CLH Digital - Issue #316

Holiday Tax Bombshell Could Cost Hospitality Sector

Jobs

Editor's Viewpoint

Welcome to the latest issue of CLH News

THE HOLIDAY TAX: A SCAM BY ANY OTHER NAME

EDITOR

Peter Adams

Regular readers of this column will know my longstanding opposition to the so-called ‘tourist tax’ — a hostility that dates back years, well before it became fashionable to have a view on the matter.

I may not win many friends for saying so, but I will say it plainly: in my opinion, a holiday tax is nothing more than a scam. And I mean that in the fullest sense of the word.

This tax influences where I go and where I stay. To impose a levy on leisure — on the simple act of taking a holiday, of switching off, of supporting the communities and businesses that depend on the visitor economy — is, to my mind, immoral. And I use that word deliberately.

The chief argument I encounter in favour of the tourist levy — and I have yet to hear a remotely credible one — is that it ensures tourists pay for the services they use, thereby reducing the burden on local taxpayers. On the face of it, that might sound reasonable.

So I asked an AI system to tell me precisely what services tourists use in the UK without paying for them. The answer came back:

“Tourists in the UK can access several services free of charge, primarily emergency healthcare, many world-class museums, public toilets, and public transport in specific

areas.”

Is that it? That is what we are going to be taxed for? Public toilets and the odd free museum? I find it extraordinary that any government — let alone one facing a cost-of-living crisis of this severity — can look the public in the eye and justify a new levy on this basis.

A TAX TOO FAR — AND HISTORY TELLS US WHY

Once we cede to the introduction of such taxes, they never stop.

Every hard-pressed council will sit around the table looking for new ways to extract money from the public, and once the principle is established, the imagination is the only limit.

For those who think that is an exaggeration, I offer a few historical reminders of the state’s creative approach to taxation over the centuries:

• The Beard Tax (Peter the Great had nothing on our Treasury)

• The Window Tax (because daylight, apparently, was a luxury)

• The Brick Tax

• The Soap Tax

• The Wallpaper Tax

No, I have not made those up. And the lesson of each and every one of them is the same: a new tax, once introduced, is almost impossible to remove.

Which brings me, once more, to Tax Freedom Day — the symbolic date calculated by the Adam Smith Institute marking the point at which the average worker has earned enough to cover their entire annual tax bill, and can finally begin working for themselves.

It accounts for income tax, VAT, National Insurance, and the full picture of the tax burden we collectively carry.

In 2025, it fell on 11 June. This year it is expected to land somewhere between 12 and 15 June. By 2028 — if the projections hold — it will not arrive until 24 June.

Think about that for a moment. The average British worker will spend over six months of every working year toiling

entirely for the state. Six months. And every new levy — including this one — pushes that date a little further into summer.

The numbers from Oxford Economics are stark enough on their own: a £1.6 billion tax increase on holidaymakers, 33,000 jobs at risk, a £2.2 billion reduction in GDP, £688 million lost to the Treasury, and a £1.8 billion drop in tourism spending. This is not a tax that raises money.

It is a tax that costs money. And on top of the UK’s already punishing 20% VAT rate — one of the highest in Europe — it will make a British break genuinely uncompetitive with the Continent. As UKHospitality has pointed out, the total holiday tax burden will become double that of many of our major European rivals.The Government was explicitly told — in the House of Commons and in direct communications with UKHospitality — that it would not introduce a holiday tax. That it has now reversed course and confirmed the legislation through the King’s Speech is, frankly, a shocking U-turn. There is still time to think again. I hope someone in Whitehall is listening.

Enough of my ranting — let us end on something altogether more cheerful. If a home nation progresses to the final of the World Cup, we could be looking at a 50 million pint bonanza. That is not a number I have plucked from the air: projections suggest an extra 50 to 55 million pints could be sold during the tournament, with each pub averaging an additional 1,240 pints over the period. A £275 million boost in sales, if England goes all the way.

Our pubs need every bit of that. After years of relentless pressure — energy costs, staffing costs, business rates, the spectre of yet more taxation — a proper football summer would be a genuine lifeline for licensees up and down the country. Get the screens polished, get the ice in the cellar, and let’s hope the football gods are kind.

I would encourage all our readers to vist our website at www.catererlicensee.com to sign up for our twice weekly e-newsletter.

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

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

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

ten permission is obtained. All material is assumed copyright free unless otherwise advised.

Published by Published by

Holiday Tax Bombshell Could Cost Hospitality Sector

(CONTINUED FROM FRONT COVER)

UKHospitality has pointed to recent polling that suggests the measure is deeply unpopular with the public, with more than twice as many voters opposing the levy as supporting it — and with respondents indicating they would be nearly ten times more likely to punish at the ballot box any MP who backs the bill than to reward them for doing so.

One-in-five Brits would be stopped from booking a holiday in England as a result of any increase to the cost of a break from the holiday tax, at a time when the cost-of-living is hitting harder than ever, the poll revealed. Earlier this year more than 200 hospitality bosses urged in a letter to the Government to scrap the holiday tax.

Leading accommodation providers including Butlin's, Haven, Hilton, IHG Hotels & Resorts, Merlin Entertainments, Parkdean Resorts, Travelodge and Whitbread warned that any proposed holiday tax will "hit families hardest, put jobs at risk and drain money from local communities." 33,000 JOBS AT RISK

Independent research from Oxford Economics shows how economically damaging the tax would be. It represents a £1.6 billion tax increase for holidaymakers, would cost 33,000 jobs, reduce GDP by £2.2 billion, lose the Treasury £688 million and reduce tourism spending by £1.8 billion.

Allen Simpson, Chief Executive of UKHospitality, said: “The Government has confirmed it will legislate to make family holidays more expensive during a cost-of-living crisis.

“It’s a shocking U-turn after it told both the House of Commons and UKHospitality that it would not implement a holiday tax.

“The facts are simple. A holiday tax will increase the cost of a staycation for Brits, it will hit lower income families hardest, it will lose the Treasury money and it will cost 33,000 jobs.

“A holiday tax is wildly unpopular, as well as economically destructive. Twice as many people oppose it, than support it, and voters are 10 times more likely to punish an MP who supports a holiday tax, than they are back them.

“This tax, on top of the UK’s 20% rate of VAT, will make us an outlier in Europe. The tax on a holiday in the UK will become double many of our major rivals, who enjoy a much lower rate of VAT.

“It is nonsensical for the Government to go ahead with such an unpopular measure. There is still time for the Government to think again and stop the holiday tax.”

FURTHER TAXATION

Joss Croft OBE, CEO, UKinbound said “While we have not yet seen the detail of the legislation, UKinbound

£1.6bn

does not support further taxation on international visitors, who already contribute through one of Europe’s peak levels of VAT and some of the world’s highest visa and ETA fees and Air Passenger Duty.

“As these powers are taken forward, the devil will be in the detail, including ensuring any levy is simple to implement, creates no additional cost burden for businesses, and that revenues are clearly reinvested into the visitor economy.”

“WRONG MOVE”

Giles Fuchs CEO of Burgh Island Hotel said: “Hotels have shown incredible resilience over the past few years, continuing to invest in jobs, tourism and local communities despite mounting economic pressures. However, the introduction of a tourist tax is deeply worrying. From rising energy costs linked to the Iran War and wider instability in the Middle East, to increasing business rates and higher staffing and supply costs, hotels are being hit from every angle. At times, it feels as though the hospitality industry has become Westminster’s pin cushion.

“Hospitality remains one of the UK’s most important industries, supporting millions of jobs and driving growth across regional economies. Recent figures showing that 64% of hospitality businesses expect to cut jobs as a result of rising costs, highlight just how important it is that the sector is supported rather than further burdened. Adding another charge for overnight stays risks making UK holidays more expensive and creating yet another obstacle for businesses that are vital to local jobs, suppliers and regional tourism.

“This is particularly concerning for areas like Devon and Cornwall, where tourism is the backbone of many local economies. Visitors support not just hotels, but restaurants, pubs, shops, attractions, taxis, suppliers and seasonal workers. If a tourist tax puts people off booking a UK holiday, it will not stimulate local economies through greater council revenue. It risks doing the opposite by reducing visitor numbers and taking money away from the communities that depend on them.

“At a time when the Government should be helping hospitality to grow, a tourist tax feels like the wrong move. It risks putting more pressure on hotels, guests and the places that rely on a strong visitor economy.”

EUROPEAN VAT LOWER

Paul Swaddle, the newly elected Conservative leader of Westminster City Council, said: "While comparisons are often drawn with other capital cities, the reality about an overnight visitor levy is that in Europe, VAT is significantly lower and the total tax burden is lower.

“Our hotels across the West End and elsewhere in Westminster need to be competitive to keep us a global visitor attraction. "However if the levy is to be raised, it must be spent locally for services that benefit visitors, such as keeping the streets clean and safe.

“The cost of supporting the visitor and commuter economy in Westminster is an estimated £115m a year and that needs to be recognised. It's important we now see the fine print of what is being proposed."

Last Orders: How Britain Lost More Than 16,000 Pubs Since the Turn of the Millennium

More than 16,000 pubs have shut their doors across the United Kingdom since 2000, stripping communities of what many regard as the beating heart of British social life. According to the British Beer and Pub Association (BBPA), the national pub count has fallen from 60,800 at the start of the millennium to just 44,650 by the end of 2025 — a reduction of more than a third in just 25 years.

The scale of the decline is stark. What began as a slow erosion — just 100 pubs were lost between 2000 and 2001, the smallest annual drop on record — accelerated dramatically from 2007 onwards, accelerated again during the financial crisis, briefly stabilised, and has continued into the present day as operators battle a relentless combination of rising costs, shifting consumer habits and a tax burden that many in the industry describe as unsustainable.

A QUARTER CENTURY OF DECLINE: THE NUMBERS

The BBPA data, which has tracked pub numbers annually for decades, reveals a trajectory that industry experts describe as a structural, longterm contraction rather than a temporary dip.

The worst single year on record was 2017, when 1,950 pubs closed — an average of more than 37 per week. From 50,300 venues in 2016, the total fell to 48,350 the following year, a year-on-year drop of just over 4%. The second largest annual fall came in 2013, when 1,300 pubs were lost, and 2015 saw a further 1,100 closures.

The years 2021, 2022 and 2023 each saw 500 pubs close annually, a period that reflected the compound pressures of post-pandemic recovery costs and the onset of the cost-of-living crisis. The pace eased slightly in both 2024 and 2025, with 350 closures recorded in each year — roughly one pub closing every day.

Over the past decade alone, 6,150 pubs have been lost, with the total falling from 50,800 in 2015 to 44,650 in 2025.

WHY PUBS ARE CLOSING: THE CAUSES BEHIND THE CRISIS

Analysts, trade bodies and independent researchers point to an overlapping set of causes, many of which have compounded one another over the past two decades.

THE 2007 SMOKING BAN

Perhaps no single piece of legislation has had more immediate impact on the pub trade than the indoor smoking ban, introduced in England in July 2007, completing a UK-wide rollout that had begun in Scotland in 2006. Before the ban, the long-term average annual closure rate for pubs was around 0.65%. In 2007 alone — before the financial crisis had taken hold — that rate quadrupled. Research published by the Institute of Economic Affairs (IEA) found the closure rate in 2008 and 2009 stood at roughly 3% per year, far exceeding the 0.86% average seen during the deep recession of the early 1980s.

For smaller, community-focused "wet-led" pubs — those relying primarily on drinks sales rather than food — the ban proved particularly damaging. These venues, typically located in working-class neighbourhoods and rural villages, lacked the space or capital to create outdoor smoking areas and were unable to pivot to food-led models.

THE 2008 FINANCIAL CRISIS AND ITS AFTERMATH

The global financial crash of 2008 delivered a second blow to a trade already reeling from the smoking ban. A sustained period of wage stagnation meant that consumers had less disposable income to spend on a night out, and the leisure industry — which includes pubs — suffered accordingly. The recession reinforced a trend that had been building for years: drinking at home.

Supermarkets, selling alcohol at prices far below what pubs could realistically match, absorbed much of the spending that might otherwise have gone over a bar. A four-pack of lager available for the price of a single pint in a city-centre pub illustrated the price differential starkly.

TAXATION AND BUSINESS RATES

The pub sector is among the most heavily taxed commercial sectors in the United Kingdom. For every three pounds spent in a pub, approximately one pound goes directly to the government in the form of taxes,

according to the BBPA. Beer duty, VAT, employer National Insurance contributions and business rates all eat into operating margins that are often already thin.

BBPA chief executive Emma McClarkin has consistently argued that the tax burden is the central obstacle to survival for many operators. "Every pub that closes represents lost jobs, less community spaces and a blow to the local economy," she said following the publication of the latest figures. "The love affair with the pub endures but, despite good trade, many publicans' profits are wiped out by a disproportionate tax burden and huge costs which forces many to close."

Independent analysis suggests that net profit margins for many pubs sit at between 10% and 15% — a figure that leaves little room to absorb sudden cost increases. In 2025, a hospitality industry survey by RSM UK found that 35% of consumers planned to cut their pub and restaurant spending that year, a figure that signals continued demand-side pressure.

CHANGING DRINKING HABITS AND SOCIAL TRENDS

Beyond regulation and economics, a deeper cultural shift has reshaped Britain's relationship with pub-going. Alcohol consumption among young people has declined notably over the past two decades. Studies show that a growing proportion of those aged 16 to 24 now choose not to drink at all — a trend that represents a fundamental challenge to a business model built on selling alcohol.

The rise of home entertainment — from broadband internet to streaming services and social media — has offered alternatives to the traditional evening out. Industry observers have noted that the launch of the iPhone in June 2007, almost simultaneously with the smoking ban, marked a turning point in how people chose to spend their leisure time. Beer, which historically accounted for the majority of pub income, has also faced competition from wine, gin and other categories, much of which is purchased for home consumption. Between July and September 2017, an estimated 35 million fewer pints were sold in British pubs compared with the same period the previous year.

THE COVID-19 PANDEMIC AND ITS LEGACY

The pandemic of 2020 and 2021 forced the temporary closure of the entire pub trade for extended periods, compounding existing debt and accelerating structural changes. Although many pubs reopened, they did so in a transformed landscape: energy costs had risen sharply, supply chains had been disrupted, and staffing had become significantly more expensive and difficult to source. Many venues that survived closures during lockdown found themselves unable to trade profitably in the years that followed.

RISING OPERATING COSTS IN THE POSTPANDEMIC ERA

Since 2022, the combination of energy price rises, elevated inflation and increases to the National Living Wage has placed additional pressure on margins. The BBPA calculated that changes announced in the 2024 Autumn Budget would add approximately £650 million in costs to the sector when fully implemented. Employer National Insurance increases and Extended Producer Responsibility packaging levies have added further pressure that many smaller operators are unable to absorb.

Research by financial advisory firm UHY Hacker Young found that as many as one in five UK pubs is now technically insolvent — carrying negative net assets — meaning that even a modest and unexpected cost increase can tip a borderline business into permanent closure.

WHERE THE CLOSURES ARE HITTING HARDEST

The decline has not fallen evenly across the country. Regional data paints a picture of particular vulnerability in certain parts of England, while some areas have shown considerably greater resilience.

The East Midlands has recorded the highest number of closures in the most recent period, with 69 pubs closing between December 2024 and the end of 2025 — the worst figure of any English region. The area has consistently featured among the worst affected in terms of proportional closure rates, alongside the West Midlands.

The North West has also suffered significantly, losing 52 pubs in the

same period, while Yorkshire and the Humber and the South West each saw 36 venues close. The West Midlands lost 34 pubs over the same interval.

London, despite its large population and dense hospitality economy, has recorded the highest proportional annual closure rate among English regions — approximately 1% of its pub stock per year, compared with a national average that varies by source. Yet its absolute numbers reflect a complex picture: the capital saw a 1.1% increase in pub numbers between 2019 and 2020, suggesting that urban churn — closures in some areas offset by openings in others — operates differently from the pattern in smaller towns and rural areas.

The North East has fared comparatively better, losing 19 pubs in the December 2024 to 2025 period and recording the lowest proportional annual closure rate in England at 0.3%.

Economically deprived areas face additional challenges specific to their circumstances. A report by the Centre for Cities found that in cities such as Bradford, Wigan and Stoke, consumers spend roughly one pound in every ten on eating and drinking out — compared with one pound in four in more prosperous cities such as London, York and Edinburgh. Pubs in lower-spending areas have far less room to offset rising costs by increasing their food offerings or appealing to more affluent customers.

Rural pubs face particular vulnerability. With smaller catchment populations and no ability to rely on lunchtime office trade, passing tourism or evening footfall from entertainment districts, village pubs often function as the sole remaining community space in their locality. When they close, they are rarely replaced.

Northern Ireland experienced a 35% reduction in its pub stock between 2001 and 2018, the sharpest proportional decline of any part of the United Kingdom over that period, according to House of Commons Library analysis of BBPA and ONS data.

THE WIDER IMPACT

The loss of pubs carries consequences beyond the hospitality sector itself. The BBPA estimates that the beer and pub industry contributes more than £34 billion to the UK economy annually and supports in excess of one million jobs, taking into account not only pub workers but also supply chains including brewers, food suppliers and cleaning and maintenance services.

Oxford University research, cited in industry campaigns, has suggested that people who have a regular local pub report more close friendships, greater life satisfaction and a stronger sense of community belonging than those who do not. When a pub closes in a rural area or a smaller town, there is often no equivalent gathering space to replace it.

The social cost is particularly acute for older residents, those without cars and people living in areas with limited public transport — groups for whom the local pub may represent one of very few accessible social spaces.

IS THE TIDE TURNING?

There are cautious signs that the pace of closures may be easing. The 350 annual closures recorded in both 2024 and 2025 represent a slower rate than the 500 a year seen between 2021 and 2023, though the figure remains well above the historical pre-2007 norm.

However, data for early 2026 suggests ongoing pressure. Industry tracking service NIQ estimated that licensed venues across the UK fell by 0.3% in the first quarter of 2026 alone, equating to an average of 3.4 net closures per day when all licensed premises are included.

Industry bodies are pressing the government for a package of reforms they say could halt what they describe as avoidable closures. Their principal demands centre on a fundamental overhaul of business rates for hospitality venues, a phased introduction of new employment costs to allow operators time to adjust, a review of Extended Producer Responsibility fees and — argued more contentiously — a reduction in beer duty and VAT.

Whether such measures will materialise, and whether they would be sufficient to reverse a decline that has now continued for the better part of three decades, remains to be seen. What is not in doubt is the scale of what has already been lost: more than 16,000 pubs, and with them a significant part of the social infrastructure that has shaped British community life for centuries.

50 Million Pints World Cup Bonanza as BBPA Launch New Guidance

Pubs could be set for a 50-million-pint bonanza should one of the home teams reach the final of the 2026 World Cup.

With a month until the World Cup kicks off, British pubs are getting ready to welcome fans to enjoy the beautiful game and the BBPA has released guidance to help them prepare.

New guidance is now available to help pubs across the country make the most of the upcoming tournament, an event which could mean an extra 50 million pints are sold if a home team were to reach the final.

The guidance, which has been updated since the last tournament, outlines the key things for publicans to think about when showing World Cup matches at their premises.

Compiled by the BBPA in partnership with UKHospitality, the British Institute of Innkeepers and the National Police Chiefs’ Council, it aims to encourage licensing authorities, the licensed trade and the police to work together to ensure a safe and suc-

cessful tournament.

The advice covers everything from staffing to licensing to creating safe environments for customers and is supported by the Institute of Licensing, National PubWatch, and Best Bar None.

Emma McClarkin, Chief Executive of the British Beer and Pub Association said: “The pub has and always will be the home of live sport, and there is no better place to enjoy watching a game of football than at your local with friends and other fans.

“With the World Cup fast approaching we want to help pubs prepare the best they can to make the absolute most of the opportunity to draw in customers and provide a brilliant experience for them.

“We are really pleased to be able to provide this guidance alongside industry partners to ensure that the tournament can be enjoyed safely and successfully in venues across the UK.”

Staff from several Bristol hotels took to the city’s streets last weekend to raise money for several charities which work in and around the city.

They joined thousands of other athletes of all different ages and abilities to took part in the annual Great Bristol 10K and Half-Marathon.

Among them was Ahad Vahabzadeh, Manager of the DoubleTree by Hilton Bristol City Centre, who was running in aid of The Grand Appeal, this year’s chosen charity of the Bristol Hoteliers Association (BHA), which he is a prominent member of.

With the money still coming in, Ahad has raised at least £350 for The Grand Appeal, which supports Bristol Children’s Hospital.

But he certainly wasn’t alone – nine DoubleTree by Hilton Bristol City Centre colleagues also took part, running for MND, which was chosen by the hotel.

He said: “It was inspiring to see so many of us challenge ourselves to complete the event for such worthy causes.

“It was a remarkable day spent with my colleagues, sharing such an experience. I am grateful for everyone’s efforts, and I also want to thank everyone who came to

support us on the day.”

It was Ahad’s seventh Bristol 10K and he said he will do it again next year, but his hotel was not the only BHA one who had staff taking part in the event.

Matthew Grech-Smith, Aleksandra Nalba and Andrew Davis, from the Hilton Garden Inn, Bristol, raised £500 for the Bristol Animal Rescue Centre, while Ben Gay, from Harbour Hotel Bristol, raised £238 for Cancer Research and Alison Mansfield from Clayton Hotel raised £617 for Leukemia Care.

Meanwhile a team of seven from The Bristol Hotel ran the half marathon with another two running the 10k race. Four of them raised just over £800 for the Young Bristol charity while the others raised valuable funds for their own chosen charities.

Ahad said: “Although we were running for different charities, taking part in the event still brought out a tremendous sense of camaraderie among colleagues from several Bristol hotels, who are always looking at ways of giving back to our communities.”

THE COFFEE POD STORY

Coffee pods are not to be confused with capsules

They are specialized, individually wrapped filter paper pods containing 7 grams of top quality coffee, just like you get when a barista makes a coffee

Our pods are available in both 7 grams and double-shot 14 grams, perfect for making 2 coffees at once or a large 14 gram shot.

The taste is sublime with no barista skills needed

Hospitality Businesses Underestimate Impact of Disruption From a Cyber Attack

New research from Beazley (www.beazley.com) reveals that cyber risk remains a top concern for hospitality sector leaders, as businesses grapple with an increasingly complex and fast-moving digital threat landscape.

Based on a survey of 3,500 global business leaders, including senior executives across hospitality, the findings show how cyber risk has become a business-wide issue, capable of disrupting operations and driving financial losses across supply chains. This is being further intensified by the rapid adoption of AI and other advanced technologies.

While cyber risk is firmly established as a leading concern, the data also highlights a disconnect in how businesses perceive their resilience. Many organisations report high levels of preparedness and confidence in their ability to recover, despite recognising the growing scale and sophistication of cyber threats.

Key pressure points for hospitality businesses in 2026:

• 26% identify cyber risk as the top risk to their business

• 25% cite technology disruption, with a further 22% pointing to technology obsolescence, particularly where legacy systems remain in place

• 27% highlight intellectual property risk, reflecting the increasing value and exposure of proprietary information

Preparedness of businesses in the hospitality sector:

• 78% say they feel prepared for cyber risk, pointing to a potential gap between perception and reality

• 73% are confident they could recover financially from a cyber attack, despite the growing systemic nature of cyber threats

• 24% plan to increase investment in cyber security and resilience measures

• 22% say data loss, regulatory obligations and fines would have the greatest impact following a cyber incident

Across industries, resilience is increasingly defined not by whether disruption occurs, but by how far it spreads, how long it lasts and how quickly organisations can recover - a definition that contrasts with the high levels of confidence many businesses express in their cyber resilience.

This overconfidence is particularly evident in sectors heavily reliant on supply chains, such as manufacturing, where despite 87% feeling resilient against cyber threats, ransomware attacks result in an average of 11.6 days of business downtime* and a 6-18+ month impact timeline.

Alessandro Lezzi, Group Head of Cyber Risks at Beazley, comments:

“What stands out in this year’s Risk & Resilience survey findings is a growing misalignment between cyber and tech risk concern and perceived perception of resilience to these risks. While cyber risk is widely recognised as the number one threat facing businesses globally, 73% of hospitality businesses believe they could fully recover financially from a cyber attack, demonstrating that many organisations are overestimating their preparedness to withstand the full impact of an attack across all corners of their operations.

“That gap matters because cyber risk is becoming more systemic – the high profile incidences in 2025 only prove this. As businesses become more interconnected and adopt technologies such as AI, disruption can spread faster across organisations and supply chains making incidents harder to contain.

“It’s encouraging to see however that a quarter of hospitality businesses plan to increase investment cyber security, including access to specialist expertise to help them better understand their exposure, strengthen incident response and plan for realistic disruption scenarios across the organisation.”

National Pubwatch Launches New Awards Recognising Bravery In The Night-Time Economy

National Pubwatch has launched the Safer Night Time Economy Awards, sponsored by Diageo, to recognise exceptional courage and commitment shown by individuals who go above and beyond to keep people safe in the licensed trade.

The voluntary organisation, which supports more than 800 Pubwatch schemes across the UK, honoured 13 individuals whose actions prevented serious harm and saved lives. Their acts of bravery ranged from intervening in a knife attack and a drink spiking incident to preventing suicide attempts and protecting vulnerable customers. The inaugural awards ceremony was held at Brewers’ Hall on Tuesday, 12th May 2026, where Bravery and Meritorious Conduct Awards were presented to the following recipients:

• Ben Pilott, bar manager and Thomas Endersby, door supervisor, at the Dizzy Donkey in Dover, who saved the life of a woman during a knife attack.

• James Peggie, a doorman working at Montagues bar, Kirkcaldy, Scotland, who intervened to stop a young man from taking his own life.

• Simon Hatfield, licensee of the Nuthatch Bar in Middlesbrough, who saved a customer’s life after they suffered a cardiac arrest.

• Holly Napier, Zita Wright, Charlotte Nairns, Ross Walker and Charlie Robson, staff at the Wetherspoon pub, the Bishops Mill in Durham, who prevented a female customer from taking her own life.

• Connor Sullivan, Wetherspoon duty manager, at the Standing Order in Derby, who acted decisively to protect female customers following a drink spiking incident.

• Calum Jameson and Ewelina Fesnak, licensees of the Dog and Duck in Southampton, who intervened to protect a vulnerable woman.

• Krystal Fishlock, a member of the public, for her courage in preventing the attempted kidnapping of a young woman in Swindon town centre.

A Malcolm Eidmans Award was also made to Nottingham Police Neighbourhood Policing Inspector Paul Gummer for his long-term dedication and enthusiastic support for the Nottingham City Pubwatch Scheme. The award recognises the outstanding contribution made by a police officer or member of police staff in supporting Pubwatch.

National Pubwatch chair Steve Baker OBE said: “It is a real privilege to recognise these outstanding individuals, who have either shown tremendous courage or acted selflessly to save life or reduce harm to people socialising in the night-time economy.

“Their heroic actions are a powerful reminder of the vital role played by licensees, door staff, pub teams and members of the public.”

He added: “We would also like to thank Diageo for sponsoring these awards and ensuring that the recipients receive recognition at such a prestigious event”.

Joe Gosney, Channel Director National Customers – On Trade at Diageo said: “At Diageo, we believe everyone deserves to enjoy a safe and positive night out. These awards shine a light on the extraordinary individuals working across the night-time economy who act with courage, care and professionalism to protect others. We are proud to support National Pubwatch in recognising the people who help make our communities safer every day.”

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/

Industry Leaders Back Better Hospitality Campaign for a Fairer, Stronger, More

Be Inclusive Hospitality has launched a significant sector wide survey as part of its new Better Hospitality campaign, backed by hospitality leaders and organisations from across the industry.

Better Hospitality is a landmark campaign designed to build a fairer, stronger, more inclusive hospitality industry. With a focus on race and ethnicity, it addresses inequities in pay, progression, and workplace experience that limit potential and weaken the sector. Uniting robust research, industry expertise, and practical employer standards, the campaign gives employers insight, tools, and collective leadership to build inclusive workplaces, elevate talent, and strengthen organisational performance.

The survey is now live, and everyone working in hospitality is encouraged to share their views. Exploring pay disparities, career pathways, and progression barriers across the industry, the survey findings will inform the development of a set of new Equity &

Inclusive

Sector

Progression Standards for employers. You can take the Better Hospitality survey here

A diverse Leadership Group has formed to support the campaign, bringing together senior leaders from all areas of the sector, committed to measurable change. The Better Hospitality report launches in September to support informed commitment to a fairer, stronger, more inclusive hospitality industry.

Lorraine Copes, CEO & Founder, Be Inclusive Hospitality, commented: “By gathering robust insight and working with senior leaders and employers to meet practical standards, we can create the conditions for fair progression, better workplaces, and a stronger industry. The Better Hospitality survey is a crucial first step, and we need to hear voices from every corner of hospitality. We encourage everyone working in the sector to take the short survey and help contribute to the change ahead.”

£10 Pints Highlight Mounting Pressure on London’s Nightlife

The price of a pint in London has crossed £10 for the first time, with several premier Mayfair venues now charging above that mark.

Currently, London’s average pint now costs £6.50, making it one of the most expensive cities in the country, just behind Oxford at £6.75.

The national average stands at £4.52, with lager at £4.82, per the British Beer and Pub Association.

However, sector leaders warn of £10 pints becoming a reality in London, reflecting deeper structural challenges facing the capital’s hospitality sector.

Rising operational costs, from energy and wages to taxation and regulation, are forcing venues to increase prices just to stay afloat. The issue is not isolated to premium locations but indicative of a wider strain across the night-time economy, raising concerns about longterm sustainability and accessibility.

Michael Kill, CEO of the Night Time Industries Association, said: “The reality behind rising pint prices in London is far more complex than a headline figure. While consumers are understandably shocked at the

prospect of £10 pints, these prices reflect the intense and unsustainable cost pressures facing venues across the capital. Businesses are contending with soaring energy bills, rising wages, increased alcohol duty, and a heavy regulatory burden, all of which are squeezing already thin margins. What we are seeing is not profiteering, but a sector fighting for survival. The night-time economy has already contracted significantly in recent years, with closures and reduced footfall driven by the cost-of-living crisis and shifting consumer habits.

Without meaningful government intervention to reduce the cost of doing business, these price increases risk becoming the norm, ultimately impacting accessibility, culture, and the long-term viability of the UK’s nightlife.”

Speaking to a daily newspaper CAMRA chair Ash Corbett-Collins said that pubs and breweries should not carry the blame, “Extreme financial pressures from the Government are forcing publicans to either raise their prices or consider closing for good,” he said, calling on ministers to reduce employer National Insurance contributions, reform business rates and lower VAT on hospitality food and drink so that pub-going remains affordable.

The Human Touch: Seamless Tech and AI

Adoption is Allowing Hoteliers To Focus On The Moments That Matter

By Maria Macree, sales development director at

As AI becomes embedded across every stage of the hotel customer journey - from booking and pricing to check-in and post-stay engagement - the industry is now firmly in a new phase of tech transformation.

The question is no longer whether hotels should adopt AI, it’s how they’re using it. But for a sector that has always been people-first, the bigger question facing hoteliers now is how to take advantage of technology without losing the human touch.

Hospitality is built on people - their interactions, experiences and emotional connections.

Many of the people who work in our sector do so because they revel in engaging with others - it’s one of the few sectors where human connection isn’t a by-product of the service, it is the service.

And yet, for years, hotel teams have often been constrained by operational complexity - juggling systems and poor integrations, managing manual processes and reacting to day-to-day friction.

The promise of AI is not just efficiency, but the ability to remove that burden.

Across our customer base, we’re already seeing this shift. Seamless, end-to-end technology is reducing admin tasks, connecting fragmented systems and enabling teams to operate more effectively behind the scenes. But the real impact is what that efficiency unlocks. AI is giving people time back to focus on the guest experience. And that’s where the real value lies.

In a recent AI analysis of Tripadvisor reviews from some of the UK’s highest-performing hotels, a clear pat-

tern emerged.

Human interaction was present in virtually every review analysed.

Guests consistently described staff as “warm and attentive”, highlighted moments where teams “went above and beyond” and recalled experiences where they were made to feel “like more than just a guest”.

The most powerful feedback wasn’t about speed or efficiency - it was about personalisation and care. This included comments about being greeted by name, staff anticipating needs before they were expressed, thoughtful gestures for birthdays or anniversaries and personal local recommendations that enhanced their stay.

In many cases, guests named individual staff members - turning their experience into a story, not just a review.

As technology becomes standardised across the industry, the hotels that stand out will not be those that simply adopt new tech and AI, but those that use it to enable better human experiences.

This is where seamless, integrated technology becomes essential.

When systems are connected end-to-end - from booking to on-property operations - it removes friction not just for guests, but for staff. It provides real-time insight, reduces manual intervention and allows teams to focus less on process and more on people.

Because the most important moments in a guest’s journey are still deeply human.

Arrival, for example, is not just a transaction. It’s the first emotional touchpoint and often occurs when a guest is tired, disoriented or under time pressure. A smooth process matters, but so does a warm, informed welcome. The role of technology is not to replace that moment - but to make it better.

Ultimately, the future of hospitality isn’t automated. It’s human, supported by technology.

Because while technology ensures a stay runs smoothly, it is people who make it memorable - and worth coming back for.

Greene King’s Tub2Pub Collects Record Number Of Tubs

For Sixth Consecutive Year Thanks To Huge Public Support

Greene King has announced that its ever-popular Tub2Pub community recycling initiative has collected a record number of tubs in 2026. This year’s campaign saw almost 295,000 plastic sweet and biscuit tubs dropped off at Greene King pubs, diverting them from landfill and raising funds for its charity partner, Macmillan Cancer Support. This represents an increase of over 20% on the number of tubs collected in 2025.

The sale of the 33.74 tonnes of recycled plastic means a £10,122 donation for Macmillan.

Greene King runs Tub2Pub in January and February, as these confectionary tubs are popular purchases over the festive season and not all domestic kerbside recycling collections will accept the polypropylene plastic. Greene King takes the tubs to a specialist recycling company, and money raised from the sale of the recycled plastic is donated to Macmillan. Since its launch in 2021, Tub2Pub has collected 88,435kg of plastic – which is around 769,000 tubs – raising £45,369 for Macmillan.

Kat Harper, Greene King’s director of sustainability said: “Tub2Pub has been an amazing success once again this year! Thank you to the thousands of people who collected and dropped off their tubs at our pubs. The individual actions of our customers and pub communities cumulatively have a huge positive impact – both on the environment and for charity. The festive treats tubs which could potentially end up in landfill are instead taken to our pubs for recycling and as a result Tub2Pub raises thousands of pounds to help people living with cancer. This is a great example of community action at its best, with the pub and people at the heart of it.”

George Michell, Senior Corporate Partnership Development Manager at Macmillan Cancer Support said: “It’s fantastic to see Tub2Pub go from strength to strength with a record number of tubs collected this year. The initiative shows how community action can make a real difference, not only to the environment, but by raising vital funds to support people living with cancer. We’re incredibly grateful to Greene King and everyone who donated their tubs this year. Together, you’re helping Macmillan provide life-changing support to people living with cancer, whoever and wherever they are.”

Caernarfon Community Pub Reopens Following Transformational Refurbishment

Popular community pub, the Hole in the Wall on Hole in the Wall street in Caernarfon, officially reopened this week following a transformational investment of £120,000 from Admiral Taverns. This refurbishment breathes a new lease of life into the Hole in the Wall 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.

Licensees, Chris and Tracy, bring a wealth of knowledge and expertise to the pub having grown up in the local area and have worked in the pub since 2023. Going forward the licensees are committed to creating a family-friendly hub that brings people together and supports all aspects of community life.

Tracy Roberts and Chris Wright, licensees at the Hole in the Wall, commented: “We’re absolutely thrilled with the results of the refurbishment so far. We have been delighted to welcome customers back through our doors.

We have loved every minute of our time at The Hole in the Wall 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, Tracy and Chris, as part of their mission to giving back to the local community, will also be hosting a Pro Pool night to raise money for Alder Hey Children’s Hospital Trust and will carry out regular fundraising events/community initiatives in the future.

Kelly Kerr, Business Development Manager at Admiral Taverns, added: “Chris and Tracy 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 Chris and Tracy and the entire team at The Hole in the Wall the best of luck in the future.”

Discounts Tempt Diners, Highlighting the Importance of Incentives, Research Finds

Nearly half of all consumers (48%) say discounts or multi-buy offers would encourage them to visit a hospitality venue, according to RSM UK’s Consumer Outlook*.

This jumps to 58% for Gen X consumers, highlighting the importance of incentives to operators looking to sustain trade in challenging circumstances. When choosing a hospitality venue, consumers prioritise value for money the most (22%), followed by food and drink quality (20%), and price (19%).

However, in light of current cost of living pressures, the top two areas that consumers plan to cut back on in the next three months are eating or drinking out (35%) and takeaways (35%).

Saxon Moseley, partner and head of leisure and hospitality at RSM UK, said: “It’s clear that discounting works as a quick fix to entice customers through the door, particularly during quieter periods of trading. However, it must be short, sharp and targeted or it can be

damaging in the long run. With multi-buy offers such as buy one, get one free, operators are forfeiting 100% of the revenue of the second meal, immediately eating into thin margins.

“Given that discretionary incomes continued to be squeezed, it’s no surprise hospitality venues that offer great value for money will win over consumers. But it’s encouraging that the quality of a meal when dining out is of equally high importance, meaning operators shouldn’t compromise on quality in order to cut costs.

“Time and time again, dining out is often the first area that consumers cut back on during economic downturns, as a quick and easy way to save money. That said, consumers still crave exceptional experiences, being entertained and opportunities to socialise as a way of escapism. This highlights there will always be a place for the hospitality industry on our local high streets, but operators need to continuously think of new, innovative ways to compete in an increasingly challenging environment.”

New Welsh Government Should Harness Hospitality’s Potential

The new Welsh Government should look to hospitality to drive growth, regenerate high streets and support communities across Wales by cutting business taxes and reforming business rates to help job creation, UKHospitality Cymru said.

Rhun ap Iorwerth, the new First Minister and leader of Plaid Cymru, has repeatedly outlined his belief in hospitality, committing in its manifesto to cutting business taxes for hospitality businesses. UKHospitality Cymru has recommended, in ‘Serving Wales: a manifesto for growth’, the new Welsh Government make a top priority of reforming or replacing business rates to achieve a permanent, lower rate for hospitality businesses.

It also called for a new Tourism and Hospitality Governmental Review, improved partnership between government and industry, and measures to back investment to achieve a new deal for the visitor economy.

“He understands that our local pubs, restaurants and hotels, to name a few, are a vital part of our Welsh identity and culture, but that they have been overwhelmed with cost and red tape.

“I’ve been pleased to work with the First Minister and Plaid Cymru in opposition and was delighted at its commitments to reduce our sector’s tax burden, particularly when it comes to business rates.

“I hope actions to unshackle the potential of hospitality will be one of the first acts of this new Welsh Government and I very much look forward to working with the First Minister and his team to make their manifesto commitments a reality.”

David Chapman, Executive Director of UKHospitality Cymru, said: “Throughout our engagement, it’s clear the new First Minister understands the power of hospitality to drive growth, create jobs and support Welsh communities.

Credit: Senedd Cymru / Welsh Parliament

Diners Manage Multiple AllergiesAre Restaurants Able To Cope?

Over a quarter (26%) of UK diners are searching for multiple allergens before choosing where to eat out.

AllergyMenu.app analysed over 136,000 allergen searches with the volume and consistency confirming 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.

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

The data highlighted gluten was the most searched for allergen amounting to over 58% of all searches, despite research from the Food Standards Agency (FSA) finding foods such as peanuts and tree nuts are most likely to cause an allergic reaction.

Peanuts amounted to 17.9% of searches and tree nuts 16.8%.

The allergy search behaviour identified by Allergymenu.app shows users typically engage with allergy searches at the point of decision-making, before entering a venue

or placing an order.

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. Easily accessible and detailed information for these allergens so customers can make an informed choice based on their requirements has to be a priority for eateries. They can also be reassured the establishment is taking its legal responsibility seriously.

“Many consumers manage multiple allergens which increases the importance of robust allergen management systems.

“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.”

For the full report -

https://allergymenu.app/allergy-search-trends-prevalence-report2025.pdf

Young National Chef of the Year Semi-Finalists Revealed as Live Cook-Offs Return

The Craft Guild of Chefs has announced the semi-finalists for Young National Chef of the Year, with chefs set to compete in live cook-offs in both London and Sheffield for the first time since before the pandemic.

This marks a significant moment for the competition, as the return to live semi-finals gives rising culinary talent the opportunity to cook in front of some of the industry’s most respected chefs, many of whom they will have long admired.

A new brief for the semi-final stage has been created by newly appointed Chair of Judges, Tom Shepherd, challenging competitors to showcase their own ideas and technical skill as they compete for a place in the grand final this October.

The semi-final will comprise a series of challenges starting with a skills test, where they have 30 minutes to butcher a whole Gressingham Duck for use in the main course. They will then prepare, cook, and present a duck main course for two guests suitably garnished using one or more products from Lee Kum Kee. The final stage is for the chefs to create a pre-dessert as a refreshing transition between the savoury main course and the final dessert. Semifinalists are advised to consider savoury and sweet elements to provide balance, lightness, and control, with a focus on flavour, texture and visual impact.

Tom Shepherd, owner of Upstairs by Tom Shepherd and Chair of Judges for Young National Chef of the Year said: “I really enjoyed my first year of judging the online stage and was impressed with the level of entries these chefs submitted. Now we’ve seen their ability to design dishes and plan menus, we’ll be looking at their level of cooking whilst measuring their understanding of flavour, technical skill, and their ability to think under pressure.

Bringing back live semi-finals is hugely important, not just for us as judges, but it gives the chefs the chance to cook in front of industry leaders, receive feedback and experience the kind of environment that helps them to grow as individuals. I’m really looking forward to seeing how they rise to the challenge.”

Project director and vice-president of the Craft Guild of Chefs, David Mulcahy added: “Nothing beats the energy and learning that comes from cooking in front of some of the industry’s most respected figures and this stage of the competition is where chefs really start to grow, not just technically, but in confidence. We’re incredibly proud to provide a platform that allows young chefs to challenge themselves and showcase their potential. These competitors already work for some of the UK’s most respected leaders but now it’s time to get their names out there, in their own right, on the biggest UK stage for young chefs.”

Stockport-based family brewer Robinsons has crossed the £100 million turnover threshold for the first time in its history, posting revenues of £103.5 million for 2025 — up from £97.7 million the previous year — alongside a 40% surge in operating profit (EBITDA) to £8.6 million (2024: £6.2 million).

The milestone results for the Stockport-based family brewer were underpinned by strong trading across its managed estate, where likefor-like sales growth exceeded 10%. Beer volumes also defied wider market headwinds, with cask beer up 5% year-on-year and total beer sales outperforming the market by 1.5 percentage points.

The figures were accompanied by a note of caution, however, with the brewery pointing to a significant rise in operating costs following the Chancellor’s Autumn Budget. National Insurance Contribution increases alone are set to cost the business an additional £1 million, a burden managing directors Oliver and William Robinson described as impossible for the industry to ignore.

“These factors affecting the industry simply cannot be ignored,” the company said in its results statement.

Despite the cost headwinds, Robinsons pressed ahead with a major capital programme during the year. The brewery completed a three-year, £8.1 million brewhouse relocation project, consolidating production onto a single site alongside its packaging facility. The move has already delivered environmental benefits, with carbon emissions across the managed estate reduced by 18%, and further reductions achieved through the production consolidation.

The company also deployed £6.9 million across 37 pubs within its estate, with notable refurbishments completed at St Tudwal’s in Abersoch, the Broadoak Hotel in Ashton-under-Lyne, the Craven Heifer in Kelbrook, the Tollemache Arms in Alpraham, and the Wilbraham Arms in Alsager.

The results come against a backdrop of leadership transition at the Stockport brewer. Jason Crowder-Barton has been promoted internally to Director of Managed Pubs, while Beth Anderson joins the executive team as Director of People and Culture. Both appointments follow a series of senior retirements over the past twelve months.

Oliver and William Robinson extended thanks to the outgoing executive team for their contribution to the business’s growth, which has been recognised at a national level. Robinsons and secured two Gold Awards at the International Brewing Awards.

On the people front, over 100 colleagues have participated in the company’s apprenticeship programme, reflecting what the brewery says is a continued commitment to developing talent from within.

The record turnover and profit performance will be seen across the trade as a significant marker of resilience for a regional family brewer at a time when many operators are contending with post-Budget cost inflation,

consumer confidence, and ongoing structural challenges in the on-trade.

Price-Conscious and Planning-Focused Consumers Leading the Way, Research Reveals

New research from PwC UK has revealed growing pressure on discretionary spending, with almost three in 10 consumers planning to go out less, adding to concerns for Britain’s hospitality and leisure sector heading into the second half of the year.

According to the latest PwC Consumer Sentiment Survey, 85% of consumers remain concerned about the rising cost of living, despite inflation easing from the highs seen during the peak of the cost-of-living crisis. The survey found that 28% of consumers intend to reduce visits to hospitality and leisure venues, while many are also trading down to cheaper products and lower-cost retailers.

PwC said the findings point to a consumer base that may have the financial capacity to spend but lacks the confidence to do so. The report noted that UK households are saving more than before the pandemic, with sentiment rather than disposable income increasingly dictating spending behaviour.

The research found net consumer confidence remained at -5 during the latest survey period, with younger adults and more affluent households showing signs of increased caution amid concerns around job security, taxation and the wider economic outlook.

For operators across pubs, bars, restaurants and wider leisure, the data reinforces ongoing concerns around

subdued discretionary spending and increasing value sensitivity among consumers. PwC warned that “trading down” behaviour seen during the height of the cost-of-living crisis is beginning to re-emerge.

The professional services firm suggested hospitality businesses may need to place greater emphasis on value-led propositions, premium-athome alternatives and experiences that consumers view as “worth it” in order to maintain spend levels.

The findings align with wider industry research showing continued caution in leisure expenditure. Separate analysis from Deloitte UK reported that spending intentions on eating out and drinking in pubs and bars fell sharply entering 2026, reflecting what it described as an increasingly “price-conscious and planning-focused consumer.”

PwC’s report also highlighted that Christmas and “Golden Quarter” spending could still outperform expectations if consumer confidence improves, noting that shoppers historically tend to spend more than they initially forecast. However, the firm cautioned that operators will need to work harder to unlock discretionary spending.

Sam Waller, leader of industry for consumer markets at PwC UK, said the key challenge for businesses is rebuilding consumer confidence rather than simply responding to lower incomes.

BII Licensee of the Year 2026 Finalists Announced!

The British Institute of Innkeeping (BII) is delighted to announce their six incredible finalists for this year’s Licensee of the Year Award (LOYA).

The Licensee of the Year competition is widely regarded as the most rigorous and hard-fought award for individual licensee operators in the UK.

Since the launch in January this year, licensee operators have been entering the competition, showing the judges evidence of how they have been building their businesses, teams, and communities, with a focus on their resilience, sustainability and diversification.

Selected from a field of over 800 nominations, our six finalists have been selected based on their community impact, support for their teams, commitment to sustainability, their plans for diversification and the “X factor” that makes brilliant pubs so special. They all had exceptional mystery diner visit scores, and faced financial and online audits, followed by face-to-face interviews in their pubs with head judges, Amanda Hemming and Ashley McCarthy.

The 2026 Licensee of the Year Award finalists are as follows:

• Eamonn England & Arina Piskunova – The Windsor Castle, N2 8DL

• James & Charlotte Foy – The White Horse, LE4 4EF

• Linda Cole – The Berkley Arms, PO18 8HG

• Micky Foden-Andrews – The Swan, SL4 5JG

• Nigel Smith – The Fleece Inn, WR11 7JE

• Sonia Labatut – The Plough, SW14 7AF

Steven Alton, BII CEO commented: “Our Licensee of the Year Award is the most prestigious & hard-fought award, showcasing the dedication and excellence in our sector. The final six this year represent a wide range of fantastic pubs, each offering a unique approach to the care and dedication to their teams and communities.

“We are very proud that the awards offer a value-added experience at every stage of the competition. Our finalists will have had the opportunity to evaluate their businesses at every stage, from mystery customer reports and judging visit feedback, right through to our final judging day at Sky HQ on Monday 15th June.

“I want to take this opportunity to congratulate all involved and wish them the best of luck for the final stages of the competition. I can’t wait to meet them all next month for our final judging day.”

All six finalists will be presented with a trophy at the BII Summer Event on the 16th of June, where the winner of Licensee of the Year 2026 will be crowned.

Geopolitical Shocks Threaten Severe Inflation After Foodservice Prices Dip in March

Food and drink prices in the hospitality sector fell by 1.4% month-on-month in March, according to the latest Foodservice Price Index from NIQ and Prestige Purchasing.

However, this easing is likely to represent momentary respite rather than sustained relief, as conflicts and energy shocks threaten to drive cost increases in the coming months.

Deflation in March was largely driven by the delayed transmission of costs in UK supply chains. Favourable seasonal transitions for fresh vegetables and effective forward-buying strategies in categories of the Index including Oils & Fats and Dairy have temporarily shielded the domestic market from broader global volatility. However, with many international markets now volatile, global benchmarks across all major commodity groups, like cereals, meat, dairy, vegetable oils and sugar, are now rising simultaneously.

Conflict in the Near East has also triggered a massive spike in global crude oil prices. The energy shock is expected to be a catalyst for high inflation across the foodservice sector, with high oil prices rapidly driving up freight, packaging, agricultural inputs and energy-intensive manufacturing costs. This threatens to erase domestic deflation in the UK and dramatically inflate wholesale prices

as we move towards the Summer.

Shaun Allen, CEO of Prestige Purchasing, said: “While a 1.4% drop in the Index provides some welcome, short-term relief, operators must not be lulled into a false sense of security. We are currently in the eye of the storm. The reality is that global food commodities are rising across the board, and the geopolitical situation in the Near East has sent energy markets into overdrive. The UK supply chain has shown remarkable resilience to absorb these shocks so far, but suppliers cannot hold back this tide indefinitely. Operators should view this temporary dip as a vital, rapidly closing window to lock in contracts and fortify their procurement strategies before these global pressures inevitably break through to the UK market.”

Reuben Pullan, senior insight consultant in the hospitality operators and food team at NIQ, said: “A softening of food and drink inflation has been a rare bright spot for hospitality in early 2026, but the benefits will almost certainly be short-lived. Oil shocks and geopolitical uncertainty are storing up some seismic shocks in energy-related prices, and businesses and consumers alike will have to steel themselves for yet more price rises as the year goes on. Hospitality remains a dynamic and adaptable industry, but this new wave of inflationary challenges will be another severe test of their resilience.”

Drinks Trust Launches Support Line Awareness Campaign Amid Mounting Industry Pressures

The Drinks Trust has unveiled a new awareness campaign designed to highlight the support available through its round-the-clock confidential Support Line, as hospitality and drinks sector employees continue to face growing financial and emotional pressures.

Timed to coincide with Mental Health Awareness Week, the initiative focuses on four major issues affecting workers across the industry: financial strain, mental health concerns, family pressures and redundancy.

The campaign uses personal reflections and internal monologues inspired by real-life industry experiences to demonstrate the challenges currently being faced by people working throughout the drinks and hospitality sectors.

Nicky Burston, CEO of The Drinks Trust, said: “This new campaign has been created with our industry colleagues at its heart, ensuring they always know they can turn to us for support. Professional counsellors staff our confidential Support Line. Moreover, through The Drinks Trust, colleagues facing difficult times can also access up to 6 free counselling sessions.”

The launch comes at a time of significant economic uncertainty for operators and employees alike. Rising business costs, increased wage bills and higher business rates continue to place heavy pressure on hospitality businesses across the UK.

Industry figures suggest many operators are now reassessing staffing levels as they attempt to manage esca-

lating overheads. Meanwhile, the ongoing decline in pub numbers remains a concern for the wider on-trade sector, with closures continuing across Britain during the opening months of 2026.

Alongside financial pressures, concerns around workplace wellbeing are also intensifying. Recent research into employee wellbeing across the UK indicates a sharp rise in burnout symptoms, underlining the growing importance of accessible support services for hospitality professionals.

The Drinks Trust said the campaign aims to remind people working in the sector that confidential help is available at any time through its Support Line, which offers guidance, practical assistance and emotional support for those experiencing difficulties both inside and outside the workplace.

Nicky Burston added: “What we are experiencing currently as an industry is something quite unprecedented, and the constant pressure on our colleagues is now taking a real toll on their lives and health. We are seeing too many people suffering in silence, and it’s our responsibility as an industry charity to encourage anyone to please reach out for any difficulty they might be experiencing. Our Support Line is here, available 24/7, completely confidential, and staffed by trained, qualified professionals who can assist you at any stage of your life. Please don’t suffer in silence, we are always here to help you.”

The charity continues to provide assistance to individuals across the drinks hospitality community through financial aid, wellbeing services and specialist guidance programmes aimed at supporting long-term career sustainability within the sector.

Stonegate Group Unites 127 Venues for Nationwide

‘Cha Cha Charity Slide’ in Support of CALM

Stonegate Group brought together thousands of guests across the UK recently for its first-ever Cha Cha Charity Slide, with the nationwide fundraising event generating £21,000 for charity partner Campaign Against Living Miserably (CALM).

Taking place simultaneously across 127 participating venues including Popworld and Slug & Lettuce sites nationwide, the event saw an estimated 6,000 people take part in what is believed to be one of the UK’s largest synchronised charity dance moments.

At midnight, venues across the country joined together for a coordinated performance of the iconic Cha Cha Slide, with proceeds from specially selected drinks and guest donations helping raise £21,000 for CALM.

The event formed part of Stonegate Group’s ongoing partnership with CALM, supporting the charity’s vital work tackling suicide prevention and helping people struggling with life’s challenges.

Darren Guyon, Area Manager at Stonegate Group, said: “The Cha Cha Charity Slide was about bringing people together for an unforgettable shared moment while raising awareness and funds for CALM. Seeing 6,000 guests across 127 venues come together at midnight was an incredible demonstration of what the hospitality sector can achieve when it unites behind an important cause.”

Caroline Appleton, CALM’s Senior Fundraising Director, said: “Funds raised through partnerships like this help us continue delivering life-saving services for people who need support. We’re hugely grateful to Stonegate Group, its venue teams and every guest who got involved in the Cha Cha Charity Slide.”

Participating guests were able to contribute through the purchase of a drink, with a voluntary £1 from every sale donated directly to CALM, alongside additional guest donations made throughout the evening.

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.

NTIA UK and International Nightlife Association Lead CrossTerritory Collaboration with Launch of Benidorm Nightlife and “Enjoy Nightlife Safely” Campaign

The Night Time Industries Association (NTIA UK), alongside the International Nightlife Association (INA) and Spain Nightlife, has welcomed the official launch of the Benidorm Nightlife Association, marking a major step forward in cross-territory collaboration to support and protect British tourists abroad.

Unveiled in one of Europe’s most prominent tourism hotspots for UK visitors, the formation of the Benidorm Nightlife Association brings together leading local operators to create a unified platform for engagement with public authorities, law enforcement, and international industry bodies.

This milestone represents the starting point of a broader international strategy led by the International Nightlife Association, in collaboration with NTIA UK, to raise standards, improve safety, and influence best practice across key global destinations popular with UK travellers.

NTIA UK and INA representatives have been working directly on the ground in Benidorm with businesses and stakeholders, focusing on strengthening protections for UK tourists and aligning safety measures across borders.

Michael Kill, CEO of NTIA UK and Vice President of the International Nightlife Association, said:

“The launch of the Benidorm Nightlife Association is a significant milestone for both the local sector and international collaboration.

Benidorm is one of the most important destinations for British tourists, and being here on the ground working with businesses allows us to directly support the protection of UK visitors while helping to strengthen standards across the sector.

This is the beginning of a wider rollout across Spain and beyond, where the UK nightlife sector, working alongside the International Nightlife Association, can help influence, support and protect nightlife destinations that are vital to UK travellers.”

Rosa Mestre, President of Benidorm Nightlife, added:

“This association has been created to bring together the main nightlife operators in Benidorm and to strengthen dialogue and collaboration with public administrations.

With the support of Spain Nightlife and the International Nightlife Association, we aim to continue improving the quality, safety, and reputation of Benidorm’s nightlife.”

Joaquim Boadas, President of the International Nightlife Association and Secretary General of Spain Nightlife, said:

“The creation of the Benidorm Nightlife Association allows the sector to work in a unified and coordinated way, strengthening its ability to collaborate with authorities and address current challenges.

Its integration within Spain Nightlife and the International Nightlife Association will provide access to key tools and international representation, reinforcing Benidorm’s position as a leading global nightlife destination.”

Alongside the launch, the international safety campaign “Enjoy Nightlife Safely” was officially presented. The campaign, promoted by Benidorm Nightlife, Spain Nightlife, and the International Nightlife Association, in collaboration with NTIA UK, is specifically aimed at British tourists.

Importantly, the campaign reflects the UK’s continued leadership in nightlife safety innovation, incorporating established initiatives such as “Ask for Angela”, “Ask for Clive”, and the Night Safe Spaces Accreditation. These programmes are designed to support vulnerable individuals, provide discreet access to assistance, and ensure venues meet enhanced welfare and safety standards through trained staff and clearly identifiable safe spaces. These measures are being shared as part of a wider knowledge exchange between the UK and Spain, helping to embed consistent, high-level safety standards across international destinations frequented by British tourists.

This campaign will be rolled out across Benidorm and extended into the UK, forming part of a wider international programme designed to improve safety awareness and customer experience across key tourism destinations.

Michelin-Starred Chefs Swap Kitchens for Malawi Build in New Hospitality Documentary

At a time when the UK hospitality sector faces unprecedented challenges, nine of its leading figures, including Michelin-starred chefs, a sommelier and a front-of-house leader are stepping away from their kitchens to take part in a radically different kind of service. The group includes:

• Mark Tuttiett, Head Chef, Da Terra

• Ricki Weston, Executive Chef, Whatley Manor Hotel & Spa

• Harry Kirkpatrick, Head Chef, Trinity

• April Lily Partridge, Roux Scholar, formerly of The Ledbury

• Luke French, Chef-Owner, Jöro

• Stacey French, Co-Founder, Jöro

• Charlie Tayler, Head Chef, Aulis London

• Vanessa Stoltz, Restaurant Manager & Sommelier, Pine

• Ollie Bridgewater, formerly of The Gilpin Hotel & Lake House

From 29 May to 6 June 2026, the group will travel to Malawi to build a school from the ground up, working alongside a local community in partnership with the Magic Future Foundation and buildOn.

The journey will form the basis of a new documentary, CHEF. Better, Because, produced by 7FIFTY, directed by Rosa Brough, the film will

explore what hospitality really means when stripped of structure, hierarchy and environment.

The project comes at a critical moment for the sector:

• 170,000 jobs lost since autumn 2024

• 63% of workers considering leaving hospitality

• Closures continuing across pubs and restaurants nationwide

The participating chefs, accustomed to leading high-performance kitchens, will take on a very different role in Malawi, working alongside local families to build the local community a new school. The experience is designed not as charity, but as exchange of perspective, values and understanding.

Shot in an intimate, fly-on-the-wall style, CHEF. Better, Because will follow the full journey of fundraising in the UK, the school build in Malawi and the return to their restaurant environments. The film will feature voices from both the hospitality professionals and the Malawian community, exploring how each shapes the other.

The project builds on the work of the Magic Future Foundation, established in memory of Oli Wissenbach, whose simple ambition was to “leave the world better, because I was here.” Working with buildOn, the foundation is part of a global mission to build 100 schools. Each school is community-owned and guarantees equal access to education for girls and boys. Nearly half of children in Malawi do not complete primary education.

The production is currently raising £35,000 to fund filming, travel and post-production. All school-building funds remain separate and the documentary is set to premiere in October 2026.

Bringing Vision to Reality: Adan's Hive Ltd's Approach to Commercial Design & Build

Adan's Hive Ltd specialises in transforming client visions into extraordinary spaces across diverse industries. Whether designing bars, restaurants, retail stores, or boutique venues, the company handles every detail from concept to completion—creating bespoke environments that are as visually compelling as they are practical. They have extensive experience shop-fitting and designing projects all across central London, from Regent Street, Soho and Covent Garden, all while remaining competitive so your business can benefit from their expertise at a budget that suits you.

With design expertise spanning multiple sectors, Adan's Hive believes that every project starts with truly listening to the client. "Your vision, our style—let's make your new place stand out" isn't just a tagline; it's the foundation of their approach. The team digs deep into each client's ideas, vibe, and specific needs, crafting custom designs that marry aesthetic appeal with operational efficiency. Projects typically feature a blend of traditional elements and modern, minimalistic flair—incorporating rich

textures, bold lighting, and curated materials to create signature atmospheres. Adan's Hive offers comprehensive turnkey services, managing everything from initial consultation to design, construction, and fitting. Their capabilities extend beyond aesthetics to include commercial kitchen canopies, air systems, air handling units (including A/C), cold rooms, freezer systems, and fire alarm and security installations.

With a reputation for smooth, reliable project execution, Adan's Hive consistently delivers spaces on time and within budget—working with clients across various budget ranges without sacrificing quality. The result? Spaces designed with customer flow, ambience, and operational efficiency in mind—creating environments that are more than just venues; they're experiences.

To see more of Adan's Hive Ltd's full-service commercial design and build work, visit www.adanshivednb.co.uk or follow them on Instagram @adanshive.

Global Travel & Tourism Growth to Outpace Wider Economy by 1.5 Times Over the Next Decade

Global Travel & Tourism is forecast to continue outpacing wider economic growth in 2026, with the sector expected to contribute $12TN to the world economy, accounting for 9.9% of global GDP, according to new data from the World Travel & Tourism Council, sponsored by Chase Travel, Lead Research Partner.

WTTC’s latest Economic Impact Research (EIR) forecasts the sector will grow 3.2% globally in 2026, ahead of wider global economic growth, forecast at 2.4%. Travel & Tourism is also expected to support 376 million jobs worldwide in 2026, representing one in nine jobs globally.

Over the next decade, the sector is forecast to support almost 89 million new jobs globally, accounting for approximately one-third of all new jobs expected across the wider economy. During this same period, global Travel & Tourism GDP is forecast to grow at an annual rate of 3.6%, 1.5 times faster than the wider global economy at 2.4%.

Against this global backdrop, WTTC highlighted the importance of continued investment in smart infrastructure, digital innovation, sustainable destination management, skills development, and cross-border connectivity to maintain the sector’s strong long-term growth trajectory. The organisation also pointed to the growing role of AI and new technologies in improving traveller experience, operational efficiency, and workforce development across the sector.

In Europe, Travel & Tourism is forecast to outperform the wider regional economy in 2026, reinforcing its role as one of the continent’s strongest drivers of growth, jobs, and investment.

While wider European GDP growth is forecast to reach just 1% in 2026 amid continued inflationary pressures and economic uncertainty, Travel & Tourism GDP across Europe is expected to grow by 3.6%, nearly four times faster.

WTTC’s latest Economic Impact Research shows the sector continues to exhibit remarkable resilience, even

as households face rising costs and persistent value-seeking behaviour.

International visitor spending across Europe is projected to grow 7.1% in 2026, significantly ahead of the global average of 3.7%, as travellers increasingly choose destinations closer to home amid geopolitical uncertainty and disruption in other regions.

Southern European destinations continue to lead the region’s momentum, with Spain standing out as one of Europe’s strongest performing major tourism economies. WTTC forecasts Spain’s Travel & Tourism sector will grow 3.7% in 2026, matching Türkiye and outperforming the wider European economy, while Italy is expected to lead the region’s major markets with growth of 3.8%. International visitor spending in Spain is also forecast to increase by 5.3% this year, underlining the continued strength and competitiveness of Mediterranean destinations. In 2025, Spain recorded 96.8 million international visitor arrivals, the second highest international visitor arrivals in Europe after France, yet the country recorded €115.1BN (US$130.1BN) in international visitor spending in the same year, making it the leading destination in Europe and third globally.

Gloria Guevara, President & CEO of WTTC, said: “Travel & Tourism continues to prove its resilience across Europe and remains one of the region’s most important economic growth engines at a time when wider economic expansion is slowing. The sector is creating jobs, driving investment, and supporting communities across the continent.

“Countries such as Spain, Italy, France and Türkiye are showing what is possible when governments recognise the strategic value of Travel & Tourism and support the sector through smart investment, strong connectivity, and forward-looking policies. Europe has a real opportunity to build on this momentum, but maintaining competitiveness, affordability, and seamless travel will be critical.”

The Source Trade Show Sponsors Casual Dining Category at Taste of the West Awards 2026

The Source trade show is proud to be an affiliate sponsor of the Taste of the West Awards 2026, supporting the Casual Dining category – an area that continues to play a vital role in reflecting how people eat, meet and experience food across the South West.

For more than four decades, Taste of the West has championed the region’s outstanding food, drink, hospitality and retail businesses, celebrating quality, provenance and innovation. The Casual Dining category recognises establishments that consistently deliver an excellentcustomer experience, combining great food with strong local connections and a great experience.

As the South West’s leading food, drink and hospitality trade show, The Source is uniquely placed to support this category. Casual dining businesses sit at the heart of the region’s foodscene, driving demand for local produce and shaping fast-evolving dining trends. They are often the first place that consumers encounter new flavours, suppliers and ideas.

By sponsoring the Casual Dining award, The Source trade show is reinforcing its commitment to the businesses that form an essential part of the hospitality sector – and to the producers and suppliers that support them. Many past award entrants, finalists and winners are regular visitors and exhibitors at the show, making the partnership a natural extension of The Source’s role within the industry.

The sponsorship also reflects a shared mission between The Source trade show and Taste of the West: to promote excellence, encourage collaboration, and celebrate the strength anddiversity of the South West food and drink economy.

Mike Anderson, Managing Director of The Source trade show, said:

“We’re delighted to sponsor the Casual Dining category at the 2026 Taste of the West Awards. This sector is incredibly important to the region’s food and hospitality landscape – supporting local producers, setting trends, and creating the everyday experiences people value most. The awards shine a spotlight on the very best of those businesses, and we’re proud to play a small part in recognising their achievements.”

The Source trade show looks forward to working closely with Taste of the West throughout the 2026 awards programme and celebrating the success of the region’s outstanding casual dining businesses.

Next year The Source trade show takes place on Tuesday 2nd and Wednesday 3rd February. For more details visit www.thesourcetradeshow.co.uk, or call 01934 733456. You can also follow The Source on Facebook and Instagram for updates @SourceFoodDrink.

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

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.

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.

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

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

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. 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.

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.

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 once again focused on maximising outdoor trading, improving service efficiency and meeting evolving consumer expectations. While glass bottles remain central to any quality wine list, wine on tap is increasingly being used alongside them as a practical way to support seasonal demand, particularly in high volume and alfresco settings.

At Lanchester Wines, we work closely with venues that successfully combine traditional bottled wine service with keg wines to create flexible, profitable wine programmes that adapt to changing trading patterns without compromising quality or choice.

Supporting Summer and Outdoor Service

Outdoor trading presents unique challenges for wine service. Increased footfall, faster turnaround and limited storage space can all put pressure on teams during peak summer days. Wine on tap offers a practical solution in these environments, allowing pubs, bars and terraces to serve wine by the glass quickly and consistently.

Dispensing wine from a keg speeds up service at busy bars and outdoor counters, helping reduce queues and maintain momentum. Many venues retain premium bottled 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.

Freshness and Reliability in Warmer Conditions

Summer heat can be challenging for wine storage, particularly in outdoor or temporary bar setups. Key Keg systems keep wine protected from oxygen throughout service, 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.

It also opens up the opportunity to list styles that work beautifully chilled in summer, with reliability and consistency across every serve.

Broadening the Wine Offer by the Glass

Wine on tap also gives operators more freedom when building by the glass wine lists. It opens 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.

Sustainability Without Sacrifice

Sustainability is now an important consideration for both operators and consumers. Wine on tap offers a clear sustainability advantage, with one 20 litre keg replacing the equivalent of around 26 glass bottles, significantly reducing packaging and transport weight.

At the same time, bottled wine continues to play an essential role, particularly for premium selections, special occasions and provenance led listings. For many operators, the most effective approach is a balanced one, using different formats to suit different needs.

Ease of Service During Peak Trading

Seasonal trading often brings influxes of new or temporary staff. Wine on tap helps simplify training and service during these periods. Consistent portion control, reduced handling and faster pours all help teams work confidently and efficiently during busy summer service.

From a management perspective, tighter stock control and minimal wastage make keg wine a valuable tool during high turnover periods.

A Versatile, Food Friendly Range

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, alongside lighter, aperitif style options including Bianco Frizzante and Glera. These wines sit comfortably alongside bottled lists and pair well with seasonal menus.

Planning for a Profitable Summer

Wine on tap is not about replacing bottles, but about building a wine offer that works harder across all parts of the business. With the right balance, operators can deliver speed, sustainability and consistency while retaining depth, theatre and choice.

For venues planning for summer, keg wine has become a valuable addition, helping future proof the wine offer, whatever the weather brings.

Spending Falls -0.1 Per Cent In April After 16 Months Of Growth,

But Consumers Show Resilience Amid Ongoing Uncertainty

Consumer card spending declined -0.1 per cent year-on-year in April –the first fall since November 2024 (-0.5 per cent) and below the latest CPIH inflation rate of 3.4 per cent. Non-essential spending declined (-0.3 per cent), after a 1.1 per cent increase in March, but essential spend grew 0.3 per cent, as fuel surged 10.4 per cent – its greatest rise since December 2022.

Confidence in the global economy fell to 20 per cent last month – its lowest level since April 2025, when Trump announced ‘Liberation Day’ tariffs. Confidence in the UK economy, however, recovered marginally to 22 per cent (from 21 per cent in March).

Consumers’ confidence in their household finances and job security both remained largely on par with March, dipping by one percentage point to 64 per cent and 43 per cent respectively. Confidence in nonessential spending dropped to 49 per cent, its lowest level since March 2023 (48 per cent).

Almost seven in 10 (72 per cent) say they expect tensions in the Middle East to impact the cost of living throughout 2026, with energy bills (85 per cent), inflation (84 per cent) and food prices (84 per cent) the greatest causes for concern.

However, the majority remain resilient; 52 per cent feel able to manage their day-to-day finances without significant stress and the same proportion feel confident in their ability to make good financial decisions in uncertain times.

Three in five (62 per cent) report making financial adjustments in response to current uncertainty. Of this group, the most cited actions are cutting discretionary spending (45 per cent), limiting energy usage at home (43 per cent) and delaying major financial decisions (26 per cent). A further 34 per cent report reviewing their household budget, while 51 per cent say they are trying to build a precautionary savings buffer in case of future cost increases.

Travel spending declined -5.7 per cent in April, after a -3.3 per cent fall in March, with airlines down -8.3 per cent. This comes as consumers cite concerns about travel costs (70 per cent), and travel disruption (62 per cent) in light of the Middle East conflict. One in six (16 per cent) say they’re putting off holiday decisions until they feel the outlook has stabilised.

However, 13 per cent say despite cost pressures, they’re still prioritising travel/holidays this year. One in five (19 per cent) are planning a “staycation”, with saving money (43 per cent), reducing the risk of uncertainty (35 per cent), and avoiding air travel (24 per cent) contributing to their decision.

Spending on eating and drinking flatlined in April, at 0.2 per cent, however the London Marathon contributed to a welcome lift for the Capital, with pub transactions up 35.5 per cent week-on-week on Sunday 26th April, and food & drink transactions up 22.5 per cent.

This comes as 55 per cent of Londoners say they are in favour of a two-day marathon in 2027, with 53 per cent agreeing it would provide London and its businesses with a boost.

Jack Meaning, Chief UK Economist at Barclays, said: “This data shows consumers are already adapting in response to the shock from the Middle East, for instance, by building up a savings buffer. With uncertainty high both at home and abroad, it is unsurprising to see confidence falling. The key unknown for the UK outlook is how long this uncertainty will last. If confidence remains subdued for too long, and consumers continue to limit their spending as a result, it will be a challenge for households and businesses to weather the storm.”

Karen Johnson, Head of Retail at Barclays, said: “In April, we saw consumers taking precautionary action in response to renewed cost-of-living concerns – cutting non-essential spending, building their savings and looking for ways to reduce their outgoings. There’s no doubt people will continue to pay close attention to their budget amid ongoing uncertainty, however it’s reassuring to see that the majority feel confident in their ability

Butcombe Group Makes £1.3M Statement with Expanded Fulham Flagship

Butcombe Group has reopened The Brown Cow in Fulham following a £1.3 million investment that has doubled the pub’s capacity, created new local employment and substantially widened its food and drink offering.

The project marks the single largest capital investment the premium pub operator and brewer has made in London to date, and ranks among the most significant single-site investments across its entire portfolio.

Having acquired the neighbouring property on Fulham Road, Butcombe undertook two months of renovation and expansion works, transforming The Brown Cow into a considerably larger venue better equipped to serve both drinks and dining occasions. Invited guests were given an exclusive first look at a preview event on 7th May, ahead of the pub’s official reopening to the public on Saturday 9th May.

The project has been driven in part by an exceptional period of trading across Butcombe’s London managed estate, which has recorded like-forlike sales growth of 11.6%. Strong results at The Brown Cow, alongside sister sites including The Punch Bowl in Mayfair, The Fulham Arms and The Cross Keys in Chelsea, gave the group the confidence to accelerate its investment into one of the area’s most established and well-regarded pubs.

Credit: Butcombe Group

The Brown Cow reopening is far from the end of the story for Butcombe’s near-term growth ambitions. The group has confirmed investment into three further sites during the current quarter — a programme

made possible in part by the strategic refinancing of its debt facilities last month.

Work is already underway at the Mayflower in Lymington, with redevelopment of both the Dundas Arms in Kintbury and the Methuen Arms in Corsham to follow next month, as the business continues to invest in spaces capable of catering to a broader range of events and occasions.

Jayson Perfect, COO of Butcombe Group, said: “The reopening of The Brown Cow is a fantastic milestone for us, and as our largest single investment in the capital is reflective of our belief in the site, the city and our proposition. London continues to be a hugely exciting market, and this pub demonstrates how our approach works when we combine brilliant teams, great locations and outstanding guest experiences.

“This expansion allows us to serve more guests, extend dwell time and broaden the occasions on which people choose to visit – whether that’s for drinks, dining, watching sport or celebrating something special. People are understandably more conscious about how they spend, and that is why it’s more important than ever that pubs deliver genuine value for money as well as memorable experiences. We’re seeing a clear appetite for premium, experienceled pubs in neighbourhood locations, and The Brown Cow is now perfectly positioned to meet that demand while remaining very much a local at heart.”

Versatile Food Order, Label and Receipt Printing

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’.

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 mC-Label2 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.

Middle East Conflict to Slow UK Consumer Spending Growth From 0.9% to 0.3% Survey Reveals

The conflict in the Middle East is forecast to weigh on the UK economy and exacerbate longstanding challenges for retail and hospitality businesses, according to the new EY UK Economic Outlook.

EY analysis shows that, prior to the outbreak of the conflict in the Middle East, UK GDP was on track to grow by 1.3% in 2026. However, the disruption to global energy supply and subsequent effect on prices and inflation are now predicted to weigh on the UK’s economic momentum, slowing GDP growth to 0.8% this year.

Consumer spending is predicted to grow by 0.3% in 2026, compared to the 0.9% growth the UK had been on track to achieve prior to the Middle East conflict. This is expected to be followed by 1.5% growth in consumer spending in 2027 and 2.2% in 2028.

GDP growth is forecast to rise to 1.2% in 2027, although this remains below the 1.4% that the UK was on track to achieve prior to the conflict.

The Outlook’s modelling is based on the Strait of Hormuz reopening by the end of Q2 2026, albeit with subdued levels of tanker traffic and a continued risk of disruption. However, if there is an escalation in the conflict and the strait remains closed until the end of 2026, the Outlook’s model suggests that UK GDP growth could fall to 0.3% this year.

Increases to wholesale energy prices are anticipated to fuel a rise in energy bills, driving UK inflation above

4% by the end of 2026. The Bank of England is now expected to hold the Bank Rate at 3.75% throughout the year, in contrast to the two reductions priced in by the market prior to the conflict.

EY now forecasts that the next reduction in interest rates will occur in April and July 2027, with the Bank of England expected to implement two cuts of 25 basis points each before leaving the Bank Rate at 3.25% for the remainder of 2027.

Unemployment is forecast to increase slightly to 5.8% by the end of 2026 as weaker growth impacts hiring levels, before falling back to 5.5% within a year and reaching 5.2% in 2028.

Peter Arnold, EY UK Chief Economist, said: “Despite a relatively strong start to 2026, the conflict in the Middle East means the UK economy is once again being shaped by external shocks and on track for another year of subdued growth. We expect the first quarter of this year to show GDP on a fairly promising trajectory, before flatlining in the second quarter and gradually recovering into 2027 as the global markets adjust.

“Cautious levels of consumer spending seen since the pandemic also now appear more structural than temporary, with all income groups reallocating household spending towards savings and essentials and away from discretionary spending. This is a concerning trend for consumer-facing sectors and will likely be exacerbated by ongoing global uncertainty and the predicted rise in inflation.”

Worldchefs Congress & Expo 2026 is Coming to Wales from May 16-19

The biggest global event for chefs, the 41st biennial Worldchefs Congress & Expo 2026, lands in the UK for the first time in its 98-year history this weekend.

The World Association of Chefs’ Societies (Worldchefs), the largest international membership organisation in the food and beverage industry, is set to host its biennial Congress & Expo networking and learning event at ICC Wales, Newport, from May 16-19. The event is hosted in partnership with the Culinary Association of Wales (CAW).

Recognised as the most influential culinary profession development organisation in 2025, Worldchefs is a global authority and opinion leader on food.

The 41st Worldchefs Congress & Expo this month, themed ‘Pasture, Passion, Plate’, is expected to attract up to 800 attendees to Wales.

Delegates will have a chance to network with the world’s top chefs, hear a stellar line-up of speakers including world-renowned chef Marco Pierre White, watch talented competitors in the Global Chefs Challenge Finals, and visit a wide range of exhibits in the Expo village.

“This is a golden opportunity to engage face to face with some of the most influential chefs from around the globe,” said CAW president Arwyn Watkins, OBE. “Nearly 800 attendees from around the globe will be in attendance, with 60% identified as buyers and influencers within their own country.

“Delegates will hear insights from experts, have a chance to take part in immersive workshops to spark new ideas for their business or career, and expand their network at official events with the largest culinary body worldwide.”

This year’s theme celebrates the food journey from its origins to the final dish and how it connects us all –from farm to fork, across borders and cultures.

Sustainability is a central theme throughout the programme, with dedicated sessions focused on protecting the planet and supporting the people behind the industry.

Attendees will discover the latest about sustainability-driven Worldchefs programs, including Feed the

Planet initiatives and the EU co-funded project FoodChoices4LIFE, with opportunities to learn more and get involved.

During the event, the Worldchefs Global Development of Young Chefs Committee will unveil a new Young Chef mentorship toolkit, developed to provide structured guidance to culinary associations so that they can better resource young chefs globally.

The Bill Gallagher Young Chefs Forum, powered by Nestlé Professional for the sixth consecutive edition, provides exclusive sessions for young chefs.

The Congress & Expo event also incorporates the 2026 Global Chefs Challenge Finals, where the world’s top chefs convene. Selected through regional competitions, qualifying teams go head-to-head in the finals to show mastery in the culinary arts.

“The Congress programme is packed with information on a wide variety of topics,” said Andy Cuthbert, Worldchefs president. “Some of the most prominent chefs to have graced the stoves of Wales and England will be there to share their journeys and insights.

“We also have our sustainability programming and inputs about the pressures and concerns we all have for our people, which will also be explored through our collaborative partner, the UK-based Burnt Chef Project.

“The Bill Gallagher Young Chefs Forum will be running once again, and this is a fantastic opportunity for our member associations’ young chefs to meet and collaborate with their peers and to meet senior members, leadership and potential future employers.”

Held every two years, the Worldchefs Congress provides for an unforgettable moment where cultures unite and industry professionals and enthusiasts exchange on what’s ahead, fostering a shared vision for the future of the industry.

The Home Nations will also host a charity dinner on Sunday, May 17 at ICC Wales, with each country cooking a course on the four-course menu. The dinner will raise funds for The Burnt Chef Project and Hospitality Action, as well as highlight the profile of the four Worldchefs member organisations from the Home Nations.

Students and Apprentices Invited to Share Their Passion for Hospitality and Win £1,000

The Institute of Hospitality has launched its ‘Best Student Presentation 2026’ competition, inviting hospitality students and apprentices from across the world to submit a recorded presentation of themselves on the theme, ‘My Passion for Hospitality’, for the chance to win £1,000 (GBP).

The winner will also be featured in the Institute of Hospitality magazine, reaching more than 42,000 hospitality professionals worldwide, and the runner-up will receive £500 (GBP). Both will receive one year’s complimentary Institute of Hospitality membership to support their professional development.

Launched as part of Passion4Hospitality: The Future Leaders Conference 2026, the competition is open to all undergraduate and postgraduate students, as well as apprentices, and offers the opportunity to showcase their personality, creativity and leadership potential while sharing the experiences that have so far shaped their hospitality career ambitions.

This year, entrants are asked to record themselves presenting on the topic of ‘My Passion for Hospitality’ and cover the following questions as part of their recorded submission:

• Why did you choose hospitality as a career path?

• How has your university or college education prepared you for your chosen career?

• What practical experience have you gained that will support your future ambitions?

• How have your educational and practical experiences developed your confidence and leadership skills?

• Hospitality is built on experiences. Tell us about a moment where you created or witnessed an exceptional guest experience, what made it stand out, and what it taught you about the industry.

Presentations will also be judged on creativity. Full details of how to submit the recorded presentation are on their website.

Institute of Hospitality CEO, Robert Richardson FIH MI, said: “Hospitality is powered by passionate people, and this competition allows students and apprentices to share their story and demonstrate their creativity, confidence and leadership potential that will shape the future of our profession.

“We know there is exceptional talent coming through colleges, universities and apprenticeship programmes around the world, and I encourage everyone with a passion for hospitality to take part.”

Robert continued: “Whether your ambition is to lead a hotel, launch your own business or transform guest experiences, this is your opportunity to share your journey and be recognised on an international stage.”

The winner will be announced live at Passion4Hospitality: The Future Leaders Conference on Monday, 2 November 2026, at the Novotel London West.

VisitBritain Chair Heads to US to Boost Regional Tourism and Hospitality Growth

Competing for high-value international visitors and encouraging them to explore more of Britain’s nations and regions is at the centre of VisitBritain Chair Harris Bokhari’s inaugural overseas visit to the United States this week.

The US remains the UK’s largest and most valuable inbound tourism market, with American visitors forecast to contribute £7.5 billion to the UK economy in 2026. Mr Bokhari’s visit, which began on 9 May, marks his first international engagement since taking up the role as Chair of VisitBritain.

The programme includes meetings in New York, Washington DC, Atlanta and Chicago with senior figures from the travel, aviation, sporting, cultural and creative sectors, alongside UK Government representatives and US industry partners.

A key focus of the trip is strengthening transatlantic tourism links while driving visitors beyond London and into regional destinations across England, Scotland and Wales through increased use of regional gateways.

Speaking ahead of the visit, Mr Bokhari said the US market remains vital to the UK’s visitor economy and hospitality sector.

“It is fitting that my first international trip as Chair of VisitBritain is to the UK’s most valuable inbound visitor market, with US visitors forecast to deliver £7.5 billion to our economy this year in spending,” he said.

“As well as strengthening transatlantic tourism ties, I’m looking forward to hearing from industry about the motivations and trends shaping outbound travel.

“I’ll be banging the drum for Britain as a welcoming, vibrant visitor destination, with a focus on growing tourism through our regional gateways. From our world-class hospitality, rich heritage and culture to stunning coastlines, countryside and exciting sporting calendar, we want visitors from the US to explore more of what our nations and regions have to offer.”

Sports tourism is also high on the agenda, with meetings planned with representatives from the National Basketball Association ahead of regular-season NBA fixtures being staged in Manchester for the first time in 2027.

More than 200,000 annual visits from the US to the UK include attendance at sporting events, generating an estimated £290 million in visitor spending each year.

The visit also coincides with preparations in the US for the 2026 FIFA World Cup, which the country will co-host from June next year.

VisitBritain sees the tournament as a significant opportunity to promote the UK’s football tourism offer to American travellers.

Football remains the UK’s most popular live sporting attraction for international visitors, with the US currently the third-largest source market for football-related trips.

Mr Bokhari added: “Britain is the home of football. From the thrill of a live match and exploring our footballing cities, to walking in the footsteps of players on a stadium tour, we know there is huge appetite among US visitors to experience the sport where it all began.”

The US visit precedes the Greater Together LA trade and cultural expo in California from 19–21 May, described as the largest UK Government-supported trade and cultural event ever staged in the US. VisitBritain is leading the tourism strand of the programme.

Alongside attending the official expo, Mr Bokhari will open VisitBritain’s dedicated business-to-business event, bringing together destinations from across Britain with senior US travel advisors and tour operators. California remains the leading US source state for UK tourism, accounting for around 15% of all American visits to Britain.

VisitBritain said the initiative forms part of its long-term investment in the US market, including trade missions, buyer education programmes, commercial partnerships and its “Starring GREAT Britain” screen tourism campaign aimed at converting interest into bookings.

Latest forecasts from VisitBritain predict 5.5 million visits from the US to the UK in 2026, with projected visitor spending reaching £7.5 billion — an increase of 4% on 2025 figures. American travellers currently account for more than one-fifth of all overseas visitor spending in the UK.

Marston’s Posts Steady H1 Profits as New Pub Formats Set to Drive Growth

Marston’s has reported a EBITDA of £85.9 million for the first half of its financial year, similar to the same period in 2025 as disciplined cost control offset the drag from accelerated investment and associated closure periods at pubs undergoing refurbishment.

The managed and tenanted pub operator, which runs more than 1,300 sites across the UK, posted underlying EBITDA margins of 20.3% for the 26 weeks to 28 March 2026, a 20 basis point improvement on the same period last year, continuing a run of margin expansion that delivered 140 basis points of progress across FY2025.

Stripping out the impact of pubs closed for conversion to new formats, the company said underlying EBITDA was £2.0 million ahead of last year, with an adjusted margin of 20.7%.

Underlying operating profit rose to £64.4 million from £63.3 million, while underlying profit before tax grew 7.9% to £20.5 million, compared with £19.0 million in H1 2025.

The headline operational story of the half was the pace of Marston’s pub refurbishment programme. The group completed 60 new format conversions in the period, comfortably ahead of its target of at least 50 for the full year. Combined with formats opened in FY2025, Marston’s now has 91 reformatted pubs trading.

The company says those sites are performing strongly, delivering average returns on invested capital of 35% and like-for-like sales growth of approximately 20% against their pre-refurbishment performance. Refurbishment costs are running at around £260,000 per pub.

The rollout has been accompanied by a broader digital push, with the group’s Order & Pay technology now live across a growing number of sites. Marston’s says the system is delivering average spend uplifts of around 15% as well as improved guest satisfaction scores.

The company’s reputation score — an internal measure of customer experience — edged up to 806 from 800 a year ago.

Group like-for-like sales were down 0.5% for the half, which Marston’s says remained ahead of the wider market. The company acknowledged that the closure periods associated with its conversion programme weighed on the headline figure.

For the 31 weeks to the point of reporting, like-for-like sales are down 1.5%, a figure management attributed in large part to the exceptionally strong trading seen in April 2025, creating a tough comparative. Looking ahead, chief executive Justin Platt struck an upbeat tone on the summer trading period, pointing to the football World Cup as a significant opportunity — particularly for the group’s new Grandstandformat pubs.

“We are very well positioned for the World Cup summer ahead and expect our pubs, especially our new Grandstand formats, to be in high demand,” Platt said. “Against this backdrop, we are encouraged by the outlook for H2 and remain on track to deliver full-year market expectations.”

All 91 refurbished pubs are now open and trading ahead of the key summer period.

On costs, the company said energy exposure is well managed, with electricity hedged to the end of FY2026 and gas contracts in place through FY2027. The board said it remains confident of meeting full-year market consensus and of continuing to make progress against the targets outlined at its Capital Markets Day in October 2024.

Marston’s is also evaluating an expanded refurbishment programme of approximately 100 sites for FY2027, subject to the continued strong performance of its existing converted estate.

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.

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.

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-

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. 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.

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)

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.

“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.

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

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.

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.

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

LittlePod's Next Chapter: Wellbeing and Happiness Take Centre Stage 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

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 exter nal 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.

Cleaning and Hygiene

Food Hygiene Inspections: What Every Business Should Know

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 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.

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?

By Katherine Pavling, Head of Product at Virtual College

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.

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.”

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%)

• 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

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:

• 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

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

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.

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-

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

Preventing Dine & Dash with CardsSafe

Having worked with hospitality businesses for over two decades, from hotels to pub chains, sports venues, bars and restaurants, we’re often engaged in the conversation – how do operators best protect themselves from dine and dash?

Technology can be a valuable ally in the fight against such opportunism. CardsSafe is designed to securely store a customer's bank cards while they run a tab. It’s the ideal deterrent for anyone contemplating walking out without paying because their card is safely tucked behind the bar in a CardsSafe unit. The system securely stores bank cards and facilitates easy tab-keeping. Rather than insisting on advance payment, businesses can keep tabs and upsell. CardsSafe has been a trusted partner in the hospitality and leisure industries, assisting with bar tabs and significantly boosting profits. Renowned establishments, including Young’s Pubs, Hilton Hotels, and numerous golf courses, have been reaping the benefits of

Snack

for years.

Deers Hut pub in Liphook, Hampshire, first came to CardsSafe in 2013 to seek help with a large volume of bar tabs for both indoor and outdoor customers. One of the primary motivations for using CardsSafe was to stay on top of where their customers were located outside. Deborah Steel, the Director, told us, "The CardsSafe system is great for servicing customers who enjoy our outdoor areas." CardsSafe is

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%’’.

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’’.

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

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

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.

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

Fry Food Faster with OilChef

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

Kitchen Equipment and Fit Out Kitchen Equipment and Fit Out

Getting the Kitchen Right: The Considerations Every Pub and Restaurant Operator Must Prioritise

— 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.

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.

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.

Kitchen Equipment and Fit Out 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.

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 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.)

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.

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.

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.

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.

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.

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.

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

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

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.

THE OUTDOOR REVOLUTION: WHY BEER GARDENS MATTER MORE THAN EVER

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.

But there’s a crucial element many venues overlook… 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

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

Even more value:

• 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.

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.

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

TURNING OUTDOOR SPACE INTO A DESTINATION

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.

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

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

Get Ready for the World Cup with Flexible Pub Furniture Design and Refit

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.

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

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.

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.

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 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.

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.

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.

Customers are encouraged to visit our large showroom to

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

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

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.

As specialist UK manufacturers, we take pride in delivering high-quality, durable, and comfortable beds that meet strict UK & EU fi re safety regulations (BS 7177:2008 – Crib 5), ensuring your guests sleep safely and soundly.

Why Choose HotelContractBeds?

✓ 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

✓ 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 catering to varied guest needs. From luxury hotel mattresses to budget-friendly options, we cater to all types of commercial accommodation.

Join thousands of satisfi ed customers across the UK who trust HotelContractBeds for unmatched quality, comfort, and service.

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

&

Property and Professional

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

By Russell Howe, Group VP

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

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.

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.

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-

Why Use a Specialist Hospitality Consultant? Answer: because we can help your business to succeed.

With over 30 years of industry experience in the Hospitality sector, The Bowden Group’s Managing Consultant David Hunter will work with you to address the following elements:

Profitability, Operational Strategy, Staff Management, Marketing and The Future of your business.

Our experts will analyse your entire operation and also its key operating figures if they are available. We then help you to identify strategies to manage costs and overheads associated with the core Profitability of running a Hospitality business.

The largest overhead, even higher than Cost of Sales, is the Labour cost, so, with detailed analysis of your wages and being able to understand ‘’the way

your business actually works’’ we can ensure that you are maximising the labour usage in your business.

Budgeting, Forecasting, Menu Management, Stock Controls, Purchasing, and controlling Variable Costs are just a few of the other areas that David Hunter, your Restaurant Consultant, will work on with you, and improve with you.

Managing people brings with it a whole set of new skills that are now needed more than ever. From ‘’Managing the Managers’’ through to Service and Kitchen staff, your team needs careful and skilful Management, Motivation, guidance and Development.

If your business is actually struggling, or if you just feel that it could be doing some things better, give David Hunter a quick call on 07831 407984 to arrange a ‘’Free of Charge’’ initial consultation (please quote CLH Offer), when David will discuss with you what could be achieved if you ask us to work with you.

Finding Your Perfect Hospitality Investment

For over three decades, Stonesmith has established itself as the South West's premier business transfer agent, specialising in the sale of licensed, hospitality, and catering businesses throughout Devon, Cornwall, Somerset, and Dorset. Whether you're an aspiring publican seeking your first freehold pub, an experienced hotelier looking to expand your portfolio, or an entrepreneur wanting to enter the thriving restaurant sector, Stonesmith's unrivalled local expertise makes them the natural choice for navigating the Westcountry's dynamic hospitality market.

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.

The team at Stonesmith understands that no two hospitality businesses are alike. From traditional country pubs and coastal hotels to contemporary restaurants and boutique guest houses, each property presents unique opportunities and challenges. Their approach centers on listening to clients' individual needs and crafting bespoke marketing strategies that align with specific objectives. This personalized service, combined with their deep knowledge of the regional market, ensures that both buyers and sellers receive guidance tailored precisely to their circumstances.

Choosing Stonesmith means partnering with specialists who genuinely understand the hospitality sector's nuances—from licensing requirements and valuation complexities to the seasonal dynamics that define Westcountry trade.

Thinking of selling or buying? Visit www.stonesmith.co.uk

Fiona Dickie, the Pubs Code Adjudicator.