.

As Naomi put it, success is no longer measured simply by whether guests liked a product. It is about how the experience made them feel, whether they talk about it, and whether it draws them back.

When it comes to what makes a successful brand partnership between a hotel and a consumer brand, and how hoteliers can ensure it feels authentic rather than transactional, Naomi explained that the best partnerships never start with, ‘Which luxury brand should we work with?’ They start with, ‘What experience are we trying to create?’

She added, “A brand should feel like a natural extension of the hotel rather than a logo that’s simply been placed in the bathroom. Whether the connection is rooted in wellness, craftsmanship, sustainability or design, guests can immediately sense when there is genuine alignment.”

In that sense, the new hotel amenity is not an object at all, it is a carefully crafted intersection of brands, storytelling and experience - designed not just to impress, but to stay with the guest long after they leave.

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BRAND PARTNERSHIPS

Styled to Stay From in-room styling to experiential activations, the partnership between KEVIN.MURPHY and art’otel signals a new era where beauty brands are becoming central to the luxury hotel offering, and we had the pleasure of experiencing it!

A

s the lines between hospitality and lifestyle continue to blur, hotels are increasingly turning to premium brand partnerships to elevate the guest experience beyond the expected. Nowhere is this more evident than in the collaboration between KEVIN.MURPHY and art’otel, brought to life through a recent press event at art’otel London Hoxton.

Hosted in the hotel’s Masterpiece Suite, the exclusive session offered a rare opportunity to hear directly from Kevin Murphy himself. Invited by Vanity Group, a member of La Bottega Collective, the global licensing partner for KEVIN.MURPHY hotel beauty essentials, the morning combined hands-on experience with industry insight - a fitting reflection of the partnership’s experiential ethos.

The collaboration between KEVIN.MURPHY and art’otel goes far beyond traditional amenity offerings. Guests are immersed in a carefully curated brand experience, from inroom styling channels and premium haircare products to exclusive events and signature accommodation packages.

It’s a holistic approach that transforms a functional touchpoint into a memorable moment.

During the event, Kevin reflected on the evolution of his brand and its growing presence within the hospitality sector. When asked whether he had always envisioned KEVIN.MURPHY products in hotels, his answer was candid: no. Instead, he pointed to shifting consumer expectations as the driving force behind such collaborations.

Today’s hotel guests are no longer satisfied with the basics. They are seeking experiences that feel considered, elevated and aligned with their personal lifestyles. In this context, luxury amenities, particularly those tied to well-known, high-quality brands, have become a powerful differentiator. Whether it’s the products used in-room or the opportunity to engage with a brand in a meaningful way, these details now play a significant role in how guests perceive value.

The partnership with art’otel taps directly into this trend.

By integrating KEVIN.MURPHY into the fabric of the guest journey, the hotel is able to offer something that feels both aspirational and authentic. It’s not simply about placing products in bathrooms; it’s about creating an environment where guests can discover, experience and connect with the brand.

This approach also reflects a broader shift in how hotels are thinking about partnerships. Rather than transactional

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agreements, these collaborations are becoming strategic tools for storytelling and differentiation. For brands like KEVIN.MURPHY, it’s an opportunity to reach a captive, experience-driven audience. For hotels, it’s a way to enhance their identity and deliver moments that resonate long after check-out.

As the morning concluded with a private tour of art’otel London Hoxton, it became clear that this partnership is as much about creativity as it is about commerce. In a competitive landscape where guest expectations continue to rise, collaborations like this demonstrate how thoughtful brand integration can transform the everyday into something seriously memorable. artotel.com x labottegacollective.com

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BRAND PARTNERSHIPS

Partnerships with Purpose From fashion takeovers to chef residencies and immersive brand activations, The Ned has built a reputation for partnerships that go far beyond the expected. Georgia Howie, Global Head of Commercial Partnerships, reveals how a focus on creativity, authenticity and experience is shaping a dynamic programme that keeps guests engaged, surprised and always coming back for more.

The Ned has become known for collaborating with a wide range of brands, artists and creators. How important are partnerships to your overall brand strategy, and what role do they play in shaping the guest experience?

Partnerships are a hugely important part of The Ned experience. At their best, they allow us to introduce our members and guests to brands, creators and experiences they may not otherwise discover, while also bringing something new and unexpected into our spaces.

Our approach is always experience led rather than purely commercial. Whether it’s an in-room collaboration, a fashion activation, a chef residency, a wellness experience or a cultural event, we look for opportunities that add genuine value and enhance what makes The Ned special.

For our members in particular, partnerships help create a constantly evolving calendar of experiences, ensuring there is always something new to discover, while maintaining the sense of quality, creativity and exclusivity that people associate with The Ned.

Can you tell us about some of your most recent, successful collaborations?

We’ve been fortunate to work with an incredible range of partners across hospitality, fashion, food and drink, wellness and culture.

Recent highlights include our Christmas partnership with The Macallan, which saw the brand take centre stage throughout our festive programming with the co-designed tree a particular highlight, alongside largerscale activations such as the Guinness Bar pop-up. In fashion, collaborations including Balmain’s rooftop summer celebration and our Paul Smith Sunset Session transformed our spaces in a way that felt both immersive and true to the character of the brands.

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Georgia H ow

ie

In our hotels, we’ve enjoyed creating thoughtful in-room experiences, including collaborations with Net-A-Porter across both London and New York, bringing an additional layer of discovery directly into guest rooms.

Across our US properties, we’ve continued to build a varied programme of events, from intimate member experiences with brands such as Mulberry, featuring onsite monogramming, and luxury cashmere house Falconeri, through to larger hospitality and sporting moments. This week, for example, we hosted a FIFA Club World Cup yacht

BRAND PARTNERSHIPS experience in partnership with Don Julio, bringing together sport, entertainment and hospitality in a uniquely Ned way.

We’ve also seen great success with chef collaborations and dining experiences. InterStellar, a 1 MICHELIN BBQ chef from Austin, Texas is a recent example that generated significant excitement among both members and the wider hospitality community, demonstrating the appetite for experiences that combine exceptional food with cultural relevance. It was such a huge success that we’re bringing it back again this year.

With so many potential collaboration opportunities available, what criteria do you use when deciding whether a partnership is the right fit for The Ned?

The first question we ask is whether the partnership will genuinely resonate with our members and guests. We look for brands that share our values around quality, creativity, craftsmanship and experience.

We also consider whether the collaboration brings something new to our audience. The most successful partnerships feel natural rather than forced; they should enhance an existing aspect of The Ned experience or introduce a compelling new one. Finally, we look at the long-term relationship potential. Some of our strongest partnerships have evolved over several years, allowing us to continually innovate together and create increasingly meaningful experiences for our community.

How do you strike the balance between working with exciting, high-profile brands while ensuring every collaboration still feels authentic to The Ned’s identity?

Authenticity is essential. While we are fortunate to work with globally recognised brands, profile alone is never enough. Every collaboration has to feel relevant to The Ned, our spaces and our audience. We achieve this by focusing on shared values and ensuring there is a strong

creative narrative behind every activation and always work closely with our partners and our internal teams from Marketing and comms to operations across our hotel, to create experiences that feel bespoke to The Ned rather than simply transplanting an existing campaign into our venues.

Ultimately, we want guests to feel that the collaboration enhances their experience of The Ned, rather than distracting from it. We find that when that balance is achieved, the result is pure magic.

Many of your partnerships extend beyond traditional hospitality offerings. How do collaborations across areas such as wellness, retail, food and beverage, or culture help create more memorable and engaging experiences for guests?

Today’s guests are increasingly looking for experiences that extend beyond traditional hospitality. They want discovery, access and a sense of connection to our brand with brands that are shaping culture.

That is why our partnerships span everything from member perks within our app and wellness experiences, through to retail pop-ups, in-room collaborations, cultural programming and large-scale food and beverage activations. By bringing together different worlds under one roof, we’re able to create experiences that feel richer, more immersive and more personal.

The breadth of our partnership programme means a guest could discover a new fashion brand through an event, enjoy a chef collaboration at dinner, experience a wellness activation the following morning and receive a curated in-room experience during their stay. That variety keeps the experience fresh and helps ensure there is always something new and unexpected for members and guests to engage with. thened.com www.thehotelmagazine.co.uk

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SPONSORED

The Future of Foodservice Labour challenges, evolving guest demands and smarter menus are reshaping hospitality. Jon Morley, Head of UK Foodservice Channel at Kellogg Company, discusses the trends driving change and what operators can expect next.

What major shifts do you expect to see in foodservice in hospitality over the next 3–5 years?

We’re already seeing menus get tighter, and that’s only going to continue. Fewer dishes, fewer ingredients, but each one working harder. At the same time, snacking and sharing will continue to grow, particularly around social occasions where food complements the drink rather than dominates it.

Another big shift is consistency. Guests expect the same experience whether they’re visiting one site or another, which puts pressure on operators to standardise without

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losing personality. And finally, premiumisation isn’t going away - but it has to feel earned. Quality, brand and format all need to justify the price.

How are guest expectations around convenience, health and premiumisation shaping your innovation pipeline?

Guests are a lot more discerning than they used to be. Convenience is expected, but not at the expense of quality. Health means different things to different people, but transparency and portion control matter. And premiumisation is about cues - texture, flavour, format and

SPONSORED

brand story - rather than just cost.

So, when we look at innovation, we ask a simple question: does this help an operator serve something guests feel good about choosing, without adding complexity behind the bar or in the kitchen?

What innovations are you bringing that reduce prep time or waste?

“We’ll continue to invest in innovation, but equally in insight and support - helping operators understand which occasions are growing and how to unlock them profitably.”

That’s a huge focus for us.

Labour remains the biggest constraint in hospitality, so products need to be intuitive and forgiving. We’re investing heavily in formats that have long shelf life, minimal prep and clear portioning.

Frozen and ambient solutions are playing a bigger role, as are products that can be used across multiple occasions rather than sitting on a menu for one purpose. Reducing waste isn’t just about sustainability, it’s about margin, and operators feel that every day.

How do you support consistency across multi-site hotel groups?

Consistency is where strong partnerships really matter.

Multi-site operators need confidence that what works in one venue will work in another, without constant retraining or adaptation.

We support that through standardised specifications, reliable nationwide supply and practical tools that help teams execute consistently. It’s not just about the product itself - it’s about how it’s communicated to guests. The easier we make that, the more value we add.

What should hotel managers and operators expect to see from you in the next 12–24 months?

They should expect us to stay very focused on licensed trade realities.

More foodservice specific formats, more solutions designed around snacking and sharing, and more collaboration on how menus actually perform in real venues.

We’ll continue to invest in innovation, but equally in insight and support, helping operators understand which occasions are growing and how to unlock them profitably. It’s about being a partner, not just a supplier.

If you could solve one major pain point in hospitality foodservice overnight, what would it be?

Without hesitation, labour. If we can genuinely help operators do more with fewer people, without compromising guest experience, everything else becomes easier.

That’s why we focus so much on simplicity, consistency and flexible formats. If food can be easier to execute, easier to manage and easier to love, it takes some pressure off teams and lets operators focus on what they do best: hospitality. kelloggs.co.uk

www.thehotelmagazine.co.uk

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INDUSTRY EVENT

Independent Hotel Show 2026 Shaping the future of independent hospitality.

T

he Independent Hotel Show, in partnership with James Hallam Insurance Brokers, returns to Olympia on 5-6 October 2026, bringing together the people, ideas and suppliers shaping the luxury, boutique and independent hotel sector.

Created specifically for independent hotel owners, operators, general managers, designers and senior decision-makers, the show offers two days of product discovery, practical insight and industry networking.

Visitors will be able to explore solutions spanning hotel technology, interiors, amenities, food and drink, guest experience and day-to-day operations, alongside a wideranging programme of talks and discussions.

The theme for 2026 is ‘Shaping Tomorrow’ reflecting a sector that continues to evolve while retaining the individuality and character that distinguish independent hotels.

Throughout the event, the theme will explore how hoteliers, designers, and suppliers to the sector can respond to emerging technologies, changing traveller expectations and new commercial pressures without losing their distinctive identity.

These ideas will be brought to life across three content spaces: the Hotel Business Stage, in partnership with eviivo,

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designed by Merav Bustan Design; the Innovation Stage, in partnership with Agilysys; and the Social Business Space, in partnership with Zennio, designed by Design Command.

The seminar programme will offer a broad view of the opportunities and challenges facing independent hoteliers.

Sessions will examine topics such as the changing UK luxury traveller, hotel performance across the UK and Europe, making F&B profitable, maximising meetings and events opportunities, and the impact of impending tourist taxes.

Technology and digital strategy will also feature prominently. Discussions will consider how hotels can prepare for the next generation of travellers, reach different generations of guests through AI, use location data to identify new luxury audiences and respond as online search and discovery become increasingly influenced by artificial intelligence.

Design-focused content will explore interiors for wellbeing, accessible hospitality, refurbishment as a driver of asset value and the future of flexible hotel spaces.

Elsewhere, speakers will address sustainability, mental health, management skills, team engagement, social media and authentic storytelling.

The programme has been designed to mix detailed

INDUSTRY EVENT

panel discussions with focused Power Hour presentations and more interactive fireside chats and workshops, giving visitors opportunities to gain both wider strategic perspectives and concise, practical advice.

Beyond the stages, the show will present products and services for almost every area of a modern independent hotel. Technology specialists will include Focus on Hospitality, which provides IT, communications, connectivity and cyber security services for hotels, and Trybe, whose software supports bookings and operations across spas, leisure facilities and guest experiences.

For hoteliers reviewing their guest offering, CRU Kafe will showcase its organic, Fairtrade coffee, while Hawkridge Distillers will bring a range of English spirits and bespoke drinks solutions. Mint Linen will represent commercial laundry and linen hire, PCL Corporatewear will offer hospitality uniforms and workwear, and Capitol will showcase customisable amenities for hotel bedrooms, bathrooms, spas and food and beverage environments.

Zennio will also demonstrate hotel automation and roomcontrol technology.

“The connections you make are real and meaningful, and genuinely last for years,” say Michael and Pauline Clitheroe, Owners of TLC Hospitality. “The whole event has this genuine warmth that’s true to the spirit of hospitality.

The panels are brilliant, and remain honest and true to the challenges and opportunities we’re all navigating right now.”

The first day will culminate in the Independent Hotel Show Awards, in partnership with Preferred Hotels & Resorts. The awards recognise the hotels, people and design projects raising standards across the UK’s independent luxury hotel sector.

For 2026, the Independent Hotel of the Year award has been divided into Over 50 Rooms and Under 50 Rooms categories, reflecting the breadth of the market and allowing properties to be recognised alongside hotels of a similar scale. Shortlisted properties include Another Place, The Lake, The Grand, York, Cromlix, Foxhill Manor and The Royal Crescent Hotel & Spa. The Hotel Rising Star shortlist celebrates emerging talent from Grantley Hall, The Newman and Morgans Hotel, while Hotel Design of the Year recognises projects at Calcot Manor & Spa, Cromlix, Miiro Templeton Garden Hotel, Penmaenuchaf and The Old Bell Hotel.

With an extensive supplier showcase, three stages of expert-led content and an awards ceremony celebrating the sector’s achievements, Independent Hotel Show 2026 will provide a valuable opportunity to take stock of the market and consider what comes next. Rooted in creativity, progress and originality, the theme of Shaping Tomorrow will celebrate the independent spirit while helping hoteliers prepare for the future.

The Independent Hotel Show takes place on 5-6 October at Olympia, register for your free trade ticket at independenthotelshow.co.uk. www.thehotelmagazine.co.uk

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The business event for luxury and boutique hotels.

DO BUSINESS With over 200 hotel suppliers

EXPLORE The latest hotel trends

LEARN At over 50 talks and workshops

CONNECT IN The Social Business Space

FIND OUT MORE AT: www.independenthotelshow.co.uk

Hotel Magazine Awards

www.hotelmagazineawards.co.uk

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HOTEL MAGAZINE AWARDS 2027

We Unveil Prestigious New Venue The Hotel Magazine Awards return on Wednesday 14th April 2027 with an exciting new home, expanded award categories, and a promise of an unforgettable evening celebrating the very best of the UK hotel industry.

T

he Hotel Magazine Awards are set to return in spectacular style for 2027, and this year brings with it an exciting new chapter. We are delighted to announce that the prestigious The Royal Lancaster London will play host to the industry’s most anticipated night of celebration on Wednesday 14th April.

Overlooking Hyde Park and renowned for its elegant event spaces, The Royal Lancaster London, last year’s worthy Hotel of the Year winner, provides the perfect backdrop for an evening dedicated to recognising excellence across the hotel sector. With its blend of timeless luxury and contemporary design, the venue reflects the very spirit of the awards themselves – sophisticated, forward-thinking and firmly rooted in hospitality.

As always, the Hotel Magazine Awards will shine a spotlight on the individuals, teams and brands that continue to raise the bar. For 2027, we are proud to present 12 award categories, including two exciting new additions: Hotel Team of the Year and the Lifetime Achievement Award, which will honour an individual who has made a lasting impact on the industry.

Alongside these new accolades, the awards will celebrate excellence across a broad spectrum of categories, including The Environment Award, Marketing Innovation Award, Best Spa and Wellness Venue, Hotel of the Year, Hotel Bar of the Year, Hotel Restaurant of the Year, Inclusive Employer Award, Unsung Hero, Technology Award, Lifetime Achievement, Hotel Team of the Year and Hotelier of the Year.

Beyond the awards themselves, the evening promises to be a true celebration of hospitality in every sense. Guests can expect an exceptional gala dinner, a bespoke cocktail menu crafted exclusively for the event, and unlimited complimentary drinks throughout the night. Supported by an incredible line-up of industry-leading brands, the event will once again deliver not only recognition, but connection, inspiration and a chance to celebrate together.

Above all, the Hotel Magazine Awards 2027 is set to be a night to remember – bringing the industry together under one roof for an evening of celebration, recognition and, quite simply, a really good party.

Applications are still open on our website (hotelmagazineawards.co.uk) and will close at the beginning of February. We can’t wait to see you there!

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HOTEL BREAKS FOR

HIDDEN HEROES Join our Journey • Donate an Unsold Room • Make a Difference Room to Reward is a unique charity created to say ‘thank you’ to the Hidden Heroes - inspirational volunteers who give up their time to make a difference to those who need it most.

Our hotel partners donate their unsold rooms, charities and community groups nominate their Hidden Heroes for a break - we make it happen!

R2R IMPACT

GET INVOLVED

Can you put a few unsold rooms to good use?

Register here to find out more.

Thank you!

Find out more about the hotels and organisations involved and meet some of the Hidden Heroes

950+

Hotels

4000+

Nominations

1000+ Charities

“I would urge anyone out there who has not signed up to this wonderful charity to reach out and do that today.” - Robert Richardson, CEO: Institute of Hospitality & Room to Reward Trustee.

With less than 1% of annual unsold rooms, we can donate £1million worth of breaks to the Hidden Heroes helping people and places in need.

Find out more & get involved: joe@roomtoreward.org roomtoreward.org @roomtoreward Image: A volunteer from National Autistic Society arriving for a Room To Reward break at Champneys Eastwell Manor.

09

HOTEL MAGAZINE AWARDS 2027

Meet the Sponsor As the official staffing partner of the 2027 Hotel Magazine Awards, we caught up with Managing Director at Human One Global, Amber Blount, to find out about the people behind hospitality’s success.

Tell us about your brand and what sets you apart within the hotel sector?

Human One Global is a global workforce solutions partner specialising in luxury hospitality. Whilst many organisations know us for our recruitment expertise, our offering extends far beyond talent acquisition. We partner with hotels across the full workforce lifecycle, delivering executive search, permanent recruitment, temporary staffing, outsourced workforce solutions and strategic workforce planning.

What truly sets us apart is our consultative approach.

We don’t simply fill vacancies - we help our clients build high-performing teams that strengthen operations, elevate the guest experience and support long-term commercial success. Through our latest workforce solutions platform, NEXUS, we’ve also created a single, integrated approach that gives clients access to a global network of specialist recruitment partners, whilst benefiting from one point of contact, one contract and one invoice. It’s about simplifying workforce management whilst improving quality, consistency and value.

Amber Blou

nt

What inspired your decision to sponsor the 2027 Hotel Magazine Awards?

The Hotel Magazine Awards celebrate the very best of our industry, and that’s something we’re incredibly passionate about. Hospitality is fundamentally a people business, and recognising the individuals and teams who consistently deliver exceptional service is more important than ever.

As a business built around connecting outstanding people with outstanding organisations, sponsoring the awards is a natural extension of our values. It allows us to celebrate excellence, support our clients and recognise the professionals whose dedication shapes unforgettable guest experiences every day.

How does supporting industry recognition impact your brand and the wider sector?

Recognition inspires excellence. Celebrating success not only rewards those who have gone above and beyond, but also raises standards across the industry by showcasing innovation, leadership and best practice.

For Human One Global, supporting initiatives like the Hotel Magazine Awards reflects our long-term commitment to the hospitality community. We see ourselves as more than a supplier - we’re a strategic

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partner invested in the continued growth and success of the sector. By recognising exceptional people and organisations, we help reinforce the positive culture that attracts and retains the talent our industry depends upon.

Why do you think events like the Hotel Magazine Awards matter in today’s hospitality landscape?

Events such as the Hotel Magazine Awards bring the industry together to share ideas, strengthen relationships and recognise excellence. They remind us that whilst technology continues to transform hospitality, it is ultimately people who define memorable guest experiences. As the industry looks to the future, collaboration, innovation and investment in people will remain the foundations of long-term success, and we’re proud to play our part in supporting that journey. humanone.global

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HOTEL MAGAZINE AWARDS 2027

Meet the Sponsor Ahead of the 2027 Hotel Magazine Awards, we spoke to Justin Larsen, CEO of Screen Pilot, headline sponsor of the Marketing Innovation award, about the evolving role of digital brand experience in hospitality, the importance of industry recognition, and why celebrating bold, tech-driven marketing has never been more critical.

Tell us about your brand and what sets you apart within the hotel sector

Screen Pilot is a global hospitality marketing agency specialising in engineering premium digital brand experiences. We operate at the intersection of deep industry insight and cutting-edge technology, helping independent boutiques and major enterprise hotel brands attract, convert, and retain lucrative guests.

What truly sets us apart is our end-to-end management of the customer lifecycle. From building stunning, frictionfree brand identities, dynamic websites, and impactful content, to executing highly integrated digital strategies - and, more importantly than ever, ensuring your hotel is found by AI in this new era of search - we do it all under one roof.

We don’t just wait for direction; we proactively look for cultural cut-through and tech-forward opportunities that turn casual social media scrolls into confirmed reservations, ensuring our hotels remain unforgettable throughout the entire booking journey.

J ustin Larse

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What inspired your decision to sponsor the 2027 Hotel Magazine Awards, and how does this align with your brand’s values and vision?

Sponsoring the 2027 Hotel Magazine Awards was a natural choice for us. Our vision has always been to elevate the digital brand experience (DBX) for hoteliers worldwide.

Because our own culture is anchored in being bold, thinking smart and making every touchpoint count, we wanted to support an event that champions these exact standards. Partnering with the awards allows us to celebrate the exceptional minds who, like us, push the boundaries of what hospitality marketing can achieve.

How does supporting industry recognition impact your brand and the wider sector?

For Screen Pilot, supporting these awards is about spotlighting the incredible talent that keeps our industry moving forward. Industry recognition does more than just reward a job well done. It challenges all of us to raise our standards, think bigger, and experiment with new ideas.

When we celebrate breakthrough creative and datadriven campaigns publicly, we inspire the wider sector to

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innovate, ultimately elevating the guest experience across the board.

Why do you think events like the Hotel Magazine Awards matter in today’s hospitality landscape?

In today’s fast-moving, highly competitive digital landscape, marketing is no longer just a supporting function - it is the engine of hotel growth. Events like the Hotel Magazine Awards are essential because they bring our community together to share ideas, spark collaboration, and celebrate the work that shapes the future of travel. It’s where the connections that drive our industry forward truly come to life. screenpilot.com

INSIDE HOUSEKEEPING - IN PARTNERSHIP WITH

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Precision, People and Process Elinda Keenan, Assistant Executive Housekeeper at Bvlgari Hotel London, shares her journey through hospitality and how empathy, communication and team empowerment underpin her approach to delivering exceptional housekeeping standards in a modern, techenabled environment.

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

incorporating short, daily training sessions into morning briefings. These 15-minute sessions allow us to reinforce standards, introduce updates, and address challenges early in the day. It keeps the team aligned, confident, and prepared.

Involving the team in new procedures is equally important. Encouraging feedback not only improves processes but also creates a sense of ownership and accountability. When people feel heard, they are more engaged in maintaining standards.

Recognition plays a vital role too. Alongside formal HR initiatives, I make a point of personally thanking the team after busy periods, often with small gestures to show appreciation. Ultimately, maintaining high standards comes down to creating a supportive environment where people feel valued, listened to, and motivated - something that directly translates Elinda Keen into the guest experience.

My hospitality journey began in Glasgow at 14 in a café, where I developed a passion for service. By 16, I had moved into housekeeping at Jury’s Pond Hotel while studying hospitality, including commis chef training and five-star silver service.

I later transitioned into front office roles at Cheshunt Marriott, progressing to Senior Receptionist and Night Manager, where I gained a strong understanding of guest expectations, communication, and people-focused leadership.

Returning to housekeeping, I joined London Marriott Park Lane as Assistant Executive Housekeeper before becoming Executive Housekeeper at Andaz Liverpool Street, focusing on guest experience, team development, and collaboration.

Navigating the COVID-19 pandemic was a defining moment, reinforcing adaptability and teamwork.

Now Assistant Executive Housekeeper at Bvlgari Hotel London, my leadership style is rooted in empathy, clear communication, and empowering teams to take pride in their work.

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

One of the most effective methods I’ve implemented is

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an

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

Technology has significantly improved housekeeping operations, making them more efficient, responsive, and sustainable. Systems such as Unifocus and Rex HotSOS have become essential tools in daily operations.

These platforms provide real-time updates on room status, allowing teams to prioritise tasks effectively and

INSIDE HOUSEKEEPING - IN PARTNERSHIP WITH

improve communication between departments. Task allocation is streamlined, with requests automatically directed to the right team members, enhancing both speed and accountability.

Additionally, these systems support sustainability efforts by reducing paper usage and providing accurate data for better decision-making. However, while technology enhances efficiency, the human element remains at the heart of housekeeping. It is still the team’s attention to detail and pride in service that truly define an exceptional guest experience.

AND

down to investing in people.

A well-trained and supported team will always deliver better results.

Daily 15-minute training sessions continue to be highly effective, helping to reinforce standards and keep everyone aligned. Just as important is fostering a culture of open communication, where feedback is encouraged and achievements are recognised. When team members feel respected and valued, morale naturally improves.

Empowering the team to go the extra mile for guests also builds confidence and pride in their work. Ultimately, strong teamwork, trust, and continuous development are what sustain high standards, even in challenging times.

“Involving the team in new procedures is equally important.”

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

My advice is to embrace every opportunity to learn and develop. Hospitality is a fast-paced industry where each experience builds valuable skills, so staying curious is essential.

Don’t hesitate to ask questions or learn from experienced colleagues. Housekeeping has a strong network of professionals who are often willing to share their knowledge.

Gaining experience across different departments is also incredibly valuable, as it provides a broader understanding of hotel operations and strengthens leadership capability.

Most importantly, follow your passion. If you enjoy creating memorable guest experiences and supporting a team, housekeeping can be an incredibly rewarding longterm career. Hard work, curiosity, and continuous learning are key to success.

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

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

Over the next few years, I would like to see a stronger balance between technology, sustainability, and people development within housekeeping.

Technology should continue to improve efficiency in areas such as communication, task allocation, and room management, but always as a support tool rather than a replacement for the human touch. Sustainability should also remain a priority, with reduced waste, eco-friendly products, and smarter ways of working that maintain luxury standards.

Most importantly, I hope to see greater investment in people through training, career development, and wellbeing initiatives. This will help attract and retain talent while reinforcing housekeeping as a respected and rewarding career path.

Ultimately, housekeeping should continue to be recognised as a key driver of the guest experience where people, innovation, and service excellence come together.

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Back to School Why training is the smart money before Q4, as told by Jane Pendlebury, CEO of HOSPA.

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eptember has a particular feel to it. For many, the school run returns, the summer scramble eases and hospitality businesses everywhere draw breath before the final push of the year. It’s also, not coincidentally, the moment when many of us quietly resolve to get better at what we do. There’s something in the air at this time of year that makes learning feel natural again.

For hotels, that instinct is worth acting on. The window between the summer peak and the festive season is short, but it may be the most valuable stretch of the calendar for investing in your people. Q4 will arrive with its own pressures. Christmas parties, corporate events and plans for the January shoulder period that follows all demands teams working at their sharpest. The question is whether those teams will be more ready than they were last year.

Training is often the first line to suffer when budgets tighten, and it’s easy to see why. The costs are immediate

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“Staff turnover remains one of the heaviest costs in our industry”

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and visible while the returns feel distant and hard to pin down. A new booking engine shows up in the numbers within weeks.

A revenue manager who has deepened their understanding of forecasting shows up more slowly, in decisions that

compound over months.

But the return is real, and it’s measurable if you look for it. Staff turnover remains one of the heaviest costs in our industry, and the evidence has long pointed the same way.

People stay where they feel invested in. Every departure carries a recruitment fee, a training burden and a period of lost productivity, so a modest spend on development that keeps a good team member for another year can pay for itself several times over before you consider what they learned.

Then there’s the commercial upside. A front office team trained to upsell with confidence rather than embarrassment will lift ancillary spend. A finance

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professional who properly understands the latest reporting standards will save the business from expensive missteps. A marketer fluent in the possibilities and the limits of AI will spend budget more wisely than one guessing at it. None of this is abstract. It lands directly on the P&L, usually within the same trading year.

The nature of the learning matters as much as the fact of it. Continuous professional development is not an away day with sandwiches and a flip chart. Done well, it’s a steady habit rather than an annual event. Short courses, mentoring, professional qualifications and honest exposure to how other departments work all count. Some of the most valuable development I see costs almost nothing, such as a revenue manager sitting with the finance team for a morning, or a marketer walking the floor with housekeeping to understand what the guest experience actually involves.

Technology has raised the stakes here rather than lowered them. As AI takes on more of the routine work across our sector, the value of people shifts towards judgement, relationships and commercial thinking. Those are learned skills, and the businesses teaching them now will hold an advantage over those assuming they will develop by osmosis.

At HOSPA we see the effect of structured learning constantly, through our education programmes and the professionals who come through them. The pattern is consistent. Those who keep learning progress faster and contribute more, while tending to stay in the industry longer. That last point matters to all of us, because hospitality’s future depends on being a career people want to build, not just a job people pass through.

So as the new school term begins, it’s worth asking a simple question of your own business. When Q4 arrives,

will your team simply be busier, or will they be better? The hotels that can answer the second way are the ones that will finish the year strongest.

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

Jane Pendl

ebury

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Concern Over Visitor Levies UKHospitality Chair Kate Nicholls warns that the introduction of visitor levies across the UK risks damaging tourism, increasing costs for holidaymakers and placing further pressure on hospitality businesses already facing rising operational challenges.

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olidays are here! And so, sadly, is the holiday tax.

At least it is north of border, where Edinburgh has become the UK’s first city to a introduce a ‘visitor levy’.

It’s something UKHospitality has long campaigned against, and we’re among a coalition of business, hospitality, tourism, countryside and travel groups that have signed a letter to the Government urging it to stop the holiday tax.

In it, we warn new Chancellor John Healey about the devastating effects such a tax will have on families, jobs, tourism and the wider UK economy: “There are no winners from a holiday tax. Holidaymakers, hotels, B&Bs, guesthouses, holiday parks, pubs, restaurants, shops, tourism, visitor attractions, indoor leisure, farm shops, events, music, sports and business travel will all be hit.”

And holidaymakers themselves will be faced suddenly with an extra £100 on a typical two-week break.

Analysis from Oxford Economics estimates that there will be a clear negative impact on businesses and employment across the whole economy – with 33,000 fewer jobs, a hit of £2.2 billion to GDP and a £1.6 billion tax hike in a cost-of-living crisis.

Unsurprisingly, the public are also against the holiday tax, with twice as many opposing (56%) the tax, as those supporting it (24%).

Since 24 July, overnight visitors to Edinburgh have been paying an additional 5% charge on their accommodation.

UKHospitality Scotland has urged other local authorities against following suit, but Glasgow, Aberdeen and Stirling councils have already voted to introduce their own charges, with several more local authorities consulting on introducing a levy.

In Wales, UKHospitality Cymru has renewed its opposition to similar proposals, and in consultation response to Ynys Môn (Anglesey), Conwy and Gwynedd we’ve reiterated our long-standing opposition to a holiday tax, warning that it will cut visitor numbers, place destinations at a competitive disadvantage and

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K ate N ichol

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create additional red tape for businesses already facing significant cost pressures.

The visitor economy in England, Scotland and Wales is a major employer and economic driver, and rather than introducing taxes that put the brakes on growth, government and local authorities across the UK should instead be encouraging more people to visit and to stay longer.

You’ll have heard it before, but it bears repeating: holidays are for relaxing, not taxing!

Kate Nicholls Chair UKHospitality

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BUSINESS

Where Business Connects As expectations around business travel evolve, Millennium Hotels and Resorts is putting meaningful connection at the heart of MICE. From flexible London venues to destination-led experiences, its Where Business Connects campaign helps planners create purposeful events that deliver lasting value.

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ome conversations are better in person. Ideas move faster, relationships deepen, and the moments between sessions can prove as valuable as the meeting itself.

Business events continue to matter, even though expectations have changed. Delegates are more selective about travel, organisations are scrutinising the return on every gathering, and planners must create experiences worth attending.

London has long been a leading meeting destination, supported by its connectivity and cultural appeal. Yet its MICE proposition is evolving. Planners want adaptable venues, seamless service and experiences that reflect the city. Hotels are expected to act as strategic partners, helping organisations create gatherings that are purposeful, engaging and easier to deliver.

This thinking sits behind Where Business Connects, the global meetings and events campaign from Millennium Hotels and Resorts. It brings together well-connected destinations, flexible spaces, local expertise and hospitality shaped around each gathering.

“The future of business events is not about offering more meeting space; it is about creating more meaningful connections,” said Cinn Tan, Chief Commercial Officer at Millennium Hotels and Resorts. “Globally, Where Business Connects combines award-winning venues and trusted hospitality with experiences that reflect each destination’s character and deliver lasting value. From Singaporeinspired heritage tea breaks to distinctive touchpoints across the portfolio, we connect delegates with each other and the places they visit.”

Across London, the campaign is reflected in the scale and versatility of Millennium Hotel and Conference Centre Gloucester London, where meetings and conferences can take place under one roof. Copthorne Tara Hotel London Kensington combines adaptable spaces with a central location for conferences, networking and social occasions, while Millennium Hotel London Knightsbridge provides a

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setting for executive meetings and client events.

The proposition takes on a different character internationally. Grand Copthorne Waterfront Hotel Singapore brings the city’s multicultural heritage into its MICE experiences, while The Biltmore Los Angeles offers history, architecture and Hollywood grandeur.

Each venue has its own identity, but the objective remains consistent: to give planners the spaces, knowledge and support needed to shape an event around its audience.

A leadership retreat calls for privacy and focus, while a conference depends on seamless coordination. A gala or product launch may require a genuine sense of occasion.

Ultimately, an event’s success is not measured by the size of the room, but by what happens within it: the ideas exchanged, decisions made and relationships that continue afterwards. millenniumhotels.com

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