CLH Digital - Issue #314

THE LEADING PUBLICATION FOR THE HOSPITALITY SECTOR & LICENSED TRADE Issue 314

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Third Of Consumers Can't Afford A Night Out...

Britain's licensed hospitality sector is facing a twin crisis of collapsing consumer confidence and surging operating costs — and the data from two major new industry surveys makes for sobering reading.

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As Costs and Taxes Take Their Toll

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Research published jointly by the Night Time Industries Association (NTIA) and insight firm Obsurvant, drawing on the second wave of their Navigating the Night tracking study, finds that 68% of 18 to 35-year-olds say economic conditions have directly reduced how often they go out, with 53% spending less on nightlife than a year ago.

(CONTINUED ON PAGE 3...)

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Issue 314

Editor's Viewpoint

Welcome to the latest issue of CLH News Meanwhile, Whitbread — the UK's biggest hotel chain — is cutting 3,800 jobs.

THE WRITING IS Its chief executive Dominic Paul has been unequivocal: increased costs in the form of business rates and national insurance made the cuts unavoidable. "Changes," he says, are needed.

ON THE WALL — And "changes" are indeed taking place all over the country — just not the ones the sector BUT WILL ANYONE has been asking for.

Last week we reported that UK government data for the 2025/2026 financial year shows IN POWER READ IT? spirits duty revenue has fallen — despite higher tax rates.

As we approach local elections, it will be fascinating — perhaps instructive — to see how the public exercises its democratic voice on the government's "performance."

EDITOR

Peter Adams

All the indications are that many have already made up their minds, and on current evidence, it is not looking particularly rosy for those in power.

But I have been around long enough to know that politics rarely delivers exactly what you expect.

Things are not always as predicted, and they can change in the blink of an eye. So I will reserve judgement — for now.

OK, I'll come clean. I am, to a degree, playing devil's advocate.

My job is to report the sector's news, views and opinions — and for the past twelve months, they have made for deeply uncomfortable reading.

The government has been warned, repeatedly, clearly, and with increasing urgency, about the damage its policies are inflicting on the licensed on-trade and hospitality.

The message from operators, industry bodies, trade associations and observers has been unambiguous: change course — you are causing closures, job losses, and ironically, lost revenue for the very Treasury you are trying to fill.

Spirits revenue dropped by 2.3% to £4.06 billion, a decrease of £94 million on the previous year. Increase taxes, collect less tax revenue. Who, genuinely, did not see that coming?

RBC Publishing Ltd 3 Carlton Mount 2 Cranborne Road Bournemouth Dorset BH2 5BR

Which brings me neatly to another story that caught my eye this week — the tipping debate.

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Gordon Ramsay is to introduce a 20% tipping charge at his Lucky Cat restaurant. Each to their own, and I do not know the full background of that individual case so I won't dwell on it — but as a general proposition, it is not a charge I would personally be rushing to pay.

FAX: 01202 552666

I have never been to America, but I am well aware that tipping across the Atlantic has become a deeply contentious issue.

What began as a discretionary reward for good service has evolved into something closer to a quasi-mandatory subsidy for low wages — a model that sits uncomfortably with most people on this side of the pond. But here is my concern: is there a danger we sleepwalk into something similar?

Because the economic principle at play is the same one we see with spirits duty.

Push the cost to the consumer too far, and they push back — with their feet. Reduced footfall. Reduced sales. Reduced revenue.

And yet, here we are.

I highlighted it in this column last week: the Laffer Curve — the economic principle suggesting there is an optimal "sweet spot" for taxation, beyond which raising rates actually reduces the revenue collected.

This week's lead story tells us that one in three consumers cannot afford a night out. That 68% of 18 to 35-year-olds say economic conditions have directly reduced how often they go out.

The same logic applies to the cost of eating and drinking out. Pile on too much — whether through cover charges, service charges, or mandatory tipping — and at some point the customer simply stays home. We are already seeing it. The data is right there in our lead story.

That only 29% of respondents in the NTIA study believe the Night Time Economy and Hospitality sector is well supported by government policy — and that three quarters say policy on the sector would actively influence how they vote.

As I say I will not comment on individual carse but do urge a “bit of caution”. The consumer's goodwill, like their disposable income, is not unlimited.

In Scotland, a staggering 86% of SLTA respondents said they did not believe the Scottish Government's economic policies were aligned to business growth.

On that note — I wish every operator across the country the very best of luck this Bank Holiday weekend. The sunshine looks promising, the demand is demonstrably there, and you deserve a busy one. Here's hoping the tills ring loudly.

These are not fringe opinions. These are mainstream, measurable, and mounting.

I can always be contacted at edit@catererlicensee.com

The Caterer, Licensee & Hotelier News Group is published by RBC Publishing Ltd, 3 Carlton Mount, 2 Cranborne Road, Bournemouth, Dorset, BH2 5BR. Contributions are welcome for consideration, however, no responsibility will be accepted for loss or damage. Views expressed within this publication are not necessarily those of the publisher or the editorial team. Whilst every care is taken when compiling this publication to ensure accuracy, the publisher will assume no responsibility for any effects, errors or omissions therefrom. All rights reserved, reproduction is forbidden unless written permission is obtained. All material is assumed copyright free unless otherwise advised.

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Third Of Consumers Can't Afford A Night Out (CONTINUED FROM FRONT COVER)

mining the future of our sector.”

POLITICIANS NOT KEEPING UP Crucially, the research demolishes the commonly cited narrative that younger generations have simply lost interest in socialising. On the contrary, 85% of 18 to 24-year-olds and 86% of 25 to 34-year-olds say they would be influenced by political support for the Night Time Economy and Hospitality sector.

While politicians continue to talk about putting money back into people’s pockets, the lived experience for young people tells a different story.

• Only 29% believe the Night Time Economy and Hospitality sector is well supported • Three quarters of people say policy in this area would influence how they vote Young people are clear about what matters to them — but there is a growing sense that their priorities are not being heard.

ALIENATING A GENERATION Michael Kill, CEO of the Night Time Industries Association, said: “This report completely debunks the myth that young people don’t want to go out. Demand is clearly there, what’s disappearing is affordability. Young people are under huge pressure from the cost of daily living, while rising costs and taxation are driving up the price of a night out, not through a drive to increase profit or greed, but purely to keep businesses afloat.

“They are cutting back not by choice, but by necessity. At the same time, many feel politics doesn’t speak their language or reflect what matters to them. If this continues, we risk alienating a generation and under-

Theo Dominian, Research Strategy Lead, Obsurvant said: “This second wave of Navigating the Night builds on the foundations laid in Q4 2025, continuing the tracking research while adding new data, new depth, and a clearer view of where the industry stands heading further into a year that has started with immense macro challenges.

SCOTLAND’S “DOUBLE WHAMMY” The picture in Scotland is equally, if not more, alarming.

A flash survey conducted over Easter by the Scottish Licensed Trade Association (SLTA) — covering more than 150 pubs, bars, restaurants and hotels the length and breadth of the country — found that 64% of outlets are now trading below last year's levels.

That figure represents a sharp deterioration from the 58% that predicted a business decline in the SLTA's Winter Business Insight survey conducted just three months ago in January 2026, suggesting conditions are worsening at pace.

Operators in Scotland are being hit by what SLTA managing director Colin Wilkinson called a "double whammy": growing input costs, particularly in fuel and energy — flagged by 85% of respondents — compounding the knock-on effects of weakening household confidence, with 71% of outlets reporting that customers are visibly pulling back on spending.

UNSUSTAINABLE "To be blunt," Wilkinson said, "this is simply unsustainable."

The political dimension to both reports is hard to ignore. Only 29% of respondents in the NTIA study believe the Night Time Economy and Hospitality sector is well supported by government policy, while three

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quarters say policy on the sector would actively influence their vote. In Scotland, 86% of SLTA respondents said they did not believe the Scottish Government's economic policies were aligned to business growth — a damning assessment ahead of the Holyrood election on 7 May. For the sector, the stakes extend well beyond the balance sheet.

Licensed hospitality underpins hundreds of thousands of jobs, sustains the UK's creative and cultural ecosystem, and provides the social infrastructure that holds communities together — from the late-night music venue to the village local.

CONCRETE ACTION Both the NTIA and the SLTA are now calling on politicians across Westminster and Holyrood to take urgent and concrete action to: - Address the cost of living pressures facing young people - Reduce the tax and cost burden impacting the Night Time Economy and Hospitality - Support venues and operators across the sector - Improve late-night transport and safety - Recognise the sector’s role in economic growth and cultural life Mr Wilkinson said: “The licensed hospitality industry is a major part of Scotland’s tourism sector and a significant employer, especially for younger individuals. The sector is an integral part of Scotland’s culture and history and, in many cases, serves as a crucial social centre, boosting community inclusion, reducing isolation, and supports mental health.

“Politicians can no longer ignore the broad economic and social value of the licensed hospitality sector. In the lead-up to the Scottish election our politicians continue to ‘talk the talk’ for the overall Scottish hospitality sector. Come May, they need to ‘walk the walk’.”

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Issue 314

Rethinking Hotel Service: How AI Is Supporting Staff While Meeting Rising Guest Expectations

By Michelle Daniel, Chief Operating Officer at OSS Systems (www.oss-systems.com) The expectations placed on today’s hotels are evolving rapidly, with guests increasingly benchmarking what they consider a ‘good stay’ against the seamless, on-demand experiences they’ve become accustomed to in everyday life. From transport apps to food delivery platforms, convenience and immediacy are now the norm, reshaping how service is perceived across industries.

For hospitality, this shift introduces a more complex balancing act, as hotels look to meet rising expectations while managing growing operational pressures behind the scenes. In this environment, technology – and particularly AI-driven systems – is beginning to play a more defined and necessary role. What was once viewed as an added enhancement is now becoming part of the core infrastructure required to deliver consistent, high-quality service.

Crucially, the role of AI within hospitality is not about replacing people, but about supporting teams in an environment where time, resource and efficiency are under increasing strain. Ongoing staffing challenges, combined with the need to maintain high standards, are prompting many hotels to rethink how day-to-day operations are managed.

AI-led tools are contributing to this shift by streamlining routine processes and improving internal communication, allowing staff to focus more on the aspects of service that cannot be replicated by technology – such as attentiveness and human connection. In many respects, this signals a return to the fundamentals of hospitality, with technology working in the background to reinstate more meaningful, face-to-face interactions.

This evolution is particularly visible in how guests engage with hotel services. Digital concierge platforms are increasingly shaping the guest journey, offering a more intuitive way to request amenities, report issues or access information. Rather than relying on traditional touchpoints such as reception desks or phone calls, guests are able to interact with services quickly and seamlessly through a single interface.

This results in a more fluid experience, where requests can be made and managed without disrupting the

flow of a guest’s stay. Whether ordering room service or requesting an extra pillow, the process becomes faster and more discreet, allowing guests to continue their stay with the reassurance that their request is being handled.

From an operational perspective, this shift also introduces greater structure and clarity. Requests can be routed directly to the relevant department, reducing the likelihood of miscommunication and helping to ensure that no detail is missed. This becomes particularly valuable during busy periods, when front-of-house teams are managing high volumes of activity and need to prioritise in-person guest engagement.

Greater visibility across departments also supports more consistent service delivery, while the data generated through these systems provides useful insight into recurring issues and operational patterns. Over time, this enables a more proactive and informed approach to service management, helping hotels to refine processes and respond more effectively to guest needs.

Multilingual functionality and 24/7 availability also improve accessibility for guests, offering a level of consistency that can be difficult to achieve through traditional service models alone. At the same time, these systems are contributing to a more personalised experience. By capturing and interpreting guest preferences, AI-driven platforms can offer relevant suggestions and anticipate needs in a way that feels unobtrusive, adding value without increasing the demands placed on staff.

Across the sector, adoption is steadily gaining momentum. From independent hotels to global brands, there is a growing recognition that digital solutions have an important role to play in supporting both operational efficiency and guest satisfaction, and are fast becoming an integral part of how service is delivered.

Introducing new systems, however, requires a considered approach. In an industry built on personal interaction, hesitation around technology is understandable, particularly when it comes to integrating new processes within established teams. Experience suggests that successful adoption depends largely on how these tools are positioned. When technology is clearly framed as beneficial – reducing repetitive tasks and simplifying workflows – it becomes easier for teams to engage with it. Effective training and thoughtful integration are equally important, ensuring that systems align with existing operations and enhance the working environment.

Looking ahead, the role of AI in hospitality is set to continue expanding as guest expectations evolve further.

The challenge for hotels will be maintaining the balance between efficiency and authenticity, ensuring that technology strengthens the human experience at the heart of hospitality. By easing operational pressures and enabling more responsive service, AI has the potential to support both guests and staff, contributing to a more streamlined and effective future for the industry.

Pub Leaders Step Behind Tingley Bar to Raise £1,350 for Mental Health Charity Senior leaders from Craft Union Pub Company, part of the UK’s largest pub company Stonegate Group, rolled up their sleeves and stepped behind the bar at The British Oak in Tingley recently, raising £1,350 for leading suicide prevention charity Campaign Against Living Miserably (CALM).

pubs. Initiatives like the British Oak takeover continue to drive both donations and awareness at a local level.

With suicide remaining the biggest killer of men under 50 in the UK, and one in four people experiencing suicidal thoughts in their lifetime, the funds raised will directly support CALM’s frontline services, digital tools and national campaigns.

In a ‘pub takeover’, one Craft Union Operations Director and six Regional Managers took on everything from pouring pints to DJing, running pool and darts competitions, and hosting raffles, leaving the regular pub team to enjoy the atmosphere from the other side of the bar.

Jason Herringshaw, Craft Union Regional Manager, said: “Getting behind the bar and being part of the action alongside our teams and customers was a brilliant experience. The pub was absolutely packed, the atmosphere was incredible, and it really showed what our Tingley pub is all about.”

The event coincided with a huge day of football, including a busy Liverpool match that helped draw in a full house, with the pub packed throughout the day. A standout moment saw a shirt raffle alone raise more than £200, with the winner drawn at full-time.

Stonegate Group and Craft Union’s charity partner is CALM, and the business has already raised more than £50,000 in just three months through fundraising efforts across its ness where it matters most.”

“We’re incredibly proud to support CALM, a charity doing vital, life-saving work. To raise £1,350 in a single day through the support of our guests and team is a fantastic achievement, and it’s events like this that help us keep building momentum and raising aware-

Royal State Visit Delivers Whisky Tariff Breakthrough for UK Drinks Trade The UK's licensed drinks trade is celebrating a significant commercial victory after US President Donald Trump announced the complete removal of American tariffs on whisky imports from across the United Kingdom, a move directly attributed to the recent state visit by King Charles III and Queen Camilla.

The presidential announcement, which came in the wake of a four-day royal tour spanning Washington DC, New York and Virginia, lifts longstanding restrictions on transatlantic whisky trade, including barriers that had prevented closer collaboration between Scottish distillers and producers in Kentucky — the heartland of American bourbon.

Crucially for the broader on-trade, the UK government has since confirmed that the tariff removal encompasses all whisky categories, extending beyond Scotch to include Irish whiskey — a category that has seen substantial growth across bars, restaurants and hotel outlets in recent years.

Buckingham Palace responded warmly to the news, with a spokesperson indicating that the King had expressed his sincere appreciation to President Trump and intended to mark the occasion with a celebratory

dram — a response that drew considerable approval from industry figures north of the border.

Scotland's First Minister John Swinney welcomed the development as outstanding news for the Scottish economy, acknowledging the monarch's pivotal role in securing the outcome. Swinney noted that the tariff burden had been causing substantial ongoing losses to Scottish trade, with the financial damage running into millions of pounds each month.

Chief Executive of the Scotch Whisky Association Mark Kent said: “This deal is a significant boost for the Scotch Whisky industry in our most valuable export market. Distillers can breathe a little easier during a period of significant pressure on the sector.

“We are hugely grateful for the sustained efforts on both sides of the Atlantic. For months, many have worked tirelessly to return zero-for-zero tariff trade for whisky and bourbon. The special relationship that the Scotch Whisky and American Whiskey industries share will be reinvigorated by this announcement.

"While challenges in our sector remain, we can now redouble our efforts to boost the benefits our two great industries bring to communities across Scotland and the US."

Issue 314

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New Research Reveals the Hidden Human Cost of Pub Closures

New research from Loughborough University suggests that loss often echoes through entire communities, affecting friendships, identities and local support networks in ways that statistics cannot capture.

“When these venues close, communities can lose an important social anchor.”

When pubs close, communities lose shared spaces where people of different ages and backgrounds regularly mix

The project, After Last Orders?: A biographical exploration of the impact of UK pub closures, explores what happens to people and places after pubs close.

Former staff and regulars described the pub as a place where relationships were built over years. In some cases, people said the closures removed one of the few spaces where different generations and backgrounds could regularly mix.

The disappearance of a pub can change a neighbourhood’s identity, removing a familiar landmark that holds memories and local history

Funded by the Leverhulme Trust, the study collected detailed stories from people connected to pubs across the UK, including owners, staff, customers and local residents.

The research also highlights the emotional impact on workers whose jobs involve more than hospitality.

Researchers carried out seven in-depth case studies of pubs in different settings such as rural villages, suburban neighbourhoods and urban areas.

Across these sites, they conducted interviews with dozens of participants and held focus groups to understand how closures unfold and how communities respond.

Dr Thomas Thurnell-Read, of Loughborough University, who led the project, said: “Pubs often play a much bigger role than simply serving drinks.

“For many people, they act as informal community hubs where friendships are formed, local news is shared and individuals who might otherwise feel isolated find companionship.

Pub staff often help create welcoming environments and social connections, meaning closures can erase both employment and valued social roles.

Key findings: Pubs are vital community hubs, providing spaces where friendships form, local news is shared and people find everyday social connection Pub closures carry a strong emotional impact, with staff and regulars often describing a sense of grief and loss when a venue shuts Hospitality workers lose more than employment, as their roles often involve building relationships and maintaining a welcoming social space

The project also highlights how closures can change the character of neighbourhoods. A pub often acts as a visible symbol of local identity and history.

When it disappears, residents may feel a loss not only of a meeting place but of part of their community’s story.

More broadly, the research reflects a national trend. More than a quarter of British pubs have closed since 2000, raising questions about what these changes mean for community life across the country.

By focusing on the personal stories behind pub closures, the researchers hope the project will encourage a wider conversation about the social value of pubs and the role they play in everyday life.

The findings suggest that debates about the future of the pub sector should consider not only economic factors but also the social connections and sense of belonging these venues help sustain.

Daventry Community Pub Relaunched Following Transformational Refurbishment Popular community pub, the Pike & Eel on 1 Tamar Square in Daventry, relaunched on Thursday 23rd April following a transformational combined investment of £110,000 from experienced licensees, Mark Ford, Lynn Dorney and Admiral Taverns.

Lynn Dorney, licensee at the Pike & Eel, commented: “It has been incredible to see the pub transform and to witness the community come together to celebrate.

This is a true local, and our regulars are like family, so we are thrilled to be offering them a new and improved pub. We want to extend our thanks to our hardworking team at the pub and everyone at Admiral Taverns who have gone above and beyond to make this renovation a success. We look forward to seeing this

pub thrive” As part of its mission to give back to the local community, it will continue to host regular fundraising events/community initiatives to raise money for Friends of Danetre Hospital, who support in-patient wards and the hospital departments with equipment and training.

Matt Obrey, Business Development Manager at Admiral Taverns, added: “I’m delighted to see the refurbishment of the Pike & Eel completed. I look forward to seeing Lynn, Mark and the team continue to thrive in the future.

“On behalf of myself and the Admiral Taverns team, we wish Mark, Lynn and the team all the best for many years to come”.

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Issue 314

Cashing in from Kick-Off to Last Orders

By Chris Whitlock at TVC Technology Solutions (https://tvc.uk.com)

With evening fixtures drawing crowds into pubs across the UK, the right audiovisual (AV) setup can turn live sport into one of hospitality’s most reliable revenue drivers. Chris Whitlock of TVC Technology Solutions shares how operators can make the most of a bumper summer of sport.

tems allow staff to switch channels, adjust audio zones or manage multiple screens quickly, something that becomes invaluable during busy matchdays.

MAKING MORE OF OUTDOOR SPACE Beer gardens, terraces and rooftop areas have become increasingly valuable, particularly during the summer months. However, many venues still underuse these spaces when it comes to live sport.

Every few years, the sporting calendar aligns to create a major opportunity for pubs, bars and hospitality venues. This summer is one of those moments. With a packed schedule of international football, cricket, Formula 1 and tennis – alongside the build-up to the 2026 FIFA World Cup – venues have a clear chance to attract larger audiences, increase dwell time and drive higher spend per customer.

Traditional approaches, such as placing indoor TVs in enclosures, can work, but often come with compromises around visibility and aesthetics.

Newer outdoor screens and LED displays are designed to operate reliably in changing weather conditions while maintaining brightness in daylight.

For many operators, big sporting fixtures already rank among the busiest trading periods of the year. But those that consistently maximise these occasions tend to take a more strategic approach to the viewing experience they offer.

Sport remains one of the strongest drivers of footfall in hospitality.

Research from the British Beer & Pub Association and Sky Business suggests major football matches can increase pub footfall by more than 30%, while also boosting average spend. Just as importantly, customers stay longer, arriving before kick-off and often remaining well after the final whistle.

Operators are also seeing this play out in real terms. During the 2024 European Championship, one TVC Technology Solutions customer reported takings of more than £20,000 on the opening night of England’s first group game, driven in part by investment in both indoor and outdoor AV. Without that, the expectation was that customers would simply have chosen to watch elsewhere.

For operators, the opportunity is straightforward: extend the viewing experience beyond the bar. Even a modest outdoor setup can increase capacity during high-demand fixtures and create a more engaging atmosphere that draws customers in.

competes with the atmosphere.

Operators should start by asking whether customers can see a screen clearly from most seating areas, whether the audio is intelligible without being overpowering, and whether the setup works consistently during busy periods.

At TVC Technology Solutions, we often find that venues benefit from stepping back and reviewing their AV as a complete system rather than a collection of individual screens. A well-designed setup considers how customers move through the space, where they sit, and how different areas are used throughout the day.

DON’T OVERLOOK AUDIO While screens tend to get the most attention, audio is just as important to the overall experience.

Poor sound is a common complaint, whether that means commentary that is too quiet to follow or too loud to allow conversation. A welldesigned system distributes sound evenly across the venue, allowing customers to stay engaged with the action without discomfort.

Zoned audio can also give operators flexibility, for example, keeping commentary in one area while maintaining background music in another.

AVOIDING COMMON AV PITFALLS

PLAN AHEAD TO MAXIMISE RETURNS

FOCUS ON THE EXPERIENCE, NOT JUST THE SCREEN

One of the most frequent issues in pubs is that AV systems evolve in a piecemeal way. Screens are added over time, often with different connections and control methods, resulting in setups that are difficult to manage.

For those considering upgrades, timing is key. Installing or improving an AV system takes planning, from specifying equipment through to installation and testing.

Customer expectations have shifted. Large high-definition TVs and streaming services at home mean that simply showing the match is no longer enough.

This can lead to inconsistent picture or sound quality, systems that are slow or confusing for staff to operate, and an increased risk of technical issues at key moments.

In-venue viewing needs to feel like an upgrade. That means clear sightlines, consistent picture quality and audio that enhances rather than

From our experience working with pub groups and operators across the UK, simplifying control is one of the quickest wins. Centralised sys-

The message is clear: the right setup can materially influence where customers choose to watch and how much they spend when they do.

Working with experienced AV partners can help ensure systems are designed with both performance and ease of use in mind, something that becomes critical during high-pressure trading periods.

With a strong summer of sport ahead, operators who take the time to review their current setup and address any weak points, are likely to be best placed to benefit.

Bakewell Community Pub Revamped Following Transformational Refurbishment Popular community pub, The Bulls Head in Youlgreave, was officially revamped on Friday 17th April, following a combined investment of £90,000 from experienced licensees, Donna and Stephen Perry and Admiral Taverns, the UK’s leading community pub company. Admiral Taverns has also recently worked with Alan and Suzanne Campbell, licensees in the local area, to help renovate and reopen the Church Inn in Matlock.

The repairs will breathe a new lease of life into The Bulls Head to elevate and modernise the overall look and feel of the pub – ultimately enabling the licensees to further cement it as the go-to community hub for local residents.

Internally, the pub has been revamped to include brand-new fixtures and fittings throughout – as well as brand-new windows, repairs made to the roof and an updated kitchen. The pub also includes three 74-inch flatscreen televisions for customers to enjoy.

Passionate licensees, Donna and Stephen, bring a wealth of knowledge and expertise to the pub having worked in the hospitality sector for the past five years. Going forward the licensees are committed to creating a dog and family friendly hub that brings people together and supports all aspects of community life.

Donna Perry, licensee at The Bulls Head, commented: “I’m absolutely thrilled with the results of the

repairs. I look forward to when our customers can see the updates that have been made.

We have loved every minute of our time at The Bulls Head so far and I would like to thank everyone, from our family and friends to our customers and of course the team at Admiral Taverns, for all their ongoing support. I look forward to everything the future holds for this fantastic community pub!”< Going forward, Donna and Stephen will be hosting a busy schedule of regular entertainment for the community to enjoy including quiz nights an live entertainment, featuring comedy acts and live singers. In addition, as part of their mission to give back to the local community, they will also be hosting regular fundraising events/community initiatives for a local charity in the future.

The pub is owned by Admiral Taverns. Mark Bromley, Business Development Manager at Admiral Taverns, added: “Donna and Stephen bring so much passion and dedication to the pub, and since taking it over they have built a really strong community focused local that residents enjoy.

“On behalf of myself and everyone at Admiral Taverns, I wish Donna, Stephen and the entire team at The Bulls Head the best of luck in the future.”

Decarbonising Hospitality With Sustainable Hot Water For the UK hospitality sector, the pressure is on to reach Net Zero by 2050, with industry bodies like UKHospitality pushing for aggressive targets, including the elimination of direct emissions (Scopes 1 and 2) by 2030 and all avoidable supply chain emissions (Scope 3) by 2040. It’s a challenge that can feel complicated, frustrating, but is ultimately necessary for a sustainable future.

Hot water is the lifeblood of hotels and restaurants, but it's also a carbon heavyweight.

Historically, gas was the default choice for its low cost, but it is increasingly at odds with climate regulations. Conversely, while electric water heaters offer zero on-site emissions, their higher running costs can be a bitter pill for high-demand businesses to swallow.

Adveco suggests that the smartest path forward isn’t a choice between gas or electric, but a strategic hybrid approach. By integrating multiple technologies, businesses can achieve environmental goals without compromising their bottom line.

Air source heat pumps (ASHPs) can generate up to 70% of domestic hot water (DHW) system energy as preheat, significantly reducing the load on electric boilers and

slashing carbon emissions. Hybrid systems, such as Adveco FUSION, can also incorporate electric immersion backups, ensuring an uninterrupted hot water supply—a non-negotiable for guest satisfaction.

Solar thermal, as a ‘true renewable,’ can offset up to 30% of annual DHW energy requirements, offering a low-maintenance solution with a rapid return on investment. It can also work with both electric and gas-fired appliances, like Adveco’s Astute smart water heater range.

Decarbonisation isn't just about swapping out old hardware; it’s about bespoke, intelligent design. Moving beyond like-for-like replacements to integrated systems—complete with thermal storage and optimised controls—allows hospitality venues to future-proof their operations against evolving regulations.

With trusted technological partners, the journey to Net Zero becomes a strategic evolution, securing long-term viability in a greener economy. https://adveco.co/

Issue 314

CLH DIGITAL

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Cost Crunch and Reduced Spending Claims More Than 300 Venues in a Single Quarter Britain’s pubs, bars and restaurants are continuing to close at an alarming pace, with new figures showing more than three licensed venues disappearing every day as operators battle rising costs and subdued consumer spending.

The latest Hospitality Market Monitor from NIQ, using data compiled

by CGA by NIQ, reveals that the total number of licensed premises fell by 0.3% during the first quarter of 2026.

By the end of March, the UK’s licensed outlet count stood at 98,609 — a net loss of 305 sites since the end of 2025. The drop marks a second consecutive quarterly decline, reinforcing concerns that closures across the sector are gathering momentum rather than easing.

For many operators, the pressures remain intense. Businesses continue to contend with higher wage bills, increased energy costs and ongoing inflation across food and drink supply chains. At the same time, consumers are tightening their belts, with discretionary spending on eating and drinking out increasingly under strain amid the wider cost-of-living crisis.

The combination is proving difficult to absorb, particularly for independent and smaller operators, where margins are already tight. Analysts warn that further challenges could lie ahead, with geopolitical tensions — particularly in the Middle East — posing a risk of renewed volatility in energy markets, potentially driving costs even higher.

The downturn has affected all major segments of the licensed trade, with no category reporting growth in the opening months of the year.

Casual dining venues have seen some of the steepest declines, with outlet numbers dropping by 0.9% as consumers cut back on meals out. Bars have also been significantly impacted, reflecting their reliance on discretionary spending.

However, there are some signs of resilience within the wider hospitality landscape. The accommodation sector continues to outperform other segments, supported in part by evolving consumer habits and indications of a rebound in domestic tourism.

Licensed hotels, in particular, have recorded year-on-year growth and now sit just 4.7% below their pre-pandemic levels of March 2020. This

compares favourably with the overall hospitality market, which remains 14.3% behind where it stood before COVID-19.

With overseas travel becoming more expensive and household budgets stretched, industry leaders anticipate a rise in UK-based holidays over the coming months. Hotels, guesthouses and holiday parks could benefit from increased demand as more consumers opt for staycations.

Karl Chessell, Director – Hospitality Operators and Food, EMEA at NIQ, said: “Soaring costs have taken a heavy toll on hospitality in the first quarter and forced hundreds of businesses to close, with distressing impacts for the operators and employees concerned.

“Confidence among leaders and consumers alike is low, and geopolitical crises are likely to cause more damage in the months ahead.

Many pubs, bars, restaurants and other outlets have shown remarkable resilience in the face of unprecedented challenges, but thousands are now nearing breaking point. Without targeted support, more closures can be expected over the rest of 2026.”

Ramsay's Festive Service Charge Sparks Industry Debate Gordon Ramsay has reignited the ongoing conversation around service charges in UK hospitality after applying a 20 per cent discretionary levy to festive menus at his London restaurant Lucky Cat — a rate significantly above the industry norm.

The celebrity chef and restaurateur, whose broader estate typically operates on a 15 per cent service charge, applied the higher rate to Christmas and New Year menus at the Mayfair Asian-inspired venue, which first opened its doors in 2019. The charge was noted on the menu, albeit in small print, informing diners that the additional cost would be added to their final bill.

The move places Ramsay's festive offering well above the 10 to 12.5 per cent service charge that remains standard practice across most UK restaurants and hospitality venues. Notable operators maintaining that conventional benchmark include Marco Pierre White's English Chophouse in Whitechapel, Raymond Blanc's Brasserie Blanc, and Heston Blumenthal's acclaimed Fat Duck.

The decision has prompted fresh debate across the trade at a time when operators are navigating a uniquely challenging cost environment. Rising employment costs, energy bills, food price inflation and persis-

tent staffing pressures have all squeezed margins considerably, leading some businesses to reassess how they structure pricing and additional charges. Many operators argue that service charges remain a vital mechanism for sustaining competitive wages — particularly for front-of-house teams working in high-cost city locations.

Yet not all industry voices are in agreement. Some operators caution that charges exceeding 15 per cent risk damaging customer trust and raising questions around pricing transparency. The consensus among this camp is that any upward movement in service charge rates must be clearly justified — whether by exceptional service standards or the specific demands of peak trading periods such as the Christmas season.

The debate also casts a spotlight on the growing cultural drift towards American-style tipping norms. In the US, gratuities of 20 per cent or above are broadly expected and deeply embedded in dining culture. The UK has traditionally maintained a more modest and informal approach to tipping, though that distinction has become increasingly blurred as mandatory or semi-mandatory service charges become the norm across both casual and premium dining segments.

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Issue 314

Training Drain: Hospitality Sector Losing £55m A Year To Inefficient Learning Hospitality businesses are losing millions on inefficient staff training, according to new research from compliance training provider Skillcast

“It’s not just the time and money spent on training itself but the missed opportunities to develop employees’ skills in a way that delivers value.

The findings, published in Skillcast’s Lost Hours Report, analysed national employment data across 11 sectors to assess how much training fails to improve job performance or close skill gaps.

“Essential training doesn’t have to be time-consuming – in fact, it’s often better when it’s not because employees are more likely to engage in it. Targeted sessions, based on an individual’s skills requirements and role, ensure they’re meeting the standard while also giving them back time for building their professional and specialist skills.”

Hospitality businesses fared among the worst in sectors analysed with 2.8 million hours lost annually - equivalent to £55 million in unrealised investment. The sector’s fast-paced nature often means more time is spent on basic and mandatory training.

Skillcast’s researchers also measured the skill gap density across 11 sectors to find out the proportion of employees who are not fully proficient in their role.

Wholesale and retail (2.6 million hours / £51.4 million) followed behind hospitality, while business services came ranked highest overall for lost hours at 3.3 million.

Separate data from the government shows that UK businesses invest more than £50 billion a year in training and development, yet the nation continues to lag behind the US, G7 and EU on productivity.

The Lost Hours Report suggests that how training is delivered may be as important as how much is spent on it.

The report also introduces a pattern: as time spent on mandatory training increases, the proportion of employees not considered fully proficient in their roles rises too - suggesting that volume alone is not closing skills gaps.

This analysis reveals that nationally, over 21 million training hours each year are not delivering the intended skills outcomes - equivalent to 2.82 million working days, or the annual capacity of more than 11,000 fulltime employees. Across all industries, this represents nearly £415 million in annual training costs that are not delivering a clear return on investment.

While essential training such as compliance, health and safety, and financial crime prevention remain non-negotiable, the report finds it is often delivered inefficiently. This limits organisations’ ability to invest in high-value skills such as leadership, technical expertise and innovation.

This is particularly acute in business services, where regulatory requirements are high and employees frequently repeat training they may already be proficient in.

Vivek Dodd, CEO of Skillcast, said: “Hospitality businesses are under constant pressure to onboard staff quickly and maintain standards, but that often comes at the expense of more valuable skills development.

The national skills density gap stands at 4%, which means one in 25 UK workers lack the skills to do their job as effectively as possible.

Hospitality has the biggest deficit at 6.2%, followed by the public sector at 6%. Information and communications has the smallest shortfall at 2%, then charities at 2.9% Dodd also explained how Skillcast is helping teams address skills gaps in their roles: “We developed FastTrack, which introduces a pre-course assessment to mandatory training, helping employers understand specific compliance training needs within their team. Those who pass undertake a shorter, focused version of the course, while those with knowledge gaps are directed to the full course. This ensures organisations stay compliant, redirecting this time toward skill-specific training and avoiding employee fatigue.”

View the full research in Skillcast’s Lost Hours Report.

Hospitality Charity Launches Nationwide Fundraising Challenge To Tackle Industry Skills Shortages The Springboard Charity is calling on hospitality businesses to rally together and run for a powerful cause in The Springboard Virtual Race 2026 – The Stadium Sprint, a nationwide fundraising initiative designed to support people into careers in the sector and help address ongoing workforce challenges.

Taking place throughout July 2026, this year’s event – The Stadium Sprint – will see teams of 20 race each other along a unique digital route visiting iconic stadiums across Mexico, the USA and Canada, tying into a summer of sport and celebration.

Participants will collectively clock up miles through walking, running, cycling or swimming, using activity trackers to move their team along the route. This initiative is designed to bring together teams across multiple sites and regions, while raising funds to support Springboard’s work removing barriers to employment in hospitality.

Chris Gamm, CEO at Springboard said: “Hospitality has the power to change lives, but only if we open the door wide enough for people to walk through it.

“The Springboard Virtual Race is a fun, inclusive way for hotels, restaurants, pubs, bars and hospitality suppliers to come together, energise their teams and raise game changing funds. Every registration, every pound raised and every team that signs up helps create brighter futures for people and a stronger, more resilient workforce for hospitality.”

Springboard’s programmes provide training, mentoring and work placements to help people, particularly those facing disadvantage, build long-term careers in hospitality.

The charity has committed to delivering one million new hospitality skills by 2030 to help strengthen the industry’s future workforce.

To register your team, visit: https://springboard.uk.net/virtualrace

Whitbread to Cut 3,800 Jobs Citing Rising Costs The parent company of Premier Inn has announced plans to reduce its workforce by approximately 3,800 roles across the UK and Ireland, as part of a wider five-year strategy aimed at delivering £250 million in cost savings and reshaping its food and beverage operations.

Whitbread, headquartered in Houghton Regis, Bedfordshire, confirmed it will introduce significant changes to how food is served across its estate, alongside trimming £1 billion from its capital investment programme.

Under the proposals, restaurants at 197 hotels will be replaced with what the business describes as an “integrated food and drink model”. The group believes this approach will improve operational efficiency while better aligning with evolving guest preferences.

Chief executive Dominic Paul said rising operating costs, including increases in business rates and employer national insurance contributions, had made a strategic reset necessary.

He noted that the company had undertaken a comprehensive review of its options to strengthen long-term value, describing the process as thorough and open-minded. The newly outlined five-year plan, he added, is designed to build on existing strengths while accelerating delivery of the group’s broader strategy.

Whitbread, which employs around 30,000 people, stated that the proposals remain subject to consultation.

The company also indicated that it expects to retain a substantial number of affected employees through redeployment opportunities within the business.

Unite, the UK’s hospitality union, has demanded consultations with Premier Innowner Whitbread over the proposed redundancies.

Unite, which has hundreds of members at Whitbread, has long campaigned against the notoriously anti-union company’s use of low pay, poor contracts and rock bottom working conditions.

Whitbread announced the planned redundancies after reporting pre-tax profits of nearly £300 million for the year to February 2026 – a drop of 19 per cent on the year before.

In May 2024, Whitbread also announced 1,500 redundancies on the same day as celebrating profits of more than £550 million.

Unite general secretary Sharon Graham said: “Instead of counterproductive and cruel redundancies to boost coffers, Whitbread should concentrate on treating its workers and its customers decently to build sustainable profits.”

Whitbread refuses to recognise trade unions and has long resisted Unite’s efforts to secure better jobs, terms and conditions for its workers.

Unite national officer Colenzo Jarret-Thorpe said: “It is disgraceful that Whitbread employees heard about the job cuts through the media. The company did not even have the decency to let its staff know first.

“Unite will be demanding full consultations with Whitbread on these plans and it will be providing full support to our members impacted by the proposed job cuts.”

Issue 314

CLH DIGITAL

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Calorie Labelling Law Shows Limited Impact on Consumer Choices, Study Finds A major new study examining England’s mandatory calorie labelling policy has found no clear evidence that the measure has significantly altered consumer purchasing behaviour in the out-of-home (OOH) food sector.

chains and independent venues—or across specific product categories such as meals, sandwiches, coffee beverages, and fish and chip purchases.

The legislation, introduced on 6 April 2022, requires large hospitality businesses in England to display calorie information on menus. It was widely seen as a key step in tackling obesity and encouraging healthier choices among consumers dining out.

Further subgroup analysis, examining variables such as age, gender, socioeconomic status, weight classification, and weekday versus weekend consumption, likewise failed to identify any consistent or significant behavioural shifts attributable to the policy.

However, researchers using a controlled interrupted time series analysis report that the policy has not led to measurable reductions in calories purchased across the sector.

The study’s authors caution that while small changes were observed in some areas, these were highly sensitive to analytical methods and therefore not considered reliable indicators of real-world impact.

Drawing on data from a rolling consumer panel of approximately 7,500 individuals, the study analysed itemised OOH food and non-alcoholic drink purchases over a 47-week period—covering 13 weeks before and 34 weeks after the policy’s implementation. The findings were compared against a control group comprising non-chain outlet purchases in Scotland and Wales, where the policy does not apply.

Importantly, the research did not assess potential changes made by operators to menu composition or product reformulation in response to the legislation—factors which may still influence overall calorie consumption and warrant further investigation.

The results indicate no statistically significant change in overall calorie purchasing following the introduction of mandatory labelling. Researchers recorded a modest estimated reduction of 95.6 calories per person per week, but this figure was not considered meaningful due to wide confidence intervals. Trend data similarly showed no consistent shift in purchasing patterns.

Secondary analyses also found no robust evidence of change across different outlet types—including large

For operators in the licensed on-trade and wider hospitality sector, the findings suggest that calorie labelling alone may not drive substantial changes in consumer behaviour. The study adds to a growing body of evidence indicating that more comprehensive or multi-faceted approaches may be required to influence purchasing decisions at scale.

As policymakers continue to explore strategies to address public health challenges, the role of menu labelling— while still significant in terms of transparency—may need to be considered alongside broader interventions.

World’s Longest Tiramisù Record Set in London A new world record for the longest tiramisù has been set in London.

2019.

Around 100 Italian chefs came together at Chelsea Town Hall over the weekend to create a dessert large enough to surpass the previous record of 273.5 metres (897 feet), which had been achieved in Milan by Galbani.

Ricci described tiramisù as “the most incredible desert that Italy has exported”, explaining that the team chose to attempt the record in the UK as a gesture of appreciation toward the country.

Following the rules set by Guinness World Records, the tiramisu was prepared and assembled live at the venue. The massive dessert required roughly 150,000 ladyfinger biscuits, 800 litres of premium Illy coffee and 20,000 eggs.

He also said the creation was dedicated to the King and the Royal Family, with the dessert topped by a golden crown.

Expressing gratitude to everyone involved, Ricci said: “This is a record for us”.

In the end, the finished tiramisù reached an impressive length of 440.6 metres (1,445 feet), securing the new record. Officials from Guinness World Records verified the achievement on Sunday.

The event was organised by Mirko Ricci, who had previously held the record in Italy in 2017 before it was surpassed by another Italian group in

“At illy, our Italian heritage and the quality of our coffee is at the heart of everything we do, so being involved felt very special, celebrating delicious creativity on a remarkable scale in London.” said Katie Colvin, Marketing Director at illy UK & IRE. Photo Credit: Giuseppe Intrieri https://bellamediastudio.pixieset.com/thelongesttiramisu/

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Issue 314

From Hyper-Visibility To Meaning: Why Luxury Must Rethink Its Digital Presence

By Mikèle Landry, Senior Lecturer – Head of Luxury Brand Strategy Specialisation – at Glion Institute of Higher Education (www.glion.edu) For more than a decade, luxury brands have embraced digital platforms with increasing intensity.

What began as a cautious entry into social media has evolved into a race for visibility measured in impressions, engagement rates, and constant content production. Yet, paradoxically, the more visible luxury becomes, the more it risks losing what makes it desirable in the first place. Today, the industry is approaching a tipping point.

According to a 2023 report by McKinsey & Company, digital channels now influence over 80% of luxury purchases. At the same time, consumer behavior is shifting: Deloitte highlights that nearly 60% of Gen Z consumers feel overwhelmed by the volume of content they are exposed to daily. This phenomenon – often described as “digital fatigue” – is not anecdotal. It is structural. Because luxury, by definition, was never meant to be omnipresent.

THE PARADOX OF HYPER-VISIBILITY Historically, luxury has been built on scarcity, discretion and controlled access. Digital platforms, by contrast, reward frequency, immediacy and reach. This tension has created a paradox: brands designed to be rare are now expected to be constantly visible.

The consequences are increasingly evident. When every brand is present everywhere, differentiation erodes. When content becomes continuous, attention becomes fragmented. And when exposure becomes excessive, the desire of the targeted customers might diminish.

Indeed, while luxury brands must radiate and build brand awareness and knowledge across diverse audiences, they must also be careful not to alienate their core consumer base.

As such, luxury consumers today are not seeking more content; they are seeking more relevance. They are not looking for brands that speak louder, but for brands that speak more precisely and consistently with their brand identity, so they can identify with the brand more significantly. This shift aligns closely with what we observe in the hospitality sector, where value is not measured by volume, but by the meaningfulness of the experience.

In hospitality, the most memorable moments are often the most discreet: a perfectly timed gesture, a personalised detail, an anticipation of needs that goes unnoticed yet deeply felt. These are not scalable interactions, but they are meaningful ones.

Luxury brands must now apply the same logic to their digital presence.

THE RISE OF SELECTIVE PRESENCE Rethinking digital does not mean abandoning it. It means redefining its role.

We are beginning to see a move toward what could be described as “selective presence”. Rather than aiming to be constantly visible, brands are curating when, where and how they appear. This approach is not about doing less, it is about doing differently. Examples of this shift are already visible. Some luxury houses are reducing posting frequency while investing in higher-quality storytelling. Others are prioritising private digital environments – exclusive communities, invitation-only experiences, or direct clienteling channels – over mass visibility.

This evolution reflects a deeper understanding of the specific types of value desired by luxury consumers: in a saturated environment, absence can be as powerful as presence, depending on the types of interactions sought

DIGITAL AS AN EXTENSION OF BRAND INTIMACY The next frontier for luxury is not digital expansion, but digital intimacy.

According to Deloitte, personalisation is now one of the top drivers of loyalty in the luxury sector, with over 70% of high-net-worth individuals expecting tailored interactions. Yet personalisation is not only about data, but it is also about perception. It is about making the client feel understood, not targeted.

A 2024 study by Boston Consulting Group found that while luxury brands have significantly increased their content output over the past five years, engagement rates have not followed the same trajectory. In some cases, they have even declined. More content does not necessarily create more value. In fact, it may do the opposite.

This is where luxury can once again learn from hospitality. The most successful hospitality brands do not simply collect data; they translate it into meaningful gestures. They create a sense of recognition. Digital should serve the same purpose.

FROM EXPOSURE TO EXPERIENCE What is emerging instead is a redefinition of the value co-created through digital interactions: from visibility to meaning for all engaged parties.

Luxury does not need to disappear from digital platforms – but it must resist the temptation to conform to their logic entirely. The challenge is not to be absent, but to remain intentional and considered as part of the service delivered to consumers

Like any brand, a luxury brand does not create value in isolation; consumers play an active role in determining the value they experience through brand interactions. Hence, the term co-creation: consumers are not merely recipients of brand messages but should be considered as the main beneficiaries of the shared content.

In a world of infinite content, meaning becomes the ultimate scarcity. For luxury brands, the question is no longer “How can we be seen?” but rather “What value are we delivering through digital interactions, and how does this fit into the overall brand story?”

TOWARD A NEW DIGITAL EQUILIBRIUM

Reclaiming that distinction may well define the next chapter of luxury’s digital presence.

Punch Pubs & Co Honours Publicans at Glittering Oscar-style Awards Ceremony Punch Pubs & Co. rolled out the red carpet this Monday as it hosted its National Publican of the Year Awards, an unforgettable celebration recognising the very best Publicans and Management Partners from across its 1,300 pubs.

Once the award-giving was complete, guests continued the celebrations on the dancefloor, enjoying entertainment from luxury event planners, TwentyOne Events, to round off a memorable evening of recognition.

Held once again at Punch’s Burton-On-Trent support centre, the grounds were spectacularly transformed for the occasion, welcoming 300 guests, including Publicans, industry partners and suppliers, for a night brimming with glamour, gratitude and surprise.

Punch Publican of the Year Awards 2026 – Winners

Now into its third year, the much-anticipated event was more ambitious than ever. With over 12 months of meticulous planning, the evening delivered on its promise to be bigger, bolder and more dazzling – setting a benchmark for celebrating excellence in the hospitality industry.

Guests were treated to an evening of fine dining and flowing drinks, served by volunteers from Punch’s support centre team, before television personality Mark Durden-Smith took to the stage. Bringing his trademark wit and warmth, he joined Punch’s CEO, Andy Spencer, to host the ceremony and present awards to 11 outstanding winners.

Opening the evening, Andy shared a heartfelt tribute to the people at the very heart of Punch – the Publicans. He paid special recognition to both familiar faces and first-time attendees, describing them as the “true stars of hospitality”, whose passion, resilience and commitment continue to make pubs the beating heart of communities across the country.

After the ten category winners, including Community Pub of the Year, Best Pub Entertainment & Sport and Best Newcomer, were applauded and celebrated, Andy then had the honour of announcing this year’s Publican of the Year Winners – the pinnacle award of the night.

In his highly anticipated speech, Andy said: “This year’s Publicans of the Year are building a total institution. Every year, their pub has become a better place to visit, work and enjoy. What’s incredible about the business they run is that they nail both the everyday and the extraordinary, brilliantly.

“The people behind this pub are creating careers, memories and moments for tens of thousands of people each year – with no sign of slowing down.”

As Dom and Shell Roberts of The Anglesey Arms in Chichester were announced, the room erupted into rapturous applause, with guests rising to their feet to celebrate the deserving Management Partners.

Visibly moved by the honour, Dom and Shell fought back tears as they thanked Punch, their dedicated team, and everyone who has supported them over the past five years.

National Publicans of the Year 2026: Dom & Shell Roberts, The Anglesey Arms, Chichester Special Recognition Award winner: Trevor & Debra Wilding, The Jacksons Arms, Hartlepool Best Drinks Award winner: Lindsey Armstrong, Champs, Washington Best Food Award winner: Alex King & Joseph Clark, Bull Inn, Much Hadham Fireside Pub Award winner: John & Keisha Hodge, The Famous Crown, Manchester Locals Pub Award winner: Stevie & Elaine Spring, The Clousden Hill, Newcastle Upon Tyne Unity Social Award winner: Karen Downes & Michael Going, The Merry Mermaid, Skegness Best Pub Sport & Entertainment Award winner: Dawn Slater, The Garricks Head, Manchester Community Pub of the Year winner: Darren & Tina Tester, The Carisbrooke Arms, Gosport Doing Well, by Doing Good Award winner: Richard Gordon & Sonya Harvey, The Red Lion, Kettering Best Newcomer: Kelly Howarth, The White Horse, Bolton

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London Tube Strikes In 2026 Could Cost The UK Economy Up To £760 Million London has been struck by four days of travel disruption this week, with the National Union of Rail, Maritime, and Transport Workers (RMT) staging two 24-hour walkouts on TuesdayWednesday and Thursday-Friday.

First, commuters diverted onto alternative routes will increase congestion across the transport network. This will raise journey times even for those who do not use the Tube, increasing the time cost of commutes.

The Centre for Economics and Business Research (Cebr) estimates the economic impact will be substantial, with direct losses arising from lost working days this week standing between £130 million and £250 million.

A second indirect channel operates through lower footfall across the city, weighing on retail and hospitality spending. This comes at a particularly fragile time for these sectors, which have shown clear signs of cooling in recent months – partly due to increases in National Insurance Contributions (NICs) and the minimum wage over recent years. Early evidence suggests the disruption is already having a material effect on businesses, with workforce management platform Harri estimating that hospitality revenue fell by nearly 20% this week compared to the previous one.

The industrial action stems from a dispute over working arrangements following a proposal by Transport for London (TfL) to restructure driver shifts and is set to be repeated in the same format in May and June if an agreement is not reached. With one wave of strikes already underway and two more in prospect, the cumulative direct cost to the UK economy from April to June could rise to between £390 million and £760 million.

Cebr’s estimates are based on lost working days, both among RMT members directly on strike and among the broader commuting workforce unable to reach their workplace due to service disruption. On this basis, this week’s action alone is estimated to have resulted in between 320,000 and 630,000 lost working days, with the majority of these expected to arise from the broader commuting base rather than from TfL staff themselves. The range in estimates reflects uncertainty over how the 24-hour walkouts – each spanning two working days – interact with different working arrangements.

To contextualise the cumulative impact, if the upper bound of lost working days is realised across all three strike periods, the direct losses would reduce London’s nominal Gross Value Added (GVA) growth by approximately 0.1 percentage point in 2026.

Importantly, Cebr’s estimates capture only the direct impact of lost working days. There will be wider knockon effects not captured by these figures, with two channels being especially important.

There are, however, some mitigating factors. In particular, the rising popularity of cycling hires may partially offset some of the disruption to commutes, allowing more people to reach their workplaces during the strikes. Data from the September 2025 Tube strikes showed a marked increase in cycle hires, helping to attenuate some of the impact on lost working days. Early evidence points to a similar pattern emerging during the current strikes.

A separate mitigating factor is the normalisation of remote working since the Covid-19 pandemic. The share of London workers able to work from home on strike days is considerably higher today than a decade earlier, meaning the direct impact of similar strikes in previous years would have been much larger.

Taken together, the analysis suggests that the economic cost of this dispute will not be insignificant, especially if it continues in May and June. At the upper bound, our figures suggest that an ongoing dispute would generate a drag large enough to weigh on London’s GVA growth in 2026. While uncertainty remains around the full costs of the industrial action, the framework set out here provides a useful baseline for assessing the economic stakes as the dispute unfolds.

UK Pubs, Hotels and Restaurants Called to the Front Line of 900-Mile National Charity Run Pubs and hospitality venues across the UK are being invited to play a central role in a major new national campaign this September, as British ultrarunner Nick Ashill prepares to run the length of Great Britain, covering 900–1,000 miles from John O’Groats to Land’s End.

• Lead local fundraising efforts Together, these venues will create a continuous chain of support from the north of Scotland to the south-west coast turning a solo endurance challenge into a shared national movement.

Alain Roux, Patron of the Pulmonary Fibrosis Trust and a leading voice in UK hospitality, is spearheading sector engagement and will lead a major hospitality fundraising auction following the run, he said, “Pubs and hospitality venues sit at the very heart of our communities. This campaign is a powerful opportunity for the sector to come together and make a real difference. By supporting Nick along the route, venues can help turn everyday spaces into places of connection, awareness and impact.”

Backed by leading figures from the hospitality sector, including renowned chef and restaurateur Alain Roux, the campaign, Every Breath is Precious: 900 Miles for the Pulmonary Fibrosis Trust, aims to unite communities, raise vital funds, and shine a spotlight on a devastating lung disease.

Nick’s challenge will see him run the equivalent of a marathon a day for a month, becoming only the second person in the world to complete the extraordinary endurance trifecta: running across America, Australia, and the full length of Great Britain.

This is more than an endurance feat, it’s a nationwide call to action. As Nick travels the country, pubs and hospitality venues will act as vital community hubs along the route, hosting, supporting, and helping to bring people together.

A national hospitality-led auction will take place after the run, with venues and partners invited to contribute experiences and prizes to raise further funds.

Venues are being encouraged to:

Nick Ashill said “Pubs are where communities come together and that’s exactly what this campaign is about. From one end of the country to the other, I’m hoping the hospitality sector will help turn this into something bigger than a run – a movement.”

• Offer overnight stopovers for Nick and his support crew

Get involved

• Host “Every Breath is Precious” events

Hospitality businesses can register their interest, host events, or support the campaign here:

• Rally local communities to cheer, walk, or run alongside the route

https://register.enthuse.com/ps/event/PFT900MILES

Calum Proud to Represent Wales in Global Young Chefs Challenge Final A young Welsh chef, who is the talk of the private school where he is head chef, says competing in the Global Young Chefs Challenge Final on home soil next month will be his proudest achievement to date.

excel.”

As for his hopes in the final, “What is meant to be, will be,” he said pragmatically. “If I deliver what I have been practising, then I will be happy and it would be amazing to win a medal.”

Junior Culinary Team Wales captain and 2025 Junior Chef of Wales winner Calum Smith, 25, will be competing against seven other talented chefs in the final on May 19. He has recently been promoted to head chef for Independents by Sodexo at Shrewsbury School.

He thanked Matthew Warburton, general catering manager at Independents by Sodexo, Colin Gray, Culinary Association of Wales (CAW) vice president and Danny Burke, former coach to the Junior Culinary Team Wales, for their support.

Four Global Chefs Challenge finals are being held at the Worldchefs Congress & Expo at ICC Wales, Newport from May 16–19 – the first time this huge, global event has been held in the UK in its 98-year history.

Wales will have a chef in each of the finals and home supporters are being urged to go along with their Welsh flags to cheer on the Team Wales finalists.

Entry to finals and Expo is free of charge and people can either register in advance at https://www.miceconciergeme.com/wce2026/registration/Site/Register or on the day at the desk. For the full range of paid packages for visitors wishing to attend the Worldchefs Congress visit https://www.worldchefscongress.org/register/ .

In his final, Calum will have three hours to cook a three-course meal for four people to a challenging brief.

“Preparation has been good but it has been challenging trying to focus on the final whilst also juggling cooking for 1,000 students daily,” he said.

“I have had valuable feedback from chefs within the association and the support from Matt has been five star,” added Calum.

“My dishes will be full of flavour and heritage, using as many Welsh ingredients and showcasing as many skills as I can within the time.

“I feel excited and humbled to have been given this opportunity to cook against the world’s best young chefs. It’s a massive privilege to cook for Wales – probably my proudest achievement to date. It’s going to be ace competing on home soil in front of people I know.”

The excitement about Calum competing is not just confined to Wales.

“It has definitely brought a buzz factor to Shrewsbury School,” he explained. “Everyone is asking when I’m competing and there’s such a great atmosphere around work which is driving me on even more to

He captained the Junior Culinary Team Wales to silver and bronze medals at the Culinary World Cup in 2022 and a gold medal and third place overall in the Alen Thong Golden Coffee Pot Young Chef Challenge at The International Emirates Salon Culinaire in United Arab Emirates in May 2024.

Hosted by the CAW, the Worldchefs Congress and Expo 2026 is expected to attract around 800 chefs from around the world, has been held in the UK. CAW president Arwyn Watkins, OBE, is calling on spectators to turn out in force to cheer on the Welsh finalists. “All the other countries who have chefs competing in the four Global Chef Challenge finals are bringing lots of supporters, so it will be very disappointing if there’s nobody there to cheer on the Welsh chefs here in Wales,” he said.

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Issue 314

London’s Top Restaurants Named at Inaugural OpenTable Awards, Including New ‘Icons’ London’s dining powerhouses have been revealed, as OpenTable names the favourite restaurants shaping the city’s food scene at its first-ever OpenTable Restaurant Awards. The winners span across three categories; OpenTable Icons*, Restaurateurs’ Choice,** and People’s Choice.**

• Standout Service: Rita’s

THE RESTAURATEURS’ CHOICE (VOTED BY THE INDUSTRY):

Hosted by Chef and social media personality, Poppy O’Toole, the awards took place on 27th April high in the London skyline at Landing Forty Two, welcoming key figures from the food, drink, and hospitality industry.

At the centre of the Awards is OpenTable’s new ‘Icons’*, 26 culinary landmarks shaping London’s dining culture. Spanning long-standing institutions, MICHELIN-starred restaurants and modern favourites, the list was hand-selected by an OpenTable-appointed panel of critics and industry experts who live and breathe the city’s food scene.

The 2026 OpenTable London Icons: 64 Goodge Street | Andrew Edmunds | Blacklock Soho | Bouchon Racine | Brawn | BRUTTO | Chez Bruce | CORE by Clare Smyth | Da Terra | Darjeeling Express | Donia | Hawksmoor St Pancras | Humble Chicken | JUNO Omakase | MAMBOW | Moro | Portland | Restaurant Gordon Ramsay | Rita’s | Scott’s Mayfair | St. JOHN Smithfield | The Clove Club | The Ledbury | The Plimsoll | The Quality Chop House | Trinity

Beyond the Icons list, the awards honoured standout performers across categories voted for by diners and hospitality professionals.

THE PEOPLE’S CHOICE (VOTED BY DINERS): • Bucket List: The Ledbury • Gastropub of the Year: The Plimsoll • Opening of the Year: Singburi • Neighbourhood Gem: St. JOHN Smithfield

• Everyday Hero: David Moore, Pied à Terre • Up & Coming: Dara Klein, Tiella Trattoria & Bar • Innovation Award: Three Sheets • Impact Award: Bubala • Restaurant Design: Berners Tavern Awards host Poppy O’Toole said, “It was a privilege to celebrate the chefs, front-of-house teams and restaurateurs whose passion keeps London’s dining culture so vibrant. From neighbourhood gems to destination dining rooms, the OpenTable Restaurant Awards winners show the breadth, creativity and resilience of the city’s restaurant scene today.”

“Our first-ever OpenTable Restaurant Awards winners are the places defining London’s culture right now, setting global standards and creating experiences that stay with diners long after they leave,” said Laure Bornet, Senior Vice President of International Growth at OpenTable. “At a time of real pressure for the industry, celebrating and backing the people and places raising the bar matters more than ever, and we’re proud to champion these standout spots to diners.”

Independent Pub Company “Pub People” Show Support For Indie Beer East Midlands pub operator Pub People has thrown its weight behind the independent brewing sector, activating across its 40-strong estate in support of National Indie Beer Week. Around 30 of the company's pubs — which have served the region since 1993 — took part in the campaign, championing local independent breweries through dedicated pump clip and bar top branding to spotlight the range of craft ales being poured across their outlets.

Andy Crawford, MD of Pub People said: “Over many years we have focused on offering a great range and quality of cask and keg beers directly from many of the East Midlands brewers and we’re delighted to be getting behind the Indie Beer campaign and Indie Beer Week – making it easier for beer drinkers to find great local beer from genuine independent breweries.”

“All of our pubs are run by people who are highly committed and care passionately about what they do, so we have great admiration for the brewers who feel exactly the same about the superb beers they’re making.”

Indie Beer Week 2026 took place from the 10th to the 19th April (taking in two weekends) and was launched by the Indie Beer campaign last year as part of a drive to make it easier for consumers to identify beers from genuine independent breweries

rather than Global beer giants. Pubs, breweries and beer retailers will be running meet the brewer events, tap takeovers, beer festivals and more across the UK. “Indie Beer Week promotes ‘independent beer, pubs and people’ so there is a clear alignment with the Pub People group of pubs and it was great to visit one of their superb venues, enjoy a local beer from an independent brewery and discuss how indie beer is vital to the success of pubs.” Anthony Hughes, SIBA National Chairman.

The Indie Beer campaign was setup by SIBA (The Society of Independent Brewers & Associates) with support from across the beer industry, and now has around 700 breweries actively involved. The campaign helps consumers find great-tasting beer from genuinely independent breweries, wherever they’re buying it.

“It can be confusing knowing which beers are the real deal when many high-profile 'craft' beers are now actually owned by Global beer companies like Heineken and Budweiser. Wherever you see the Indie beer mark you can be sure that what you're buying is a beer made by real people, from a brewery that is genuinely independent of global giants.” Anthony added.

New Report Urges Government Action on Escalating Safety, Hen Welfare and Reputational Risk from Imported Eggs A new report has revealed a dramatic surge in egg imports often produced to significantly lower food safety and hen welfare standards, creating what industry leaders warn is an urgent and escalating risk for UK consumers, retailers, manufacturers, and foodservice operators.

The Shell Shocked report, which also highlights the lack of effective border control inspections to prevent inferior products from entering the UK, has prompted the British Egg Industry Council (BEIC) to urge the Government to take immediate action to stop these eggs flooding the British market.

According to the report, UK egg imports have risen 60% since 2021, increasing from approximately 1 billion to 1.6 billion eggs per year. Ukraine has emerged as a major source of this growth, with exports to the UK rising 65.6% in 2025 alone. These products, most of which are produced in conventional battery cages, illegal here since 2012, are increasingly competing with British eggs produced under the world-leading British Lion Code of Practice.

Shell Shocked also highlights how this surge has coincided with a se3ries of egg-related food safety incidents across Europe. Recent examples include 123 confirmed illnesses in the UK in late 2025, traced to a single imported egg distributor (origin unconfirmed), banned antibiotic residues found in Ukrainian eggs entering European markets; ongoing Salmonella investigations in Sweden linked to Ukrainian imports; and more than 200 UK cases in 2024 associated with imported Polish eggs.

Nick Allen, Chief Executive of the BEIC, said: “This report highlights the real and urgent risks that inferior imports pose for consumers and the wider food industry.

“Any consumer would be appalled at what the Government is doing to undermine their safety. More than 90% of eggs produced in the UK are covered by the British Lion Code of Practice, one of the most comprehensive food safety schemes in the world. British farmers have invested hundreds of millions of pounds to

meet these standards, including vaccination against Salmonella and not using conventional battery cages.

“Allowing lower-standard imports to undercut UK egg producers is not protectionism, it risks undermining consumer safety, public confidence in eggs and the resilience of our domestic food supply.

“It is time for the Government to act in the interests of consumers and ensure that any eggs and egg products entering the UK meet our standards, starting with stronger controls at the border.”

Food safety expert, Dr Lisa Ackerley, who reviewed import controls for the report, added: “Most consignments are not physically inspected, testing is risk-triggered rather than systematic, and sampling frequencies are not publicly disclosed. As a result, contamination or residues may only be identified once illness occurs or overseas alerts are issued, meaning product may already be in kitchens, factories or on shelves.

“It is also worth noting that British Lion eggs are Food Standards Agency approved for vulnerable groups to consume runny, while imports are not. That is a serious food safety risk for imports.”

The Shell Shocked report calls on retailers, manufacturers, and foodservice operators to urgently review their sourcing policies for eggs and egg ingredients, strengthen traceability requirements, and ensure they are not inadvertently compromising consumer safety.

It also calls on the Government to align import standards with UK food safety and hen welfare rules and introduce systematic testing and effective inspections at the border to ensure eggs entering the UK meet the same high standards required under the British Lion Code of Practice.

To view the full report email info@britegg.co.uk, visit www.egginfo.co.uk or call 020 7052 8899.

99 Problems

British Lion eggs ain’t one Don’t gamble on imported eggs, they can represent a serious health risk to vulnerable groups.

Make the Smart Choice.

British Lion - The eggs you can trust.

egginfo.co.uk

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'Going Out' Costs Rise By 12% On Average In 2 Years, Research Reveals The cost of ‘going out’ has increased by 12% on average over the last 2 years. That’s according to new research from personal finance experts at Confused.com.

Going out for food has proved to be a big financial strain. That’s why 39% are making food at home to save money, while nearly a quarter (23%) don’t eat out at all as a way to save money.

Due to increasing costs, Brits have had to be more frugal with their finances. Eating out (41%), nights out (31%), and drinking in pubs (28%) top the list for what people are cutting back on to save money.

To keep up with the increasing costs of social plans, Brits are now setting money aside each month towards them. On average, people are putting £31 aside monthly for the cost of social events. Equating to £372 a year, having funds to fall back on enables people to attend more social plans.

The research found that on average, people are spending £489 combined on socialising costs when they go out.

The cost of living has been an ongoing struggle for many across the UK, and the situation is not improving. Due to this, more people are having to cut back on social plans to keep up with everyday financial demands.

The research reveals more than three quarters (77%) of Brits have been hit by the rising costs of going out socially over the last 2 years.

As a result, over a third (36%) of Brits are going out less than they were a year ago due to the increasing costs of socialising.

The research highlights how much people are spending on certain social activities, and it’s clear that costs are creeping up across the country.

Going out socially can cause financial pressure. Wanting to keep up with plans but costs getting in the way is a hard reality for many. Consequently, half (50%) of Brits admit to declining an invitation because of the high cost of the event.

And in places like London, with a higher average cost of living, the cost of going out is having a harsh impact.

More than 6 in 10 (63%) Londoners are having to decline social invitations because of the cost.

And not attending events and forfeiting plans can strain some relationships. That’s as nearly a fifth (19%) feel out of touch with their loved ones, friends, family, and partners, by cutting back on social plans.

The research highlights how prices have increased over the last 2 years in local areas across the UK. Music events (16%), restaurant food (15%), and sports event tickets (14%) have seen the biggest average increase in this timeframe.

But this differs by region, depending on the average cost of the area. Londonders were found to be saving the most on average towards social plans at £46 a month. That’s compared to people in Wales saving £19 a month.

Yet for some, even setting money aside each month doesn’t help cover the increasing costs of going out. A third (33%) only attend social events for special occasions like birthdays due to the costs.

Certain activities are also taking a hit due to costs. The research found that nearly half (46%) haven’t been on a night out or clubbing in the last year because of the extra expenses. And a further 35% haven’t been to a sports event in the last year for the same reason.

Due to increasing costs, more and more people are restricting their social outings. That’s as some are limiting themselves to going to music events (40%), restaurants (38%), and the cinema (37%) less than once a month.

Nicola Morgan, personal finance expert at Confused.com said: “The cost of living crisis has been a hard reality for many people across the UK. Fluctuating inflation rates, along with stagnant wages over the last few years, have proved to be a struggle for Brits.

“With balancing money being a priority for many across the country, it’s important to make sure your finances are used in the most effective way possible that suits your lifestyle, leaving room for you to enjoy your money where you can.

“Financial situations differ between people, so it’s important to find a method of saving that works for you and your lifestyle. Managing your spending and saving where you can certainly goes a long way and leaves more room for spending money on things you enjoy rather than just the essentials.”

Michael Clitheroe FIH Appointed to Institute of Hospitality Board of Trustees The Institute of Hospitality has announced the appointment of Michael Clitheroe FIH CMgr MCMI, to its Board of Trustees for a three-year term, running from 2026 to 2029.

achieve Chartered Status — an important milestone for hospitality and for those who choose hospitality as a profession of skill, leadership and lifelong opportunity.”

A highly respected hospitality professional and Fellow of the Institute, Michael brings significant industry experience and leadership insight to the Board at a time of continued growth and global engagement for the organisation.

Welcoming the appointment, Institute of Hospitality CEO Robert Richardson FIH MI said:

Commenting on his appointment, Michael said: “Over the past 27 years working in the hospitality industry, I have seen first-hand the impact that professionalism, education and strong leadership can have on individuals, businesses and the wider sector. Having been a Chartered Manager and Fellow of the Institute of Hospitality for the past six years, I am delighted and honoured to now support the Institute as a Trustee.

“Michael’s appointment reflects both his depth of experience and his commitment to professional standards within hospitality. His insight and perspective will be invaluable as we continue to strengthen the Institute’s global position, deliver greater value for our members, and advance the profession worldwide.”

Supervisory Board Chair, Martin Traynor OBE FIH MIoD, added: “Michael is a welcome addition to our board where I look forward to working closely with him and other board members to deliver on key objectives and to secure Chartered Status”

“I look forward to working alongside my fellow Trustees, Robert and the wider team as we continue to champion the profession and support the Institute’s ambition to

BCB London - Get Your Ticket Now! BCB London’s return to Tobacco Dock this May signals more than just the second edition of a successful trade show—it marks the evolution of a platform finding its place in the global drinks calendar. Following a strong debut in 2025, the 2026 edition comes into sharper focus, with a clear emphasis on education and the changing needs of today’s hospitality industry.

Central to this shift is the appointment of Elliot Ball as Director of Education. With a background spanning bar ownership, consultancy and training, Ball brings a practical, experience-led approach to shaping the programme. His focus is clear: to deliver content that reflects the realities of working in hospitality today, rather than abstract theory.

The 2026 seminar programme underlines this direction. Sessions exploring flavour science, sustainability and team culture highlight an industry that is evolving beyond drinks creation into a more holistic, people-focused business. From understanding the biology of taste to building stronger, more resilient teams, the agenda is rooted in practical insight that operators can apply immediately.

This is where BCB London begins to stand apart. Rather than replicating its Berlin counterpart, it leans into the specific challenges facing the British Isles, from staff retention and skills development to workplace culture. These are not distant trends but everyday pressures for businesses across the sector.

If year one proved there is appetite for a London-based international bar show, year two is about delivering real substance. With a stronger educational backbone and a clear focus on industry relevance, BCB London 2026 is positioning itself as an essential date for hospitality professionals navigating both ongoing challenges and future opportunities.

See the advert on the facing page or visit www.barconventlondon.com

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Why 0% Belongs on the Wine List, Not Off It

Article supplied by Lanchester Wines (www.lanchesterwines.co.uk)

Moderation is no longer a niche behaviour. Today’s on trade consumer is increasingly conscious about when, how and how much they drink, yet crucially, they still want to participate in social occasions. For operators, that presents an opportunity rather than a threat.

with a Silver award at the People’s Choice Drinks Awards, reinforcing that alcohol free no longer means compromise.

From France, Moutard M0% reflects the pedigree of a historic Champagne house applying the same care and expertise to a zero alcohol expression. Crisp, refined and food friendly, it offers operators a credible alcohol free option that sits comfortably on premium wine lists.

As a wine business, we firmly believe that zero alcohol options work best when they sit alongside full strength wines, not instead of them. A well curated 0% sparkling offer keeps mixed occasion tables together, protects dwell time and ensures no guest feels excluded from a celebratory moment.

Two standout examples in our portfolio are Tommy Bacco 0% Sparkling from Tombacco in Italy, usually known for its Prosecco. And Moutard M0% Sparkling from Famille Moutard in France, usually known for its high end Champagne and Burgundy wines.

Consumer data consistently shows that around half of on trade drinkers are now moderating their alcohol intake, driven by health, lifestyle and financial considerations. Many are not abstaining completely, but alternating between alcoholic and alcohol free serves over the course of an occasion.

Tommy Bacco 0% brings Italian flair to the category. Made from premium grape must, it delivers freshness, balance and persistence rather than overt sweetness. Importantly, it looks and serves like sparkling wine, making it an easy swap. Its quality credentials were recognised

For operators, the message is clear: offering high quality 0% sparkling alongside wine keeps guests engaged, supports inclusive hospitality and protects revenue. Done well, alcohol free doesn’t dilute the wine offer, it strengthens it.

Valor Hospitality Receives Industry Recognition for Culture and Inclusion Valor Hospitality has been recognised for its workplace excellence at IHG’s UK and Ireland Impact Awards.

tic, honest, and open-minded way has enabled us to learn and create an environment where everyone has a strong sense of belonging and can be their true selves.

At a ceremony on 21st April, it received the Inclusion and Impact award for its delivery of initiatives that embed diversity, equity, wellbeing and talent development into IHG’s hotels.

“Our journey began with the top team and quickly involved many representatives from across the business, forming what we now call the Infinity Group, who brought drive, lived experience and passion to help us shape our education and awareness. The Infinity Group, together with the people team, are the true winners of this award, along with the thousands of team members working across the UK who are aligned with our values and play their part in creating a culture where everyone feels valued. A big thank you to IHG for recognising our impact across its hotels and beyond.”

The hospitality management company operates 28 hotels across the UK and Ireland on behalf of global hotel brand IHG. These hotels form part of Valor’s growing UK and Europe portfolio, which has doubled in five years to reach 40 properties.

Central to Valor’s management is its people-first approach across all hotels. Notable recent initiatives include the ‘Becoming an Inclusive Leader’ programme. Working with an external partner, Valor developed a research-led programme to equip leaders with practical skills to challenge bias, foster belonging, and model inclusive behaviours for over 550 hotel managers and supervisors.

Alongside formal training, the team also recently introduced ‘Equally Yours’, a board-game-based learning experience. This was co-created with Valor’s Infinity Group of 20 team members, helping to shape the future of Valor and progressing diversity, equity and inclusion. This new educational board game encourages safe dialogue on identity, privilege, allyship, and barriers to progression.

Moira Laird, People and Culture Director at Valor Hospitality UK & Europe, commented: "People have always been at the centre of all that we do at Valor. Strengthening and developing our culture in an authen-

In 2025 alone, Valor facilitated 140 internal promotions. This is thanks to processes like fully funded apprenticeships, leadership pathways, and specialist programmes.

Brian McCarthy, President at Valor Hospitality UK and Europe, commented: “Our team is what I am most proud of here at Valor. From the small group when we launched in the UK, to the team of thousands we have now, we have come a long way. But what has stayed true throughout is our commitment to putting our people first.

“Each team member has a role to play in us receiving this award, so I owe them a thank you. We are obsessive about getting our culture right, so it’s great to see it recognised by one of our brilliant partners.”

Sally Abé Shares Advice for Next Generation Ahead of Nestlé Professional Toque d’Or Grand Finals ®

As the 2026 Toque d’Or® Grand Finals approach, head judge Sally Abé is calling on the next generation of hospitality talent to focus on resilience, curiosity and self-belief.

She also points to the evolving nature of the hospitality industry as a major opportunity for emerging talent. “It’s becoming more open and honest. There’s more space for individuality now, you don’t have to follow one rigid path. That creates opportunities for young talent to find their own voice much earlier.”

Having recently opened her first solo restaurant, Teal by Sally Abé in Hackney, alongside leading the judging panel for this year’s competition, Abé shares her perspective on what it takes to succeed under pressure – both in competition and in the real world.

With this year’s Toque d’Or centred on cultural fusion, diversity and innovation, Abé believes it’s important for young professionals to embrace the realities of modern kitchens. “Kitchens are more diverse than ever and diners are more curious. Understanding different cultures and approaches isn’t just a nice extra, it’s essential.”

Reflecting on her own journey, she highlights resilience and mindset as critical qualities for long-term success in hospitality. “You need resilience, definitely. But also curiosity and a willingness to keep learning. The people who last are the ones who stay open, adapt and don’t let their ego get in the way. You have to genuinely love it, because it will test you!”

With finalists set to face an intense week of challenges, Abé draws clear parallels between the competition environment and the realities of the industry. “It’s that same feeling of being pushed outside your comfort zone and having to perform. In the real world that doesn’t stop after a week, but the mindset you need is very similar.”

Her own experience opening Teal by Sally Abé has reinforced the importance of staying focused during highpressure moments. “I try to stay really clear on why I’m doing it to cut through the noise. And I’ve learnt that resilience isn’t about being tough all the time, it’s also about knowing when to step back, reset and go again.”

As head judge, Abé is encouraging young chefs and front-of-house talent to prioritise fundamentals and continuous learning as they build their careers. “Don’t rush. Focus on getting really good at the basics and understand why you’re doing things, not just copying. Don’t be afraid to ask questions. The best chefs are the ones who never stop being students.”

Despite the pressures of finals week, she’s energised by the mindset of today’s emerging talent who are “coming in with fresh perspectives and a completely different mindset to when I started, which is exciting. There’s a real opportunity to shape the industry for the better through them.”

Her final message to competitors is one of confidence and clarity: “Back yourself. You’re there for a reason.

Focus on what you can control, keep it simple and do it well. And try to enjoy it, these moments don’t come around often.”

The Grand Finals span five days from 10 – 14 May 2026. During the competition, six Back of House and six Front of House students will take part in exciting challenges all over the UK, learning new skills, networking with industry peers, and receiving direct feedback from expert judges.

Please click here for more information about the competition and visit @nestletoquedor on Instagram for the latest competition updates.

Why Wine on Tap Is Becoming a Smarter Part of a Modern Wine Offer

By Ben Cotts, Lanchester Wines As the UK hospitality sector prepares for another busy summer season, operators are

Sustainability Without Sacrifice

once again focused on maximising outdoor

Sustainability is now an important

trading, improving service efficiency and

consideration for both operators and

meeting evolving consumer expectations.

consumers. Wine on tap offers a clear

While glass bottles remain central to any

sustainability advantage, with one 20 litre keg

quality wine list, wine on tap is increasingly

replacing the equivalent of around 26 glass

being used alongside them as a practical way

bottles, significantly reducing packaging and

to support seasonal demand, particularly in

transport weight.

high volume and alfresco settings.

At the same time, bottled wine continues to At Lanchester Wines, we work closely with

play an essential role, particularly for premium

venues that successfully combine traditional

selections, special occasions and provenance led

bottled wine service with keg wines to create

listings. For many operators, the most effective

flexible, profitable wine programmes that

approach is a balanced one, using different

adapt to changing trading patterns without

formats to suit different needs.

compromising quality or choice.

Supporting Summer and Outdoor Service

Ease of Service During Peak Trading Seasonal trading often brings influxes of new or

Outdoor trading presents unique challenges for wine service. Increased footfall, faster

temporary staff. Wine on tap helps simplify

turnaround and limited storage space can all put pressure on teams during peak

training and service during these periods. Consistent portion control, reduced handling

summer days. Wine on tap offers a practical solution in these environments, allowing

and faster pours all help teams work confidently and efficiently during busy summer

pubs, bars and terraces to serve wine by the glass quickly and consistently.

service.

Dispensing wine from a keg speeds up service at busy bars and outdoor counters,

From a management perspective, tighter stock control and minimal wastage make keg

helping reduce queues and maintain momentum. Many venues retain premium bottled

wine a valuable tool during high turnover periods.

listings for table service, while using keg wines in beer gardens or terrace areas, ensuring customers can enjoy wine in the format that best suits the occasion.

A Versatile, Food Friendly Range

Freshness and Reliability in Warmer Conditions

Lanchester Wines’ 20 litre keg range has been developed with versatility in mind, featuring approachable styles such as Pinot Grigio, Sauvignon Blanc, Merlot and Malbec,

Summer heat can be challenging for wine storage, particularly in outdoor or temporary

alongside lighter, aperitif style options including Bianco Frizzante and Glera. These

bar setups. Key Keg systems keep wine protected from oxygen throughout service,

wines sit comfortably alongside bottled lists and pair well with seasonal menus.

preserving freshness even during extended periods of warm weather. This reassurance allows operators to offer wine by the glass more freely across the day, from lunchtime through to evening trade.

Planning for a Profitable Summer Wine on tap is not about replacing bottles, but

It also opens up the opportunity to list styles

about building a wine offer that works harder across

that work beautifully chilled in summer, with

all parts of the business. With the right balance,

reliability and consistency across every serve.

operators can deliver speed, sustainability and

Broadening the Wine Offer by the Glass

consistency while retaining depth, theatre and choice.

For venues planning for summer, keg wine has

Wine on tap also gives operators more freedom

become a valuable addition, helping future proof

when building by the glass wine lists. It opens

the wine offer, whatever the weather brings.

up the opportunity to offer indigenous or regional varietals at a more accessible price, encouraging guests to trade up or explore beyond familiar choices.

For many venues, keg wine supports a relaxed, informal style of drinking, offering wines that you will find yourself drinking in tavernas and enotecas whilst holidaying across the Med. These are approachable, food friendly wines designed for enjoyment rather than ceremony, well suited to casual dining, sharing plates and sociable outdoor settings.

01207 52 1234 sales@lanchesterwines.co.uk www.lanchesterwines.co.uk

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UK’s Best Restaurants, Pubs & Bars Revealed at the Casual Dining Awards 2026 Menu Innovation (1–25 Sites) Brother Marcus Menu Innovation (26+ Sites) Bill’s Brand Marketing of the Year Prezzo Italian Best Use of Technology Flight Club Best Designed Site of the Year Hawksmoor, St Pancras with Macaulay Sinclair Best Family Dining Experience Hickory’s Smokehouse Pub/Bar Brand of the Year (1–49 Sites) The Devonshire Pub/Bar Brand of the Year (50+ Sites) Fuller’s Restaurant Brand of the Year (1–19 Sites) Blacklock Restaurant Brand of the Year (20–50 Sites) Big Mamma Group Restaurant Brand of the Year (51+ Sites) Pho Casual Dining Group of the Year Loungers

The UK’s best pub, bar, and restaurant operators were announced at the prestigious Casual Dining Awards 2026, which took place this week at the London Marriott Hotel, Grosvenor Square.

Hawksmoor, Fuller’s, BOX, Miller & Carter, Dishoom, Loungers, The Devonshire, Blacklock, Big Mamma Group, Hickory’s Smokehouse, Pho, Flight Club, and Brother Marcus were among the leading brands who took home prestigious awards – covering everything from best family dining experience and menu innovation to restaurant brand of the year.

Will Beckett, Co-Founder & CEO of Hawksmoor, won the coveted Trailblazer of the Year Award, and the Legendary Brand Award went to Miller & Carter.

The Special Award went to Christine Martin, Co-Founder of Peach 20/20 & Boardwalk, in recognition of her outstanding contribution to the restaurant, pub and bar sector.

Legendary Brand Miller & Carter Stephen Herring, Event Manager of the Casual Dining Awards, says: “It was an honor to celebrate the UK’s best restaurant, pub and bar opera- New Concept of the Year tors at this year’s Casual Dining Awards. It’s always a fantastic night Crisp Pizza @ The Marlborough recognising the outstanding achievements within our industry. I want to Opening of the Year say a huge thank you to our sponsors and judges, and congratulations to Box – Piccadilly all the winners!”

Sustainable Operator The Casual Dining Awards 2026 winners in full: Faber Employer of the Year (1–49 Sites) Special Award Dishoom Christine Martin, Co-Founder, Peach 20/20 & Boardwalk Employer of the Year (50+ Sites) Trailblazer of the Year Will Beckett, Co-Founder & CEO, Hawksmoor Nando’s

Shakespeare’s Much Ado About Nothing, Comes to Shepherd Neame’s Historic Brewery Brewer Shepherd Neame is joining forces with Kent theatre company, Changeling, for a fourth year and, after a successful indoor debut last summer, the group will return to perform inside the Faversham Brewery for a second time.

The space also comes with its own bar, which will be open for theatregoers on the night, serving a selection of award-winning ales and lagers, as well as wines and spirits.

Shepherd Neame’s Director of Marketing and Communications, Kathryn Tye, said: “We are delighted to partner with Changeling Theatre for another brilliant night of live theatre inside our historic Brewery.

Shakespeare’s sharp-tongued rom-com comes to The Old Brewery Store, a rustic events space inside the Brewery, on Tuesday, July 7. The one-off performance is a chance for theatre fans to see this classic play reimagined in a truly unique setting.

“We look forward to welcoming theatre fans back into The Old Brewery Store for what is sure to be a memorable performance from Changeling’s talented cast and crew.”

Known for its annual open-air summer tour, Changeling Theatre has staged some of Shakespeare’s most beloved plays, alongside works by the likes of Oscar Wilde and Noël Coward, in locations ranging from beaches to castles, for more than 20 years.

This year, the popular comedy is being given a gothic makeover, drawing on themes of love, dishonesty and deception, and promises to be an entertaining night of twists and turns, all taking place in a historic Kentish venue.

Changeling’s Artistic Director, Rob Forknall, said: “We are so excited to return to the Brewery. It’s always great to be associated with one of the oldest makers of beer in the world – and we are all Kentish! I like to think of Will and his band of players swigging some of Shepherd Neame’s finest as they toured around Kent back in the day.”

Versatile Food Order, Label and Receipt Printing from Star Micronics Given the rise in multichannel ordering in recent years we are seeing growing demand for customer collection and third-party delivery, resulting in the need for versatile printers to print food and drink ingredient labels, food orders, clear permanent and repositionable delivery and customer collection labels as well as bag seals.

With more focused legislation around accurate ingredients and allergy identification for pre-packed food and drinks, label printers increasingly have a range of tasks to perform resulting in the emergence of versatile multifunctional printers that can respond and adapt to any environment and application.

Integrating printers into the food preparation process which allow different sizes and types of labels to be printed from one easy-to-use device; variable length food and allergy labels, nutrition information alongside food delivery orders and labels, means businesses can meet today’s requirements as well as future-oriented labelling applications.

In line with growing demand for versatile omnichannel labelling solutions, Star has significantly expanded its Cloud-connected label printer range. These solutions meet the requirements of both local printing as well as printing from central databases, while providing simple set-up and provisioning of wireless printers to facilitate printing ‘out-of-the-box’.

NEW Star mC-Label2 printer For businesses that require both order and label printing solutions, the new multi-media mC-Label2 printer

offers two distinct models; an entry-level model with tear bar for printing traditional liner backed die cut labels and a multifunctional model which features an auto cutter for printing traditional pre-formatted die cut labels, high adhesive permanent and semi-permanent linerless labels as well as receipts. These include labels such as permanent food and allergy labels for food storage, customer collection and delivery labels in addition to customer orders.

The compact mC-Label2 printer is ideal where space is limited and thanks to its IP22-rated design the printer can be used safely in a variety of environments. At less than 10cm wide and with a unique front-loading design for easy paper loading, the mCLabel2 fits neatly on or under the counter, on a shelf or where workspace is limited.

Despite its compact size, the mC-Label2 can accommodate high-capacity media rolls up to 102mm in diameter, reducing the frequency of paper roll changes. Paper width is fully adjustable from 25mm to 60mm, while the high-resolution 300dpi print head ensures small format text, barcodes and graphics are clear and legible, even in paper saving mode. The larger mC-Label3 printer is ideal for wider media up to 80mm.

For more information on Star’s complete range of food order, label and receipt printing solutions, visit www.Star-EMEA.com See the advert on the back cover for further details.

Hospitality Technology

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Efficiency at the Heart of Hospitality: Why 3R EPOS is the Operator’s Choice In an industry where margins are under constant pressure and guest expectations are higher than ever, the right operational foundation isn't just a luxury - it’s a lifeline.

For modern hospitality operators, the goal is simple: reduce administrative friction to focus entirely on the guest experience.

ciency.

In today’s economic climate, transaction costs are a critical consideration. By offering competitive merchant rates and a variety of hardware - from fixed terminals to portable units for tableside service - the focus remains on speed and security.

Built on over 60 years of combined industry experience, 3R EPOS offers a bespoke approach to point-of-sale and payment processing. Powered by CES Touch, a marketleading software designed specifically for the daily realities of the hospitality floor. 3R EPOS provides systems that arrive ready to go, pre-configured to minimise setup time and allow businesses to hit the ground running from day one.

What truly sets 3R EPOS apart is their commitment to partnership. With UK-based support, free on-site installation, and a rapid hardware replacement guarantee, they ensure that the "open" sign stays in the window. In a trade where downtime equals lost revenue, having a reliable, human-centric support network paired with the robust capabilities of CES Touch is the ultimate competitive advantage for any venue, from boutique hotels to bustling restaurants.

Beyond processing transactions, CES Touch provides a comprehensive management suite. Real-time stock control and detailed financial reporting allow managers to move away from guesswork, offering the clarity needed to identify high-margin items and minimise waste. Integrated loyalty features and modules for tableside ordering further empower businesses to cultivate a database of regulars while driving operational effi-

To discover a solution tailored to your venue, visit www.3repos.com or call 01992 574 650. See the advert on page 9.

Is Cheffing Losing Its Bright Young Futures to Admin Stress and Paperwork?

What was once a place for creative, hardworking youth to flourish, could now be falling to the same exclusionary stagnance as so many other once thriving industries. Unlike many professions, hospitality takes in new workers from as young as schooling age, offering individuals the opportunity to develop their careers and excel regardless of academic credentials. Where the schooling system may fail neurodiverse individuals, hospitality has historically gained some of its brightest stars, from Heston Blumenthal to MasterChef UK semi-finalist Vanessa D’Souza. Indeed, Dyslexia, ADHD and Autism are reportedly prevalent in the hospitality workforce, with an estimated 1 in 2 workers being neurodiverse (1). As standards for hospitality businesses rise, it's no wonder more and more are leaving the profession, overwhelmed by complicated admin and excessive paperwork (2).

Leafe provides a solution. The hygiene compliance app, Leafe, is designed specifically to streamline user experience, gamifying necessary but often overwhelming, temperature records, delivery checks and cleaning checklists, amongst other features. Virtually type-free, Leafe simplifies operational management at every tier;

managers can set up clear, concise routines for both Front and Back of House, monitor team progress and ensure compliance.

The mounting burden of paperwork is a bottleneck for both business growth and professional development. For a business to scale, consistency is key; however, when admin demand leads to inconsistent record-keeping, the entire organisation’s reputation and legal standing are put at risk.

Leafe bridges this gap by transforming complex compliance into an intuitive, digital process, ensuring administrative friction never stalls operational excellence. Leafe Pro even offers personalised HACCP and safety document creation, ensuring literacy levels never damage your chances of a 5 hygiene rating.

See the advert below or visit www.leafeapp.com/lpclh 1. (Burnt Chef, 2022) 2. (RSPH, 2019)

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Chefs' Buyers Guide

LittlePod's Next Chapter: Wellbeing and Happiness Take Centre Stage The team at LittlePod have spent the last 16 years focusing on the importance of vanilla to the environment.

Having established a thriving forest orchard in Indonesia, where the LittlePod farmers’ pioneering polyculture system is bearing fruit in more ways than one, the natural ingredients company’s emphasis has switched from planet to people.

Introducing Wellbeing and Happiness with LittlePod! “It’s time for the next chapter in the LittlePod story,” said Janet Sawyer MBE BEM, LittlePod’s managing director and founder. “In 2025, I wrote my second book – Real Vanilla, Nature’s Unsung Hero – and with our forest orchard in Bali having proved so successful, we are excited to be focusing our efforts elsewhere this year.

tives – all with wellbeing and happiness at their heart.

“The team will be working on recipe development with Master Chef Peter Gorton, launching a LittlePod podcast, and, perhaps most excitingly, embracing our sporting side with a top-secret project that is in the pipeline here.

“I can’t say anything further about this last one, but all will be revealed in due course.

Please do be sure to keep following LittlePod to find out more!”

Winners of the King’s Award for Enterprise (Sustainable Development), LittlePod’s longrunning Campaign for Real Vanilla continues to go from strength to strength both at home and abroad.

“LittlePod continues to care for the environment – of course – and the team will still work closely with our farmers to protect, preserve and regenerate the rainforest.

Having long exported their responsibly-sourced ingredients to countries all over the world, further international expansion in planned for 2026, with the appointment of the company’s first European Sales Manager, Jakub Miniewski.

“But closer to home, we are set to embark on a number of exciting projects and initia-

littlepod.co.uk / sales@littlepod.co.uk / 01395 232022

Sharpening Innovation from Sweden In a professional kitchen, sharpness isn’t a luxury — it’s a necessity. From the first prep of the day to the final plating at night, chefs count on their knives to deliver precision. That’s where the Tormek T-2 Pro Kitchen Knife Sharpener comes in — a sharpening solution trusted by culinary professionals around the world.

Backed by over 50 years of sharpening expertise, and developed for the intensity of the commercial kitchen, the Tormek T-2 Pro Kitchen Knife Sharpener gives chefs full control over their edge. The machine is gentle on knives — it sharpens, not shortens. Thanks to the slow-rotating diamond grinding wheel and high-precision guide, it only removes minimal steel, preserving the life of your knives while delivering exceptional sharpness.

What sets the Tormek T-2 Pro Kitchen Knife Sharpener apart is its blend of simplicity and professional-grade results. No guesswork. No overheating. Just consis-

tent, razor-sharp edges — time after time. With its low-noise operation and compact design, it integrates seamlessly into even the busiest culinary spaces — and is also suitable for sharpening other blades commonly used in food preparation.

The Tormek T-2 Pro Kitchen Knife Sharpener is designed to handle a wide range of kitchen knives — from large chef’s knives to small paring blades — and can also be used to sharpen other common kitchen blades, including mandoline blades and S-blades.

No matter the task, a properly sharpened knife is essential for efficiency and control. The Tormek T-2 doesn’t just sharpen knives — it elevates the entire kitchen workflow. tormek.com | Phone: +46 581-147 90 | Email: info@tormek.se

Waste Management

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Turning Food Waste into a Sustainable Asset

Reducing food waste is no longer simply a question of good housekeeping; it is a commercial, environmental, and reputational priority for professional kitchens.

Rising disposal costs, growing legislative pressure and ever-more environmentally aware customers mean operators must adopt smarter, more responsible waste strategies. This is where technologies such as the Meiko Green BioMaster® are making a measurable difference.

BioMaster transforms unavoidable food waste into a manageable, hygienic and environmentally responsible output at the point of production. By breaking down food waste and reducing its volume significantly, the system enables kitchens to cut waste collections, lower transport costs and reduce associated carbon emissions, all without adding complexity to busy operations.

What distinguishes the BioMaster is its integration into daily kitchen workflows. Waste is disposed of where it is generated, eliminating the need for external bins, manual handling and the associated hygiene risks. Fully enclosed processing helps maintain a clean and safe foodservice environment, while auto-

mated operation ensures consistency without additional staff workload.

From hotels and restaurants to pubs and contract catering, the BioMaster allows operators to futureproof their waste infrastructure. As legislation tightens around food waste separation and reporting, on-site treatment provides reassurance that compliance is built into the operation.

Equally important is the opportunity food waste systems provide for sustainability reporting. Accurate data capture and clear reductions in waste volumes allow businesses to demonstrate tangible environmental progress, a critical factor for investors, clients and consumers alike.

In an industry where margins are tight and sustainability expectations are rising, tackling food waste effectively is one of the few initiatives that delivers operational, financial and environmental returns simultaneously. With solutions such as the Meiko Green BioMaster, food waste becomes not just a challenge to manage, but a valuable opportunity to lead by example.

Read more here: www.meiko-uk.co.uk

First Mile Celebrates the Hospitality & Catering and Entertainment Sectors' Top Recycling Champions First Mile, the UK’s leading recycling and waste management provider celebrated the hospitality & catering and entertainment sectors' highestperforming recycling businesses as part of its annual Recycling Standard campaign.

In the past year, First Mile worked with more than 30,000 businesses across the UK, welcoming 8,000 new customers, collecting 207,540 tonnes of waste and recycling 94,128 tonnes. Hospitality continues to be one of the most dynamic sectors within its network, with hotels, restaurants, pubs, cafés and entertainment venues increasing the number of separated waste streams and driving higher recycling rates in response to evolving regulation and customer expectations.

The top three hospitality & catering and events businesses by recycling tonnage are ATG Entertainment Limited, which recycled 3,468 tonnes; Gail’s Bakery, which recycled 2,279 tonnes; and Caffè Nero (Nero Holdings Ltd), which recycled 1,079 tonnes.

Together, these organisations represent the highest-volume hospitality recyclers in the First Mile network, demonstrating the scale of impact that consistent, data-driven recycling can deliver across theatres, hotels, cafés and bakery estates nationwide.

From managing high footfall in theatre venues to handling significant volumes of food waste and coffee grounds in busy city centre locations, these businesses face unique operational challenges. The performance of this year’s top three reflects sustained investment in back-of-house processes, staff engagement and the expansion of specialist services including food waste, glass, coffee cups and cook-

ing oil recycling.

Within the scheme, accreditation levels are awarded based on verified recycling rates and the number of services used. Gold-accredited customers achieve an 80 per cent or higher recycling rate alongside four or more services, or three or more services where one of these is food recycling.

One of these services must be general waste, which is required to be zero to landfill. Silver accreditation recognises businesses achieving a recycling rate of 50 per cent or above with at least two services. Zero to Landfill status is awarded to customers with recycling rates of up to 49 per cent whose general waste is diverted from landfill.

Gold-performing hospitality businesses typically operate streamlined waste systems across multiple sites, implement clear front-of-house and back-ofhouse separation, and introduce initiatives to influence both staff and customer behaviour. They also comply with the government’s Simpler Recycling regulations, which came into effect in April 2025, requiring mixed recycling and food waste collections alongside residual waste.

Talking about the scheme, Bruce Bratley, First Mile founder and CEO, said: “Hospitality businesses operate in fast-paced, high-pressure environments, yet the leaders in this sector show that recycling can be embedded into day-to-day operations at scale. Our Recycling Standard is built on real operational data, giving businesses a clear picture of performance and a credible way to demonstrate progress. It is fantastic to see operators like ATG Entertainment Limited, Gail’s Bakery and Caffè Nero setting the benchmark for the sector.”

Visit www.thefirstmile.co.uk for more information.

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Cleaning and Hygiene Food Hygiene Inspections: What Every Business Should Know

By Katherine Pavling, Head of Product at Virtual College

The purpose of a food hygiene inspection is of course to ensure that a food business is preparing, handling, and storing food safely so it does not pose a risk to public health.

A food safety system based on HACCP principles (Hazard Analysis and Critical Control Points) is a legal requirement for businesses in England that helps to identify potential hazards in food handling and putting controls in place to prevent those risks.

A recent survey by Virtual College has highlighted that 40% of people avoid venues with a food hygiene rating of 3 or less and 19% choose where to eat based on food hygiene ratings more than the menu.

Katherine says, “In practice, this means things like setting rules for cooking temperatures, keeping food stored correctly, cleaning regularly, training staff, and keeping records to prove everything is being done properly. During a hygiene inspection, the inspector will look at these procedures and records and check that staff are following them in practice and ensuring hazards are properly identified, monitored, and controlled to keep food safe.”

The Food Hygiene Rating Scheme (FHRS) is one of the most common signs in restaurant, takeaway and café windows and is one of the best ways a customer can judge the cleanliness and quality of the establishment.

THE PROCESS OF A HYGIENE INSPECTION Katherine Pavling, Head of Product at Virtual College, explains, “A hygiene inspection involves individuals arriving, typically unannounced, on the site of a food vendor to check the cleanliness of premises and equipment, how food is handled and cooked, whether it is stored at safe temperatures, and if measures are in place to prevent contamination. The aim is for the inspectors to see how the business operates under normal, everyday conditions rather than a prepared set of conditions, to assure it is safe for public health.

“Inspections aren’t solely about monitoring cleanliness of the site, it also includes checks on staff hygiene, training, and the business’s food safety system, often based on HACCP principles, to make sure risks are properly identified and controlled.”

WHAT IS A HACCP FOOD SAFETY SYSTEM?

BUSINESSES HAVE A RIGHT TO CHALLENGE RATINGS Importantly, businesses are able to act if they feel a rating does not accurately reflect their standards.

Katherine says, “There’s a right to challenge or appeal the outcome of an inspection, as well as the opportunity to request a re-inspection once improvements have been made. This ensures the system remains fair, while still holding businesses accountable to the compliance measures designed to protect public health.”

WHAT TRAINING DO BUSINESSES NEED? “While the law doesn’t require a specific training qualification, it does require that all food handlers are adequately trained or supervised, which means they need to understand safe food handling, hygiene practices, and allergen awareness relevant to their role.

“Most businesses support this through recognised courses, such as Achieving a Five Star Food Hygiene Rating training by Virtual College, which provides practical guidance on how inspections are scored, how to meet hygiene standards, and how to achieve top ratings.

“The most important is that businesses have a clear and effective food safety management system in place, and that staff are properly trained appropriately to follow it in practice.”

The Hidden Cost of “Looks Clean” Around 90% of consumers check online reviews before choosing a restaurant, and they’re increasingly candid about what disappoints them. Cleanliness is one of the fastest ways to trigger negative feedback, especially when expectations aren’t met.

A quick scan of TripAdvisor highlights comments like: “Our table looked clean, although sticky.”

It’s a small detail, but one that carries weight. Sticky tables instantly signal poor hygiene to guests, even in venues that otherwise appear spotless.

In many cases, the issue isn’t whether tables are being cleaned, but how. Commonly used sanitising sprays containing quaternary ammonium compounds (quats) can leave behind an invisible residue. Over time, this builds up, particularly when damp cloths are reused across tables or when heat and

humidity come into play. The result is a surface that looks clean, but feels anything but.

For operators, the risk is reputational. Guests may say nothing in the moment, yet share their experience online, influencing future bookings and loyalty.

Reducing residue starts with better surface hygiene practices: cleaning before sanitising, using residue-free products designed for food-contact surfaces, avoiding dilution errors, and allowing surfaces to fully air dry.

When nearly every guest is checking reviews, perceived cleanliness matters just as much as compliance.

At Sani Professional®, we’ve developed Protect 360° biodegradable sanitising wipes to solve this challenge sustainably. Their plant-based active formula cleans effectively and dries residue-free, helping hospitality teams deliver a spotless, guest-ready finish every time.

Request your FREE Protect 360° samples by writing an email to samples@sanipro-intl.com

Tork Issues “Washroom Guide” to Help Hospitality Businesses Unlock Hidden Value Tork has released new guidance aimed at helping pubs, restaurants and hotels transform their washrooms into assets to enhance user satisfaction and benefit business performance. Based on research which shows that 73% of people will not return to a washroom after a bad experience, Tork’s “Washroom Guide”, available on its website, provides recommendations on improving inclusive hygiene, environmental sustainability and operational efficiency. According to the survey, a negative washroom experience at a venue can also lead to: 23% of people spending less time there, 13% avoid eating and drinking and 10% will choose not to return to that venue.

“Our data shows that when washroom users and cleaners’ needs aren’t met, a business can suffer as people spend less time and/or money there,” said Olivia Slater, Commercial Director, Professional Hygiene at Essity. “With three in four people concerned about washroom hygiene,[1] and one in two likely to face barriers to meeting their needs, small, targeted updates to the washroom – the most visited room in a facility – can make a substantial difference for both users and cleaning staff, ultimately benefitting the business.”

Recommendations:

1. LEAN INTO INCLUSIVE HYGIENE Washroom users said that when the following “must have” elements are provided, which exemplify inclusive hygiene, the majority (59%) of people say a business can improve its positive image: • Toilet paper and paper hand towels in dispensers that are easy to grasp (67% said these are a “must have”) • Spaces and design elements that enable privacy (63%) • Disposal bins in the stall for personal items including incontinence and menstrual products (60%)

recycling schemes like Tork PaperCircle® paper towel recycling.

3. SUPPORT EMPLOYEE EFFICIENCY Investing in washroom features and supporting cleaning teams can improve business revenue. To empower cleaning staff, many of whom feel unsupported1 and enhance guest experiences, Tork recommends:

• Physical accessibility – including grab bars and ramps – for everyone (58%) • The availability of paper hand towels (57%) • Features in public washrooms that enable caregivers to meet their needs (40%) such as changing tables

2. PROMOTE SUSTAINABILITY Respondents reported experiencing, without limitation, diagnosed or self-diagnosed physical/cognitive conditions, e.g. eczema, chronic pain, general anxiety, claustrophobia.

The washroom is an overlooked place for reducing environmental impact by businesses, yet 67% of people want washroom managers to prioritise environmental sustainability.[2] Tork recommends the following actions: • Promote sustainability practices with signs in the washroom • Ensure teams understand the importance of responsible sourcing and look for third-party certified products using training and educational assets.

• Control consumption with one-at-a time dispensing to reduce waste.

• Support sustainability goals – avoid landfill with recyclable packaging and

• Working smarter with data-driven cleaning that identifies service needs in a facility.

• Installing high-capacity dispensers that reduce the need for frequent refills, allowing cleaning staff to focus more on cleaning rather than refilling.

• Using compressed towels for refills to serve more guests before cleaners need to refill again.

• Sourcing products with ergonomic packaging including Tork Easy Handling® packaging for easier carrying, opening and disposal.

Olivia continued “By addressing these critical aspects, hospitality businesses can help washroom users and cleaners meet their basic needs and deliver an experience that meets the needs of as many as possible.

Investing thoughtfully in inclusive hygiene, sustainability, and operational support not only meets evolving public expectations but also improves business performance.”

Tork helps businesses realise the benefit of sustainable hygiene with a focus on four key areas materials & packaging, use & waste, carbon and hygiene for all. It also provides free training and educational assets.

For more steps businesses can take, visit: www.torkglobal.com [1] Tork Insight Survey 2025, conducted in US, UK, Germany, France, Mexico, Canada, Australia, Spain, Sweden, Netherlands and Poland among 11,500 people from the general public and 1,000 cleaning staff.

[2] Tork Insight Survey 2024, conducted in US, UK, Germany, France and Mexico among 6,000 end-users and 900 businesses

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Issue 314

Food Allergies and Intolerances

Hospitality Sector Handed New Data To Improve Support For Diners With Food Allergies New data has revealed the most searched for allergens by consumers making a decision on where and what to eat when dining out.

Allergymenu.app looked at its annual data to highlight current consumer behaviours in relation to food allergies and intolerances. Its aim is to help businesses in the hospitality sector understand the concerns and priorities of customers managing food allergies.

It found that gluten was the most searched for allergen amounting to over 58% of all searches, with milk (16.8%), peanuts (17.9%) and tree nuts (16.8%) being the other most searched allergens. Over 136,000 searches were analysed.

The volume and consistency of searches captured from Allergymenu.app confirms that food allergies and intolerances are not niche concerns and play a central role on where and what customers chose to eat.

Recent statistics from the Food Standards Agency highlight six percent of the adult population in the UK has a clinically recognised food allergy. That’s around 2.4 million adults.

It also found more than 30% of adults reported some types of adverse reactions when eating food.

The allergy search behaviour shows users typically engage with allergy searches at the point of decision-

making, before entering a venue or placing an order, suggesting accessible and easy-to-understand allergy information can directly influence footfall and conversion.

Juliet Moran, founder of Allergymenu.app said: “This analysis highlights that food allergies are a big concern for customers eating out within the UK hospitality sector. The prominence of gluten, milk, peanuts and tree nuts shows when the biggest concern is. Searches for these accounted for over three quarters of all searches.

“What this data reinforces is the need for food businesses to prioritise easily accessible and detailed information for these allergens so customers can make an informed choice based on their requirements. They can also be reassured the establishment is taking its legal responsibility seriously.

Juliet continues: “Ensuring accurate, detailed and easily accessible information to meet legislative requirements is the minimum. Many consumers manage multiple allergens which increases the importance of robust allergen management systems.

“This is where the role of digital tools plays its part. The data shows many allergy searches are made during a visit to the customer’s website, as shown in the website referral data.

“Transparent allergen information can directly influence customer confidence, venue selection, and overall dining experience. The allergen information becomes a key component of customer service and trust-building.

“Systems which reduce ambiguity, standardise allergen communication and minimise reliance on verbal explanations can help lower the risk of serious incidents and support staff.

Juliet concludes: “Our hope after publishing this data is that food businesses and industry bodies will improve allergen communication which will boost customer confidence and reduce the risk of avoidable incidents. Ultimately, a hospitality environment that meets both regulatory obligations and the real-world needs of allergy-aware consumers.”

Catering To Every Customer With Pureoaty

With the UK Free From market now worth £4.2bn1 and an estimated 2.9 million consumers following a gluten free diet2 demand for high quality free from options has never been greater. For caterers and hotel operators meeting these dietary needs without compromising on taste or quality is essential and that's exactly where PureOaty delivers.

The award-winning range offers gluten free, oat-based products that work brilliantly across catering environments. Whether you're running a breakfast station with our porridge oats or using our oat drinks for hot beverages, PureOaty provides versatile, crowd-pleasing and 100% allergen free solutions for every service occasion.

What sets us apart starts on the farm. Our pure, British oats are grown by us and a network of local farmers within a 70-mile radius of our Cambridgeshire farm, then produced and milled in our dedicated allergen free facility. The result is a product that tests at under <5ppm of gluten - four times purer than the industry standard, giving you genuine peace of mind.

That commitment to quality carries through to our finished products, Our oat drinks contain just four simple ingredients, with absolutely no preservatives or added sugars. They're actually less processed than dairy milk, fruit juice and even beer! And for customers who want a nutritional boost, our Creamy and Enriched variant is fortified with essential vitamins and calcium.

And none of that comes at the expense of taste. The PureOaty portfolio is Great Taste accredited, with our most recent stars awarded to PureOaty Tea-rrific Oat Drink and PureOaty Porridge Oats. Independent proof that free from and genuinely delicious can go hand in hand.

To find out how PureOaty can work across your menu, get in touch with the Glebe Farm Foods team today! Visit www.glebefarmfoods.co.uk or email office@glebefarmfoods.co.uk 1 https://ofplus.com/sector-updates/free-from-sector-update/ 2 Coeliac Society 2024

Please mention the Caterer, Licensee & Hotelier News when replying to advertising

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Issue 314

Products and Services

CLEAN Do The Workwear, So You Can Do The Work

CLEAN Linen & Workwear are one of the UK's most trusted laundry companies.

They supply tailored workwear solutions provided by real people. Their comprehensive laundry network means they can service customers throughout England and Wales, providing chefswear, workwear and linen rental services. Whether you operate from a single-site hotel, pub or restaurant or have multiple locations, CLEAN can tailor a workwear rental solution to suit your business requirements. They offer various uniform options to support the entire kitchen brigade, from Executive Chefs to Kitchen Porters.

chase costs, spread the payments over your contract, and ensure quality and care with every wash. Delivery is free, and there are no hidden charges; contracts even include repairs. Each item of clothing can be branded and tailored to the wearer with logos and embroidery. Their managed service prevents issues compiling when supplying your team with work clothes; a convenient locker valet service helps distribute and store uniforms, and they tackle minor repairs early to extend the service life of a uniform.

Ultimately, this avoids costly replacements wherever possible as it reduces uniform losses, and uniforms only need replacing when a repair is not safe or cost-effective.

With their workwear rental service, you can say goodbye to the hassle of purchasing, storing, and maintaining chef and kitchen uniforms. Instead, enjoy the convenience of a hassle-free rental system that provides freshly laundered garments whenever your team need them. By renting with CLEAN, you can avoid upfront pur-

With CLEAN's workwear rental and laundry service, business owners can focus on what matters most — running their business — while CLEAN takes care of the rest.

To find out more: www.cleanservices.co.uk or see the advert on page 3.

Avoid Losses, Increase Profits and Build Relationships Offering your customers the best possible customer service is key to building trust and relationships. It will also increase profits, encourage repeat visits, and offer positive peer recommendations.

CardsSafe helps pubs, bars, restaurants, golf clubs, and sports centres avoid losses and increase profits. From Young's pubs to Hilton Hotels, the London Golf Club, Lord's Cricket Ground, and numerous restaurants and bars utilise the CardsSafe system.

The good news is that CardsSafe can help. The system wirelessly and securely holds customers' bank cards while they run a tab. As a result, staff can spend more time with customers, upsell and build valuable relationships. Customers will also feel more relaxed knowing that their cards are safe. As a result, the technology not only protects against credit card fraud but also eliminates dine-and-dash and allows checking the validity of bank cards.

Grant Rumbelow, Food and Beverage Operations Manager at London Gold Club, told us, “CardsSafe has been a welcome addition to the London Golf Club. We utilise the system in our Golf Shop and Spike Bar, and on course with our Drinks Buggy. With CardsSafe, we can safely store customers’ cards while they enjoy their round of golf.”

CardsSafe is affordable, too. Each unit contains 10 card drawers, which can be hired for just £9.95* per month. In addition, each unit hire comes with customer service troubleshooting and free replacement keys. Additional units can be added at any time.

The CardsSafe system has revolutionised how hospitality businesses manage their customers' payment obligations. Wireless technology can be safely tucked away behind the bar, POS, or service station. The units are easy to install, and the system does not collect data, so it never breaches GDPR.

For more information, please visit www.cardssafe.com or contact the sales team on 0845 500 1040. See the advert on page 21 for further details.

Snack Brands Lead the Way In Curious Comeback of Loose-Serve Pork Scratchings For decades, pork scratchings have occupied a humble but beloved corner of British pub culture, typically sealed in small packets behind the bar, dependable, salty and old-school.

But in the more relaxed, post covid era, pubs, bars and restaurants are increasingly turning to bulk snack servings to boost the average spend of their customers.

Snack Brands offer a bulk 1kg bag of Uncle Alberts Porkshire Pig Pork Scratchings at just £16.75 and have seen a growth in the bulk business from venues up and down the country. ‘’Loose servings elevate the customers experience, they can be placed in a nice dish or presented with a range of other snacks’’, says Alex, sales director at Snack Brands. ‘’We recommend our customers offer an 80g serving with a RSP of £2.45, giving them a POR of 34%’’.

interested in pairing flavours and loose pork scratchings fit naturally into this world.

Loose servings also tap into a growing trend of small plate menu offerings, a bowl of scratchings placed in the centre of the table invites conversation and communal eating in a way that individual packets don’t.

Alex goes onto say, ‘’we recognize that some venues prefer using the heated machines and our scratchings are perfect if this is the avenue venues want to go down’’.

The return of loose pork scratchings might seem minor but it reflects something larger about British food culture today, there is a renewed appreciation for traditional snacks and a determination to refine them without losing their identity.

The rise of craft beer and premium spirits has played a big role in this shift, drinkers are becoming increasingly

See the advert on the inside front cover for further information or visit www.snackbrands.co.uk

South West Coffee Co. - Your Partner in Coffee We can help you make the most of your coffee and hot drinks service, ensuring high levels of customer satisfaction and loyalty – together with increased profits.

We offer a wide range of Bean-to-Cup and Traditional Barista coffee machines, all at competitive prices and with a range of rental, finance and leasing options available.

We have our own in-house engineering team and guarantee the highest levels of customer service, ensuring downtime is kept to an absolute minimum. Wholesale customers get discounted service charges, further enhancing the overall value of working with us.

In 2025 we opened our Showroom & Academy in central Exeter, offering you the

opportunity to try various machines and see which one would suit your business best.

We’re also SCA qualified to train your teams to the highest standards.

For further information call our sales manager, Lee, on 07960 291340 or email lee@swcoffeeco.com www.swcoffeeco.com See the advert on page 2 of this issue.

Fry Food Faster with OilChef OiLChef is a true industry disruptor, shaking up the oil and fat industry to the benefit of the food service industry, food processing and food manufacturing industry and their clients!

The award winning OiLChef device is simply self-installed inside your fryer and only takes 3 seconds to insert and only needs replacing every 3 years. This device can increase the life of your oils and fats by as much as three-fold. The technology works at a molecular level to keep the cooking fluid thinner, allowing more efficient heat transfer and acts as a preservative, slowing down the ageing process.

This enables operators to fry food faster at a lower temperature and save money on energy.

Many pubs, hotels, fat food chains and takeaways enjoy these significant

savings across the UK and as the one of the most famous golf clubs in the world say ”seeing is believing – and we are believing!”

Your customers will enjoy a better flavor profile as the food quality is enhanced because the product remains lighter in colour, crispier, less oily and this increases the hold time of all foods.

Virtually maintenance free, with no breakable parts, OiLChef is a must have for your deep-frying operation.

With a money back guarantee and 3-year warranty, contact OiLChef today and try for yourself and take advantage of free telephone support, and a variety of payment options to suit all budgets.

Visit www.oilchef.com or see the advert on the front page for details.

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Kitchen Equipment and Fit Out

Getting the Kitchen Right: The Considerations Every Pub and Restaurant Operator Must Prioritise A well-planned commercial kitchen is the engine of a profitable food operation — yet the decisions made at fit-out stage will shape efficiency, compliance and costs for years to come.

For pub and restaurant operators embarking on a new build, refurbishment or change of use, the commercial kitchen is rarely the most glamorous element of the project — but it is almost certainly the most consequential. Get it wrong and no amount of front-of-house charm or marketing spend will compensate. Get it right and you lay the groundwork for a smooth, profitable food operation from day one.

The challenge is that commercial kitchen design demands the simultaneous navigation of regulatory compliance, workflow logic, equipment specification, utilities infrastructure and long-term operational needs — often within tight footprints and tighter budgets. Here, we outline the key considerations operators should address before a single piece of equipment is ordered.

SPACE PLANNING AND WORKFLOW The foundation of any successful kitchen design is the workflow — the logical progression from goods-in through preparation, cooking, plating and service, with waste and washing-up operating in the opposite direction. In practice, this means avoiding cross-contamination by keeping raw and ready-to-eat food preparation zones physically separate, and ensuring that clean and dirty routes do not intersect.

Most professional kitchen designers apply zonal planning principles: a goods-in and dry store area, a cold storage zone, dedicated preparation areas, a cooking suite, a pass, and a pot wash and dishwash section. Even in smaller pub kitchens, adhering to this logic — however compressed the layout — significantly reduces food safety risk and improves throughput during service.

"The most common and costly mistake operators make is purchasing equipment before finalising the layout.

Specification must follow design, not precede it."

VENTILATION AND EXTRACTION Extraction is frequently underestimated at planning stage and disproportionately expensive to correct after installation. A canopy extraction system must be sized correctly for the heat and moisture output of the cooking equipment beneath it, and replacement air (make-up air) must be supplied in adequate volume to prevent negative pressure — a common cause of extraction failure and uncomfortable working conditions.

Building regulations in England, Wales and Scotland require kitchen ventilation to meet specific air change rates, and Local Authority Environmental Health Officers will assess extraction adequacy during inspections.

Operators in older buildings should commission a structural survey before specifying extraction, as ductwork routing through historic fabric can involve unforeseen complications and cost.

UTILITIES: GAS, ELECTRICITY AND WATER Before finalising an equipment specification, operators must understand the capacity of existing utilities. A commercial kitchen running a six-burner range, combi oven, fryer bank and salamander simultaneously will place significant demands on both gas and electrical supply. A gas capacity survey by a Gas Safe registered engineer and an electrical load assessment by a qualified electrician should be commissioned early — upgrading supply infrastructure is expensive and time-consuming.

Water supply and drainage are equally important. Pot wash and dishwash areas require adequate hot water supply and correctly sized waste drainage. Grease traps or grease management systems are now a standard requirement of most commercial leases and are increasingly enforced by water authorities to prevent fats, oils and grease entering public sewers.

EQUIPMENT SPECIFICATION Equipment selection should be driven by menu analysis and projected covers, not by what a neighbouring venue uses or what a supplier is promoting. Over-specification wastes capital and energy; under-specification creates operational bottlenecks and shortens equipment lifespan through overuse.

Keep Your Kitchen Safe, Spotless & Compliant: The Power Of Professional Cleaning When it comes to commercial kitchens, cleanliness isn’t just a about presentation – it’s a matter of safety, compliance and operational efficiency.

Two critical areas often overlooked are kitchen extract systems and deep cleaning routines.

Neglecting either can lead to serious fire hazards, hygiene issues and costly long-term issues.

Kitchen extract systems, responsible for ventilating heat and smoke, are prone to grease buildup. This accumulation doesn’t just hamper airflow – it dramatically increases the risk of fire. Regular professional extract cleaning removes flammable residues and ensures your ventilation operates efficiently.

At Jasun Envirocare, our Kitchen Extract Cleaning Service helps reduce fire risks, improves hygiene and ensures you stay aligned with insurance and inspection standards. It’s not just recommended – it’s essential.

Equally important is a full-spectrum kitchen deep clean. Surface-level tidying may suffice for appearances, but bacteria and grime often linger in hidden corners and all over equipment.

Our Kitchen Deep Cleaning Service provides a comprehensive cleanse, targeting contaminants that can compromise food safety. Tailored cleaning sched-

ules mean minimal disruption, saving time and money, and maximum peace of mind – so your team can get back to work in a safe, sanitary environment.

Whether you’re due for an extract system refresh or a complete kitchen deep clean, Jasun Envirocare offers professional solutions to keep your operation compliant and protected.

Get in touch to book your extract cleaning or schedule your deep clean today. www.jasun-envirocare.com/company/contact You, your team and customers, and your kitchen, deserve top-tier care from its team of experts.

Combination ovens (combis) have become the workhorse of the modern pub kitchen, offering steam, convection and combination cooking modes that maximise output from a compact footprint. Operators should also consider induction cooking where gas supply is limited, noting the lower ambient heat output — a meaningful factor for staff welfare and air conditioning costs.

All equipment should carry CE or UKCA marking, and where gas appliances are specified, they must meet current Gas Appliance Regulations. Operators should request equipment data sheets prior to purchase to confirm utility connection requirements.

FOOD SAFETY AND REGULATORY COMPLIANCE Every commercial kitchen serving food to the public must comply with Regulation (EC) No 852/2004 on food hygiene as retained in UK law, the Food Safety Act 1990, and relevant guidance from the Food Standards Agency. At fit-out stage, this means specifying appropriate surface materials — sealed concrete, stainless steel and food-grade tiles for walls and floors — with coving at floor-wall junctions, no exposed timber, and surfaces that can withstand commercial cleaning chemicals.

Adequate refrigeration must be specified to maintain food at or below 8°C (and ideally 5°C), with freezers operating at -18°C or below. All refrigeration should be monitored, and new installations should consider digital temperature logging systems as standard.

ENERGY EFFICIENCY AND RUNNING COSTS With energy costs remaining elevated, the efficiency ratings of commercial kitchen equipment now materially affect profitability. When comparing equipment, operators should look beyond purchase price to total cost of ownership — energy consumption data (measured in kWh), duty cycle information and maintenance intervals.

The Foodservice Equipment Association (FEA) publishes guidance on energy-efficient procurement, and some local energy providers offer commercial kitchen efficiency surveys.

Working with professionals A well-executed kitchen fit-out almost always involves a professionals and contractors working in coordination. Operators who attempt to manage these trades independently, without professional design input, consistently encounter the most expensive and time-consuming problems.

Seeking quotes from multiple professional kitchen design & refurbishment companiies and engaging an environmental health consultant during the design phase rather than after the build, represent straightforward steps that deliver significant returns in reduced remedial costs and faster sign-off from regulatory authorities.

The kitchen is not a back-of-house afterthought. It is the commercial heart of every food-led pub and restaurant — and the operators who treat it as such from the very earliest stages of a project are consistently those who build the most resilient and profitable operations.

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Issue 314

Kitchen Equipment and Fit Out

Discover Your Perfect Kitchen Partner with Atosa Atosa Catering offer a wide variety of catering equipment for the commercial kitchen, and pride themselves on being a one stop shop for all your catering needs.

Atosa products can be found in a variety of establishments from local cafes and takeaways to high-end 5-star restaurants and everywhere in-between.

Based in the midlands, the Atosa distribution centre is a purpose-built innovative building with access to our office facilities, an immersive kitchen to allow our clients to experience and stress test our products in a ‘live’ environment, and over 63,000 sq ft of warehousing space, ensuring we are holding high levels of stock and can react quickly to any orders placed, with plans to open a second distribution centre in Scotland to increase our service offering and further support our clients in the North and Scotland.

Atosa has experienced huge growth in the past few years which has been due to their mantra of ‘Premium Products at Non-Premium Prices’, alongside the outstanding service which they provide, and listening to their core audience, reacting appropriately and constantly evolving their product portfolio in sync with their customers’ requirements.

Atosa have expertise in Refrigeration and Hot Cooking, with a product portfolio including Combi Ovens, Blast Chillers, Bottle Coolers, Horizontal Gas, Electric Cooking, Upright Refrigeration and Counter Refrigeration.

An innovator within the hospitality space, Atosa were one of the first companies to offer the option of an extended warranty up to 5 years. (t’s and c’s apply.)

Recent additions include the Combi Oven, which is available in 5, 7 and 10 Grids in both a GN1/1 and GN 2/1, which has proven a huge success with outstanding feedback from our customers, who appreciate its versatile functionality, and consistency of performance. We have also introduced a new range of Wi-Fi enabled refrigeration, hot banquet trollies and sushi showcase units, as well as many others. atosauk.com | enquiries@atosauk.com | 01604 700853

Caterquip - Specialists in Ventilation Systems Caterquip Ventilation Ltd is proud to be celebrating their 25th Anniversary this year.

Projects undertaken have included Olympic Villages, Basildon Hospital, The Mitre Hotel at Hampton Court, The Truck Stop at Anglesey, The Lodge at Old Hunstanton, Colleges, Schools, Hotels, Restaurants and Public Houses. They ensure their systems are compliant with the current guidelines whilst maintaining an efficient and dynamic facility.

This Warwick based company offers nationwide coverage for all your commercial catering needs: free site surveys, quotations and designs (CAD), quality bespoke and standard fabrications, specialist knowledge of catering ventilation systems including input air, odour reduction (carbon filtration and ESP) and sound attenuation. Affiliated members of Constructionline and CHAS, Caterquip Ventilation have a strong hold in the marketplace often advising industry professionals on ventilation systems to a DW172 specification & BSEN:6173.

With extensive knowledge of manufacturing and installing ventilation systems, they can help you design the best kitchen within the space available.

Call: 01926 887167, visit: www.caterquipventilation.co.uk, email: info@caterquipventilation.co.uk

They have strong relationships with all leading kitchen equipment suppliers, and they offer a kitchen design service to help you build your ideal kitchen.

Fridge Seals Direct

Fridge Seals Direct proud to be UK's no1 supplier of replacement fridge and freezer seals. We fabricate for a wide variety of commercial fridge & freezers.

The management team at Fridge Seals Direct have over 30 years of experience in the refrigeration industry and have each spent many of those years installing gaskets and hardware for a range of styles, brands and sizes of fridges.

From restaurant kitchens to food warehouses - we have experience in dealing with fridge & freezers of all sizes and scales. To learn more about fridge seals, be sure to explore our range of extensive guides on how to replace a refrigerator door seals. Otherwise, find your specific guides in how to identify, measure, install or maintain your fridge or freezer door seal.

Our reputation in the industry along with our commitment to providing a high-quality gasket without having to buy from the factory allows us to have competitive pricing and fast turnaround time.

Try us out, order your door gaskets from us and discover a better way to do business. We are here to help you. www.fridgesealsdirect.co.uk

• Be ready for your inspections • Damaged fridge seals are unhygienic • Make your fridge more energy efficient with a good seal on your fridge • We provide custom seals for cold rooms, discontinued models, and units with no identification information • Next-day delivery service • Discounted prices on large orders

WhatsApp, phone, and email support

07936807320 sales@fridgesealsdirect.co.uk

fridgesealsdirect.co.uk

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Issue 314

Outdoor Spaces

Spring Into Summer: How Pub Banners Turn Beer Gardens into Profit-Driving Destinations As the days grow longer and the first pints spill into sunlit beer gardens, Britain’s pubs and hotels enter their most important trading season. Spring and summer are no longer just “busy periods” — they’re the defining months that shape customer loyalty, brand identity, and revenue for the year ahead.

cost-effective marketing tools you can invest in this season.

Even more value:

THE OUTDOOR REVOLUTION: WHY BEER GARDENS MATTER MORE THAN EVER

• Free delivery when you order two • Free professional design service to make your banner stand out It’s a simple, affordable way to upgrade your outdoor space and attract more customers without stretching your budget.

Across the UK, hospitality venues are embracing a powerful shift: the outdoor experience. Beer gardens, terraces, and alfresco spaces are no longer an afterthought — they are now central to customer expectations. Well-designed outdoor areas can increase capacity, boost dwell time, and drive higher spend per visit, all while creating memorable guest experiences that keep people coming back.

BUILT FOR THE BRITISH SUMMER (RAIN INCLUDED) British weather is famously unpredictable — but modern banner materials are built to handle it. Durable PVC and weather-resistant inks ensure your message stays sharp and vibrant, whether it’s blazing sunshine or a sudden downpour.

But there’s a crucial element many venues overlook…

That means your marketing never stops working — even when the clouds roll in.

Visibility. First impressions. That split-second decision to walk in.

BANNERS: THE UNSUNG HERO OF THE BEER GARDEN A great beer garden hidden from view is a missed opportunity. High-impact pub banners transform your outdoor space into a magnet for passing footfall — turning curious glances into paying customers.

From promoting “Cold Pints in the Sun” to advertising live music, BBQ events, or seasonal menus, banners act as bold, flexible marketing tools that work around the clock. In a competitive market with thousands of pubs vying for attention, standout signage isn’t optional — it’s essential.

Even a simple, well-placed banner can: • Attract new customers from the street • Reinforce your brand identity • Highlight seasonal offers and events • Guide customers into your outdoor space • The Go-To Size for Maximum Impact When it comes to visibility, size matters — and the most popular choice for pubs across the UK is the 8ft x 3ft banner. It’s the perfect balance of bold presence and practical placement, ideal for fences, railings, and beer garden boundaries.

Better still, these high-impact banners are available from just £40.25 + VAT, making them one of the most

DESTINATION

TURNING OUTDOOR SPACE INTO A

Today’s most successful pubs don’t just have beer gardens — they brand them. Thoughtfully designed outdoor areas, combined with strong visual signage, create a clear identity and a sense of place. Customers don’t just stumble in — they choose you.

Clear, attractive signage helps customers instantly understand what you offer and feel confident stepping inside, especially during busy summer months when competition is at its peak.

MAKE THIS SPRING & SUMMER COUNT If you’re investing in your outdoor space this season, don’t stop at furniture and flowers. Make sure people know it’s there. 👉 Discover durable, eye-catching options here: https://www.hfe-signs.co.uk/pub-hotel-banners.php Because when the sun is shining and the drinks are flowing, the pubs that stand out are the ones that get seen first.

This season, turn your beer garden into your most powerful marketing tool.

See the advert on page 3 for the latest offers.

FOR FREE POSTERS TO CUSTOMISE FOR YOUR SUMMER EVENTS, VISIT WWW.CATERERLICENSEE.COM/ POSTERS-FOR-SPECIAL-EVENTS

Create The Perfect Summer Space With Durable Picnic Tables A cold drink in a beer garden is the first thing many people imagine when looking forward to warmer days ahead. Here at Trent Furniture, we offer a wide range of durable contract-grade furniture designed to withstand anything the great British summer can throw at it. A cornerstone of the range is our bestselling Chunky Picnic Table.

Here’s just a few reasons why this bestselling table is a solid investment for your outdoor space: • Versatility: No-one wants a small group taking up a large table, so the Chunky Picnic Table is available in sizes to seat 4, 6 or 8 in comfort.

• Superior quality: Chunky by name, chunky by nature, our picnic table is constructed from fully dip treated 4cm thickness spruce wood for dependable durability.

• Extra Strength: Galvanised metal fixings and a strong double strut across the A-frame reinforces the table’s durability and suitability for commercial use.

• Sustainability: The timber used to construct the

Chunky Picnic Table is sustainably sourced.

• Easy assembly: Your tables will arrive flat packed, with assembly taking two people around 10 minutes.

• Comfort: You can choose to have an umbrella hole to provide shade. Also, rounded edges and corners offer a pleasant and comfortable experience.

• Value: Starting at £145.90, our Chunky Picnic Table offers the contract-grade quality you need at a budgetfriendly price point.

• Flexibility: Although the beer garden or outdoor seating area is the natural home of the Chunky Picnic Table, this comfortable and stylish table is increasingly popular in indoor settings such as large commercial venues as well as bars and restaurants with outdoor rooms and conservatories.

If you would like to find out more about the Chunky Picnic Table and the rest of our range of outdoor furniture, please call us on 01162 864911 or email sales@trentfurniture.co.uk.

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Design and Refit

Spring Into Action: Smart, Cost-Effective Ways to Refresh Your Pub for the Season Ahead As the days lengthen and temperatures begin — however tentatively — to climb, British pub operators face one of their most significant commercial opportunities of the year. Spring and summer collectively represent the peak trading period for the licensed on trade, with footfall rising sharply as customers seek out venues that offer not just good drink and food, but a genuinely welcoming atmosphere. The question for many operators, particularly those managing tighter margins, is how to make their venues shine without embarking on a costly full-scale refurbishment. The good news is that a well-targeted, strategic approach to freshening up your pub can yield impressive results at a fraction of the price.

FIRST IMPRESSIONS: KERB APPEAL AND THE EXTERIOR Your exterior is your silent salesperson. A customer walking past a pub with peeling paintwork, tired hanging baskets and faded signage will unconsciously form a negative association before they have even stepped inside. Conversely, a well-maintained, inviting frontage signals quality, pride of ownership and — critically — that people are welcome.

Start with a fresh coat of paint on fascias, window frames and external woodwork. Choose your colour palette carefully: heritage tones such as deep greens, navy blues or warm burgundies are perennially popular and rarely date. Power-wash external walls, paving and any permanent signage — the difference can be remarkable for minimal cost. Ensure your pub

sign is clean, legible and well-lit; if it has been years since it was updated, this modest investment pays dividends in brand recognition.

Window boxes and hanging baskets, refreshed seasonally, add warmth and character that is almost impossible to replicate through expensive fixtures alone. Work with a local nursery or garden centre for costeffective planting schemes, and consider hardy perennials alongside seasonal colour to reduce ongoing maintenance.

INTERIOR REFRESH: HIGH IMPACT, CONTROLLED COST Interior refurbishment need not mean gutting and rebuilding. A targeted approach — focusing on the elements customers interact with most directly — delivers the greatest perceptible improvement per pound spent. Begin with the bar itself: polish or refinish the bar top if worn, replace tired bar stools, and ensure all optics, fonts and glassware are pristine. A clean, well-organised bar communicates professionalism before a single drink is poured.

Lighting is transformative and frequently overlooked. Switching from cold, fluorescent overhead lighting to warm LED alternatives — particularly in dining and lounge areas — fundamentally changes the atmosphere of a space. Dimmer switches add flexibility for different trading periods. Accent lighting on artwork, shelving or back-bar displays adds sophistication with minimal installation complexity.

Soft furnishings — cushions, bench pads, curtains — age faster than

Mayfair Furniture Mayfair Furniture will be celebrating 12 years this year of providing the UK’s fastest and affordable commercial furniture. Supplying all kinds of establishments from high end hotel chains to small local takeaways.

We keep in stock a huge variety of items ready for immediate dispatch, and can fulfil a wide range of bespoke orders. We deliver to all areas of the UK, Ireland & Europe.

hard fixtures and are relatively inexpensive to replace. A cohesive, freshly upholstered seating area in quality fabric communicates care and investment even in an otherwise traditional interior. For communal or games areas, ensure furniture is sturdy, well-maintained and appropriately scaled for the space.

SERVICE AND ATMOSPHERE: THE INVISIBLE REFURBISHMENT No amount of fresh paint or new furniture will retain customers if the service experience falls short. Spring is an ideal time to revisit your team's training, particularly around seasonal menu knowledge, upselling and pace of service — all of which tend to be stretched as volumes increase through summer. Consider a pre-season briefing session that energises the team and ensures everyone is aligned on standards.

Finally, ensure your toilets are exemplary. It sounds unglamorous, but toilet quality remains one of the most cited indicators of overall venue standards among customers. A freshly painted, well-stocked and fragranced WC sends a powerful signal about how a pub views its guests. It costs very little to get right — and an enormous amount to recover from if neglected.

The pubs that emerge from this season with genuine commercial momentum will be those that recognised the opportunity early, acted decisively — and understood that the finest refurbishment of all is the one a customer simply feels, without ever being able to name.

We are not just a supplier; we understand that from time to time hospitality and leisure establishments like to give themselves a fresh new look. That's why not only do we supply contract furniture, but when it's time for your establishment to go through a refurbishment we also offer a complete clearance service. We'll organise everything from a suitable time and date, professional clearance staff to remove contract furniture whether fitted or unfitted. Along with our sister company Caterfair who provides commercial catering equipment for your kitchens we are the ideal people to speak to when you are looking to refurbish.

01733 310115 sales@mayfairfurniture.co.uk www.mayfairfurniture.co.uk

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Issue 314

Design and Refit

Get Ready for the World Cup with Flexible Pub Furniture As the World Cup approaches, let’s hope success on the field leads to a big boost for the hospitality industry! With most of the group games for England and Scotland taking place late at night, it’s time to think about how to maximise your space to cater for all those nocturnal goal celebrations during the extended licensing hours!

The good news is that here at Trent Furniture, we’ve got a great range of traditional furniture that combines classic style with lightweight flexibility. When groups are getting together, bar stools are a must. High stools such as the Tall Brass Rail Stool are perfect for getting a bird’s eye view of the match, and with 15% off much of the range, now is the perfect time to invest. Low stools are the ultimate way to offer punters flexible seating, and again we have a great range, with a fantastic 20%

off the hard top and button top designs of our bestselling Small Wooden Stool and Small Shaker Stool.

Alternatively, our extensive range of easy-to-store stackable chairs is a perfect solution for busy periods. The York Crossback Stacking Chair is a popular option for pubs as it combines traditional wooden style with lightweight stackability. You can even add a seat pad for added comfort! Or why not go for a stackable chair that can be used both indoors and out, such as the Plaza Chair , constructed from rust-resistant aluminium and hardwearing goes-with-anything synthetic black rattan.

To find out more about our great range of lightweight, flexible furniture, available well before the first match kicks off, please email us at sales@trentfurniture.co.uk or give us a call on 0116 286 4911.

Need to Increase Footfall? Our Custom Made Quality Furniture Could Help!

Have you recently taken over premises, just fancy a change or need to replace your tired old fixed seating and fixtures? At Drakes, we can help you realise your dreams with our bespoke furniture design service. Every week we build new tailor-made furniture up and down the UK, working with owners to come up with design concepts for fixed seating, booths and even bars and fixtures. We can take ideas from you, or your interior designer, or we can design something ourselves, all done efficiently, with professional quality and on time within budget.

and bespoke joinery, new bars and full refurbishments, or simply making stools for the front of the bar, or providing quality tables that last. Our dedicated team are either timeserved officially trained craftsmen or externally based professionals.

Our service provides a unique opportunity to make your establishment stand out from others and add additional comfort for your customers.

Got you interested? We are available for a chat on 01422 839 690. If you prefer, email us at sales@askdrake.com, and of course please visit our website www.askdrake.com

We have been providing bars, pubs, restaurants, cafes, clubs, and hotels with high-quality furniture and fixtures for decades. We employ over 15 joiners, upholsterers, polishers and designers who are capable of installing fixed seating

MST Auctioneers Ltd MST AUCTIONEERS Ltd specialise in handling & auctioning a wide variety of goods.

We act for Insolvency Practitioners, Receivers, Bailiffs and Solicitors as well as large PLCs.

We are members of The National Association of Auctioneers and Valuers (NAVA).

For the past 25 years, we've provided a unique disposal service tailored to suit, liquidators, banks, receivers as well as private and corporate vendors. We carry out probate valuations and conduct complete house and commercial clearances.

We have the largest Auction venue in the South of England. Our regular monthly Auctions occupy 45,000 sq.ft. of undercover space, selling over 2500 lots from 3 rostrums over two days.

We also hold regular Auctions ”On Site” and "On Line" Visit www.mstauctioneers.co.uk for further information.

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Design and Refit Capricorn Contract Furnishings Capricorn Contract Furnishings are now firmly established as one of the countrys largest stockist and supplier of quality contract furnishings to cafes, bars , restaurants , pubs, clubs and hotels.

view an extensive range of furniture ideally suited for the leisure market. Here you can relax and let Capricorn help and advise you with your requirements. Opening hours for the showroom are appointment only

Capricorn are based in a large showroom and distribution warehouse on the outskirts of Exeter in Devon. From within the distribution area we are able to offer a next day delivery service on thousands of products including tables , chairs , stools and lounge furniture.

We are able to offer a full polishing and upholstery service so many items can be custom made to the customers requirements .

Customers are encouraged to visit our large showroom to

For more information or a Capricorn Contract Furnishings catalogue and price list contact Brian Pengelly on 07767 387 962 or visit www.ccf-ltd.uk

The Perfect Night’s Sleep for Your Guests At HotelContractBeds, we’ve been supplying the hospitality industry with premium contract beds and mattresses for over 40 years. Whether you're running a boutique B&B, a busy hotel chain, or student accommodation, we offer a bespoke service that ensures you get the perfect beds to suit your needs.

✓ FREE UK Delivery – Reliable weekly deliveries for your convenience ✓ Competitive Prices – Exceptional quality without the premium price tag Our zip & link beds offer ultimate fl exibility, allowing rooms to convert from twin to double in minutes—perfect for hotels As specialist UK manufacturcatering to varied guest needs. ers, we take pride in delivering high-quality, durable, From luxury hotel mattresses to budget-friendly and comfortable beds that meet strict UK & EU fi options, we cater to all types of commercial accomre safety regulations (BS 7177:2008 – Crib 5), ensur- modation. ing your guests sleep safely and soundly.

Join thousands of satisfi ed customers across the Why Choose HotelContractBeds?

UK who trust HotelContractBeds for unmatched quality, comfort, and service. ✓ Premium Quality Beds & Mattresses – Zip & Link, Divan, Bed Bases & More… ✓ No Minimum Order Value – Whether you need one bed or a whole hotel’s worth

Ready to upgrade your guest experience? Visit HotelContractBeds.co.uk today or call us (01234 834693) to discuss your requirements!

Please mention the Caterer, Licensee & Hotelier News when replying to advertising

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Issue 314

Property and Professional

The UK Employment Rights Act and Hospitality: The Hidden Clause Set To Reshape Shift-Based Work

By Russell Howe, Group VP EMEA at UKG (www.ukg.co.uk) The UK Employment Rights Act has dominated headlines, with much of the public debate focusing on zero hours contracts and changes to statutory sick pay. But tucked away in the legislation is a lesser-known clause with outsized consequences for frontline-heavy, shift work industries like hospitality, where fluctuating hours are commonplace.

Under the Act, businesses must now give workers “reasonable notice” when shifts are changed or cancelled. If they fail to do so, they will be required to compensate the affected employees. For hospitality operators already battling rising labour costs, tight margins, and ongoing recruitment challenges, providing frontline managers with real-time workforce visibility and more accurate labour planning has never been more critical.

HOW SHIFT WORK HAS TRADITIONALLY OPERATED For many shift workers, particularly in hospitality, last minute changes have long been part of working life. Rotas are often adjusted at short notice and shifts cancelled close to start times, and workers have long been expected to take that uncertainty in stride.

This kind of flexibility has helped businesses respond to fluctuating demand. Over time, however, it has also meant that many employers have grown used to giving their people very little notice when schedules need to change.

WHAT THE NEW BILL BRINGS INTO FOCUS We know shift workers are central to day-to-day operations and hospitality customer service as frontline brand ambassadors—and now the way their schedules are managed is under much closer scrutiny.

Unfortunately, many UK organisations are not equipped to efficiently comply with the law or easily provide audit reports if their scheduling practices come into questions.

UKG and YouGov surveyed 2,000 workers in January – February this year, which showed how fragmented shift communication still is. One-third of shift workers receive updates via WhatsApp, text or email, while a further 26% still rely on physical noticeboards or verbal messages. This patchwork of channels makes it hard for staff to keep track of the latest rota, and even harder for employers to maintain consistency across teams and locations to match labour demand or give employees easy self-scheduling and shift swapping options.

Additionally, with 64% of shift workers receiving updates through tools that provide no clear audit trail, many

hospitality businesses lack dependable records of when changes were issued or acknowledged. As legal expectations around notice increase, this absence of verifiable evidence leaves employers exposed to compliance risks and uncertainty when disputes arise.

THE EXPECTATION GAP Legal requirements set the parameters, but employee expectations often reveal a more nuanced understanding of what is acceptable within the industry. While “reasonable notice” is currently undefined by the law, what is clear is the gap between employee expectations and current scheduling practices. In the same survey, 1 in 3 shift workers say they one week’s notice of changes is considered reasonable, with a further 27% preferring two weeks or more as employees push for more visible scheduling timelines.

With restaurants and hotels already facing annual staff turnover rates of 70 and 80% according to reports, and poor retention estimated to cost the hospitality sector £272 million each year, a lack of advance notice and giving employees the shifts they want also makes it harder to keep the staff they have. Against this backdrop, employers cannot afford to overlook employee preferences.

Clearer notice requirements will offer employers a chance to rethink how shifts are managed day to day.

Hospitality brands that use transparent technology for shift needs and scheduling can see fluctuating demand in real-time and reallocate staff to areas that have a surge in demand, or even schedule their people to work across multiple locations. That starts with moving away from paper rotas, group chats and last-minute messages towards something that connects time, attendance, scheduling, absence, skills and certification, and employee preference data in real time.

When schedules, attendance and vacation data sit in one compliant digital platform, workers have a better sense of what their week looks like, and managers have clearer oversight when shift changes are required before they miss the “reasonable notice” cutoff. With only 23% of shift workers reporting that they are compensated for last-minute shift cancellations, this will be a major change for the employers of the other 77%.

THE ROLE OF TECHNOLOGY IN PLANNING AND COMPLIANCE As workers’ rights reforms create new requirements around advance notice, hospitality operators will need to rethink how they organise and record shift changes. Systems built around text, email, verbal or sign-posted notice are difficult to defend when missing notice periods carry costs and legal consequences.

Technology, like an AI-led workforce operating platform, has a role to play in helping organisations comply with changing regulations and, more importantly, run operations more efficiently and provide a better employee experience. Workforce management tools make it easier for managers to plan further ahead, whether for busier periods or to align staffing with demand, or maintain clear records of rota updates. They also bring more consistency to day-to-day operations, replacing ad hoc processes with clearer workflows that give both managers and employees a better view of what’s coming.

Moving workforce data from manual, fragmented reconciliation to transparent real-time intelligence via technology-supported systems will help businesses meet today’s requirements – and stay prepared for whatever compliance changes come next.

Back To Basics: Why Discipline, Not Reinvention, Will Define Hotel Revenue Performance

By Jamie Blackmore, Lecturer at Glion Institute of Higher Education London (www.glion.edu/locations/london) Periods of market volatility often trigger calls for transformation in hotel commercial strategy. Yet in reality, the most effective response to unpredictable demand patterns is rarely reinvention. Instead, it is a disciplined return to the fundamentals of revenue management – executed with clarity, consistency and strategic intent.

At present, one of the most critical areas requiring renewed focus is segmentation clarity. Without a precise understanding of customer behaviour by segment and source market, including booking windows and price sensitivity, pricing decisions inevitably become reactive rather than strategic. When hotels lack this clarity, revenue strategies become driven by short-term signals rather than meaningful demand insight, which ultimately weakens rate positioning and long-term performance.

Equally important is a more dynamic approach to pace and booking window analysis. The traditional cadence of weekly pick-up reviews is no longer sufficient in an environment where forward visibility can change rapidly. Demand signals, short-term inflection points and shifts in booking behaviour now require continuous monitoring, particularly as geopolitical disruption and uneven recovery across global markets continue to influence travel patterns.

Inventory discipline also remains essential. Rate integrity should be protected through data-led conviction rather than optimism. Too often, hotels adopt long-lead pricing that exceeds realistic market positioning, only to discount aggressively closer to arrival in order to stimulate demand. This pattern not only erodes credibility with customers but also destabilises average daily rate (ADR) performance over time. Longlead pricing must therefore remain market-appropriate and aligned with the property’s positioning.

Technology, of course, plays a critical role in enabling these decisions.

Automation is now indispensable within modern revenue management practice. However, its value lies in informing strategy rather than replacing human judgement. Revenue management systems excel at identifying patterns and optimising within defined parameters, but they cannot interpret broader commercial intent. Strategic repositioning, brand evolution, competitive dynamics and the implications of geopolitical disruption remain fundamentally human decisions.

The role of leadership is therefore to establish clear strategic direction and allow automation to operate within those boundaries. Artificial intelligence adds value when it enhances real-time demand interpretation and accelerates decision-making, but indiscriminate adoption risks introducing unnecessary complexity. The most effective approach combines computational efficiency with commercial insight.

Distribution strategy represents another area where discipline is often lacking. Channel mix directly influences net ADR and margin, yet many hotels continue to manage distribution tactically rather than strategically. Channel presence should reflect the segments and source markets a hotel intends to attract. Simply increasing distribution exposure does not automatically improve profitability and may instead introduce additional acquisition cost and operational complexity.

Higher-cost intermediaries can play a valuable role during softer demand periods, supporting occupancy when needed. However, without careful management they can also displace lower-cost direct demand and compress margins. Promotional activity must therefore be evaluated on true incrementality rather than volume alone. One persistent weakness across the industry remains inconsistent long-lead pricing, where delayed market positioning followed by short-lead discounting conditions customers to wait before booking and ultimately weakens rate integrity.

At the same time, revenue management must increasingly operate as an integrated commercial function rather than a standalone discipline.

As guest expectations evolve, collaboration between revenue management, marketing and operations becomes central to driving total revenue performance.

Marketing activity, for instance, should align with forecasted need peri-

ods and demand compression rather than follow rigid campaign calendars. When promotional activity is disconnected from demand signals, it risks undermining pricing strategy rather than supporting it.

Operational alignment is equally important. Decisions around arrival patterns, length-of-stay controls and upsell initiatives influence both profitability and the guest experience. Beyond rooms revenue, there is considerable untapped opportunity in coordinated food and beverage packaging, event space utilisation, ancillary pricing and structured prearrival upsell strategies. Hotels that align pricing, marketing and operational planning around total revenue optimisation consistently outperform those operating in functional silos.

Looking ahead over the next 12 to 24 months, the real differentiator between high-performing hotels and the rest will not necessarily be technology. Most properties now operate broadly similar commercial platforms, and in many cases technological complexity has increased without delivering proportional strategic benefit.

What will matter more is commercial clarity. High-performing hotels will demonstrate disciplined thinking, a deep understanding of their audiences and the confidence to make decisions grounded in core principles.

This includes adopting a longer-lead perspective on pricing strategy.

Rather than reacting to short-term fluctuations, leading hotels will position rates earlier and make measured adjustments as demand evolves.

Performance evaluation will also broaden beyond Revenue Per Available Room to include acquisition cost, contribution and margin by segment and channel. Greater value will be created by integrating insights from existing systems – including PMS, RMS, CRM and digital analytics – rather than continuously layering new tools onto already complex technology stacks.

Ultimately, the competitive advantage in uncertain markets will not come from chasing every new system or trend. It will come from composure, consistency and strategic conviction. In an environment defined by uncertainty, the hotels that return to the fundamentals – and execute them with discipline – will be the ones best positioned to outperform.

Issue 314

CLH DIGITAL

35

Property and Professional

Fair Business Discussions In Changing Times: What Tied Tenants Need On The Record Running a tied pub can be an unpredictable business, and tenants must react to market developments and unexpected events, like tax and legal changes. Margins shift, forecasts change, and tenants must juggle multiple pressures. In this environment, fair conversations with the pub company’s Business Development Manager (BDM) will be more important than ever. But anyone in business knows how important it is to keep a paper trail of a promise or agreement made verbally.

RECORDS OF CONVERSATIONS MATTER The regulated pub companies must ensure their BDM deals fairly with tied tenants, and the Pubs Code gives vital protections to those tenants when having key conversations. The BDM, or anyone representing the pub company, must make notes of discussions which relate to business planning, repairs or rent negotiations. These notes must then be sent to the tenant within 14 days to check. The tenant must be asked to respond within 7 days if they do not agree with any aspect of them.

This is not just admin. Tied tenants have the right to have all commitments, promises and action points recorded and provided to them while their memory is still fresh. These notes form part of the official record of the relationship between pub company and tenant, so that clear, reliable BDM notes can be a point of reference down the line.

This makes BDM meetings, and the notes that follow them, an important formal protection for tenants. The PCA has created a new short video about this right, which is part of our new series of bite-sized video guides about key Code protections.

Fiona Dickie, the Pubs Code Adjudicator.

So, for example, if a BDM verbally promises marketing support, it must appear in the notes. If it doesn’t, that could be a breach of the Code. The Code Compliance Officer (CCO) is employed by the pub company to verify compliance with the Code and can be the first port of call for a tied tenant who is concerned they have not received appropriate meeting notes. The CCO must report breaches of the Code to the PCA, and to ensure maximum transparency the PCA publishes details of pub company breaches in its searchable database, so reported failures to provide BDM notes on time can be identified.

Most tied tenants say their BDM relationship works well. The PCA’s 2025 tied tenant survey found that 70% of tenants are satisfied with their BDM relationship, and 72% think their BDM provides accurate notes of discussions. Most BDM notes are issued promptly though automated systems. The PCA team regularly accompa-

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nies BDMs on visits to tied pub tenants, to see how discussions work in practice, hearing on a recent visit about Marston’s work to improve its process to make it more user friendly and ensure that meeting notes are shared automatically with the tenant once the document is completed.

STAR BDM BREACHES Proper note-keeping of BDM meetings is not optional—it is a legal requirement. The PCA exists to protect tied tenants' rights under the Code and can take action to ensure that pub companies comply. A failure to take and share notes of these key business discussions was the subject of a recent report on breaches by Star Pubs. The PCA issued a formal, written censure to Star on review of the evidence gathered after Star reported that, owing to systematic errors, some BDM meeting notes between 2019-24 had not been provided within 14 days or, in some cases, at all.

Star informed the PCA that it had taken remedial measures to prevent a repeat of the breach, including retraining BDMs through regional development programmes. Star has now transitioned to a new IT system for the completion of BDM notes for onboarded tenants. The PCA will be looking closely at this year’s tied tenant survey results to see the level of tied tenant satisfaction with the BDM relationship across all six of the regulated pub companies. Fieldwork for that survey kicked off in January and results will be published in early June.

NEGOTIATING TENANTS The right to notes of discussions about rent negotiations, repairs and business planning also applies to applicants who are negotiating to take on a tied pub. This is important given that this is the time when matters like deals, discounts, rent and repairs may be thrashed out face-to-face or over the phone. Early accuracy prevents later disputes about what was said and can provide protection for tenants if things go wrong. The pub company must ensure that these discussions and agreements are recorded in writing and that the record is sent to the prospective tenant. This is one part of how the Pubs Code supports tied tenants to get off to the right start. The PCA is currently working with the regulated pub companies to understand their approaches to complying with this duty.

GETTING IT RIGHT EARLY MAKES IT EASIER The Pubs Code requires that pub companies must provide appropriate training for BDMs about their duties under the Code. Good notes support better business planning for tenants and provide confidence, clarity and control, helping to create a transparent, professional relationship with the pub company.

This article is intended to aid understanding of the Pubs Code and its impact. Nothing in it should be understood to be a substitute for the pubs code legal framework.

For more information on the Pubs Code and Pubs Code Adjudicator, including comprehensive resources for tied tenants, visit www.pubscodeadjudicator.org.uk.

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